The Feeder: Building the Future (Q2, 2023)

THE FEEDER The Official Newsletter of Rosendin Electric, Inc.

BUILDING

Quarter 2, 2023

The Future Expanding and diversifying our business

2023 SAFETY WEEK:

STRONG VOICES • SAFE CHOICES ENGINEERING IN DC:

Life Cycle Post Construction

NOW HIRING ELECTRICIANS of all skill levels & other positions

POSITIONS NOW HIRING: •

Accounting Manager

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Project Manager - A/V

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Administrative Assistant

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Project Manager - Healthcare

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Assistant Project Manager

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Project Manager III - Renewables

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Assistant Project Manager - Construction

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Purchasing Agent

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Assistant Project Manager - Renewables

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QA/QC Engineer - Renewables

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Assistant Project Manager - Healthcare

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Regional Safety Director

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Assistant Project Manager - Renewables

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Safety Coordinator

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Assistant Superintendent - Renewables

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Safety Coordinator - Renewables

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Automotive Technician

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Safety Manager

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Category Manager

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Safety Manager - Renewables

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Civil Solar Engineer II - Renewables

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Sales and Use Tax Accountant

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Commercial Electrician

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Senior Administrative Assistant

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Corporate Subcontract Manager

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Senior Estimator

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Division Manager

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Senior Estimator - Renewables

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General Foreman

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Senior Payroll Specialist

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General Superintendent - Renewables

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Senior Project Manager

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High Voltage Superintendent - Renewables

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Senior Project Manager - Renewables

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Logistics Coordinator

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Senior Project Manager - Healthcare

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Logistics Manager

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Senior Project Scheduler

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Procurement Governance Program Manager

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Sr. Estimator - Technologies

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Project Executive

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Traveling Assistant Project Manager - Renewables

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Project Manager

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Warehouse Coordinator

Learn more at rosendin.com/careers

BUILDING

The Future

6 2023 SAFETY WEEK:

STRONG VOICES • SAFE CHOICES

8

13 Engineering in DC: Life Cycle Post Construction

22

20

WHAT’S IN THIS ISSUE? Quarter 2, 2023

Message from the CEO

4

New Boise Office

11

Workforce Development: GCU Graduates

12

Awards & Rankings

14

Pulse Check

15

Quality: Expanding into the Future

16

The Rosendin Foundation

22

ESOP

26

Meet the Team

28

Connect on Social

30

Upcoming Events

31

MESSAGE FROM THE CEO

4 | THE FEEDER

We lead ourselves to where we want to go.

W

hen I decided to join Rosendin over 20 years ago, one of the things that drew me to this company was the immense opportunity I saw within the company for my personal growth, as well as opportunities for my new colleagues and the company itself. A couple of decades later, it is still true that Rosendin and its employees have abundant growth opportunities ahead of them. For those unsure where your journey with Rosendin can take you, I suggest you grab a copy of our Strategic Plan and read through the Markets Pillar. Every new market we enter generates growth opportunities throughout the company.

Rosendin has always been purposeful in our market pursuits. However, one of the things I appreciate about Rosendin is the flexibility we give our leadership as they plan and pursue new markets. Using our Strategic Plan and its four Pillars as a guide, the markets we pursue are up to us to decide. We lead ourselves to where we want to go. As Employee Owners, we choose how to expand and diversify our markets, and we do so in a way that makes sense for Rosendin and our customers. Whether it is diversification through a product, business sector, or geographic expansion, it is up to our Employee Owners to decide.

The strength of our strategic plan lies in its flexibility and agility. Our current strategic plan provides the agility needed to quickly capitalize on opportunities with new and long-term customers. Several of our long-term customers will continue to play a vital role in our market sector development as they also expand, providing opportunities for Rosendin to enter new markets and diversify our business.

All the items discussed above lead us to a key goal in our strategic plan: “opportunity for all.” By expanding our markets, we can support those employees who want to make changes, the type of changes necessary to make the revolutionization of our industry a reality. Additionally, it will take more people/Rosendin Employee Owners to fulfill this goal. Providing an 'unparalleled legacy of opportunity for all' is a goal that will challenge our creativity, challenge our current and future employees, and challenge our industry.

Every goal we aim for requires people, really good people. Again, if you are wondering about your future at Rosendin or in the construction industry, I encourage you to get involved and support the development of our markets. We need more creative people who are not afraid to share their vision for the future of our industry. Rosendin is fortunate to have some of the most creative people and the best customers. Together, we will continue to revolutionize the construction industry.

There is honestly no better place to be right now and no better people to work with. I’m excited to see what our future holds.

Thank you for all the good work you’re doing.

Take care,

Mike

THE FEEDER | 5

BUILDING Being our clients' preferred partner as we capitalize on new markets and opportunities

The Future

W

ith over 100 years of experience, Rosendin is a seasoned electrical contractor with a reputation as a client-focused company. We serve customers who have some of the most complex and challenging projects in the country, and they rely on us to deliver high-quality facilities while adhering to our strict safety protocols. Rosendin delivers these projects under challenging conditions and timelines because of our culture of innovation, where we develop and embrace technologies and incorporate them into everything we do. Our strategic data analytics and technology approach allows us to support and collaborate with clients to achieve their goals. That path led us to challenge ourselves to place a renewed focus on our strategic markets and expand our national reach in the coming years.

Two members of Rosendin’s Operational Excellence Team, Angela Rundle, Operations Manager, and Brian Brobst, Vice President of Preconstruction, came together to answer questions to better understand our strategic markets and how Rosendin will leverage our expertise to expand those markets and our national reach.

