퀀타 서비시스(PWR) 2026년 3분기 실적 발표: 수주 잔고 640억 달러 달성

퀀타 서비스(NYSE: PWR)는 유틸리티, 발전, 재생에너지 및 대규모 부하 인프라 수요에 힘입어 2026년 3분기 광범위한 성장을 기록했다고 발표했습니다. 회사는 연간 실적 전망을 상향 조정하고 역대 최고치인 640억 달러의 수주잔고를 기록했다고 밝혔습니다.

핵심 요약

• 매출은 전년 동기 대비 57% 증가한 120억 달러를 기록했으며, 조정 EBITDA는 69% 증가한 14억 달러를 기록했습니다.
• 조정 희석 주당순이익(EPS)은 82% 상승한 6.06달러를 기록했습니다. GAAP 희석 EPS는 두 배 이상 증가한 4.55달러를 기록했습니다.
• 조정 EBITDA 마진은 12.1%로 확대되었으며, 이는 영업 레버리지, 인력 교육 효율성, 오프사이트(공장 제작) 제조 및 MEP 서비스의 기여도 증가를 반영합니다.
• 수주잔고는 9월 30일 기준 역대 최고치인 640억 달러에 달해 전분기 대비 100억 달러 증가했으며, 퀀타의 주요 시장 전반에서 성장이 이루어졌습니다.
• 경영진은 2026년 매출 가이던스를 413억~416억 달러로, 조정 EPS 가이던스를 17.90~18.30달러로 상향 조정했습니다.
• 퀀타는 공식적인 2027년 가이던스를 제공하지는 않았지만, 수주잔고와 인력 확대를 바탕으로 2027년에도 두 자릿수의 견조한 조정 EPS 성장을 지속할 것으로 기대하고 있습니다.

핵심 재무 실적

사업 및 영업 실적

수주잔고 성장은 단일 대형 수주에 의존하기보다 전반적으로 이뤄졌습니다. 경영진은 배전, 송전, 재생에너지, 발전 부문 전반의 강세를 꼽았습니다. 640억 달러의 수주잔고에는 나이소스(NiSource) 프로그램이 포함되었지만, 많은 대형 송전 및 발전 사업 기회는 아직 수주잔고에 반영되지 않았습니다.

유틸리티 사업은 여전히 퀀타의 기반으로 남아 있습니다. 경영진은 전력 인프라 솔루션 부문의 약 200억 달러가 유틸리티 작업과 연계되어 있으며, 장기적인 고객 관계를 희생하면서 단기 마진을 극대화하기보다는 10%~12% 수준의 마진을 유지할 계획이라고 밝혔습니다.

퀀타는 데이터센터 및 기타 대규모 부하 프로젝트에서도 역할을 확대하고 있습니다. 회사는 비하인드 더 미터(Behind-the-meter) 및 유틸리티 규모의 발전 작업, 발전소 보조기기(BOP) 서비스, 전기 및 기계 공사 범위를 수행하고 있습니다. 경영진은 하이퍼스케일러들이 인력 계획 및 지역사회 수준의 채용을 포함하여 프로젝트 개발 초기 단계부터 퀀타와 협력하고 있다고 말했습니다.

인력의 유연성은 여전히 운영 모델의 핵심으로 남아 있습니다. 퀀타는 고전압 유틸리티 기술을 넘어 옥내 전기, 배관, 관공사, 보일러 제작 및 기계 기술 분야로 역량을 확장했습니다. 이를 통해 직원들은 수요 변화에 따라 사업부와 최종 시장 간을 이동할 수 있습니다.

회사는 2분기 실적 발표 이후 순인수금액 기준 약 2억 4,500만 달러 규모의 2개 기업 인수를 완료했습니다. 경영진은 인수된 기업들이 엔지니어링, 제작 및 공급망 역량을 강화해 준다고 밝혔습니다.

경영진 가이던스

경영진은 대규모 송전, 발전 및 기술 관련 프로젝트가 시간이 지남에 따라 퀀타의 기존 유틸리티 성장 기반에 추가될 것으로 기대하고 있습니다. 또한 765kV 송전 활동 중 일부가 2027년에 시작될 것으로 보이며, 상반기에 유의미한 수주가 발생할 가능성이 있다고 나타냈습니다. 텍사스와 오하이오가 초기 유력 시장으로 지목되었으나, 정확한 시점은 아직 불확실합니다.

