Keeping Energy Infrastructure Resilient
As ROSEN celebrates its 45th anniversary, the company is looking ahead as much as it is looking back. In this interview, CEO Andreas Opfermann and Daniela Schomaker, Head of Corporate Health, Safety, Sustainability and Quality, talk about what matters most right now: safe operations, practical sustainability and the smart use of technology to support critical energy infrastructure around the world.
Andreas, you have led the ROSEN Group since July 2025. How has the transition into the role been for you?
Andreas Opfermann: ROSEN was built on three core values: innovation, responsibility and winning together. I could feel that from day one. There is a strong culture of trust, openness and
collaboration here, and that made my transition both smooth and motivating.
What has been your main operational focus since taking on the role?
Andreas Opfermann: My first priority was to listen and learn. In a safety-critical industry, safety always comes first, with a clear commitment to Zero Incidents. At the same time, ROSEN is in a strong position as a technology and market leader. Our continued success depends on innovation and on our people, and both remain central as we help customers keep critical infrastructure safe and reliable.
Critical energy infrastructure is under more pressure than ever. What role does ROSEN play in this environment?
Andreas Opfermann: Energy infrastructure is under pressure from many directions: geopolitical uncertainty, aging assets and growing regulatory demands. In that environment, operators need a clear picture of the condition of their assets. That is where ROSEN comes in. We combine technology, data and decades of experience to help customers assess asset condition, reduce
risk and extend service life. In practical terms, that means safer operations, more reliable supply and better decisions across the full lifecycle of critical infrastructure. At the same time, we support customers in meeting rising sustainability requirements, whether that means preparing assets for hydrogen and other new fuels or helping them move toward safer, lower-emission energy systems.
ESG is becoming more important for both customers and ROSEN. What steps did ROSEN take in 2025 to improve transparency?
Daniela Schomaker: In 2025, ROSEN took an important step by publishing its first Sustainability Report, voluntarily aligned with the European Sustainability Reporting Standards (ESRS), thereby providing clearer insight into its governance, social responsibility, and environmental practices. We also expanded our participation in independent ESG assessments, repeated EcoVadis evaluations across several entities, achieved CyberVadis certification and further rolled out EcoVadis IQ Plus to strengthen supplier sustainability management. Together, these steps increase transparency and help us turn ESG into practical action and sustainable business practices.
What does publishing the first group-wide ROSEN ESG report mean for the company?
Daniela Schomaker: It is a major milestone in our ESG journey. Earlier reporting covered two
subsidiaries, but a group-wide report provides transparency across the whole organization. It strengthens accountability internally and shows customers, partners and regulators that ESG is embedded across ROSEN and aligned with evolving requirements.
How does sustainability influence daily decisions at ROSEN?
Daniela Schomaker: Sustainability shapes daily decisions in very practical ways. When we help operators run their assets more safely, we also help prevent unnecessary emissions or leaks, protecting people and the environment while supporting the reliable energy supply that underpins economic prosperity. Sustainability is therefore not something separate from our work, but a natural outcome of what we do. In our daily operations, we consciously weigh opportunities to limit greenhouse gas exposure where reasonable, engage with our diverse workforce and seek to align our purpose with the communities in which we operate. Ultimately, sustainability guides both the technical and strategic choices we make.
Ultimately, sustainability guides both the technical and strategic choices we make.
Looking back on the past year, what were the key ESG highlights?
Daniela Schomaker: Over the past year, we made progress in several capabilities that affect our carbon footprint, including more efficient logistics, improvements to our in-line inspection tools and the continued transition of our sites to renewable energy. For example, at our production site in Lingen, Germany, we made our largest investment to date in solar power generation.
Andreas Opfermann: For me, our values of ‘winning together’ and ‘acting responsibly’ go hand in hand. They mean combining strong performance and ambition with responsibility and long-term thinking. That is why we have anchored our ESG efforts in our improvement program. These efforts are grounded in our commitment to safety, employee health and the compliance and regulatory framework that guides our actions across all ROSEN entities around the globe.
How does this affect the relationship with your customers?
Andreas Opfermann: Our customers remain at the center of everything we do. For 45 years, we have grown alongside them by building long-term relationships and delivering value well beyond individual pipeline assessments. At its core, ROSEN is a service business. Our role is to support customers with expertise, transparency and reliability across the full asset lifecycle.
Today, our customers are operating in a more complex environment shaped by geopolitics, regulation and cost pressure, so being close to them matters more than ever. That is why we are reinforcing key account structures and increasing customer proximity.
AI is often mentioned in connection with ROSEN. How is it already being used today?
Andreas Opfermann: Digitalization and automation have long been part of our ROSEN journey, especially in data evaluation and pattern recognition. The pipeline integrity reports that result from this work are really the core part of what we deliver to our customers. As inspection data volumes continue to grow, customers need evaluations that are reliable, high quality and fast. AI is the next step, helping our global data science teams detect, characterize and interpreting patterns and features in a consistent and robust way.
How will AI shape the future of Integrity Management?
Andreas Opfermann: Data is the foundation of integrity management; AI will help us extract even better insights from ever-growing data sets. It will improve the speed and quality of our data
assessment, enable more advanced data fusion and visualization, and open new ways to virtually
assess assets that are currently difficult or impossible to inspect. With growing investment in AI and one of the world’s largest pipeline integrity data libraries, ROSEN is well positioned to develop these solutions together with our customers.
Data is the foundation of integrity management; AI will help us extract even better insights from ever-growing data sets.
ROSEN celebrates its 45th anniversary this year. From a one-man business to more than
4,000 employees, how do you see the next phase of growth?
Andreas Opfermann: We will continue to build on what has made ROSEN successful for 45
years: dedicated people, leading technology and a strong commitment to quality. At the same
time, we are strengthening process excellence, customer focus and our culture of humility, agility and ambition. That gives me confidence that we will keep growing with our customers and continue to build our position in the market.