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Q A

Q A

Q A

BASE CAMP 2025

Please explain what strategic markets are and why they are categorized as strategic?

What we mean when we reference a “strategic market” is simply a market that we currently serve, typically perform very well in, and have decided to grow and expand within.

Beyond that, a big part of our strategic plan includes seeking out new and emerging markets where we see lucrative benefits for Rosendin. This can mean entering a market or industry that we don’t currently serve or expanding our existing operations within a market where we see growth potential. To further clarify, a “market” doesn’t always mean a specific type of construction industry; it can mean a particular focus on a geographic region, for example, or focusing on a certain client. This can also include expanding into connected services that happen before or sustain after building construction is complete.

Best Managers in the industry with an average score of 85% or better as measured by employee engagement survey results.

Solidifying our status as a Top 3 electrical contractor in the U.S. while expanding into at least 2 new markets.

For every new process created we will remove two processes.

Increase equity by at least 40% while supporting our future with contributions to retirement benefits at levels that equal or exceed current contributions.

Will you expand on our current strategic markets and why we chose them?

Rosendin’s development and adaptation of our 10-year strategic plan is a relatively new endeavor, so we wanted to start positively with some wins. As we evaluated our current business, we confirmed that we tend to perform the strongest and continue to see high-growth potential in our renewables, data center, and MPS markets. Additionally, we have strong footholds in the areas where we perform high-tech and special systems work, and we are seeing tremendous growth opportunities in those sectors nationally.

Q

You’ve noted that many of our clients have a national presence. Is it ever challenging to build trust and partnerships with these clients when our teams are region-based?

A

Although our clients build across the US, that doesn’t always mean their implementation practices and desires are consistent. What we want to do first is to actively listen to our clients and work to understand what their wants and needs are, wherever they are located. For some clients, it’s made sense to implement what we’re calling “program teams,” which consist of Rosendin personnel who work with the same client but in different regions. In turn, these teams meet regularly to share experiences and lessons learned from their projects with that same client, helping us to avoid repeating issues from one project to another. This collaboration allows our teams to implement better practices as we execute for the same client repeatedly. Another positive note for our program teams is that the information flow can sometimes happen much faster. The client can connect with the program team lead, and we can then share that consistent message internally across all project teams instead of the client having to connect with several different projects.

Q A

So what are the next steps to meet our 2025 Base Camp Goals in Rosendin’s Strategic Plan?

What does this mean for our other markets, such as healthcare, commercial, and transportation?

If a market isn’t currently identified as a strategic market within our overall strategic plan, that doesn’t mean we are not doing business there. At Rosendin, we pride ourselves on having a very diverse portfolio, and every single project is impactful in helping us achieve the goals of our strategic plan.

We will continue to do great work in all markets, serving our clients’ needs and building those relationships, enabling us to become our clients’ preferred and trusted partners in ALL the markets we serve.

MARKETS We will be our clients’ preferred and trusted trade partner, swiftly capitalizing on new market opportunities to intelligently expand and diversify our business.

We constantly work to confirm our focus is in the right areas.

When it makes sense to adjust, we do, to swiftly capitalize on new markets and opportunities and to intelligently expand and diversify our business. Our strategic plan is and will always be fluid. As the Markets Pillar leads, we work with teams across the company to keep our Executive Committee informed of market changes as close to real-time as possible.

Additionally, we continue to engage with our clients, big and small, to understand and develop ways to better serve them and to become their most preferred and trusted partner.

When our clients have a need, someone has to be their first call; and we want it to be Rosendin!  THE FEEDER | 7

C

onstruction Safety Week 2023 was held May 1 - 5, and Rosendin is proud to have joined forces with over 70 construction firms across the U.S. and Canada as a sponsor of this annual event. This year's theme was "Strong Voices, Safe Choices."

Building strong teams who work safely is our most important job. We must work together to create a culture and environment where everyone feels they can step in, speak up and take action to keep their team and job site safe. That's why this year's Safety Week emphasized the strength that comes from empowering everyone to own and act on safety.

We all play an integral role in building a strong safety culture and providing a safe workplace.

Supervision sets the tone for safety on the project by setting standards, implementing programs, and fostering a safety culture. Craftworkers are the front line of keeping our team and environment safe by observing their surroundings, following the plan to install work, and speaking up when something isn't right.

During Safety Week, Rosendin shared daily topics that stressed the importance of remaining connected and committed to supporting one another. The more we feel supported, the more safe choices we make and the better work we deliver, leading to safer selves, teams, and job sites.

8 | THE FEEDER

SAFETY WEEK 2023

DAY 1 – ENGAGEMENT Rosendin's Shayne Stevens, Sr. Corporate Safety Director, David Elkins, Sr. VP of Field Operations, and John Loukusa, General Superintendent, demonstrated how we can all engage with new employees to share the unique challenges and safety risks in our work environment.

DAY 2 – RISK IDENTIFICATION Rosendin Safety Manager, Mike Hiu, performed a safety walk on a project site in Hawaii as he showed the process of identifying and mitigating risks. Hear how he empowers project teams to always keep safety first by providing necessary training and holding each person accountable for each other's safety.

THE FEEDER | 9

DAY 3 – MENTAL HEALTH & WELL-BEING Mental health is not approached easily in the construction industry. Your involvement and encouraging others to raise their voice can positively change someone's life and includes more than being aware of how people are treated on and off the job site or in the office. Watch Erika Fry, Regional Safety Director, discuss the resources available to Rosendin's craftworkers and office employees. Our Craft Empowerment Program (CEP), Employee Assistance Programs (EAP), and Employee Resource Groups (ERG) are just a few of the tools Rosendin has in place to support mental health. The most effective one, however, can be a simple check-in with your colleagues to ensure that everyone feels safe and supported.

