Indicator

Based
Assessment

Summary
On behalf of: Company/institution: Registered office in:

Michael Homborg Drillinger B.V. Leeuwarden

Performed on: Performed by:

25.05.2021 Massimiliano Carotano

Elastic Workloads

1
DataCenter Automation Software Development

Simplicity & Consolidation Agility & Performance

You Others

Your consensus figure "Elastic Workloads" 2 How important is this issue to 1

other customers?
You already actively use several offers from the public cloud or a managed
service provider. Your management and yourself want to use cloud
technologies for the success of your company. But you are still suffering from
the total leprosy of "here legacy, there cloud" and are now planning to
establish a true hybrid cloud operation. With the flexibility of renting for all
elastic workloads and the cost benefits of true infrastructure investment for
all predictable workloads.

Your consensus figure "Software development" 2 How important is this issue to 1

other customers?
The success of your company depends to a not insufficient degree on the
quality and efficiency of your software development department. To enable
software development in a goal-oriented way means To be constantly up-to-
date with the necessary tools and programming environments means agile
roll-out of resources needed at short notice, provision of sandbox systems.
But that's not all - other effects are directly related to it: An increased risk due
to an overflowing number of interfaces, immature codecs, external
unmanaged connections, file transfers, shadow IT. How does this go along
 with compliance or who ensures a functioning backup? Today, this can only
be solved with software-defined systems.

Your consensus figure "Agility and performance" 2 How important is this issue to 2
other customers?
It is obvious that this topic is gnawing at you - probably not just since
yesterday, but for quite some time now. It's simply not working the way you
imagine it to be the external image of a well-functioning IT. If you weren't
busy all day long with the small-scale updates and patches and the constant
readjustment and management of the individual server, storage and network
systems, then, yes, then ... You know what? It can be done differently, and
then you will become more attractive again for young employees who want
to start with you and then stay with you.

Your consensus figure "Simplicity & Consolidation" 0 How important is this issue to 2
other customers?
What is the point of intuitive usability or consolidation to a few horizontally
scaled systems if you only need to change/update something in your running
environment every few weeks/months anyway? Your people know what
they're doing, and although they may not know every knob and crank in your
current environment (who can say that about themselves?), you'll get by -
and do it well. What you need is a little more storage capacity here and there
and a faster network would be good too, but once set up, your IT will be up to
the job. No need to change, because of "No need for change".

Your consensus figure "DataCenter Automation" 1 How important is this issue to 0

other customers?
Perhaps it is a very rational decision to make things a little easier in the
medium term because your team today only has to deal with the upper edge
of the lower lip every day to prevent bush fires from spreading and the
infrastructure creaks and groans at every turn. Then automation of mundane
tasks and the higher degree of "interlocking" of technical IT processes can
help to finally reduce such stress loads. One must finally find the time to drill
the really thick boards. To do this, however, a servant in the background has
to keep the shop running - such servants exist, but have to do with the right
software basis.

Your individual IBA result: 7 Our average IBA feedback: 6.2

Your result

6-8 Hyper-Converged Infrastructure / SDDC

The clearest benefits of a well-designed software-defined infrastructure are agility, simplicity and efficiency of use. The ROI is quick to
materialise if more and more workloads are successively migrated to the horizontally scaled environment and managed in a
standardised manner. Technical features such as network micro-segmentation, IoT integration, object stores, database management,
infrastructure baselining mesh together brilliantly to produce a system you would have never thought possible. Specially developed AI
modules provide additional relief to the operating team by helping to largely automate complex or high-frequency, repeating
processes.

Improvement potential - Detour

Potential for improvement "Elastic Workloads" 0 How many person-hours per -10
week?

Potential for improvement "Software development" 1 How many person-hours per -10
week?

Potential for improvement "Agility and performance" 2 How many person-hours per 15
week?

Potential for improvement "Simplicity & Consolidation" 3 How many person-hours per 25
week?

Potential for improvement "DataCenter Automation" 1 How many person-hours per 7

week?