퀀타는 지하 유틸리티 및 인프라 솔루션 부문도 지속적으로 개선될 것으로 예상합니다. 경영진은 기계 공사가 증가하고 사업 포트폴리오가 변화함에 따라 2027년 중 분기 마진이 두 자릿수에 도달할 수 있다고 말했으나, 1분기 계절성이 진행 상황에 영향을 미칠 수 있다고 덧붙였습니다.

리스크 및 주목할 요소

공급망 가용성은 경영진의 주요 영업적 우려 사항입니다. 구리, 변압기, 차단기, 전주 및 기타 핵심 장비의 수급 차질이 프로젝트 일정에 제약을 줄 수 있습니다. 퀀타는 제조업 투자, 기업 인수, 재고 확약, 주문자 상표 부착 생산자(OEM)와의 장기적 파트너십을 통해 대응하고 있습니다.

경영진은 퀀타의 교육 프로그램과 직종 및 부문 간 인력 이동 능력 덕분에 노동력이 제약 요소가 될 가능성은 낮다고 봅니다. 다만 교육은 지속적인 비용으로 발생하며, 인원수는 1분기에 계절적으로 감소할 수 있습니다.

퀀타는 서명 완료된 계약만 수주잔고에 반영하기 때문에 대형 프로젝트 수주는 불균일하게 발생할 수 있습니다. 일부 작업은 보고되는 수주잔고에 잡히지 않은 채 하나의 작업에서 다른 작업으로 직접 전환되기도 하여, 수주/매출 비율(book-to-bill) 동향에 변동성을 초래할 수 있습니다.

애널리스트들은 데이터센터 연기 또는 취소 가능성도 제기했습니다. 경영진은 현재 유입되는 수요가 지속해서 가속화되고 있으며, 퀀타는 주로 자본력이 뛰어난 고객사들과 협력하고 있다고 밝혔습니다. 또한 회사는 개별 데이터센터 프로젝트가 지연되더라도 인력을 유틸리티, 반도체 시설, 제약 프로젝트 및 기타 인프라로 재배치할 수 있다고 강조했습니다.

퀀타는 일부 핵심 장비에 대해 OEM 생산 능력에 의존적인 상태를 유지하고 있습니다. 경영진은 필요한 경우 제조업에 추가 투자할 수 있지만, 제조업이 독립된 주요 사업으로 자리 잡는 것은 의도하지 않는다고 밝혔습니다.

애널리스트 Q&A 하이라이트

마진 지속 가능성: 경영진은 마진 개선이 규모의 경제, 교육 효과, 오프사이트(공장 제작) 제조 및 MEP 효율성에 기인한다고 설명했습니다. 마진의 점진적 개선을 기대하지만 퀀타를 급격한 마진 확장 기업으로 보지는 않는다고 밝혔습니다. 주된 초점은 수익, 현금흐름, 투자자본수익률(ROIC)의 복리 성장에 맞춰져 있습니다.

송전 파이프라인: 대형 765kV 프로젝트는 현재 수주잔고에 크게 기여하지 않았습니다. 경영진은 텍사스 및 오하이오 프로젝트가 먼저 추진되고, 이후 MISO(중대륙독립계통운영기구) 지역에서 추가적인 기회가 발생할 것으로 예상하고 있습니다.

데이터센터 노출도: 퀀타는 고객 현장에서의 인프라 지출 비중을 더 많이 확보하고 있지만, 경영진은 단순히 데이터센터 수요만을 목적으로 인수를 추진하는 것은 아니라고 말했습니다. 데이터센터와 무관하게 배전, 송전, 발전 투자에 의해서도 유틸리티 성장이 촉진되고 있다고 강조했습니다.

계약 리스크: 경영진은 퀀타의 전반적인 리스크 프로필이 과거보다 강해졌다고 평가했습니다. 회사는 비용 전가(Pass-through) 조항, 보증 최고 가격(GMP) 구조 및 기타 계약적 장치를 활용하여 고정 가격 및 인플레이션 노출 리스크를 완화하고 있습니다.