DAY 4 – CONTINUE LEARNING Did you know your hardhat has an expiration date?

Construction workers sustain more traumatic brain injuries (TBIs) than employees at any other type of workplace in the U.S. TBIs represent one-quarter of all construction fatalities, and more than half of fatal work-related traumatic injuries result from falls. Watch as Jorge Tec, in Rosendin's Prefab, talks about the importance of hard hats and why they should be replaced before expiration.

DAY 5 – TAKE ACTION & THANK YOU We all have a voice in safety. Nothing we do is worth risking our lives or the lives of our fellow team members. Empowering our craft to raise their concerns AND act goes beyond simply talking about it. We must give our team members the resources to speak strongly, without hesitation, and have systems in place to empower them and offer them the ability to act and provide creative solutions. When there's trust, respect, and communication, we are all empowered to own and act on safety.

Working together creates more opportunities to improve the safety culture on a project, strengthen our connections, and break the patterns that lead to bad decisions. Speak up and use your STRONG VOICE to help everyone make SAFE CHOICES.

ROSENDIN EXPANDS TO BOISE STIMULATING ECONOMIC GROWTH AND CREATING JOBS

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osendin's expansion into Boise, ID comes because of increased demand for high-tech infrastructure as the region continues to appeal

to large technology, commercial, and healthcare companies. Having a dedicated team in Boise puts Rosendin at the forefront as the Treasure Valley grows.

Dustin McIntosh, Rosendin Senior Project Manager, will lead projects and regional business development. Dustin brings over 20 years of experience guiding construction teams that completed landmark buildings, including the 9-story San Francisco General Hospital, the 47-story Park Tower office building at Transbay, and a scientific research campus in Northern California.

"As a 104-year-old company, we are proud of our reputation of being a trusted construction partner that supports community organizations where we live and work," said McIntosh. "Our Boise office is already working with schools to develop workforce training programs and a skilled trades camp for kids while deepening our relationship with Boise State University's Construction Management program and our first summer intern at the local office."

"We are pleased to be part of the region's expansion as it continues to develop economically and structurally with infastructure projects that shape it's future" stated Robert John, Division Manager.

Rosendin is also partnering with the International Brotherhood of Electrical Workers (IBEW) Local 291 to offer career training and apprenticeships at the IBEW's Southwestern Idaho Electrical Training Center, and with the ACE Mentorship program to educate high school students about jobs in the trades. THE FEEDER | 11

Congratulating GCU's Second Pre-Apprenticeship Class A FIRST STEP TO BECOMING ELECTRICIAN APPRENTICES For many, jumping straight into an electrical apprenticeship can be unnerving. A classroom environment can give students the foundation to succeed in their International Brotherhood of Electrical Workers Apprenticeships and help them jump-start their trade careers. The second class of GCU’s Pre-Apprenticeship program in Arizona graduated last month and is heading towards a lucrative and rewarding trade career.

Rosendin is proud of the students that graduated, and we look forward to supporting the next class. With an estimated growth of electricians being 9% between 2020-2030, there's no better time to enter the industry! 

12 | THE FEEDER

SPECIAL SYSTEMS

By Dustin Cognetti, Operations Manager, and Luke Fenner, Division Manager

R

osendin's Special Systems Services Group was established more than 15 years ago in the Bay Area when special systems were more basic: structured cabling, fiber optics, security, and camera systems. Since then, the technology and the designs have grown more sophisticated and complex, as have Rosendin's capabilities. Rosendin teams nationwide provide special systems services for various facility types in commercial, industrial, and municipal environments. But what are special systems, and why does Rosendin need a group dedicated to this service?

Special Systems include a broad number of systems. They are the result of a project coming online with all systems communicating with each other: electrical, lighting, BMS, cameras, security, life safety, fiber optics, networks, and structured cabling.

Together, these systems allow the building to be smart and communicate with each other. Before, they were treated as more of an afterthought once the MEP was done, but these are systems that really matter. Today, Special Systems are integrated with MEP. MEPSS is the 4th utility which includes all of the special systems identified above. In the past, things worked linearly – plumbing was plumbing, electrical was electrical. But today, the facilities we construct require all these systems to work together. This calls for coordination among the trades.

Rosendin's highly skilled team of designers and engineers has expertise in integrated technology systems. These designers and engineers work with stakeholders throughout the process, beginning with understanding the project needs

and developing and incorporating world-class solutions tailored to meet the customer's needs while delivering the lowest installed cost with the highest quality.

Rosendin's Special Systems Group excels on design-build projects because designers have more control over the system, providing the customer with a single design solution integrating data, sound, comms, and electrical. Here, Rosendin's team can also control costs, help customers with budgets, and give cost updates as design changes. Designers can design to the customer's budget and needs, eliminating the chance of overdesigning the systems. The design-build process also removes the back and forth of designing and bidding, which helps speed things up and reduces time and money.

Rosendin's teams are working with our partners to design networks that are the superhighways for all these systems.

Fiber optic pipelines are getting bigger thanks to investments from companies like Google, AT&T, etc. While designing these networks, our teams are also building specification libraries and detail libraries that can be used repeatedly, allowing our installers to look at them and build them precisely to specs.

