The Feeder: Building Legacies Building People Building Culture (Q1, 2023)

THE FEEDER The Official Newsletter of Rosendin Electric, Inc.

Quarter 1, 2023

Building Legacies

Building People

Building Culture

RE-IMAGINING D esign -B uild A Hero Among Us Murat Kayali

2023 WOMEN IN CONSTRUCTION WEEK

NOW HIRING ELECTRICIANS of all skill levels & other positions

POSITIONS NOW HIRING: •

Accounting Manager

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Logistics Coordinator

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Administrative Assistant

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Power Systems Engineer

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Assistant Project Manager

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Project Assistant

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Assistant Superintendent

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Project Executive

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Automotive Technician

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Project Manager

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BIM Specialist

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Project Scheduler

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BIM Support Engineer

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Purchasing Agent

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Buyer / Expeditor

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QA/QC Engineer

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Data Analyst

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Quality Assurance & Commissioning Site Manager

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Designer III

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Safety Coordinator

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Designer I

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Safety Manager

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Director of Payroll

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Senior BackEnd Developer

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Division Manager

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Senior Estimator

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Document Control Specialist

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Senior Network and Telecom Engineer

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Engineer II

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Senior Payroll Specialist

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Engineer III

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Senior Project Manager

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Engineering Program Manager

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Senior Project Scheduler

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Engineering Team Lead

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Summer Internship Opportunities

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Enviornmental Coordinator

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Superintendent

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Fields Payroll Specialist

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Technical Project Manager

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High Voltage Superintendent

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Western Regional Safety Director

Learn more at rosendin.com/careers

Building Legacies

Building People

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Building Culture

A Hero Among Us Murat Kayali

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2023 WOMEN IN CONSTRUCTION WEEK

RE-IMAGINING D esign -B uild MPS OPENS NORTH TEXAS FACILITY

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WHAT’S IN THIS ISSUE? Quarter 1, 2023

Message from the CEO

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Quality (QA/QC)

9

Training

12

Awards & Rankings

16

Pulse Check

17

Project Profiles

18

Renewables

22

Research & Development

24

Tech & Analytics

26

The Rosendin Foundation

30

2022 Service Awards

32

ESOP

34

Meet the Team

36

Social Media

38

Upcoming Events

39

MESSAGE FROM THE CEO

4 | THE FEEDER

The common thread in these A3s is planning, training, and communication.

If you think about it, these components align with our Core Values.

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hroughout the coming year, you will hear a lot from me about "A3s." For those of you wondering what an A3 is, it is a LEAN process used for problemsolving and worth a Google. In the coming months, I plan to address the results of multiple A3s our Rosendin Leadership Academy participants developed to improve our overall safety performance.

This type of problem-solving is essential to the growth and success of Rosendin because it involves leaders who are faced with daily subject challenges. What is most important about these A3s is how their results and corrective actions focus on bringing us back to the basics; it is not complicated.

Thanks to the feedback and input from our Craftworkers, Project Management Teams, and current Leadership Academy attendees, the A3 process was developed as clear and concise solutions that should make Rosendin a safer company.

The remarkable part about these solutions is they were developed internally by our people, not a one size fits all solution being sold by a consulting firm. We certainly could have spent a lot of time and money to get an outsider's perspective, but we reached out to our internal experts first, those working with the daily challenges, you.

As our leaders worked through the A3 process, they identified multiple problems associated with our safety performance.

By working the initial problem statement through the entire A3 process, they developed a solution that created four additional A3

problem statements. To summarize, we started with one A3 problem and ended with five A3 problems.

However, the great part about this process is every A3 problem statement ends with a solution.

The A3 problem statements and solutions developed by the Leadership Academy are based on data from Oracle, our OSHA 300 logs, and feedback from our on-site field leadership. The Leadership Academy asked you how we could be safer, and you gave them the information they needed to develop the components necessary to make us a safer company.

With those components, they developed comprehensive solutions rooted in construction basics. The proposed solutions are included in the five A3s noted below: 1.

Achieve a TRIR of <.50

2.

Planning the Ramp

3.

Supervision Ratios

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Soft Skills Training

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Walk with a New Employee

The common thread in these A3s is planning, training, and communication, and these components align with our Core Values.

As I initially stated, the solutions to our safety challenges are basic, so let's keep the journey to a safer Rosendin simple.

I met a traveling journeyman not too long ago while he was attending Arizona's new hire orientation. He said he likes to "chase the good weather and the good work around the country."

When he can, he prefers to pick up a Rosendin call. This particular wireman has chosen to join our teams on projects nationwide, specifically noting jobs in Oregon, San Jose, SoCal, and Arizona. He said he chooses Rosendin when he can because it is excellent work, the jobs are safe, and he's treated well. Think about that, members of the IBEW choose Rosendin when they travel because we have great work, the jobs are safe, and they are treated well.

Once again, this speaks to our Core Values and who we are as a company.

We should all be very proud of our culture at Rosendin and make every effort to share it with our traveling IBEW members as they pass through.

You have all heard about our updated strategic plan, which provides a clear vision for the Rosendin of the future. You can find a link on our intranet home page under 10-year Strategic Plan. In this plan, we discuss our legacy and the opportunity for all. As we have previously, Rosendin will continue to focus on providing opportunities for career growth and generational wealth while positively impacting the communities we serve.

I hope you'll take some time this year to ask yourself, "What's my legacy?" It is also my hope that you find contentment in your work. Not every day has to be exciting, but I hope you begin and end your days with a sense of enjoyment for your work.

Take care,

Mike THE FEEDER | 5

Building Legacies

Building People

Building Culture

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etting goals and working to achieve them helps us define what we truly want in life. Goals provide greater direction, focus, productivity, and motivation. Whether goals are set as a company or an individual, they give us a roadmap to help plan our future.

As we step back and look at the success Rosendin has had over the past 104 years, it's safe to say that the company achieved the goals that were put into place time after time.

Some goals may not have been as grandeur as others, and some goals may have been revised along the way, but with each success and failure, Rosendin gained experience, new knowledge, and a greater sense of motivation to succeed.

But who does the work to achieve the goals? People. People matter most and are the most important part of Rosendin. Rosendin's Vision is to Lead, Inspire, and Build our people by creating safe and healthy work environments, both mentally and physically, providing the right tools to be successful at their jobs, creating opportunities for career growth, and contributing to better lives of the less fortunate living in the communities we serve.

By 2030, Rosendin aims to become a company that wins the hearts and minds of our employees and attracts and retains the best talent while continuing to grow and offer new and exciting opportunities. Goals are attainable if they are kept within reach, and the company moves toward the goal as a whole. When people have a shared sense of purpose and understand how their work helps achieve a company's long-term goals and why their work is meaningful, the company's culture shifts and strengthens. Culture is made up of employees' shared values, beliefs, and behaviors and guides decisions and actions at the unconscious level resulting in positive effects on a company's well-being and success. Who wants to work for or with a company with a negative culture?

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CULTURE DRIVES BEHAVIOR. BEHAVIOR DRIVES CULTURE.

In a recent study conducted by the Harris Poll, nearly two-thirds of employees listed corporate culture among the most important reasons they stay with their current employer — or start looking for another job. MIT Sloan Management Review analyzed 1.4 million employee reviews using the Natural Language Understanding platform developed at Culture X to determine the ten elements of culture that matter most to employees.

1.

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People feel respected. The single best predictor of a company's culture is whether people feel respected at work. Respect is not only the most important factor, it stands head and shoulders above other cultural elements in terms of its importance. People want to be treated with consideration, courtesy, and dignity and have their perspectives taken seriously.

Supportive leaders. Leaders help others do their work, respond to requests, accommodate others' individual needs, offer encouragement, and have one another's backs. Leaders influence all aspects of a company's culture and can instantly create a negative or positive culture.

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Benefits. Recent research shows that benefits and compensation are equally important when it comes to the assessment of an organization's culture. Having the

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Perks. When people talk about the perks of a company there is a positive jump in the overall culture sentiment.