Potential for improvement through innovation 7 Person-hours per week of 27

additional time

Average across our customers 7 Mann-Stunden pro Jahr mehr 1.1

Zeit (/5 *220)

Average hourly rate in the German IT sector (2018) 97,16 €

Your individual average hourly rate 80,00 €

Potential time freed up for IT employees, expressed as an annual rate 95.040 €

Annex 1: Documentation of consent

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Annex 2: Documentation of interview protocols

Elastic workloads protocol
Q: After reviewing the indicators provided in advance, we noticed that due to the high internationality of your business you have been
dealing with 24x7 operational concepts for a long time and probably also with Cloud Native Apps / CSP / ASP models. If this s true, we
would be very interested to know how you source cloud services today, provide them for your users in the locations and how you
realize governance and compliance.
A: The success of Drillinger B.V. has always been to be present in the vertical markets / cultures with its own personnel
and to promote autonomy and self-commitment of the teams. We could never control from the netherlands,
which local managed service provider in Bangalore is the best for us right now and whether it will still be so in 3 weeks. The
This is all done by our local administrators, with whom we have regular weekly online meetings. We don't push anything,
we ask for help, which is an important principle. That's why we don't have that much effort with compliance, that has to be
each local team for their own local, legal entity ensure and govern. What we have had for some time is the switch
to Office365, where after almost three years of migration, 2 months ago we have now also switched the last country, Spain. What the
countries love is SalesForce, because as a cloud service it can be used in actually all parts of the world with good performanc from the
cloud. No, those have all been good decisions, that leaves us more time for the thick boards that are there: Secure development
environment, access/authorization to test environments, Big Data usage concepts, learning in the cloud (which is a lot right now and
therefore unfortunately also expensive), EDI integration with upstream suppliers and yes our dinosaur: our old logistics/ERP system,
which we can't separate because of the deep, generic connection with the test/production system and thus can't be innovated
separately - neither one, nor the other.
Q: Means for us: you deliberately put some workloads permanently into the cloud (and then cloud only) to then have more time to
modernize the legacy systems?
A: Exactly, it would be nice if we could set up a kind of self-operated managed service portal for these legacy environment(s), so to
speak. where we could have the provisioning processes, the cost center accounting, the client delineation, all of that, in one system
and (for access security reasons) also operate/secure it ourselves. This is also where our management becomes quite energetic: You
may do everything with the cloud, but don't let even the smallest part of the intellectual property
leave the home farm.
Consensus: The customer would also like to "cloudesk" its legacy systems to its national and international users, and would like the "as-
a-service" approach. He aims to implement the "as-a-service" idea constructively in O365. For this reason, the customer is unanimously
deciding for a 2.

Q: The basic question here is: Do you use software or do you generate software? And if so, is this software the main
added value of your value creation or only a sales supporting element?
A: Today we use software, yes; in part also very specialized software, without which we could not survive, because the development
and also the production process depends on it. But it is not the software itself that customers appreciate about us, but what we
produce with the help of this software: Our environmentally friendly surface curing products. But: We do not want to stand still today,
but we have decided in the management: The future belongs to the smartphone. If our customers primarily use this surface/this DX to
interact with us, their upstream supplier (and not just to get flat Information) then we have to do that. But this can only be done by a
deep integration into our creation process so that the customer "takes place" in our products. Ergo: We have to get in there, in the
smartphone. So: no, no cloud-native app today, tomorrow: Yes.
K: We don't yet know how, we don't yet know when, but we do know: the new IT landscape must be ready to handle such a
Dev/Ops project elegantly and quickly. That's why here's a quick, unanimous customer decision for a 2

Agility & performance protocol

Q: You just stated that you and your team usually spend 20% of your time dealing with problems of a technical nature. Our question is
first of all whether these are recurring problems of the same kind or always different problems?
A: No, no, there is always something new, otherwise we could turn it off. No, they simply result from working with the systems and
also from the changing user behavior, constellations arise again and again, which we cannot anticipate and where congestion
suddenly arises in places where it has never been a problem before. Fortunately, it's not that frequent, we don't surf from problem to
problem. but have long phases where everything runs smoothly, but when an error occurs, we have to deal with analysis, analysis,
containment, solution development and troubleshooting. And then our agility in the normal deployment times can also suffer
sometimes, admittedly. But when we do, it's only ever sporadically, otherwise we have our tanker under control - and the latency
behavior/realizable bandwidths are good to very good.
Q: Let's take a closer look at this: Precisely because the occurrence of errors/congestion happens so unpredictably
and also the causality can't really be circumvented: Doesn't something like that annoy you, or have you accepted for yourself, it's just
like that? Can you imagine that for other customers this was sometimes the most important reason to switch to a completely software-
defined system?
A: You know, I think with Nutanix, vSAN and the like, they promise a lot and deliver very little. really have to look at whether there is

any real potential for us.