자본 집행: 퀀타는 공급망 병목 현상을 해결하고 제작 능력을 확장하기 위해 재무상태표를 선별적으로 활용할 계획입니다. 경영진은 이러한 투자가 대규모 제조 사업부를 신설하기보다는 일정 불확실성을 해소하고 광범위한 EPC 성장을 지원하기 위한 목적이라고 밝혔습니다.

실적 발표 컨퍼런스 콜 전문

전체 실적 발표 컨퍼런스 콜 녹취록

경영진 발표

Operator

Good morning, and welcome to the Quanta Services Third Quarter 2026 Earnings Call. [Operator Instructions]. As a reminder, this conference is being recorded. If you have any objections, please disconnect at this time.

I will now turn the call over to Kip Rupp, Vice President, Investor Relations, for introductory remarks.

Kip Rupp

Thank you, and welcome, everyone, to the Quanta Services' Third Quarter 2026 Earnings Conference Call. This morning, we issued a press release announcing our third quarter 2026 results, which can be found in the Investor Relations section of our website at quantaservices.com. This morning, we also posted our third quarter 2026 operational and financial commentary and our 2026 outlook expectation summary on Quanta's Investor Relations website.

While management will make brief introductory remarks during this morning's call, the operational and financial commentary is intended to largely replace management's prepared remarks, allowing additional time for questions from the institutional investment community. Please remember that information reported on this call speaks only as of today, October 29, 2026, and therefore, you're advised that any time-sensitive information may no longer be accurate as of any replay of this call. This call will include forward-looking statements intended to qualify under the safe harbor from liability established by the Private Securities Litigation Reform Act of 1995, including statements reflecting expectations, intentions, assumptions or beliefs about future events or financial performance. You should not place undue reliance on these statements as they involve certain risks, uncertainties and assumptions that are difficult to predict or beyond Quanta's control, and actual results may differ materially from those expressed or implied.

We will also present certain historical and forecasted non-GAAP financial measures. Reconciliations of these financial measures to their most directly comparable GAAP financial measures are included in our earnings release and operational financial commentary. Please refer to these documents for additional information regarding our forward-looking statements and non-GAAP financial measures.

Lastly, please sign up for e-mail alerts through the Investor Relations section of quantaservices.com to receive notifications of news releases and other information, and follow Quanta IR and Quanta Services on the social media channels listed on our website. With that, I will now turn the call over to Mr. Duke Austin, Quanta's President and CEO. Duke?

Earl Austin

Thanks, Kip. Good morning. everyone, and welcome to Quanta Services Third Quarter 2026 Earnings Conference Call. I want to begin by thanking our approximately 95,000 employees. Their commitment to safety, to our culture of absolute performance and to the certainty we deliver for our customers, makes everything we will discuss this morning possible. .

This morning, we reported third quarter results that meaningfully exceeded expectations with robust double-digit growth in revenues, adjusted EBITDA and adjusted earnings per share, healthy cash flow and record backlog of $64 billion. These results reflect broad-based strength across our segments, service lines and end markets. and also the successful multiyear strategy we are executing and the investments we have made in it. Given the solid performance and the expected incremental strength in the fourth quarter, we are significantly increasing our full year 2026 financial expectations across all metrics.

This quarter again demonstrated the ability for our operating model to deliver with certainty at scale. The breadth of our portfolio, combined with the fungibility of our skilled workforce across multiple end markets provides a significant competitive advantage. This flexibility allows us to strategically deploy resources where demand is strongest, mitigate exposure to individual market cycles and deliver more consistent, predictable outcomes for our customers and stockholders.

Quanta is embedded in the long-term planning of our industry-leading customers across the utility, power generation and large load markets and inbound demand is accelerating. We stay in front of our markets by remaining deeply customer-focused. Our customers want a partner that can plan with them for years in advance, align craft labor and supply chain solutions to their capital programs, and bring certainty to their projects and programs at a reasonable cost and in a way that delivers lasting economic benefits to the communities where these projects are built.