Ironically, coffee truly is the central perk! Although perks are not expected, they are appreciated and any opportunity to organize company social events like team builders or happy hours, positively increases a company's culture.

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Learning and development. Any opportunity to continue learning, develop or enhance skillsets, or receive tuition reimbursement for a certification or degree program is viewed as extremely positive. Companies need to ensure that people know about all the learning and development opportunities provided.

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Job security. Job insecurity weighs heavily on people's minds regardless of job title or rank. Fear of layoffs, offshoring, and automation are just a few of those insecurities.

Companies should communicate and be transparent with their people about the state of the company. People appreciate honesty rather than being blindsided.

3.

Leaders live core values. Leaders' actions should be consistent with the organization's values. A boost in culture is seen when leaders "walk the walk" or "practice what they preach." When this is witnessed or experienced personally, culture is boosted.

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Toxic managers. Toxic leadership can take many forms, but people who describe managers as toxic are more likely to say they are abusive, disrespectful, noninclusive, or unethical. These feelings create extremely negative views on a company's culture.

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Unethical behavior. Integrity is the cornerstone of most organizations' culture and matters to people.

When leaders or peers participate in unethical behaviors with zero repercussions, it feeds others to act unethically and diminishes the company's culture.

10. Reorganizations. When people mention reorgs, they are much more likely to also discuss the pace of organizational change as too fast, inconsistency in strategy over time, and a lack of clarity about the company's evolving strategy. Job insecurity also comes into play.

By understanding the most important elements that positively drive culture, we can all be part of winning the hearts and minds of our people and attracting and retaining the best talent while continuing to grow and offer new and exciting opportunities for everyone. People are what matter most and will ultimately determine if Rosendin succeeds or fails. People determine our customers' experience, and customers will judge the value of doing business with Rosendin by their experience with our people.

At the beginning of 2023, Rosendin promoted over 200 people across the country in roles of project management, estimating, safety, QA/QC, purchasing, finance, engineering, business development, training, marketing, and field operations. These promotions included 14 new Division Managers, seven Operations Managers, two Vice Presidents, and two Senior Vice Presidents.

Training and building people from within the company is a key element of the Mission and Vision of Rosendin.  THE FEEDER | 7

A Hero Among Us Murat Kayali

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he dictionary defines "hero" as "a person of distinguished courage or ability, admired for his or her brave deeds and noble qualities." Characteristics include bravery, courage, determination, moral integrity, humility, and caring. But what actions make a person a hero? A hero is selfless, willing to risk their own life and put the needs of others before themselves. A hero protects. Murat Kayali embodies the definition of a HERO. When news broke that there was a devastating earthquake in his home town Antioch in Turkey where thousands of people were trapped and dying, including his family members, Murat immediately booked a flight home to volunteer to help.

Upon his arrival, the horror he witnessed was complete devastation and chaos. Being the selfless person he is known to be, Murat immediately jumped into action, crawling in and out of dangerous and unstable rubble, including tight spaces where he could barely breathe, repeatedly risking his own life.

He continued pulling out as many people as he could, so they could be transported to a safe location or for a proper burial.

Murat's days were filled with the voices of people screaming in agony, the smell of death, and the horrific scene and devastation to victims of all ages. Yet, he continued searching, day after day, with little to no sleep, surviving on crackers, bread, and water.

On a particular search, Murat heard the faint sounds of a woman and her children crying. After hours of crawling, he finally reached the woman to discover she was trapped by a large beam; her arms and legs were crushed. When she saw Murat, she asked him, "Please save my children first!" Murat immediately crawled out to find someone to help him and found another crew with a small jack, just enough to lift the beam to rescue the children. As the children passed through the shaft and handed them to the rescue team, the beam collapsed on the woman, crushing her before they 8 | THE FEEDER

could rescue her and rendering Murat unconscious. Sometime later, by a sure miracle, Murat crawled out to safety. The rescue team had believed Murat was killed by the fall and were shocked and briefly celebrated when he surfaced.

The celebration was shortlived as Murat, and the others quickly went back to work.

The sleepless and agonizing days Murat faced also included deep mourning as he helped to pull over 20 of his family members out of the rubble who did not survive.

Heroes are Brave. Courageous. Determined. Selfless. Heroes care. Murat embodies all of the qualities of a true hero.

Without delay, Murat left the safety of his home in the U.S. and got on a plane without comprehending the actual destruction of the community he grew up in. Murat risked his health and mental stability to help others in need.

If the world could have just a tiny piece of Murat's selflessness, what a better place this world would be for everyone. Words cannot express the gratitude Rosendin has for Murat. He embodies what we strive to be as a company - to lead, inspire, and care. Thank you, Murat, for being a true hero and returning home safely to your wife and daughter. In the end, it is not just our words but our actions in crucial times that define us. 

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n early 2023, Rosendin announced the development of the Quality Department to better align with Operations and focus on our mission of Building Quality. As a company, Rosendin has been highly focused on leading the industry in quality field installations with a commitment to our Quality and Commissioning Program for the field. Rosendin continues to evolve our mission of Building Quality to extend beyond field installations.

Our teams now include job review procedures centered on ensuring overall project quality.

With an expanded focus on quality company-wide, the Quality Department needed to grow to support continuous improvement efforts, including adding operational auditing expertise from Rosendin's Quality and Compliance (Q&C) Team to create value for our organization and protect our assets. The Q&C Team set its primary objective on measuring how positive change affects the behavior and attitudes of our employees and how these outcomes lead to success.

The Quality Department will soon release the 2022 Annual Job Review Summary, showing the continuous improvements that have been made in procedural adherence as we continue toward Building Quality across all aspects of the organization. Meet our Quality Team by visiting Rosendin's Intranet site. (https://reimicrosoft. sharepoint.com/sites/prod/Quality/SitePages/MeetTheTeam.aspx)

QUALITY CHAMPIONS

Kudos to Chad Andrade, Foreman, Rey Lorenzo, JW Outside Wireman, and Daylan Cummings, Apprentice, for exceptional work on the One Hotel Nordic PCL project in Hawaii! Based on the customer's experience of over 20 years in the industry, they stated, "These three electrical professionals were top-notch – a diamond in the rough."

The Quality Department congratulates you on carrying out the Rosendin Core Value of We Excel and being selected as Rosendin's Q1, 2023 Quality Champions!

One way the team is doing this is through work with project teams. The Q&C Team measures the project team against Rosendin's standard policies and processes that are put into place to achieve a successful project. One that is completed on time, is safe, provides high quality, is financially rewarding, and maintains or improves our customer relations. When these results, along with customer feedback, field quality metrics, and safety statistics, are combined, the Quality Department, in collaboration with teams throughout the organization, can evaluate the data and drive meaningful change that will set Rosendin apart from the competition.

THE FEEDER | 9

2023 WOMEN IN CONSTRUCTION WEEK

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WIC Week™, or Women in Construction Week™, celebrates, educates, and promotes the role of women in the construction industry. This year we celebrated the 25th anniversary of Women In Construction week with the theme, "Many Paths, One Mission," to celebrate the different journeys women have taken toward the same goal:

his year, Rosendin was a Many Paths, One Mission Level Sponsor of WIC Week. Rosendin honors the many women in diverse roles around our company and the many paths that led them to Rosendin. The focus of WIC Week™ is to highlight women as a viable component of the construction industry. Since NAWIC started Women in Construction Week, it has evolved into a nationwide initiative that thousands recognize and celebrate.

Strengthening and amplifying

In August 2022, the Bureau of Labor Statistics reported a 1.5% increase of women in construction over 2016, from 12.5% to 14.0%. In 1998, there were approximately 798,000 women working in construction. In 2023, there are more than a million. They work in every area of construction, including the trades (such as carpenters, electricians and plumbers), project management, administrative, legal, financial, insurance, and as business owners.

the success of women in the construction industry.

10 | THE FEEDER

It is common for sons to follow in their fathers' footsteps, especially in family-owned trade or contracting businesses.

What is not as well know is that many women enter construction the same way. Today, however, women are increasingly joining the industry through ties from their mothers, and sometimes, even their grandmothers.