Rosendin Special Systems Group currently has 12 dedicated designers. However, as Rosendin grows and expands to support markets across the country, we foresee significant growth opportunities for the Special Systems Group, particularly in the East region and Texas. It's truly an exciting time to be a part of Rosendin and the Special Systems Group as we continue to support our partnerships with BART, CalTrans, and Texas Instruments. With projects underway at major airports such as San Diego International Airport and the T1C Project at San Francisco International Airport, Rosendin's teams are busier than ever. THE FEEDER | 13

AWARDS & RANKINGS Q2 | 2023

In Quarter 2, 2023, Rosendin received 29 awards from various organizations across the country. The National Electrical Contractors Association (NECA) awarded Rosendin six (6) Achievements of Zero Injury awards and 15 Achievements in Safety Excellence throughout the country. To learn more about the headlines Rosendin is making, visit rosendin.com/newsroom.

AWARDS 2022 Large Business of the Year Prineville Crook County Chamber of Commerce

Top 30 Under 30 Award Paolo Morales EC&M

Grand Globee® Winner 2023 Sales, Marketing, Customer Success, and Operations Award Globee® Business Awards

Top 30 Under 30 Award Daniela Diaz EC&M Top 40 Under 40 Award Alissa Bautista Pacific Business News Women in Construction (WiOPS) Award Rosendin Women in Construction Operations (WiOPS)

Grand Globee® Winner Achievement in North America (USA and Canada) - 2023 WIC Campaign Globee® Business Awards

Viddy Gold Award Long Form Video - You Belong Here Campaign Viddy Awards Viddy Gold Award Social Media Videos - Women in Construction Viddy Awards 2023 Hermes Gold Winner Digital Marketing Campaign - You Belong Here Recruitment Campaign Hermes Creative Awards

Grand Globee® Winner Best Use of Social Media in Marketing 2023 WIC Campaign Globee® Business Awards

2023 Recognition of Achievement in Safety Excellence

2023 Recognition of Achievement of Zero Injury

2023 Electrical Excellence Award Winner

More than 150,000 (Tempe) NECA - Arizona Chapter

50,001 - 100,000 (Anaheim) NECA - Orange County Chapter

100,001 - 150,000 (Aiea) NECA - Hawaii Chapter

The Grand L.A. (Commercial over $5M) NECA - Los Angeles Chapter

More than 150,000 (Pflugerville) NECA - Central Texas Chapter

More than 150,000 (Hillsboro) NECA - Oregon Columbia Chapter

More than 150,000 (San Jose) NECA - Northern California Chapter

The Grand L.A. (Audiovisual over $500K) NECA - Los Angeles Chapter

More than 150,000 (Gallatin) NECA - East Tennessee Chapter

More than 150,000 (Prineville) NECA - Oregon Pacific Cascade Chapter

More than 150,000 (Anaheim) NECA - Orange County Chapter

100,001 - 150,000 (Aiea) NECA - Hawaii Chapter

More than 150,000 (Hillsboro) NECA - Oregon Columbia Chapter

50,001 - 100,000 (Anaheim) NECA - Orange County Chapter

Hope on Hyde Park Apartments (Residential between $1M and $5M) NECA - Los Angeles Chapter

More than 150,000 (Anaheim) NECA - Los Angeles Chapter

More than 150,000 (Prineville) NECA - Oregon Pacific Cascade Chapter

50,001 - 100,000 (Anaheim) NECA - Southeast Texas Chapter

More than 150,000 (Hanover) NECA - Maryland Chapter

100,001 - 150,000 (Las Vegas) NECA - Southern Nevada Chapter

100,001 - 150,000 (Las Vegas) NECA - Southern Nevada Chapter

More than 150,000 (Sacramento) 50,001 - 100,000 (Anaheim) NECA - Northern California Chapter NECA - Southeast Texas Chapter More than 150,000 (Sterling) More than 150,000 (San Jose) NECA - Northern California Chapter NECA - Washington DC Chapter More than 150,000 (Anaheim) NECA - Orange County Chapter

Century Plaza Condos (Audiovisual under $500K) NECA - Los Angeles Chapter Century Plaza Condos (Residential over $5M) NECA - Los Angeles Chapter

PULSE

CHECK In Q1, 2023, Rosendin was awarded over $454 million in projects.

The chart below provides an overview of the industries with estimated award value (millions) nationwide.

NOTE: Includes work orders and large change orders.

BioTech/Pharmaceutical: $1.5

Energy: $3.2

Institutional: $1.4

Commercial: $60.5

Health Care: $25.6

Miscellaneous: $545k

Data Center: $124.6

Heavy Industrial: $150k

Solar: $211

Education: $2.2

High Tech: $6.3

Systems: $10.4

Entertainment: $759k

Hospitality: $19.3k

Transportation: $5.09 THE FEEDER | 15

Supporting Existing Markets and Expanding Into the Future How Rosendin's Quality Department supports the company's existing markets and helps in future market expansion

By Tim Robert, Corporate Quality & Compliance Manager

R

osendin's Quality Department is

The Rosendin Procedure Manual is the

returning to the basics to support

transformation of our current manuals

our teams across the country with

and forms into a comprehensive,

existing customers and help expand into

professional,standardized, and searchable

future markets. These basics start with

easy-to-use one-stop-shop manual hosted

ensuring all employees trust that Rosendin's

on Rosendin's new content management

standard procedures are current and vetted by

system. The system allows employees

leadership as true best practices to be followed

to quickly and easily locate "how-to"

company-wide. As a result, the Quality

information needed to perform their daily

Department recently launched the Rosendin

duties. In addition, the manual project

Procedure Manual project in response to the

aims to ensure regular reviews and updates

feedback received by project and corporate

to Rosendin's processes and procedures,

teams outlining the need for consistency and

including a formal approach to allow

standardization in various aspects of work.

employees to recommend any changes.