any real potential for us.
C: At this point, there were intensive discussions within the team because Mr. Van der Meulen's colleagues had fundamentally
different views. regarding the project. Mr. Van der Meulen wanted a 0, the rest of the group a 2, with a ratio of 2:1 the majority
decision was taken for the 2.

Simplicity & consolidation protocol

Q: Judging by the discussion just now and the tie-in to the subject matter now: Are you actually driving a single or dual
vendor strategy? For servers and storage separately, or uniformly? In the indicators for your IT, you told us that you currently have 5
different storage systems in use.
A: It's true, we always want to be self-sufficient in our technical decision-making - we don't buy what's cheapest, we buy what's best,
but rather exactly what is needed at the moment, not too small, but not too oversized from the outset.
overdimensioned. This requires more frequent post-corrections/post-investments, yes, but we believe that through this
we partake in the turmoil of the price reductions in the rapidly advancing technological development of (foreinstance) flash storage
capacities. So today we have a relatively large number of different systems, which means a large number of
GUIs, but we're not doing rocket science with them.
Q: Couldn't it be, however, that valuable features that you have to buy in, can't even be put productive for yourself? And how do you
deal with this, if the expert who is only responsible for the one storage system is on vacation or ill?
A: We are fortunate in that we are not confronted with too many demands for agility or service responsiveness on the part of our users.
Responsiveness (except for the development department - they are "special" there). "There's a colleague sick? Okay, then I'll just have
to wait, no problem." Don't get me wrong: This is an asset that we, as a quasi-market leader here, are not as driven as others might
be. Today, everyone here has his or her own specialty, he or she has to arrange for a substitute and I, as the boss, make sure that no
one here misses out.
C: Since independence and personal responsibility are cultivated as a culture here, there are massive silo competencies, which have a
hard time difficult to always meet their SLAs. Because this issue had already been discussed in the past as an obstacle to growth the
group consensus is nevertheless (again): There is no idea today, but also no intrinsic motivation to reorganize as a cross-functional
team. Therefore, the topic gets a 0 although one would like to believe that the appropriate technology would allow for more.

Data centre automation protocol

Q: We noticed in the indicators "Number of Windows VMs" and "Number of Linux VMs" that you operate a relatively large number of
VMs in relation to other medium-sized companies in the manufacturing industry. Is that really the case, or are the majority of them
deadbeats? in other words, empty shells?
A: Yes and no, of course there are actually many deadbeats, but we can't simply delete/archive the VMs once they've been created,
because we always have to expect that our development reactivates them spontaneously - even VMs with database environments they
haven't used for years. Woe betide if we then have to restore something from tape, that takes maybe half a day or so. No, that's not
possible. We probably have less than half of the VMs that are actually running and in active use. I know how important our labs are
for our position in the market and for the general development of our business. but these particular requirements very often present
us with almost unsolvable problems. Believe me, just the reservation of system resources and the quasi "freezing" of
database-/middleware- and server systems that are no longer officially supported, let you despair sometimes. I really don't know how a
particularly modern server OS could help us, we actually need the opposite.
Q: Well, with software-defined infrastructures you could at least stop the unnecessary reservation of system resources.
And as for "archiving" - it only takes seconds, minutes to restore complete secure environments with all the trimmings and stuff. Would
that be something of interest? Or how about so-called change data management solutions? Sandbox environments where labs can
access wide areas of data but not "break" anything.
A: But then does that apply to nominally legacy environments? We would really have to test that. But it sounds interesting,
that what we have here and now in the real world could later be realized purely as a software-realized on-demand environment.
C: Other aspects of software-defined (such as networking/micro-segmentation and software-defined storage) were also discussed. (like
online storage), but the team remains undecided. Mr. Van der Meulen tends to a 1, the team to a 2 - but in this case the team accepts
Mr. Van der Meulen´s wish and agrees on a 1.

