Our long-term focus is clear and our priorities are set.

1. Work smarter and perform better. Tactics for doing so include:
   • Continuous learning and knowledge sharing
   • Better use of technology, systems, and/or processes
   • Attracting and developing top-notch people
2. Stick to the Power fundamentals.
   • Focus on relationships and exceed expectations
   • Never lose sight of our values
   • Stay local
   • Take personal ownership
3. Be flexible enough to take advantage of new opportunities. Be balanced enough to safely ride-out economic waters. Overall, be regarded as the absolute best in Chicago.

Today, as always, Power is a company focused on continually getting better at what we do. Our employees are challenged to reach higher and achieve more. From the newest Project Engineers to seasoned Project Managers and Superintendents to support teams and office staff, all employees are encouraged to take responsibility and make things happen – for our clients and ourselves.

It is this focus, combined with the rapidly changing environment in which we work and the desire to maintain the Power Way, that provides much of the challenge and excitement we at Power thrive on.

By way of a snapshot, a sampling of some of our current projects and internal initiatives include:

• $550 million new hospital for Children’s Memorial
• $800 million expansion for Rush University Medical Center
• $225 million LEED Certified mixed-use development called New City
• $180 million new LEED Gold bed tower for Northwest Community Hospital
• $118 million ParkView condominium project at Chicago’s lakefront
• $72 million CityGate Centre that includes office, hotel, retail and parking
• Multi-year rollout program for Fifth Third Bank including nearly 40 new branches throughout Chicago and the suburbs
• $28 million retail mall re-concepting at Yorktown Center to include "lifestyle" and traditional mall environments
• Numerous small but complex renovations and build-outs for healthcare, hospitality and corporate clients
• Deploying new mobile information technologies designed to make life easier for staff
• Rolling out an integrated, web-based project management and accounting software solution from CMiC
• Expanding to nine the number of college campuses we actively recruit from in the Midwest
• Exploring how best to take advantage of the new BIM tools and technologies

In 1991, Al Gorman moved to the Chairman's position and named Tom Settles as President. Tom's career with Power began as a carpenter in 1972 and steadily grew as he expanded his knowledge of the business by working in both field and office roles. Tom was the first non-family member to run the business.

Power further strengthened its top management team in early 2001 by promoting Jeff Karp to the role of President and elevating Tom Settles to the role of Vice Chairman. As a long-time Power employee who also rose through the organization, Jeff brings an intense passion and clear focus to his role. During this same period, Power moved from a family-owned to a management-owned company structure.

Beyond project successes, Power cultivated new ground in a variety of important ways:

• Clarified its mission and values so that everyone in the company could understand and apply what it meant to work in the "Power Way".
• Established in-house teams of MEP specialists as well as quality assurance experts to proactively support project teams from early preconstruction through closeout.
• Added a team of safety and risk management specialists who push the "safety envelope" far beyond that of basic OSHA requirements.
• Deployed a leading-edge accounting software solution (CMiC).
• Benchmarked leading companies outside our industry to find more effective ways to capture and share the multitude of day-to-day "lessons learned" around the company.

By the late seventies, Power became the leading hospital builder in the Chicago market with projects at more than 2 dozen institutions. Major projects included MacNeal Memorial Hospital, four hospitals for Evangelical Health Systems (now Advocate Health System), Alexian Brothers Medical Center, Highland Park Hospital, Evanston Hospital, and Loyola University Medical Center.

This period also brought an opportunity to expand Power's presence with local Fortune 500 companies, with major hotel operators, and in Chicago's downtown market. Corporate clients included United Airlines, Motorola, Honeywell, Allstate and Hewitt. In 1984, the 500 room Westin O'Hare Hotel was the first major, full-servicehotel built by Power. The company has since gone on to complete 19 full-service hotels in Chicago for such names as Marriott, Hyatt, Sofitel, Stouffer, and Guest Quarters, thus making Power the leading builder of full-service hotels in Chicago for more than fifteen years. In fact, it was the hotel building boom of the late '80's that enabled Power to establish its reputation as a major builder in the downtown market.

By 1966, Power had emerged as one of Chicago's dominant builders of educational facilities. Notable clients included the University of Chicago, Northwestern University, the University of Illinois at Chicago, and Illinois Institute of Technology. At about the same time, Power began to move into hospital construction. First with small renovation and expansion projects, later with complete new-build projects.

During the fifties and early sixties, Power again expanded its capabilities by building a number of public and private K-12 schools including Quigley Preparatory Seminary, Latin School of Chicago, Proviso West High School, and New Trier West High School. This trend of expanding its capabilities on a decade-by-decade basis continued under the direction of Mr. Alvin L. Gorman, Mr. Goldstein's son-in-law, who joined the company in 1962.

Throughout the thirties, Power built quality single-family residences in Chicago's North Shore communities. Later, as World War II began to influence the construction market, Power built a variety of commercial buildings. These included manufacturing facilities in Chicago and Northwest Indiana as well as hotels.

At the time of the company's founding in the mid-'20's, 90% of all farms in the United States had no electricity. This situation was the opportunity that the young engineer Goldstein sought to leverage. Unfortunately, at about the same time, the Federal government established a new agency, the Rural Electrification Administration, in order to distribute electric power to small towns and farmers. By the late 1920's, the company shifted its focus away from power plants towards general building construction. The name Power Engineering Company was modified to better reflect the company's new focus: Power Construction Company.

Power was founded in the midst of the roaring 1920's by Mr. Jerome Goldstein, a graduate of the prestigious Armour Institute of Technology (the forerunner to today's Illinois Institute of Technology.) Known at that time as Power Engineering Company, the firm focused on designing and building electric power plants in rural areas, thus the name.