16 | THE FEEDER

EVERYONE IS RESPONSIBLE FOR THE QUALITY AND SAFETY OF OUR EMPLOYEES. A content management software system enables users to easily manage large data sets of written or imported content for publishing to various output options in a professional design. Overall, the Rosendin Procedure Manual project provides Rosendin employees with a standardized and consistent organizational framework that will increase efficiencies, reduce redundancies, eliminate siloed information, and provide a solid foundation for training.

By achieving these goals, the Quality Department supports Rosendin's Strategic Plan and 2025 Base Camp Strategy of solidifying our status as a Top 3 electrical contractor in the U.S. while expanding into new markets and its LEAN concept to remove two processes for every new process created.

Furthermore, Rosendin employees will have clear direction to continue to improve upon the quality for our customers and opportunities to make meaningful change.

Continuing with the mantra of "identifying opportunities to make meaningful operational

change," the Quality Department uses all available tools to find solutions to address many industry challenges. One of those challenges is rework.

Rework is time-consuming and costly and continues to be a significant source of risk for our industry. However, according to Adam Roberts, Corporate Quality Data Analyst, understanding, and quantifying rework is not straightforward.

"Specifically, the Quality Department utilizes BIM360 to collect data directly from job sites and then analyzes the data using a custom dashboard solution. The dashboard allows Rosendin to set internal benchmarks and track progress."

These techniques help us identify our biggest sources of rework so we can focus efforts on building new processes and minimizing the company’s risk while also making projects more profitable. Through these efforts, we will truly achieve the strategic objectives of Rosendin and capture opportunities to create a positive impact within the industry that will bring new markets to light.

QUALITY CHAMPIONS (QUARTER 2) The Quality Department would like to recognize the Vantage project team members in Goodyear, AZ as the Q2 Quality Champions! During a Safety Week meeting in May, the Quality Team presented on NFPA-70E arc flash labels. The presentation focused on how to read the labels, PPE requirements, and included a lesson learned by someone who was exposed to a serious arc flash event. The gentleman shared his story of how different the outcome would have been for him had he not been wearing the proper arc flash PPE. A special thank you to (left to right) Javier Escalante, Arnold Silva, Zach Baker, and Howard Earl for displaying integrity and leading our teams by doing the right thing while keeping our employees safe. 

THE FEEDER | 17

Engineering in DC: Life Cycle Post Construction Clint Summers, P.E., Senior Director, Power Engineering Joe Dietrich, P.E., Director of Analytics

M

any are familiar with the role Engineering has in designing and constructing a new data center in our day-to-day work as design builders.

But how many know the role Engineering plays in the post-construction life cycle of a data center facility?

In the chronology of a data center facility, tenant fit-outs are one of the first requests for engineering support after a facility is built.

Many of the data centers Rosendin builds are colocation facilities or "colos." These data centers lease out space to a tenant and provide power cooling and IT connectivity for other businesses to utilize by housing servers and other digital computing equipment.

Part of the process of getting data centers up and running in a way where the owner is generating profits is the tenant fit-out process. Engineering works closely with both the data center owner and the tenant during this process, and together, the team customizes the leased space to provide maximum function and efficiency for the tenant.

18 | THE FEEDER

Some of the functions engineering plays in the fit-out process include power distribution layouts for STSs, PDUs, and RPPs, creating striping plans, coordinating with overhead or underfloor utilities, designing cable tray solutions for power and/or IT distribution, coordinating with hot/cold aisle containment, lighting design, power distribution busway design, modifications to the base building short circuit/coordination/ arc flash studies, grounding distribution designs, and more.

Once the data center has been fit-out for its tenant or tenants, the process of day-to-day operations begins. Rosendin Engineering has a team of engineers called Field Engineering Leads (FELs) specializing in this type of work. FELs are utilized both during the final stages of initial facility construction for First Time Energizations (FTEs) as well as during special owner operations exercises (long after initial facility energization) to create Step-By-Step (SBS) procedures.

This service provides the operations teams with the appropriate processes of switching, testing, observations, data gathering, modifications, etc., to complete specialized work. This documented process is often called a Method of Procedure (MOP).

Also, around the five-year mark, battery replacements become quite commonplace. For many years, Rosendin installed almost exclusively VRLA-type batteries in data center projects. These batteries typically have a lifetime of four to seven years; as such, we expect that Rosendin will be doing replacements of these batteries for years to come.

Many owners are switching from VRLA to lithium-ion and other battery technology types with better reliability and longer lifespans.

Rosendin Engineering has the expertise and experience to analyze the requirements of NFPA 855 and other applicable standards, such as the International Fire Code (IFC), to determine what modifications, if any, a facility must undergo to house different battery technologies.

As the critical systems in a data center age further (5-to10-year time frame), it becomes more prudent to ensure that regular load tests are performed to demonstrate that critical equipment such as UPSs and generators will function as expected under a heavy load.

It is often only possible to show this using a load bank that may or may not have been part of the facility's original design. Rosendin Engineering can help create testing plans, including step-by-step instructions, load bank connection details, pass/fail criteria, and planning support needed to conduct these vital tests confidently.

Other aging systems must be replaced to regain reliability or owner confidence in these systems. Some mechanically based mission-critical power system components, such as DRUPS (Diesel Rotary Uninterruptible Power Supplies), have historically had a life expectancy that has proven to be shorter than the facility's life.

Many owners of facilities employing DRUPS units have decided to undergo projects to upgrade their DRUPS units or replace them with other backup system technologies.

In these projects, it is essential to have the support of knowledgeable electrical power engineers to properly identify and model the system's key features and analyze whether the replacement solution will change any of the characteristics of that system.

Your engineering team should consider key parameters such as backup time, reliability, maintainability, fault-clearing capabilities, motor starting capabilities, and others. Rosendin's Engineering team, specifically power and analytics engineers, have advanced knowledge and understanding of these systems.