Rosendin is proud to support efforts to bring awareness about construction opportunities for women, how together we are working towards breaking the glass ceiling, and giving back to our communities.

Four up-and-coming leaders at Rosendin came together for a roundtable to discuss the many paths they took to the construction industry, how their careers have given them purpose, and their mission to leave a legacy for their families, colleagues, Rosendin, and other women in our industry.

Alissa Bautista, Project Manager in Aeia, HI, shares how she grew up in the construction industry looking up to and helping her dad. She is committed to making a difference in her community and inspiring women of all ages through various organizations.

Click on the video on the previous page to watch Operations Manager Angela Rundle, Project Manager Jammie Barnes, Assistant Project Manager Chloe Carr, and Project Manager Naomi Salgado share their stories.

Rosendin is especially proud of the award-winning women of Rosendin who were recognized during Women in Construction Week for their efforts to promote women in the construction industry.

Angela Rundle (top) and Sandy Hankiewicz, Senior Project Manager, (middle) were both named a Top 25 Women in Technology

by Mission Critical Magazine. This award recognizes women from all over the world in a wide range of technology sectors, including data centers, health care, and food processing. Angela and Sandy were nominated for their admirable contributions to the industry and the people who rely on it.

Danielle Stauft, Senior Project Manager and Regional Trainer, (bottom) was recognized

by Construction Dive as a 2023 Construction Champion and Tradeswoman Leader. As a Tradeswoman Leader, Dani uses her hands and head to shape commercial construction and promote the industry’s career benefits for all.

During WIC Week, Rosendin also profiled four of our Women in Construction to share their path to the construction industry and how they are inspiring and creating opportunities for other women in the construction. Click on each to hear their stories. And check out Rosendin's Instagram account to watch Shelby, a Safety Coordinator in Mesa, AZ (www.instagram.com/p/CpdoaVbpcRd/) and Chole, APM in Anahaim, CA, (www.instagram. com/p/CpgOnjwJs4v/) walk through their project sites and reflect on their career growth as a woman in construction. 

Naomi Salgado is a Project Manager in Anaheim, CA. Watch as she shares her off-beaten path to the construction industry and how she sees women breaking through limits every day.

Project Manager, Jammie Barnes, takes us on a walk through the Tarzana Medical Center project, her path into construction, what she has learned along the way, and how this industry has a place for everyone.

Angela Rundle, Operations Manager, shares how she balances work and family while helping to create more opportunities for women in the construction industry.

Hammering home the continuing importance of linking employee training with the achievement of business goals - especially during these times of economic uncertainty - Rosendin was one of two construction companies who achieved top 5 spots on the 2023 Training APEX Awards list ranking #3.

Rosendin is now eligible to be inducted into the Training Hall of Fame in 2024 after achieving Top 10 rankings for four consecutive years.

Powering Up Learning Rosendin ranked #3 in the 2023 Training APEX Awards

CUSTOM LEARNING SOLUTIONS, WHICH ENABLED THE ACHIEVEMENT OF THREE KEY STRATEGIC GOALS, LED THE WAY FOR AN IMPRESSIVE YEAR OF TRAINING AT ROSENDIN. By Margery Weinstein | Training Magazine

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ttracting and developing talent has always been at the heart of workforce management and learning and development (L&D). But with employees harder than ever to recruit and retain, this long-standing goal took on even greater importance in 2021-2022. Meanwhile, rising costs due to inflation made enhancing operational efficiencies another essential focus for many organizations. Completing the challenge trifecta: the need to continue growing the company footprint. The Training team at electrical construction services company Rosendin was able to take those three corporate goals and create learning solutions that gave its employees the expertise and tools they need for success. The programs Rosendin’s Learning professionals created and rolled out powered a year in which the company reaped the well-prepared, knowledgeable talent it needed for continued growth.

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INVEST IN THE BEST

With nearly two years of remote work and greater lifestyle flexibility, job applicants have gotten much more selective about the employers they choose. In 2021-2022, Rosendin decided that the more competitive recruitment and retention marketplace required special attention. Thus, “Invest in the Best: Attract, Develop, and Retain the Best and Brightest in the Industry” was born as a key organizational goal.

“Many industries currently are struggling with the issue of diversity and inclusion. In the construction industry, it has been incredibly difficult to attract and maintain the younger generations, as they are seeking collaborative and inclusive environments not typical in the industry,” say Training Coordinator Kayla Hart and Vice President of Learning and Development Stephanie Roldan. “The company needed a program that taught not only gender and ethnic diversity, but also generational diversity. A novel approach to solving this issue was through deploying a program called ‘Core Clarity Strengths Finders.’”

Rosendin’s Training Department launched the Core Clarity program across the organization beginning in 2018. Before working with each department or group, each participant is assessed in three areas: 1. Safety: How psychologically safe do they feel on a team?

2. Belonging: Do they feel they are part of the team?

3. Mattering: Do they feel like what they do matters?

Participants complete an assessment designed to uncover their top five strengths; it is presented during the Self-Discovery class. The second class, Team Dynamics, incorporates a better understanding of how to work with those strengths and how strengths play out in team dynamics. In one of the activities, participants are provided with a department-specific problem to solve. They must determine which strengths would be needed to accomplish the task and then put together the right team using cards that show only the participant’s top five strengths.

No other indicators (such as name, gender, role, experience, etc.) are provided in order to eliminate unconscious bias.

“The program intends to demonstrate that the diversity of strengths, as with the diversity of people, creates a stronger team. All new hires come to the company with valuable individual strengths that make teams stronger,” Hart and Roldan explain.

To attract younger generations and help them see construction as a viable option in lieu of college, the Rosendin Talent Development team speaks at high schools to students and parents about the benefits of entering the International Brotherhood of Electrical Workers (IBEW). “As part of this endeavor, the Workforce Development Program was developed to provide younger generations the skills they need to enter the Apprenticeship Training Program and retain those who come to our company by providing and onboarding experience that presents an inclusive and welcoming environment,” Hart and Roldan say.

ROSENDIN’S LEARNING AND DEVELOPMENT TEAM. Top row, from left: Brandon Dickey, Mike Murphy, Erik Eastland, Kayla Hart, Dani Stauft, and Steve Montalvo. Center row, from left, the L&D Leadership Team: Jeremy Schaefer, Irma Hurtado, Stephanie Roldan, Jeff Daigle, and Phillip Browning. Bottom row, from left: Te’osha Baker-Bunch, Mario Flores, Sean Richards, Connor Greenawalt, Matt Kitzmiller, and Stephan Cole.

THE FEEDER | 13

Because the company is partnered with the IBEW through a joint training alliance, employees can earn ACE credits toward a college degree, as well as pursue a degree through a partnering university.

ENHANCE OPERATIONAL EXCELLENCE

A key part of becoming more operationally efficient, is quality control. For that reason, Hart and Roldan and their colleagues launched a training initiative focused on quality assurance/ quality control (QAQC). They did this by creating the QAQC Certification Program, which consists of two certifications and three sets of modules.

In the base module, employees can achieve a QAQC Inspector Certification by completing four modules: Project Start-Up, QAQC Process, Building Information Modeling (BIM) 260 – Field, and PlanGrid (a field application support course). In the second module, participants can achieve a Start-Up and Commissioning Certification toward QAQC lead by completing three instructorled modules: Safety, Start-Up Process, and Commissioning Process. The third module is for those interested in becoming certified as a QAQC lead on projects and requires the first two modules and a management and customer satisfaction course.

“Through this certification program, additional regionals resources were developed, resulting in an increased focus on QAQC training company-wide,” Hart and Roldan report. “By measuring the number of punch-list items at the end of the project (the owner or general contractor captures punch-list items as ‘items to be correct’), this initiative produced a 52 percent decrease in deficiencies from 2020 to 2021.”

INCREASE THE NATIONAL FOOTPRINT

At Rosendin, a key part of company growth is improving how the company finds and prepares future leaders. “The rapid growth of the company allowed us to develop and train future leaders in the company quickly,” say Hart and Roldan. “The Talent Development Team focused on developing future leaders through our Leadership Academy Program. Employees who enter the Leadership Academy are considered priority candidates for management positions within the company.”

