Invenergy

In 2008, Invenergy completed the first phase of a project that would shape the company's multi-tech energy approach. Building on Invenergy's innovative, adaptive spirit, Grand Ridge Energy Center was the starting point for a new approach to energy development and the genesis of Invenergy's first solar and battery storage projects. The Grand Ridge site – with an existing grid interconnection and abundant available land – was ideally positioned within Invenergy's growing renewable energy portfolio. Just as importantly, it offered an opportunity to think beyond a single technology and explore how different energy resources could work together to improve site productivity and reliability. In 2012, Invenergy completed its first solar project at Grand Ridge. By adding solar generation alongside wind, the site's energy capacity and reliability increased, and the development timeline and construction costs were significantly reduced. The company took it one step further and completed the Grand Ridge Storage Energy Center on-site in 2016. The project provided additional grid stability and served as the blueprint for Invenergy's future battery storage fleet, a portfolio that is now 5,000 megawatt-hours strong. In its evolution, Grand Ridge became more than a project: it became a model for Invenergy's portfolio and philosophy. The lessons learned there helped shape the company's belief that the grid is best served when multiple energy technologies work together. Wind, solar and storage at Grand Ridge demonstrate how complementary resources can deliver greater reliability, efficiency and value than any single technology alone. Grand Ridge also continues to reflect something equally important: the culture built by the people who operate it. More than a decade after the completion of its final phase, Grand Ridge's employees remain committed not only to maintaining, but continually improving the facility and finding new ways to excel. That sense of pride and ownership is evident to Drew Foes, Grand Ridge's senior O&M manager. "At the end of the day," Drew says, "it feels good to be part of a project with this much history and to know that the work we do every day matters, not just for Grand Ridge, but for Invenergy and the communities we help serve." Twenty-five years after Invenergy's founding, Grand Ridge remains a powerful example of how innovation, collaboration, and a willingness to challenge conventions can create a lasting impact.

In June, Invenergy welcomed students and advisors from the National FFA Organization Next Gen Conference to our Chicago headquarters for a day of hands-on learning and career exploration. From a project siting exercise led by our GIS team to conversations with employees across the business, students learned firsthand from a variety of Invenergy teams involved in developing and operating energy projects. Thank you to the Invenergy employees who shared their expertise and helped inspire the next generation of energy leaders.

As America celebrates 250 years of independence, we're proud to build the energy infrastructure that powers communities, jobs, and opportunity across the country while helping meet the energy needs of tomorrow.

As Invenergy expanded its early portfolio of wind projects, the team recognized an opportunity to raise the standard for how those assets were operated. While the projects were supported by their original equipment manufacturers, Invenergy sought to bring the same operational discipline and accountability that had defined its natural gas business to its renewable fleet. Invenergy began building its own operations platform, Invenergy Services, from the ground up. In 2007, the company developed and took over operations at the Camp Springs Energy Center in Texas, launching its first Remote Operations Center (ROC) in an extra conference room in the O&M building. It had four computers: one for each of Invenergy’s wind sites. From its humble beginnings, Services rapidly evolved. The company invested in local, site-based teams, advanced training programs, and centralized monitoring capabilities that provided real-time insight into performance across its growing portfolio. The business effortlessly adopted a differentiated, owner-operator model that bolstered reliability, efficiency, and accountability. Services scaled globally alongside the company’s development business. From early international projects in Poland to expansion across Canada, Latin America, Europe, and beyond, the team built the operational expertise to support projects across diverse markets and technologies. Today, Invenergy Services is central to how Invenergy delivers energy solutions: combining hands-on operational experience with a relentless focus on performance to ensure projects produce reliable, efficient power for customers and communities around the world. It’s a model rooted in innovation, shaped by experience, and proven through execution—25 years in the making.

Invenergy has welcomed our 2026 Summer intern class! This year, we had 16 students join our internship program supporting the Engineering, Solar, Treasury, FP&A, Enterprise Analytics & AI, Corporate Business Initiatives, and Land Development teams. Throughout the summer, the students will gain hands-on experience, build meaningful connections, and contribute to Invenergy's work delivering affordable, reliable energy. Welcome to this newest class of interns—we’re glad you’re here.