Data center infrastructure becomes obsolete beyond ten years (10-to-20-year time frame). Power densities increase, technology requires refreshing, and equipment begins to wear out or is not serviceable due to the obsolescence of the necessary replacement parts. At this point in a facility's life cycle, owners often seek engineering help to study and analyze how to modernize the facility without scrapping all of the initially installed expensive infrastructure.

Engineers are called upon to devise methods of increasing total power to the IT loads, deploying new tech, upgrading EPMS/ SCADA/Automation/Controls for the facility, and making informed decisions regarding the replacements of generators, UPSs, static switches, and distribution equipment.

For all your data center engineering needs, please contact Rosendin Engineering via your local engineering director or the Engineering Helpdesk at 833.REI.ENGR. We are here to help!  THE FEEDER | 19

Four ways to keep your workers safe and cool while working in extreme heat.

By: Shayne Stevens, CSP, CHST, CMPS, Senior Corporate Safety Director

T

he construction industry requires great attention to safety. For that reason, leaders must prioritize implementing companywide practices to protect their workers.

At Rosendin, we rely on thousands of craft workers to successfully build some of the country's largest industrial and commercial projects. We have made it an ongoing mission to help our workers recognize dangers and prevent them from harm of any kind. When completing projects in drier regions where heatwaves are common, such as Arizona and Texas, we also face the unique challenges that come with working in extreme heat.

Understanding the possible effects of working in hot weather and creating plans to avoid and handle any heat illness are essential elements of maintaining worker health. Rosendin has developed a comprehensive Heat Illness Prevention Plan to help workers across the nation follow safe practices.

In addition, we develop Site-Specific Safety Plans (SSSP) that include specific heat mitigation plans based on the conditions at each site. This can vary based on specific factors, such as regional temperatures, access to shade and indoor cooling, and time spent outside.

For example, in Arizona, Regional Safety Director Rick Brown and his team develop, implement and refine SSSPs to ensure workers have mandatory shade in working conditions exceeding 80 degrees Fahrenheit, pre-shift meetings to review the high heat procedures, and adjusted workloads.

When needed, Brown and his team reduce the severity of work by scheduling slower-paced or less physically demanding work during the hottest parts of the day and the heaviest work activities during the cooler parts of the day.

Rosendin’s plans have been proven to significantly reduce job site heat hazards while increasing employee and subcontractor

involvement in every aspect of safety. Any company can achieve similar results through ongoing training on environmental and personal risk factors for heat illness. Here are four crucial Heat Illness Prevention elements that any company can incorporate to keep construction workers safe during the summer heat.

#1 - TRAIN FOR HEAT

Commercial construction jobs can be challenging, as workers are performing tasks outside or in partial structures, such as high-rise buildings, arenas, health care centers, and renewable energy facilities.

Companies should require employees to undergo training to recognize heat illness symptoms such as heavy sweating, cramps, weakness, and dizziness. They should also learn to use prevention methods as well as their region’s required Heat Illness Prevention Standards and OSHA regulations. This should entail having project teams conduct safety orientation training that includes how to respond to heat-related illnesses.

Rosendin also encourages all contractors on the site to work together as a team to actively watch workers for these heat illness symptoms and other heat-related issues. Once training is completed, we provide our teams with hard hat sombreros, neck shades, cooling towels, and water-soaked gel bandanas.

#2 - ENCOURAGE PROPER HYDRATION

The most important tip for keeping employees safe is to make sure they stay hydrated by drinking water regularly. Mild dehydration can impair a person's ability to concentrate. Even as little as 1% loss in body weight due to fluid deficiency can impair short-term memory.

On outdoor job sites during the summer, we address the heat with a variety of responses, including water bottles, water stations, and water coolers.

They are available to everyone on the site, especially the field staff at our outdoor sites. To encourage workers to drink water more frequently, supervisors can implement simple practices, such as placing water coolers close to where staff is working and implementing an hourly reminder to drink fluids.

In addition to water, consider stocking up on ice pops or other products that contain electrolytes, such as sports drinks, coconut water, and hydration powders. You’ll also want to remind workers to avoid liquids during the work week that can be dehydrating, such as alcohol and caffeine.

#3 - PROVIDE ACCESS TO SHADE

In addition to adequate hydration stations, it is also important for workers to have access to shade that is open to the air or includes ventilation, such as fans or cooling mists.

unit that is powered by a generator. These are particularly helpful in our renewable energy projects, as they are usually in remote areas with little natural shade. These trailers, which are opened up to the air stream, have been instrumental in providing employees a place to go to cool down, recharge, and hydrate before returning to work in the hot sun. At any time, employees can sit in the trailers to cool down if they get overheated. We also encourage our forepersons to strategically set up mobile pop-up tents and shaded areas throughout job sites.

Once temperatures exceed 95 degrees Fahrenheit, consider increasing breaks to help workers cool down and hydrate.

In the South and other warm climates, companies can also add air-conditioned lunch tents and cooling trailers with fans and mist to mitigate overheating. In extreme heat conditions, companies can train supervisors to observe employees for alertness and other signs or symptoms of heat illness. Companies can also mandate recovery rest periods.

#4 - FOLLOW ACCLIMATIZATION PROCEDURES

Working during a heat wave can be challenging, especially for people who are not used to it. It is important to let a worker’s body adjust to the heat by limiting exposure in the beginning, and encourage them to take more breaks and stay hydrated.

For these workers, it’s good practice to let them start earlier in the day when temperatures are cooler, and schedule the heaviest work activities during this time, leaving less physically demanding work for hotter parts of the day.