Part of the program includes Leadership Development Workshops that have a specific theme and last for 2.5 days.

The first workshop is related to company awareness, and it incorporates hands-on activities and role-playing. Attendees become the executives for a fictitious company “Sparky’s Electric.” During this activity, students must make typical business decisions, but with a few “surprise” circumstances cropping up unexpectedly, providing potential leaders with valuable tools that are useful in future leadership positions.

In the second part of the second workshop on self-awareness, participants must complete 360-degree feedback on each attendee, and they must select three or four areas to target for improvement.

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“After the completion of workshop 5, post-workshop followup 360s identified a 93 percent improvement in participant’s targeted areas,” say Hart and Roldan. “A teambuilding adventure in each of the workshops allows facilitators to observe the added benefit of internal communication. The participants get to know each other and the senior executives better. The internal promotion rate across field and office leadership positions in 2021 was 91.42 percent.”

Along with its Leadership Academy programming, Rosendin focused on tying its development programs together to form a pipeline to provide employees with a clear path for career advancement and to prepare future leaders. The Surge Program, Field Supervision Program, and Emerging Leaders collectively serve as a pipeline, with each independent program a step toward the next in the hierarchy. “Pipeline programs provide an opportunity for employees to actively pursue career advancement while providing a preparation mechanism for future executive leaders,” Hart and Roldan say, noting that, due to the company leadership’s pipeline, the overall internal promotion rate is 100 percent for senior leadership and executive positions.

FUTURE FOCUS

Looking ahead, “one of the most innovative training initiatives we have in the works for 2023 is working with our software development team to embed learning in our construction workflows,” Hart and Roldan share. “With their capability to use machine learning and data analytics, they are developing methods to address learning needs by capturing when an employee is stuck in performing their next steps in the process.

With this information, we can now deploy training at the time the employee needs it-including answers to their questions, assistive prompts, or video training placed into the workflow, which reduce the impacts to productivity while addressing learning gaps.”

This is a critical time for Learning and Development professionals, Hart and Roldan say. The need to effectively train and retain employees by creating satisfying workplaces with opportunities for advancement has never been greater.

“Employers will be pressed harder by the new generation to provide stable, secure work; upward mobility within an organization; and opportunities to have equitable paths to development and leadership roles,” they emphasize. “L & D teams will need to know how to teach and have the business acumen and experience to help individuals build career pathways relevant to their needs and aspirations, while meeting business needs.” 

RE-IMAGINING D esign -B uild

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wo years ago, Rosendin began a process to reimagine how our teams perform design-build projects. The result is the development of an internal certification program for Rosendin employees who work on design-build projects.

The team developing this certification program includes individuals from various departments, including Preconstruction, Engineering, BIM, Training, Project Management, and Field Operations.

Throughout 2021 and 2022, this team worked to determine the skill sets needed for the successful delivery of design-build projects, developed a manual, and implemented an evaluation process by which Rosendin employees can become certified.

Now known as Rosendin Design Build (RDB), this team actively works to ensure that all Rosendin design-build projects include at least one RDB-certified construction professional. RDB is working toward a goal of having all project leads on any design-build project certified under this program.

WHY RDB CERTIFICATION?

The assembly of a design-build team is key, and understanding the roles and responsibilities of each team member is of the utmost importance. As each person executes their portion of the project, there is an expectation that all team members are accountable to the project team. In addition, the use of metrics is essential to provide RDB teams with real-time feedback on how successfully they are executing work and following the RDB process. Metrics are intended to be based on quantifiable data and made available at predictable intervals or milestones, including budget conformance, customer satisfaction, project rework/changes, schedule conformance, and project efficiency.

“It’s not difficult to convince customers of the benefits of designbuild. They know that the design-build process brings a collaborative spirit, practical perspectives, and cost-effective design to projects,” said Ron Wilson, P.E., Vice President, Engineering. “Individuals interested in completing the program can submit a request form to learn more about the criteria and timeline. More than 25 Rosendin construction professionals have participated in the program, with 25 currently certified.”

To learn more about Rosendin Design Build or to submit a request form, visit the RDB page on Rosendin's intranet.

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AWARDS & RANKINGS Q1 | 2023

In Quarter 1, 2023, Rosendin was ranked as the third highest organization in employee training and development, was noted as a construction safety leader, and had multiple projects honored with awards.

To learn more about the headlines Rosendin is making, visit rosendin.com/newsroom.

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RANKINGS

2023

TRAINING

APEX Award Winner

The 2023 Training APEX Awards winners elevated their ability to consistently and agilely deliver stellar employee training and development in an everchanging world....we salute their continuing training inspiration, perspiration, and dedication.

Pictured from right to left: Phillip Browning [Training Manager], Catherine Krawiec [Training Coordinator], Jeremy Schaefer [Corporate Training Manager], Stephanie Roldan [VP of Quality and Training], Stephan Cole [Corporate Trainer], Irma Hurtado [Training Program Manager], Jeff Daigle [Corporate Training Manager], Teosha BakerBunch [Training Coordinator], Kayla Hart [Instructional Designer].

AWARDS Top 25 Women in Technology Angela Rundle Mission Critical Magazine Top 25 Women in Technology Sandy Hankiewicz Mission Critical Magazine Top Women Leaders Dani Stauft Industry Dive Tradeswoman Leaders Dani Stauft Construction Dive Construction Champions 2023 Dani Stauft Construction Dive 16 | THE FEEDER

2022 Best of the Projects Award Interior/Tenant Improvement BART Headquarters ENR Rookie of the Year Award Tullie Louder Rosendin Electric Highwire's Safest Contractors & Vendors for 2022 Platinum Safety Badge Charlotte Business Journal 2023 Craftsmanship Awards - Electrical QTS Lockridge ASH2 DC1 Washington Building Congress

PULSE

CHECK In Q4, 2022, Rosendin was awarded over $140 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: $3.5

Health Care: $805k

Residential: $169k

Commercial: $9.4

Heavy Industrial: $2.7

Solar: $26.8

Data Center: $61.8

High Tech: $8.1

Systems: $4.6

Education: $460k

Hospitality: $364k

Transportation: $7.2

Entertainment: $1.8

Institutional: $2.1

Wind Farms: $105k

Energy: $10.6

Miscellaneous: $0 THE FEEDER | 17

QTS LOCKRIDGE

Delivering 42 MW in 9 Months

LOCATION: Sterling/VA CLIENT: QTS GENERAL CONTRACTOR: HITT Contracting

Award-Winning Craftwork Rosendin congratulates the QTS Lockridge ASH2 DC1 team members on their 2023 WBC Craftsmanship Award for power distribution, generation, and switchgear.

This award acknowledge the skill and professionalism of: • • •

Austin Jones Troy Mendoza Ryan Pearman

18 | THE FEEDER

• • •

Joshua Richter Matt Stoffa Jose Torres

• For every job inside a Virginia data center, there are 4.1 additional jobs that are supported in the rest of the Virginia economy.

• Every $1.00 generated by data centers and spent in Loudoun County provided $13.20 in tax revenue.

• The data center industry is responsible for $73M worth of education funding for Loudoun County.

• Data Centers are directly and indirectly responsible for generating $174M in state revenue and $1 Billion in local tax revenue in Virginia.

• According to the US Bureau of Labor Statistics, the average annual private sector wage in the data center industry saw a 120% increase in the last 20 years (from $61,1117 to $134,308).

Data center construction is often fast-paced and demanding.

Aggressive schedules, supply chain challenges, and site logistics can combine to create very challenging project environments. Rosendin is no stranger to these challenges, with experience on several data center projects with particularly aggressive schedules.

QTS Lockridge is a 308,630 SF data center in the heart of Data Center Alley in Loudoun County, Virginia. The project faced an unprecedented schedule from the moment it was awarded in early March 2022, with the construction and commissioning of 42 MW to the RPP (remote power panel) level targeted by December 15, 2022. RPP provides a means of direct extension from Power Distribution Units (PDUs) or other power sources to server racks.