Our reputation for delivering, and our ability to mobilize people and supply chain quickly is driving the demand for our solutions. That reputation was built in our utility business, which remains the foundation of Quanta. Utilities are being asked to double in size over time. and we believe the need to significantly expand and enhance the power grid for reliability, resiliency and load growth is visible and necessary. We expect additional opportunities, including high-voltage transmission power generation, large load and technology to stack on top of what we view as long-duration compounding utility base where we continue to extend our leadership position. These opportunities extend our visibility well beyond 2030.

We see large transmission programs across the country making positive progress from permitting and approvals to planning and engineering, and moving closer to contract execution and backlog. Power generation opportunities are also active and in various stages. And we are encouraged by the stacking opportunity we see across our diverse markets building over the coming years. Technology is moving as fast as it can. Utilities are working to protect stakeholders, and Quanta sits at the nexus of facilitating both. The proven success of our operating model on the utility side of the business is also why technology and large load customers are embracing it. The collaborative solution-based approach we have built over decades serving utilities is exactly what we bring to those customers.

As evidenced by our results this year, the demand for our solution is significant and growing. In this market environment, our scope and scale, the fungibility of our resources and the solutions they enable are valuable. So committing our resources to the best overall opportunities has never been more important. We prioritize high-quality, well-capitalized industry-leading customers that value our collaborative long-term approach and have multiyear infrastructure programs. We believe the power of our portfolio is that it does not overly rely on the pace of a single market. It builds on broad, diverse and resilient base and is supported by increasingly flexible craft workforce.

Our self-perform model is designed to deliver on time and on budget at scale. None of this is possible without our craft labor, and you cannot buy craft, you have to build it. We are investing in curriculum and innovative training programs across our operations and creating industry-leading training environments, which allows us to attract and retain talent. We are growing our former and superintended leadership, which we believe has a multiplier effect on our ability to enhance our craft and self-perform capabilities. Craft builds craft. We have invested heavily in our workforce for more than a decade. With the decade of strong double-digit compound earnings growth, the results speak for themselves.

We are also investing in the expansion of our integrated fabrication solutions, which we believe is a workforce multiplier that increases speed and efficiency, quality and schedule certainty. We apply the same absolute performance mindset to our capital deployment decisions. Each high-quality company that has joined our Quanta is a relationship often cultivated over many years. We are patient in buying great companies, and we are disciplined around our strategy. We culture and fit a primary criteria.

Our recently completed acquisitions are great companies that strengthen our fabrication, engineering and supply chain capabilities and extend our ability to deliver integrated solutions for customers, and we welcome them to the Quanta family.

We are proud of the exceptional results of our teams have delivered this year and the larger programs across the utility, generation and technology, and load center markets are still in front of us. We are pacing ahead of the multiyear growth targets outlined at our 2026 Investor Day and our conviction Quanta's ability to compound profitable growth over the longer term continues to strengthen. We see the opportunity to deliver strong double-digit adjusted EPS growth again in 2027, supported by our record backlog and growing workforce. We remain focused on executing our customers' success, deploying capital with discipline, and compounding earnings and stockholder value over the longer term.

I will now turn the call over to Jayshree Desai, Quanta's CFO, to provide a few remarks about our results and 2026 guidance. And then we will take your questions. Jayshree?

Jayshree Desai

Thanks, Duke, and good morning, everyone. The third quarter was an excellent 1 with record results across the board. Revenue was $12 billion, up 57% from $7.6 billion a year ago. Adjusted EBITDA was $1.4 billion, up 69% from the third quarter of last year, and our adjusted EBITDA margin expanded to 12.1%. Adjusted diluted earnings per share was $6.06, up 82% from $3.33 last year and GAAP diluted earnings per share was $4.55, more than double last year's $2.24. Third quarter operating cash flow was $1.5 billion, and free cash flow was $1.2 billion. both quarterly records.

Turning to 2026 guidance. We now expect revenue to range between $41.3 billion and $41.6 billion, up approximately $1.9 billion at the midpoint from our prior outlook. We expect adjusted EBITDA to range between $4.4 billion and $4.49 billion, an implied margin profile of 10.7% at the midpoint and adjusted EPS to range between $17.90 and $18.30. Regarding cash flow, after a historically strong first 9 months of the year, we now expect free cash flow to range between $2.5 billion to $3 billion which would represent another annual record and reflect greater than 60% conversion of adjusted EBITDA at the midpoint.