Andrew C. Wills, SVP of Federal Affairs at Invenergy, participated in the Citizens for Responsible Energy Solutions (CRES) Energy Leadership Summit this month. Andrew contributed Invenergy’s perspective on deploying emerging technologies at scale, including geothermal—an abundant, domestic energy resource that offers predictable, on-demand power. As Invenergy expands into geothermal, this work builds on 25 years of experience and trusted execution across technologies, as well as established partnerships with organizations like the Mountain West Geothermal Consortium.

In a 2004 bankruptcy proceeding, Invenergy had the unique opportunity to acquire the Nelson Energy Center, an Illinois-based natural gas plant that was only partially completed. Invenergy recognized the project’s long-term value in selling power to the wholesale market, but reviving the operation would prove challenging. At the time of acquisition, only one out of four intended gas turbines had been delivered and installed. The plant had room for three additional turbines, but this was still more than double what the site needed to operate in its current market. At the same time, Invenergy had also entered a bidding process to build a gas plant in Ontario, Canada. The equipment otherwise needed at Nelson was exactly what the RFP asked for – a rare opportunity to efficiently turn the efforts and resources at Nelson into an additional energy project in development at the St. Clair site. Executing this vision required unprecedented coordination, careful deconstruction, and cross‑border planning. By reusing critical equipment already in fabrication or partially installed, Invenergy minimized material waste, reduced new manufacturing needs, and accelerated development of a modern power plant tailored to regional demand. The sister plants of Nelson and St. Clair ultimately became a testament to how flexible thinking and a solutions‑oriented culture can transform complexity into a smarter, more cost-efficient energy outcome. St. Clair achieved commercial operations in 2009. In 2026, St. Clair has retained nineteen of its original staff members, and as of May 2026, has reached commercial operations on a plant upgrade, significantly increasing its capacity and efficiency. Nelson restarted construction in 2013 and reached commercial operations in 2015. Invenergy later completed a 380-megawatt expansion to Nelson in 2023, bringing the total generation of the St. Clair Energy Centre and Nelson Energy Center to 1,634 megawatts.

Invenergy has been selected as a formal advisor to the Mountain West Geothermal Consortium, a new multi-state organization accelerating the deployment of geothermal power generation across the region. “Invenergy’s involvement in the consortium reflects our growing leadership in geothermal development and strengthens our relationships with state energy offices and regional partners.” - James J Murphy, SVP of Development. Read more about the company's growing geothermal work here: https://lnkd.in/e-WErd2V

Last year, we invested more than $500 million in American communities, supporting jobs, critical public services, and local economies across the country. This investment, supported by landowner payments, wages and benefits, and state and local taxes, builds on the billions of dollars invested in the communities where we live and work over the last 25 years. We look forward to continuing our support for host communities and helping fund schools, public safety, and essential infrastructure. https://lnkd.in/gEhfVrsk

In Invenergy’s earliest days, success depended on more than vision—it depended on proof. The early 2000s were a period of rapid change in the U.S. energy market: volatile power prices, shifting ownership structures, and a growing need for scalable, disciplined project development. From the outset, Invenergy’s founding team understood that navigating this environment would require moving decisively when the right opportunities emerged, and exercising patience when they did not. That opportunity arrived in 2003 with Hardee Energy Center, a 370-megawatt natural gas power plant that began operations in 1993 in rural Florida. Our founding team, with deep expertise in gas-fired generation and operations, recognized that Hardee was a durable asset in a market still finding its footing. They moved forward deliberately, relying on long-standing relationships with partners and advisors who trusted their technical judgment and disciplined approach to ownership. For those partners, the plant became an early signal of how Invenergy would operate, from prioritizing long-term performance to adopting innovative staffing structures. Hardee embraced the emerging trend in the combined-cycle industry of merging operations and maintenance responsibilities into the “O&M Technician” role, creating a multi-skilled workforce capable of supporting both functions. The plant further advanced this concept by extending the multi-skilled staffing model into self-performing major maintenance outages, utilizing craft skills on shift, self-directed work teams, and strong technical ownership of the equipment. This made the team significantly more efficient, reliable, and able to prioritize execution in a demanding energy market. With its first natural gas asset in place, Invenergy could continue to advance innovative energy operations while strategically expanding into emerging technologies that make good business sense. More than two decades later, Hardee Energy Center remains in operation and will continue for many years ahead. Its longevity underscores the strategy behind the acquisition and the philosophy that has guided Invenergy ever since: recognize change early, move with intention, and invest in the long-term performance of energy assets.