To meet this demanding schedule, the project team ran day and night shift crews to offset delays in delivering Owner-Furnished Contractor-Installed (OFCI) equipment. Daily debriefings for overlapping shifts were essential for maintaining communications and staying ahead of staffing challenges.

The QTS Lockridge project includes a 264,104 SF data hall with a 44,256 SF administration/operations area. It consists of twenty-eight 3000A critical line-ups, four 3000A reserve line-ups, and a 2500A House Power line-up. Rosendin provided a 1200A temporary service for the site that provides an 800A feed for the building. Supply chain issues for gear, lighting, and specialty cable were mitigated by placing orders through early release agreements with QTS and HITT to get into the production schedule for all long-lead items.

One of the QTS Lockridge team's most significant challenges was supply chain issues for OFCI equipment. Specifically, there was a three-month delay in switchboards and distribution panels and a four-month delay in Automatic Transfer Switches (ATS). Rosendin's team developed an innovative solution: The original design for the project involved all overhead conduit and wire for connection between switchboards and ATS. If the team waited to install overhead conduit when the equipment arrived, they would be unable to meet the schedule.

Rosendin's team proposed installing a wireway to feed from switchboards and ATS to the bottom feed allowing cabling to be placed and terminated before the ATS arrived. Not only did this alleviate the challenge, but it also resulted in a clean installation and eliminated the conflicts above the switchgear. The Owner accepted this approach, resulting in a clean, professional installation that is now the basis of design for all future QTS installations.

Rosendin Senior Project Manager, Michael Park, is incredibly proud of this project, "In my opinion, this project is a perfect example of how Rosendin's Core Values show out. We Cared, We Innovated, and We Excelled in developing this solution. Not only did it provide some safety improvements by reducing the overhead work, but also reduced strains.

We developed a solution that allowed our teams to keep working and gave our customer a cleaner, more professionallooking installation. The fact that it's now the standard for future QTS installations adds to the satisfaction."

The level of skill and professional installation was recently acknowledged by the Washington Building Congress with a 2023 WBC Craftsmanship Award. "The entire team at Rosendin works incredibly hard to ensure that our projects are completed with the highest level of quality and craftsmanship. This award validates our efforts to pay attention to details and put our best foot forward daily," said Matt Orosz, Vice President. "We are honored to be recognized among the best construction companies in the nation committed to excellent service and craftsmanship."

Site logistics presented an additional challenge. While this building was being constructed, another 36MW building was being built directly adjacent. The concurrent construction presented issues for deliveries and personnel movement, with deliveries for both buildings happening simultaneously around the clock. Rosendin used off-site storage and scheduled deliveries in open windows to help alleviate congestion and ensure the flow of materials to our personnel.

At times, there were as many as 2,000 personnel on-site, with Rosendin's crew peaking at 310 employees totaling more than 226,000 labor hours throughout this project. 

PROJECT PROFILES

COMMUNITY BENEFITS OF VA DATA CENTERS

LOCATION: Costa Mesa, CA CLIENT: Orange County Museum of Art GENERAL CONTRACTOR: S2N Technologies Group, LLC BUDGET: $675K

ORANGE COUNTY MUSEUM OF ART

Rosendin's Audio Visual group was the electrical contractor for this AV project at the Orange County Museum of Art. The AV system includes a 137-inch video wall and a building-wide audio system with multiple high-gain, wireless microphone systems.

Rosendin also developed a complete IP-based AV network solution that utilizes a customer-developed server platform for automation control.

PROJECT PROFILES CSU FULLERTON STUDENT HOUSING

LOCATION: Fullerton, CA CLIENT: California State University, Fullerton GENERAL CONTRACTOR: Sundt Construction, Inc. BUDGET: $15M The project included the construction of a new 185,505SF complex to accommodate 600 students across three six-story buildings. Rosendin designed the space to incorporate a student lounge, laundry and Campus Police Sub-Station, administrative offices for university staff, and a 3,700SF multipurpose room to host events. Rosendin integrated technology throughout the complex, including wall-to-wall wireless access capabilities and over 2100 Category 6A cables to allow network access throughout the facility.

20 | THE FEEDER

The sleek 12-story building at the intersection of Maple Avenue and Mahon Street was designed by GDA Architects as an ultra-luxury community with an exclusive, boutique-hotel atmosphere. Rosendin provided all electrical contractor construction services for the 146 upscale apartment homes, including 14 penthouse suites, a 10th-floor sky lounge, an outdoor courtyard, and three stories of parking.

HALEWAI'OLU SENIOR RESIDENCES

LOCATION: Honolulu, HI CLIENT: The Michaels Organization GENERAL CONTRACTOR: Unlimited Construction Services, Inc. BUDGET: $7.7M The Halewai’olu Senior Residences, located in Honolulu's Chinatown, is a 17-story mixed-use development with 150 affordable housing units for low-income seniors, as well as a community center, private rooftop garden, and other amenities. Rosendin is the electrical contractor for this facility that is targeting LEED Gold certification, with insulated glass window walls to reduce the need for artificial lighting and energy, photovoltaic panels to help reduce energy demands, and an onsite stormwater management system to manage stormwater without placing any demands on city infrastructure.

PROJECT PROFILES

LOCATION: Dallas, TX CLIENT: 2620 Maple Owner LLC GENERAL CONTRACTOR: Weis Builders BUDGET: $7.7M

SELENE LUXURY RESIDENCES

COMMUNITIES BENEFIT FROM RENEWABLE ENERGY

By Duncan Frederick VP of Business Development

T

he Rosendin Renewable Energy Group (RREG) was formed in 2009, when renewable energy was far less widespread in terms of availability and consumption. Over the past fourteen years, Rosendin has helped our clients harness and deliver nearly 32 GW of clean, renewable energy generated by wind and solar technologies.

Since 2012, RREG has functioned as a utility-scale solar engineering, procurement, and construction (EPC) contractor and has installed over 6 GW worth of large-scale solar and battery storage farms across the United States. RREG's projects range from 500 KW to more than 720 MW and utilize various rooftop, canopy, and ground-mount technologies. RREG has provided extensive design-build expertise and turnkey EPC capabilities to over 330 projects in the United States, Canada, Puerto Rico, and Guam. The group also provides in-house full-service design-build solutions for medium voltage collection systems, turnkey power substations, long haul transmission installations, and battery energy storage for all types of renewable energy projects nationwide.

In the past three years alone (2020-2022), RREG has installed over 3,000 MW combined in California, Texas, Arizona, and Nevada. This performance helped Rosendin rank in the country's top 5 utility-scale photovoltaic (PV) EPCs and as the number one PV+ Storage EPC nationwide on Solar Power World's 2022 Top Solar Contractors list. Rosendin also significantly impacted two of its target market states, California and Nevada, ranking as the top utility-scale PV installer for 2022.

22 | THE FEEDER

What all these capabilities and experiences mean to our communities can be described through real numbers that have a tremendous impact on our environment, health, and wallets. In particular, the 3,000 MW installed since 2020 produced $250 million in direct community investments. When a Rosendin team begins building, the local community sees enormous financial gains from investment in local housing, patronizing local businesses and restaurants, and utilizing local subcontractors to work on the site rather than outsourcing.

Rosendin's mission is to build quality, build value, and build people. This statement is taken to heart by our employees, so when a Rosendin team comes to town, you can expect to see them getting involved in the community through volunteerism. Beyond what the people of Rosendin can provide, it is also important to note our work's other output: helping the environment. The power generated from that 3,000 MW is equivalent to powering over 500,000 homes in one year. It also offsets the carbon output of 6.6 trillion miles driven by an average gasolinepowered car. Overall, Rosendin strives to be the number one choice for our clients, community, and the planet. 

BENEFITS BY THE NUMBERS

THE FEEDER | 23

WHAT'S SIMPLE WORKS BEST

INITIATING AND COMMUNICATING WORK

By Bill Mazzetti, Senior Vice President, Research & Development

I

t has been a busy time for Rosendin’s Research and Development (R&D) team, with several new projects and some old ones restarting.