During the quarter, we used our operating and financial strength to bolster our liquidity and financial flexibility, positioning Quanta to continue deploying capital in support of our growth strategies. In July, we upsized our revolving credit facility commitments to $2.98 billion and extended its maturity to July 2031. In August, we issued $2 billion of senior notes. And in September, we prepaid the remaining outstanding balance on our term loan. We ended the quarter with $2.3 billion of cash and had only $20 million drawn on our revolver. Total liquidity was $5.2 billion, and our bank-defined leverage ratio was approximately 1.3x, affording us ample capacity to support our strategic initiatives.

Regarding acquisitions, we continue to deploy capital with discipline. Subsequent to our second quarter earnings release, we completed 2 acquisitions for approximately $245 million of consideration net of cash acquired. As Duke mentioned, these companies bring leadership and management team and management talent and strengthen our front-end engineering fabrication and supply chain capabilities, enhancing our ability to self-perform more scope and deliver cost and schedule certainty for our customers. We believe our strategy is materializing into improved forward visibility. As of September 30, we had record backlog of approximately $64 billion, a $10 billion sequential increase from June 30, with backlog growth across each of our key markets.

To close, we delivered a record quarter, significantly raised our full year expectations and strengthened our balance sheet, all of which position us well to continue investing our resources from a position of strength. As Duke mentioned, our conviction in our ability to compound profitable growth over the long term continues to strengthen. Additional detail and commentary on our 2026 financial guidance can be found in our operational and financial commentary and outlook expectation summary, both available on our Investor Relations website.

With that, we're happy to take your questions. Operator?

Operator

[Operator Instructions] Our first question will come from Ameet Thakkar with BMO Capital Markets.

질의응답

Ameet Thakkar

Congratulations, and thanks for the update. Your Electric continues to run well above kind of your long-term growth framework, kind of given what you're seeing in utility generation and kind of place load center demand. What are the biggest constraints to sustaining this level of growth in 2027? Is it kind of customer spending, labor or simply available to kind of execute? And then just on margins, how much of the spring kind of reflects favorable project execution versus kind of a mix or something more structural that we should think about as being sustainable?

Earl Austin

I think the margin question, we had a great quarter. It's the third quarter. We've got some leverage as well. I do think that when you're thinking through it, if you think about the employee count, how much growth we had organically, you're growing 7,000 employees, 6,000 employees on both the previous quarter and this quarter and then like 25,000, 26,000 this year, it gives you some leverage with our training, and that's showing up. We've always said, look, we're pressing margins because of the training. But if we're getting that kind of leverage out of it, which I think is great, it's something that's certainly helping the margin profile of the company.

Look, we can operate the utility business 10% to 12%. We've said that all along. We're getting some leverage out of MEP in the business. You're able to do some off-site manufacturing, do a lot of different things to increase efficiency in the field. So we're super happy with what we're doing and where it's going, has it fundamentally changed, it's moved up. The UI is still down. I do think we can do much better there. We can get into double digits, the profiles and things of that nature as or burns off, and we started to get into the newer business there. That should move up.

So look, I like where we're going. I do think we can increase some margins, but it's not a margin story. I go back and say, we're going to compound kind of the margin profile we've talked about. The utility business is still, call it, $20 billion or so of the electric segment. that's in the 10% to 12%, call it, 11%. And then you have the other businesses that we're getting efficiencies out of. I would turn to the ROIC though and look at that growth, to me, like we watch that a lot what we're doing with return on invested capital, and Jayshree go through the numbers on that at some point. But I do think that's what's driving that.

As far as the growth and what's inhibiting the growth I think the markets are there. We can't be everything for everybody. We continue to think that both the TAMs, what gives me a lot of what I would consider optimism of the growth and us keeping that up is that we've done it for 12 years, well plus 20% growth. So I wouldn't bet against us on growth. And yes, big numbers, but it's been big numbers in my career. So we're just going to continue to compound those.