According to the Centers for Disease Control, the best outcome for workers is obtained by gradually increasing work hours in hot conditions over a 7 to 14-day period, cooling off, and properly rehydrating between shifts. Rosendin limits new employees to 8-hour shifts for the first four days and does not assign overtime until employees acclimate to the work environment. We also encourage employees and supervisors to use the buddy system and maintain regular communication via cell phone to monitor their health.

Heat is an unavoidable factor to consider when building projects during the summer or in hot locations. It is crucial for job sites to safeguard their employees by putting into place detailed procedures to adjust to changing weather conditions. As the world's temperatures rise due to climate change, these best practices will become increasingly relevant as heat waves and high temperatures become more prevalent, particularly in locations that have never had to deal with these working circumstances. Knowing how to avoid the dangers of extreme heat, as well as how to handle the symptoms of heat illness is critical for a well-rounded safety strategy.

On some Rosendin job sites, we are able to provide specially designed cooling trailers with a large portable air conditioning THE FEEDER | 21

LETTER FROM THE PRESIDENT The Rosendin Foundation has had a busy and exciting quarter! Our teams, industry partners, and sponsors officially launched TRF Camp Build in four locations: Sherman, TX; Anaheim, CA; Gallatin, TN; and Tempe, AZ. Check out our daily videos on the TRF YouTube channel.

Impact. Empower. Inspire.

In these videos, you will see the progression of the campers from the first to the last day, and I have to admit, I have learned and improved my skills too. We are proud to share how TRF is innovating the industry and how we are helping to educate our future workforce.

Each morning during camp, we share the previous day’s video with our campers because it is important for them to see themselves doing the work and achieving their goals. This coupled with their hard hat stickers show their accomplishment. We are empowering these campers by showing them that they can accomplish what they set their minds to. A compilation of the videos is shown at each camp’s graduation, so parents see the competency and ability of their children.

TRF Camp Build epitomizes our core values to Care, Share, Listen, Innovate, Excel, and be Thankful. One of the projects that our campers build is a doghouse that is donated to local nonprofits in the area. At TRF, we care for our community, and through the doghouse build and donation, we teach the campers the importance of caring for one another and others.

During camp, we took the time to educate, not just our campers, but our broader communities about why working with your hands is an incredible accomplishment and the opportunities available in construction. We shared this through our social media channels, news broadcasts, and YouTube videos.

Throughout camp, we listened to our campers and parents to ensure that all campers had a positive experience, and we took lessons learned to help us excel as we launch the next camps.

TRF is most proud of providing an opportunity for boys, girls, and nonbinary children a safe place to learn how to build and open their minds to non-traditional career paths. Most of the campers never touched a tool before Camp Build. This embodies the term innovation. None of this would have been possible without our incredible volunteers and sponsors, see page 25. We are so thankful to each of them for sharing their time, talents, and treasure to build our future builders.

22 | THE FEEDER

I’m excited to announce that our 2nd Annual Golf Tournament sold out foursomes in just over a month.

We are elated to see the support this golf tournament garnishes and all the good we were able to do in our communities with the money raised. Golfers attending the tournament can start booking hotel rooms at the negotiated rate with $0 resort fees.

The Golf Tournament auction is getting bigger and better as well! We have received incredible donations, including a weekend getaway including airfare from Southwest Airlines, a hotel stay with spa and golf from We-Ko-Pa Resort, fine art pieces from awardwinning artists, and tools from our Annual Sponsor Milwaukee Tool, among other generous items. If you want to donate items to the auction or raffle, please contact info@therosendinfoundation.org.

There are also a few sponsorship opportunities still available. If you are interested in sponsoring, please contact info@therosendinfoundation.org.

TRF is so thankful to our volunteers who continue positively impacting the community through service days. Our volunteers wrote letters and packaged items to send to active-duty military stationed abroad, cleaned up dog parks, donated time to nonprofits like Ronald McDonald House, harvested crops for the community, packaged and distributed food to those in need, provided needed lighting to nonprofits, built a ball pit for local kids, helped collect hygiene and clothing for community members in need, and gave their own lifesaving blood.

If you have an organization you are passionate about and are interested in helping plan a local service activity, please contact your TRF Communications Committee Representative. The community of service we have developed and continue to grow leaves me in awe.

Sherman Electrical Mini TRF Camp Build

Anaheim Electrical Mini TRF Camp Build

Gallatin TRF Camp Build

Tempe TRF Camp Build

Know of a great local nonprofit?

Encourage them to apply online for our Annual Grants

There are other ways to support the work TRF does. If you are interested in joining our Who Supports Us list, please visit therosendinfoundation.org/donate to sign up for a one-time or monthly paycheck contribution to make a tax-deductible donation which Rosendin will match 100% for employees. We’re working on rolling out a new dynamic form to make signing up for paycheck contributions even easier. Stay tuned.

Finally, please contact those dynamic nonprofits in your local area and encourage them to consider applying online for an Annual Grant. The deadline is August 15th.

For details, please visit therosendinfoundation.org/grants and review the funding exceptions portion of the website.

The deadline is

Aug 15th

Thank you for joining us in building a community of service. ������ ������� Jolsna Thomas President

Grant applicants will receive notice by the end of October of award or denial.

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24 | THE FEEDER

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Thank You Sponsors!!

®

®

2nd Annual

GOLF TOURNAMENT & AUCTION Monday, Sept 25th We-Ko-Pa Golf Club 18200 E WeKoPa Way, Ft. McDowell, AZ 85264

Click here for more details

See the Brochure

BENEFITING

PROUD TO BE EMPLOYEE-OWNED CELEBRATING EARTH DAY 2023 Earth Day is a reminder of the beauty and fragility of our planet. By planting trees, cleaning up litter, reducing waste, and taking other actions to protect the planet, we can make a difference. Rosendin's Employee Owners care about our environment, and are taking steps everyday to make Earth a better place for all of us.

