INTREN Becomes A Power Player In Utility Market

ENR0928SLIDE_MW_SCoY_Specialty-Contractor-of-the-Year-1.jpg — INTREN operates an Emergency Deployment Program to address customer needs, dispatching teams of up to 200 in pre-stocked, response-ready trucks to help restore power in the aftermath of storms, tornadoes and other events in its service area.

*Photo Credit: Photo courtesy of Intren Inc.*

ENR0928SLIDE_MW_SCoY_Specialty-Contractor-of-the-Year-2.jpg — Supported by Matthew Turk, executive vice president, left, and son Lance, right, firm president, INTREN CEO Loretta Rosenmayer has executed a strategy of cultivating controlled growth.

*Photo Credit: Photo courtesy of Intren Inc.*

ENR0928SLIDE_MW_SCoY_Specialty-Contractor-of-the-Year-3.jpg — INTREN is placing greater emphasis on developing talent for both field and office operations, engaging managers to help promote the professional growth of employees.

*Photo Credit: Photo courtesy of Intren Inc.*

ENR0928SLIDE_MW_SCoY_Specialty-Contractor-of-the-Year-4.jpg — INTREN crews perform work for Peoples Gas, a leading Chicago-area utility and part of a growing client base.

*Photo Credit: Photo courtesy of Intren Inc.*

In recent years, mentoring efforts have extended to promoting growth and diversity among the local industry workforce. In 2012, INTREN joined ComED, unions and other local contractors in launching Chicago's Construction Jobs Education Pilot Program, since renamed CONSTRUCT. A comprehensive 11-week program provides up to 60 minority candidates with training, information and guidance to compete for good-paying, entry-level jobs in construction-related fields. To date, more than 90 graduates of CONSTRUCT have joined INTREN.

To assist female employees in complementing their professional development with a broader understanding of the energy industry, Loretta formed Promoting of Women in Energy Roles (POWER), a group numbering 30 due to growing diversity in INTREN"s workforce.

Loretta also assisted in establishing a program to help MWBE firms with the administrative aspects of qualifying for utility work. Firms that meet the requirements qualify as second-tier subcontractors to INTREN, assuming tasks the enterprise ordinarily could self-perform.

"I was able to take baby steps as I grew the business, Loretta says, "but it's tough for women- and minority-owned companies to get a start. As a result, we encourage managers to involve them in projects."

More than 40 such companies performed $21 million in work for INTREN in 2014, a figure firms are on target to surpass this year, Turk says. INTREN is mentoring one enterprise in installing smart meters as part of the ComEd Smart Grid program.

"Some of these subs have taken contracts away from us," says Turk, "but we take pride in having helped them develop their capabilities. It's good for the industry."

Despite enhancing the competitiveness of its markets, INTREN leadership believes the strategies that sustained its growth for nearly three decades will continue to yield gains in coming years.

"We want to keep conditions under control, adding maybe one or two customers a year, while maintaining the level of service we currently supply our customers," says Lance.

As it has since its inception, INTREN also is keeping close watch on emerging issues impacting customers, from green energy generation and distribution to grid management to energy storage.

"No matter our direction, it's imperative that we keep our culture alive and strong," Loretta says. "Culture drives behavior, and we want to continue making a difference for our customers and our industry."