And when you think about the 2 TAMs, our utility business in the past, if you go back 5 years, we couldn't take advantage of the generation, the fossil generation, even the renewable generation, that wasn't us. We were in T&D. Now we have that whole addressable market. And I think it's a big deal that goes unnoticed of how much TAM we have in the utility business. So if you look at that TAM, it's there and then you roll it over into what we're doing very early in our technology business, but the large -- the 5 largest technology companies will spend 3x the capital budget of the utility side. And we can perform the vast majority of that capital other than chips.

So I like our chances to grow. We talked about it's not just next year. It's -- we gave 5-year guidance and we said 10% to 15%, if we can compound it would be 20% plus. We had a hell of a year is setting up. And I'm looking I think we got growth out there as well. And we're not going to give guidance today, but I feel highly comfortable with kind of the 15%, 20%, and we'll compound that as well. But it's super early. I got 5 months. I'm going to take my time.

Operator

Our next question will come from Justin Hauke with Baird.

Justin Hauke

That's with Baird. But that's okay. So obviously, a really strong quarter here. I think the thing that stands out the most is the sequential backlog gain. And there was a tiny bit of the contribution from M&A and you talk about the NiSource scope, but it looks like there was a lot more beyond that. And there wasn't anything like specifically quantified as a large project win. Just curious if there was anything chunky any of the 765 lines you talked about, I know there was some questions on some hearings on some of those in Texas that seemed like they went favorable. But anything you can comment on kind of the contribution make up of the backlog.

Earl Austin

No. Look, it was broad-based backlog growth. I mean our renewable business is fantastic. It went all the way across the segment. We did book the 1 NiSource. But that's a program if you can listen to their capital and what they're doing. It's a larger program. I expect us to book more there against that. It was both T&D and the power plant that we had discussed. And I really like what we're doing with the largest customers in the industry. We're staying in buying. They want to build fossil. We'll go build fossil. We're super happy to do it. We believe we have a good model to do that and derisk the customer -- the end customer as well as us. And I think that's key for us in that business. And when we look at just straight up, our distribution business is growing nicely, transmission business is growing nicely. So no -- nothing really pulled in. We haven't started really the 765 build. It's much bigger than Texas. We've got Ohio work, you have MISO work. There's a lot of work out there that is not in backlog in many ways, it's just getting started. We said all the time, but I'm not seeing big projects. That's not what's making up the company today. And it's a heck of a growth underneath it without the stocking of those in here yet.

So I believe you'll see in the future, you'll start to see the generation business come into the business as well as the large transmission, which is not in there today. But we talked about growth, that's growth, that's stacking growth that we'll see in the outward years. So super happy where we sit. We think we've done a real good job. I think the business 10 years ago, 5 years ago, it was a very transactional and today. I think it's more transformational. And we're running a transformational business that compounds earnings over time, and that backlog is broad-based.

Justin Hauke

If I could just squeeze one more in for Jayshree, just on the cash flow. It looks like there was a decent amount of prepayments in the contract liabilities. Is that just -- maybe just is that favorable terms on the contracts? Or is that really a function maybe of some of the prepayments on some of the modular and the capital investments you've made on the supply chain? I'm just curious the contribution of that in the working capital. .

Jayshree Desai

Yes. Thanks, Justin. No, as you can see, our working capital is continuing to improve. That is more of a function of the contract terms we're getting on a significant part of our revenue, especially from our MEP, our EPC business as well as our renewable business. All of those are contributing to that favorable working profile -- working capital profile you're seeing. Our DSOs continue to improve. So we're pleased where our free cash flow is coming in. That's why we raised it for the year. There are some things we're doing around our supply chain as well as the, as Duke mentioned in his prepared remarks, around the expansion around our OSM facilities, that actually are a use of cash.

So I would just say, in general, what we told you in March continues to be the right way to think about our cash flow profile around $55 million to $60 million this year, we look to be at the high end of that, actually higher than that. And our expectation going forward will dip very much on the mix of work around those factors I talked about. But $55 million to $60 million is still the right way to think about adjustment.

Operator

Our next question will come from Julien Dumoulin-Smith with Jefferies.