Questions? Speak to your local Rosendin ESOP Communications Committee Member today!

26 | THE FEEDER

Congratulations to Rosendin's Q2, 2023

100% VESTED

EMPLOYEE-OWNERS Rosendin is proud to be employee-owned, and our entire team carries a sense of accountability for the successes we experience. Our employee-owners see their personal value in the company and understand their responsibility. We all have a stake in our future and are motivated and empowered to provide the very best value and service.

Congratulations to the following individuals who became 100% vested during Quarter 2!

AZ

CA

NC

TX

VA

Aimee O.

Elsa N.

Nisha P.

Abu A.

Alton W.

Bret B.

Hau T.

Michael T.

Charles M.

Edmundo C.

Jacqueline A.

Tin L.

Frederick B.

Martin R.

Rochelle C.

Tina S.

George E.

Robert B.

Ty M.

Timothy S.

Westley F. William S.

OR Levi G.

Jesus Valle G.

TN Will F.

Matthew S. Robert H. Torrico M.

Visit www.rosendin.com/company/employee-stock-ownership-esop

THE FEEDER | 27

M E ET R OSENDIN SHARI Z. Safety Manager San Jose, California 7.5 years with Rosendin Core Clarity: Stabilizer Hidden Talent: Surfing WHAT IS YOUR FAVORITE PART OF YOUR JOB?

‘‘

‘‘

Being in the field and making a difference every single day.

TANNER R. Logistics Coordinator Sherman, Texas 4 years with MPS Core Clarity: Trailblazer Hidden Talent: Cooking WHAT IS YOUR FAVORITE PART OF YOUR JOB?

28 | THE FEEDER

‘‘

‘‘

The variety - never a dull moment!

Getting to know your Rosendin family

BRANDON J. Operations Manager - East Region Charlotte, North Carolina 9 years with Rosendin Core Clarity: Stabilizer Hidden Talent: Exstensive Craft Beer Knowledge WHAT IS YOUR FAVORITE PART OF YOUR JOB?

‘‘

With my current role I am able to work in many markets on the East Coast and bring consistency to our customers and our employees. In addition, I am able to make a daily impact on developing our employees into future leaders!

‘‘

SAM A. Social Media Communications Manager Tempe, Arizona 2.5 years with Rosendin Core Clarity: Life Line Hidden Talent: Singing WHAT IS YOUR FAVORITE PART OF YOUR JOB?

‘‘

‘‘

Working with my team on social media marketing projects, traveling to our different projects and offices around the country, shooting video and photos with my team at jobsites and events, and the opportunity to gain skills in marketing and leadership.

THE FEEDER | 29

@ rosendinelec

CONNECT

ON SOCIAL

@rosendin_electric

Rosendin

TAG US!

Are you posting photos about the great work you are doing? We want to see it too! Tag Rosendin on your posts so the Marketing Team can reshare to Rosendin’s social channels, or use our hashtags #Rosendin or #LeadInspireBuild. @rosendin

Rosendin Electric, Inc.

FOLLOW US!

Follow, like, and connect with Rosendin on social media to see the projects our teams are working on and learn about how we honor and celebrate equality and diversity. Explore our services and the markets we’re in and see how our people are impacting the communities where we work and live. You can also discover job opportunities available with our teams across the country.

@rosendinelectric

UPCOMING NEWSLETTER

30 | THE FEEDER

NOT ON SOCIAL MEDIA?

Maybe you don’t like to post, but you have some great photos that you would like to share. Email marketing@rosendin.com and the Marketing Team will take it from there.

CULTURE OF CARE

Did you see the great things we are accomplishing through Diversity, Equity, & Inclusion? If you are interested in participating in any initiatives associated with our Culture of Care Program, please reach out to the DE&I Committee Chair at sroldan@rosendin.com.

QUESTIONS?

Just ask! The Marketing Team is here to assist you with all things social media. Just email or give us a call.

SOMETHING TO SHARE? SEEKING FRESH AND INNOVATIVE CONTENT

If you are interested in submitting an article for the next Corporate Newsletter, please contact marketing@rosendin.com. The Rosendin Corporate newsletter is intended for an internal and external audience.

Do not include information related to an NDA or that contains proprietary information.

Q3 | 2023

JULY July 3-4 July 11 July 24-28 July 28

Independence Day (Offices Closed) Slurpee Day (Interns) TRF Camp Build (Austin, TX) National Intern Day

SEPTEMBER

AUGUST Aug 2 National Coloring Book Day (TRF) Aug 4 Chocolate Chip Cookie Day (ESOP) Aug 4 U.S. Coast Guard Birthday Aug 7 Purple Heart Day Aug 7-13 OSHA Safe and Sound Week Aug 9-11 NAWIC Annual Conference (Portland, OR) Aug 15 TRF Annual Grant Application Deadline Aug 19 National Photography Day (ESOP) Aug 25 ACE Day (ACE Mentorship Program)

Hispanic Heritage Month National Suicide Prevention Month Sept 4 Labor Day (Offices Closed) Sept 11 Patriots Day (National Day of Service) Sept 11-14 RE+ Show (Las Vegas, NV) Sept 15 National Tradesperson Day Sept 18 U.S. Airforce Birthday Sept 20 National IT Professionals Day Sept 26-27 DCAC Live 2023 (Austin, TX) Sept 26-29 Greenbuild Conference (Washington, DC)

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