Business View Magazine | Volume 8, Issue 7

21 BUSINESS VIEW MAGAZINE VOLUME 8, ISSUE 7 understands the smaller partners in the game – the “mom and pop” shops. It’s these smaller companies in the U.S. that they want to join forces with and provide them with equipment, manpower, and expertise to take on large scale jobs. This strategy has been adopted in the U.S., since power grid companies are not state- owned, like the provincial power suppliers in Canada, but are a lot more fragmented. Forbes explains, “In partnering with these smaller organizations, we’re able to assist them to pitch for larger investors and establish long-term relationships. Also, maintaining this presence in these areas means that when projects do present themselves, we’re able to mobilize towards them with regional partners.” Research is ongoing to find clients in segments such as general contractors (GCs). Currently, the company partners with most of the top five GCs in the U.S. and Canada. This drive to execute renewable work has meant the Forbes Bros. Group is on the radar to provide transmission substation and collection systems. Forbes admits, “Expanding into the U.S means we’re heading into an extremely active market, due to the size and fragmentation of it. Different regions of the U.S. are needing to connect to different renewable sources, and most of those are across state lines. We’ve seen between three and six times growth in a relatively short two to three year period.” Keeping a full complement of qualified employees is extremely important to the Forbes Bros. Group, which is why they have rolled out an attract and retain policy. With roughly 1000 employees, the top leaders at the company know this has been a successful strategy for over 30 years. When it comes to engaging indigenous people, the Forbes Bros. Group ensures that they make it a high priority, whether their clients ask for this or not. It’s the company’s belief that they need to earn the respect of, and understand, FORBES BROS . GROUP OF COMPANI ES