R&D has always believed in “what’s simple works best.” That does not mean the result isn’t sophisticated, but the process to get there should be simple. When the R&D team was developed, we analyzed our branch installation work, which accounts for approximately 18-22% of our direct labor on any day company-wide. Using that study as a model, the team took in a lot of data from various sources, removed the data that reflected local circumstances, reduced it to a format everyone could understand, and then offered a few concise and clear conclusions.

This study set the basis for how R&D initiates and executes work today and communicates the results. This process helps when you or someone else might be stuck with a multi-layered problem.

•

What is the problem you are trying to solve?

THE ANSWERS TO THE QUESTIONS BECOME THE BASIS OF PROGRAM DEVELOPMENT, AND THEY SET UP A FEW REQUIREMENTS:

•

Is this an actual problem or a perceived problem?

•

•

What is the benefit or result for the cost and effort you will expend?

What does the existing, transitional, and final problem state look like/what are your expectations?

•

•

What is the priority level?

Who is in charge, or what does the steering committee look like?

•

How does this map for high versus low-impact and high versus low-effort?

•

Who else needs to be involved?

•

•

Is this a fix, upgrade, or more substantial change, and how will it be implemented?

Where do you meet resistance from people, and how do you overcome that resistance?

•

Who owns it when we’re done?

•

If this is a high-effort and high-impact solution, can you lead it or get it done?

ASK THE FOLLOWING QUESTIONS:

24 | THE FEEDER

Once the program development and requirements are decided, this leads to Rosendin’s A3 process, which Mike Greenawalt often discusses. The A3 is an excellent, not overly controlled platform for problem-solving, and exists in the 2nd step, as illustrated on the following page.

When an idea of need comes in to R&D, the team does their homework. Through trial and error, R&D has found that more questions need to be asked in the beginning, which is different than a typical A3 plan. The reason being is the team has to dig deep to sort viable options before committing to a plan, schedule, solution, and cost. A more traditional A3 plan usually doesn’t demand this deep of a dive on the front end. There is a 4-step process shown on the following page that R&D uses.

Solve the problem Viability & Context Goal & Expectations

While the schedule, plan, and ultimate cost will vary, R&D views each project through the lens of the team motto, “Everything Must Pencil.” Each project must have a known goal and quantifiable benefit. For example, there is a goal to pick up a heavy object, such as a 240-pound battery that is the size of six show boxes, and slide it into a slot located seven feet off the ground. Or the need for something to help with MV cable prep and terminations.

Resource/Coach Relationships Internal Test/POC

Rosendin’s leadership speaks to a more complex strategic issue: the challenges of hiring workers and attracting more people to the construction industry.

Workforce challenges are a decades-long problem, and Rosendin is trying to combat these concerns through multiple avenues. Examples include a partnership with Grand Canyon University (pre-apprenticeship coursework assistance), as well outreach to elementary, junior high, and high school students to show the opportunities that a career in construction can provide.

There is, however, another side to this challenge that R&D takes up. Outreach gets people into the pipeline, but what happens after they get here? R&D looks at retention and worker satisfaction. R&D wants the Rosendin workforce to be excited about building, to be technologically enabled, and be able to operate sensibly and safely with low waste and frustration. Innovations and new processes need to provide benefits that provide a prosperous career; where people want to stay without fear that the work is too physically demanding.

The goal is for Rosendin’s office and field employees to be satisfied with their jobs, proud of their work, emotionally and intellectually engaged, and feel safe working with a company that values their well-being.

One-Job Test Adjust/Fix/Modify Stress Test

Rollout Automatic Relatable

year? R&D is working with RREG and MPS to develop a plan to skid hundreds of inverters for rapid field installation, much like MPS does with their data center solutions.

•

Standardization in Solar Hardware and Cabling Standards – R&D is working with RREG and key suppliers to build custom module mounting and wiring solutions based on experience.

•

Batteries – Battery technologies have improved and diversified more in the past ten years than in the previous 100. Batteries can now be chosen based on the load discharge/service requirements and the recharge time allowances. Where only a couple of chemistries were available in the past, we can select from dozens today. Battery-based energy storage systems are at the forefront of the green energy revolution, and Rosendin is a thought leader in the space.

•

Other Cool Stuff – R&D is also looking at automated pier driving for solar projects and assisting Rosendin’s field leadership with branch and lighting system specification and installation standards. Additionally, shop process improvements are in development as well as mediumvoltage cable prepping that prepares a cable perfectly for its MV termination in under eight (8) minutes.

Rosendin’s work happily aligns with all of this.

Additionally, here are some of the things that the R&D team has been working on: •

•

Island-Mode EV Charging – A 100% stand-alone EV charging system that runs off solar or fuel cells, has onboard batteries, and can handle up to six (6) cars simultaneously. Rosendin’s Renewable Energy Group (RREG) sent over this request, and it has caught the attention of United Airlines for their ramp service fleets.

Solar Inverter Skid Design – Did you know that Rosendin installs more power inverters on our solar projects than any hyper-scale data center operators install UPS power modules in a given

Keep on building America, stay safe, and keep the ideas coming our way.  THE FEEDER | 25

26 | THE FEEDER

Technology & Analytics Supporting Rosendin's Growth & Innovation

By Jad Chalhoub, PhD, Director of Business Analytics

T

he Technology Department is excited to share some updates on Rosendin's growth and innovation in the industry. As Rosendin takes on more complex projects, our operations teams continuously seek out new tools and processes to help teams collect and understand data. The Technology & Analytics (T&A) team has been instrumental in creating these tools and providing analytics to ensure the successful delivery of projects.

One such group within T&A is the Field Applications team, which is dedicated to streamlining our field work and providing pointof-use access to information. The team has created Augmented Reality (AR) applications, such as the Field Viewer and Sheet Viewer, allowing users to visualize a 3D model while in the field.

Since its release, these applications have been exported over 1,300 times. Recently, the team released version 2.0 of the Field Viewer and Sheet Viewer, enhancing their functionality and user interface. These tools will soon be used for QA/QC as well.

OPENSPACE & ROSENDIN DRONE PROGRAM OpenSpace is another tool being implemented company-wide.

This tool allows the user to capture 360-degree video of the job site by simply walking around, similar to Google Street View. The program automatically attaches the videos to project plans, to view the progress of a specific area over time. OpenSpace is now deployed on 70 projects nationwide, with over 10,000 videos and thousands of hours captured. For large projects such as solar fields, Rosendin has developed the Rosendin Drone Program. This program and the accompanying Flight Logger app allow the user to fly a drone over a solar field, log the flight, and automatically capture panel installation information and heat signals. The content gathered ensures our teams are delivering the quality experience our clients associate with our brand. The program is currently being piloted on two projects, with more on the way.

ACCESSING INFORMATION BEYOND THE FIELD Information access extends beyond the field and into the office.

The Building Information Modeling (BIM) team is introducing another layer of formal quality checks to ensure quality is maintained at various project milestones. Since its introduction in January, more than 45 models have been through the QA/QC process, with more being added daily. The BIM team has also worked with IT and T&A to create tools enabling BIM financial and productivity tracking. BIM productivity data is entered into an Oracle module that closely mimics our standard productivity module, and an analytics dashboard provides an overview of the data. In turn, managers quickly understand the performance of all the projects they are managing and focus their attention on projects that need it the most. This collaboration has increased financial literacy in the BIM department and with operational project management.

COMPANY-WIDE IMPACT OF TECHNOLOGY & ANALYTICS Throughout all our innovations, T&A plays a pivotal role in explaining the collected data, informing future data collection practices, defining ROI metrics, and supporting efforts. In 2022, the T&A team had a central role in the company-wide safety analytics, which helped inform our 2023 safety roadmap. T&A continues to work with projects, divisions, and departments throughout Rosendin to leverage data and help make informed decisions. The team is now focusing on creating Rosendin's Data Lake, which will aggregate all our data sources in a single location, act as a single source of truth, and streamline and accelerate our path to insights.