Annex 3: Information about the individual

What is your position in the company?

Chief Information Officer

What kind of responsibilities do you have in an IT context?

All Enterprise IT Services - on- & off-premise

What percentage of your companys IT systems would you say you are responsible for?

100%

In terms of the decisions you are responsible for, are they more business-related or technology related? Or is there a bit of both?

I like to be questioned for all my decisions, technical and commercial. We always try to make decisions on common basis.

Annex 4: Information about the company

Established (year)

1984

Annual revenues in € million (EBITDA)

732 M€

Global headquarters / European headquarters

Leeuwarden

Main development site

Dronryp

Summary of core competencies

Drillinger B.V. develops and produces special chemicals for the surface hardening of metals and polymer plastics.
We do this increasingly environmentally friendly and also maximally energy- & resource-saving and are therefore especially
interesting for
other companies with the same focus on innovation and sustainability. We want to prove that things can be done
differently and that our innovations will also become part of the sustainability promise of our customers' end products.

Percentage/ratio services to retail to production

10% / 15% / 75%

Annual investment in research & development in € million

13 M€

Number of sales offices national / international

8 / 25

Number of production sites national / international

2/7

Number of employees total / national / international

2650 / 850 / 1800

Additional comments about the company

Annex 5: Information about companys IT structure
How many stationary workplace devices (of which workstations / thin clients)

1100 (230 / 450)

How many mobile workplace devices (of which mobile workstations / thin mobile clients)

2140 (23 / 0)

Backend (HQ data centre only) server architecture (x86 only): How many mono-socket servers / dual-socket servers / quad/octo-socket
servers / Windows VMs / Linux VMs

10 / 34 / 4 / 280 / 370

Network architecture: Number of core switches / spine switches / ToR switches / routers

0 / 4 / 20 / 40

Storage architecture: Number of NAS systems /filers / TB / connected via

3 / 790 / iSCSI

Storage architecture: Number of block systems / TB / connected via

2 / 2300 / FC

Storage architecture: Number of object stores / TB / connected via

0 / ??? / ??

Your topics

I am surprised that nothing is asked here about resilience or security, but hopefully that will be clarified in the further course,
because we have a lot of open points to clarify here. There was also no mention of backup or how we organize our 24-hour operation.
operation. Currently, we are still recovering from a partial ransomware attack, which was fortunately detected early enough.
but we have noticed how vulnerable we are here and want to prepare ourselves as best as possible. It would be nice if Fujitsu could
include this could include this requirement in the scope of the assessment.

Additional comments about IT structure

Annex 6: Parties involved

Participant (Fujitsu)

Initiator: Sander van der Meulen, Moderator: Massimiliano Carotano, Co-moderator: Arie Kraan

Email addresses (Fujitsu)

Initiator: sander.vandermeulen@drillinger.com, Moderator: massimiliano.carotano@fujitsu.com, Co-moderator: arie.kraan@fujitsu.com

Participant (customer)

Leif Bramersop Reginald Park

 p g

Email addresses (customer)

leif.bramerop@drillinger.com reginald.park@drillinger.com

Participant (other)

Email addresses (other)

Comments about participants

Annex 7: Other
Workload per area (troubleshooting / infrastructure baselining / user and process management)

35 / 35 / 30

Information about workload

Next steps (1 = Fujitsu HXD Co-Creation Workshop / 2 = Workload profiling assessment / 3 = SAP System Inspection Workshop)

/1/

Next step (proposed alternative)

Now we wait and see how things turn out with the IBA and then everything else will follow.

Annex 8: Usage
This analysis PDF will be sent to (email address)

sander.vandermeulen@drillinger.com

Assessment to Fujitsu (1 = consent / email address)

1 / massimo.carotano@fujitsu.com

Assessment to channel partner (1 = consent / email address)