As Rosendin continues to grow, our support teams are dedicated to ensuring we are at the industry's leading edge of technology and innovation adoption. Our teams strive to provide value and optimizations, from our leading AR and drone tools to our enhanced quality-checking processes to our informative analytics.

We look forward to sharing our progress and collaborating on bringing new and innovative ideas to everyone at Rosendin. THE FEEDER | 27

MPS OPENS NORTH TEXAS FACILITY New 190,000 SF facility in Lewisville, Texas

28 | THE FEEDER

DEPARTMENT NAME

M

odular Power Solutions (MPS) is excited to announce that they have opened a new 190,000 SF facility in Lewisville, Texas. The opening of this facility is an advantageous development for MPS, which has a robust backlog through 2026.

Conveniently located in the Dallas/Ft. Worth region, the additional space, and the ability to give MPS access to an additional labor pool will allow them to produce higher volume for longer commitments of booked work. The design of the Lewisville location incorporates a different production layout from the more well-known MPS facility in Sherman, Texas.

In Sherman, the facility has pod structures sorted by product type and/or customer, allowing each pod to operate as a distinct business if necessary. The Lewisville facility is set up by workstation to produce like products at optimal levels of throughput. The system works as a manufacturing line, making it possible to accomplish more work progressively. This location brings great benefits to new and existing customers and employees as it is easily accessible from many other surrounding cities.

Alec Overn, Business Manager for MPS notes, “The addition of our Lewisville facility opens greater production capacity for our existing customers and gives us the space to leverage our greatest strengths in design innovation. We look forward to continuing our legacy of superior custom solutions and hope to continue to transform the ways we think about industrialized construction.”

The new location has opened up numerous possibilities for the fast-growing company. If you’re in the DFW area, reach out to MPS for a tour of the new facility. 

Pictured Above: The new Lewisville facility features a station-bystation layout rather than the pod structure found in Sherman

THE FEEDER | 29

THE F O U N D AT I O N PRESIDENT'S LETTER

T

he Rosendin Foundation conducted its first all hands volunteer meeting in January and went out on the road to all the offices in February and March. Our

Ambassadors Alec Overn, Bill Blackwood, Hank Brasch, Jayna Louder, Joan Bremer, Jolsna Thomas, Robin Van Fossen, Ryan Gill, and Tony Esteve led the discussions about 2022 accomplishments and 2023 plans, and listened to the focus area ideas that community members have for 2024-2027.

Please make sure to have your voice heard and share your focus area ideas by emailing info@therosendinfoundation. org and participating in The Rosendin Foundation March newsletter survey.

GuideStar/Candid also awarded The Rosendin Foundation its highest honor of Platinum Transparency for 2023.

The Rosendin Foundation believes in the importance of transparency to its donors, grantees, and potential funders and donors. Thus, it shares its financials and strategic plan initiatives.

Our latest programming has grown legs and started crawling. TRF Camp Build developed its logo, opened sponsorships, began accepting applications, and finalized the curriculum for our construction camps for 6th through 8th graders. Our volunteers will host the first minicamp on May 6th in Sherman, TX with the second one occurring June 10th in Anaheim, CA. The first weeklong camp will take place June 5-9th in Gallatin, TN quickly followed by our second weeklong camp in Tempe, AZ from Jun 19-22nd. The final camp will take place in Austin and Pflugerville, TX from July 24-28th. If you are interested in learning more about TRF Camp Build, please visit our website. We are seeking leaders for future camps as we expand into adulthood.

The Fundraising Committee has been busy planning for our 2nd Annual Golf Tournament and Auction, presented by Border States and Sunbelt Rentals, on September 25, 2023, at WeKoPa Golf Course.

If you are interested in joining our "Who Supports Us" list, please use the QR code below to sign up for a one-time or monthly paycheck contribution to make a tax-deductible donation, which Rosendin will match 100% for employees.

The Communications Committee has started launching Service Day opportunities.

• Arizona – Packages from Home • Pflugerville – Backpack Friends • Sherman/Lewisville – Wreaths Across America If you are interested in helping to plan a local service activity, please reach out to the local Communications Committee Representative and join our local team. Let’s get out into our communities to positively impact communities, build and empower people, and inspire innovation.

Thank you for joining us in building a community of service.

Jolsna

For more information, visit www.therosendinfoundation.org or email info@therosendinfoundation.org

TRF Camp Build is a FREE Day Camp for Middle Schoolers (Co-Ed) to Learn Hands-On About Construction.

2023 Schedule May 6 - Sherman, TX (Electrical Only) June 10 - Anaheim, CA (Electrical Only) June 5-9 - Gallatin, TN June 19-23 - Tempe, AZ June 24-28 - Austin, TX For more information, visit us at www.TheRosendinFoundation.org/camp-build

Whats Offered Hands on Projects Such as Creating Lamps, Stepping Stones, and Doghouses to be Donated to the Local Community

Skills Observed Personal Safety, Concrete/Rebar Work, Soldering, Pipe Bending, BIM (Building Information Modeling), Heavy Equipment Operation, Framing/Woodworking, Roofing, Painting and More!

THE FEEDER | 31

2022

ANNUAL SERVICE AWARDS The annual Service Awards at Rosendin are among the most important ways to acknowledge and thank employees for their contributions to our overall success. It’s easy for people to spend just a few shorts years, or even months, before moving on to another company. It’s tough to stay with one company, and for many who celebrated their anniversary in 2022, it was particularly challenging to stay the course. "The hard work and dedication of the following individuals are examples of how commitment and loyalty can help build a company such as Rosendin.

Thank you for your service, faithfulness, and perseverance." - Mike Greenawalt, CEO

35 YEARS

25 YEARS

Tricia Masuda

Susan Carlisle

Steven Brown

Daryl Hamaker

Joe Romero

Richard Cotton

John Burton

Christopher Johnson

Lupe Sesma

Everett Jenkins

Lee Crickmer

Vitaly Khimich

Jason Tyrrell

Mark Penner

Brent Crosbie

Victor Olmedo

Edgar Ramos

Michael Currie

Bobby Parsons

30 YEARS

Gregory Santos

Kelly Eisenbeiss

Brandon Rainwater

David Elkins

Derek Schwarzbach

Mike Greenawalt

John Thiessen

Robert Ellwood

Kyle Simpson

Nate Goulart

Terry Tims Jr.

Jaclyn Tong

Rodney White

San Jose, CA Anaheim, CA

San Jose, CA San Jose, CA

Pflugerville, TX San Jose, CA Tempe, AZ

San Jose, CA

San Francisco, CA

Tempe, AZ

San Jose, CA San Jose, CA

Anaheim, CA

Sacramento, CA San Jose, CA

Pflugerville, TX

Nick Zygaczenko San Jose, CA

32 | THE FEEDER

20 YEARS San Jose, CA Tempe, AZ

Prineville, OR Tempe, AZ

San Francisco, CA Hillsboro, OR Tempe, AZ

San Jose, CA

Hillsboro, OR

Prineville, OR Hillsboro, OR Tempe, AZ

San Jose, CA Hillsboro, OR

San Jose, CA Hillsboro, OR

2022 ANNUAL SERVICE AWARDS

15 YEARS

Dale Laughlin

Ryan Snider

Keith Douglas Gerardo Eceberre

Rene Prieto Clint Quinn

Pflugerville, TX

San Jose, CA

Sterling, VA

Ryan Peeken Anaheim, CA

San Jose, CA

Las Vegas, NV

Tedd Lee

Randy Spieker

Susanne Beckwith

Hector Legarreta

Darren Templeton

Marlon Frausto

Eric Blasek

Gabriel Lujan

Damien Thorne

Matthew Gaubatz San Jose, CA

Anaheim, CA

Katrynke Carpenter

Michael Magee

Bruce Tracy

Max Gottfried

Ricardo Ocampo Rodriguez

David Castillo

David Martens

Cathy Velasco

Jason Griffin

Candy Rodriguez

Tammy Charbeneau

Edward Martinez

Joe Vencel

Erik Hansen

Travis Rodgers

Jeffery Clarke

Dave Martin

Sean Witt

Todd Hanson

Johnny Rubalcaba Mark Russell

Anthony Avila

San Jose, CA

Las Vegas, NV Anaheim, CA Gallatin, TN

Prineville, OR Anaheim, CA

Tempe, AZ

Pflugerville, TX Las Vegas, NV

Vancouver, WA Anaheim, CA Phoenix, AZ

Gallatin, TN Tempe, AZ

Vancouver WA Hillsboro, OR

San Jose, CA

Pflugerville, TX Pflugerville, TX

Anaheim, CA Anaheim, CA

Prineville, OR Anaheim, CA

San Jose, CA Hillsboro, OR

Anaheim, CA

Vancouver, WA

Paul Rice

Anaheim, CA Tempe, AZ

Sterling, VA

Anaheim, CA

Adam Dybdahl

Gary McGovern

Chris Woodworth

Brett Henes

Rogelio Elemen

Aaron McLeroy

Rosalinda Zamarripa

Adrian Hernandez

Carlos Saldivar

Steven Emert

Fred Meeske

Paul Hoem

Darren Salyards

Cesar Escobedo

John Messick Anaheim, CA

10 YEARS

Peter Huber

Hugo Zepeda Sandoval

Jeffrey Fanter

John Moreali

Xochil Alatorre

Charles Hunter Jr. Grapevine, TX

Joe Schaefer

San Jose, CA

Bryan Anders

Greg Jones Sterling, VA

Charles Schlesinger

San Jose, CA

Wily Ardon

Michael Jordan San Francisco, CA

Jaime Sifuentes

Anaheim, CA

Edmundo Balderas

Jason Karseboom Tempe, AZ

David Tanori

Sherman, TX

Jesus (Anthony) Baltierra Jr.

Joe Kerfoot Jr.

Anaheim, CA

Pflugerville, TX

Saul Urquilla-Gavidia

Dan Barnum

Tim Knittel Anaheim, CA

Rodolpho Wallace

Hillsboro, OR

Tony Whisenant

San Jose, CA

Pflugerville, TX San Jose, CA Anaheim, CA Phoenix, AZ

Juan Farias, Jr. Tempe, AZ

Mario Flores Pflugerville, TX

Michael Galasso Anaheim, CA

Jerry Garcia Sherman, TX

Gerald Gong San Jose, CA

Sherman, TX

Anaheim, CA

Tempe, AZ

San Jose, CA

Charlie Nguyen San Jose, CA

Stephen O'Hara Hillsboro, OR

Todd Parmenter Sherman, TX

Daniel Perez San Jose, CA

Brian Petersen Anaheim, CA

Anaheim, CA

San Francisco, CA

Phoenix, AZ

Tempe, AZ

Hillsboro, OR

San Jose, CA

Anaheim, CA

San Jose, CA Sterling, VA

San Francisco, CA Pflugerville, TX San Jose, CA

Pflugerville, TX Prineville, OR

San Francisco, CA Pflugerville, TX

David Gulzow

Joseph Ramos

Brian Brobst

Eric Latona

Sterling, VA

San Jose, CA

John Guzman

John Reece

Kimberly Christiansen

Jonas McBride

Hillsboro, OR

Pflugerville, TX

San Francisco, CA

Jose Reyes

Mike Clegg

Anthony McMurray

Brandon Wilson

San Jose, CA Anaheim, CA

Scott Harnar Hillsboro, OR

San Jose, CA Sherman, TX

Pflugerville, TX

Anaheim, CA

Phoenix, AZ

Las Vegas, NV

Thomas Will

Pflugerville, TX

Anaheim, CA

Las Vegas, NV

Bill Rhoda

Daniel Dallmann

Dominic Mendenhall

Peter Witting

Kevin Homan

Clifford Roberson

Douglas Dalrymple

Arlene Misquez

Robert Wright IV

Dale Huskey

Steven Robinson Anaheim, CA

San Francisco, CA

Michael David

John Moylan

San Francisco, CA

Rich Zigarovich

Melissa Kerbel

Juan Rosales

Eddie Delashaw

Jeffery Nelson

Karim Khalil

Michael Salas

Tod Devlin

Robert Nicholas

Ha Hoang

Anaheim, CA

Hillsboro, OR

San Jose, CA San Jose, CA

Pflugerville, TX

Tempe, AZ

San Jose, CA

San Francisco, CA Tempe, AZ

Grapevine, TX San Jose, CA

Anaheim, CA

San Jose, CA

Les Sauer

Cindy Dias

John Oranday

Nick Larson

Randy Sessler

Brandon Dickey

Kevin O'Sullivan

Phoenix, AZ

San Jose, CA

Sterling, VA

San Jose, CA

Grapevine, TX

Prineville, OR

Hillsboro, OR

San Jose, CA

Anaheim, CA

Aiea, HI

Tony Lambert

Sacramento, CA

Pflugerville, TX

San Francisco, CA

THE FEEDER | 33

PROUD TO BE EMPLOYEE-OWNED CELEBRATING NATIONAL PET DAY Pets bring joy, comfort, support, and connection to our lives. They cheer us up when we're feeling down and keep our mids and bodies healthy. Rosendin's Employee Owners love their pets and National Pet Day (April 12) is an opportunity to show off their non-human babies.

See all photos and videos at https://bit.ly/3N1Blu7.

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

34 | THE FEEDER

Congratulations to Rosendin's Q1, 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 over Quarter 1!

CA

VA

Bianca F.

Anthony S.

Daniel B.

John S.

Esther M. Justin N.

NC

KC M.

Hannah S.

Kim H. Kirstie H.

TN

Michael B.

Russell V.

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

THE FEEDER | 35

M EE T ROSE ND IN Getting to know your Rosendin family

CHARITY M. Associate Recruiting Partner Tempe, Arizona 1.5 years with Rosendin Core Clarity: Passionato Hidden Talent: Rock Climbing & Camping WHAT IS YOUR FAVORITE PART OF YOUR JOB?

‘‘

‘‘

The culture my coworkers have created at Rosendin is extraordinary; I have always felt heard, cared for, and encouraged. I love connecting people to Rosendin and the IBEW, giving people a fresh start, better representation, and a rewarding career!

ALAN S. Senior Estimator Gallatin, Tennnessee 13 years with Rosendin Core Clarity: Life Line Hidden Talent: Being very Independant WHAT IS YOUR FAVORITE PART OF YOUR JOB?

36 | THE FEEDER

‘‘

‘‘

The variety - never a dull moment!

M E ET R OSENDIN Getting to know your Rosendin family

KIRK N. Safety Manager Sterling, Virginia 2 years with Rosendin Core Clarity: Life Line Hidden Talent: Photographic Memory WHAT IS YOUR FAVORITE PART OF YOUR JOB?

‘‘

‘‘

My favorite part would be getting to interact and work with the different people and personalities on a daily basis.

DANAE D. Digital Communications Specialist Lewisville, Texas 3 months with MPS Core Clarity: Passionato Hidden Talent: Gymnast for 13 years WHAT IS YOUR FAVORITE PART OF YOUR JOB?

‘‘

My favorite part of my job is getting to create the content for people to see online. I have always loved art, as I grew up with it, and had more of a creative side to me. Graphic design is very peaceful to me, so to be able to say I get to do that for a living is pretty amazing.

‘‘

THE FEEDER | 37

@ 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

38 | 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.

Q2 | 2023

APRIL Autism Awareness Month Apr 21 World Creativity and Innovation Day Apr 22 Earth Day Apr 26 Admin Professionals Day Apr 27 Take Your Child to Work Day

JUNE June 4-7 June 12-15 June 14 June 15 June 18 June 19

PRIDE Month 7x24 Conference (Orlando, FL) Intern Week United States Army Birthday Rosendin PRIDE Day Wear Blue Day Juneteenth

MAY Mental Health Awareness Month Asian American and Pacific Islander Heritage Month May 1-5 Construction Safety Week May 3 Skilled Trades Day May 11-12 GWIC Conference (San Francisco, CA) May 14 Mother's Day May 29 Memorial Day (Offices Closed)

THE FEEDER | 39

LA Memorial Coliseum Los Angeles, CA

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