Julien Dumoulin-Smith

Nicely done. I got to hand it to you guys seriously. I wanted to come back to a couple of things you said. First off, you said inbound interest is accelerating, I think, to quote you from the transcript yet at the same time, Duke, you put up 2 quarters in a row -- I mean, well, several quarters in a row, but more to the point, just really exceptional quarters. Is it conceivable that you accelerate on the cadence of backlog additions, I mean, if I'm hearing you right?

And then related to the another point you made earlier here on ROIC. How do you think about the scope of possible here, economic growing here? I mean you've been putting up 1 point or so every year or maybe even more than that of late. Trajectory-wise, do you think that's the right cadence here through the forecast and as much as you say you're focused on that road metric? Just how do you think about what that trajectory could look like, if not margin expansion, just sees your economic term you're focused on?

Earl Austin

I mean, look at better terms on our contracts. So I do think we're generating free cash at a faster pace. Jayshree is probably unwilling to go there in guidance yet. But I do think it is happening, and we are leaning into some supply chain, Julien, which I'm worried about copper, I'm worried about other things. And so we will use that balance sheet to mitigate risk for our clients. And if they can't see it, I can. And so I get to see it broad-based. So we'll lean into some of those supply chain constraints to keep our people busy. Margins are expanding, use of capital in these lighter capital businesses that we have, such as inside, that's certainly a bigger portion of what we do. So it's going to expand the ROIC. And I -- how fast I'm not sounding up to that quite yet, but it's certainly something that we're highly focused on and the cadence thereof.

As far as backlog expanding, look, I believe we'll set records and continue to set records. There's the timing on that. It gets to lump for us. A lot of MSAs coming in, a lot of good things happening. So what I would say is, I mean, we've stayed true to it's not in backlog until it's signed. And so that, for us, some of that kind of $1 billion beat over the last 2 quarters is because it's book-to-bill when moving building to building or job to job without ever hitting backlog. So I'm not sure how to classify that. GAAP says for us, at least not GAAP, but the way our SEC requirements and the way we think about it is it's signed. So that's just how we're going to go about it. And over time, we've been doing it that way tenure. We're not changing now. So it's just going to be that way. And I think you're going to get some lumpiness in it. I would say as far as what the outlook of the business and what we see the inbounds coming in certainly is moving at a faster pace than it's ever moved in my career.

Julien Dumoulin-Smith

Got it. And then just on the data center front real quickly to ask about that. How do you think about the right to win and what this is going to look like? Is this a partnership like with NiSource, for example, where you have like multiple sites? Or how do you think about moving into that sector. I mean, obviously, stuff beneath the surface, you guys haven't released press release formally already cooking, but how do you think about that TAM and tackling it and what we'll see more visibly?

Earl Austin

Yes. I just think we're doing it now. I mean we're providing behind-the-meter generation that's going to utility generation. So utility scale generation today. mean and balance of plant and balance of facilities in multiple areas. So we're doing that today. We just didn't press release we've been say anything about it, we don't need to. We just go up, put the numbers up. And I think that's the key. But the clients in both from the technology side as well as our utility customers, we're in the middle of that, building that whole thing out.

When you look at it in a geographic area, if we're doing everything in that area with our people, which we self-perform 85%, we have a lot of control of certainty. And we don't have people jump in trucks. We don't have the issues that others have the scale of the company, the growth of the company and what we're able to accomplish because we can perform all of it is certainly beneficial to the end user and to the rate payer. And I just think as we're able to do more, we can certainly help with labor on those sites, those big areas, I mean, you have 5,000, 6,000, 10,000 people. If we can control that environment, it's certainly helpful. It keeps the wage pressures down and things like that.

So yes, I mean, the clients are coming to us. They see it on both sides. We're able to really give them something that they want. They want certainty and they want speed. If that's the 2 things that the [indiscernible] I like our chances. So -- and that's what we're seeing today out there. So I do think, as we see it, we're in the right spot doing the right things, and you'll continue to see more and more. We were about -- if you look at on a megawatt basis for MEP and say it's $15 million a meg everybody has a different classifications. don't see old math whatever you want to call it, but it's $15 million of meg say that the company was getting $3 million or $4 million a meg a year ago. We're able to expand that into $5 million to $7 million. And as it goes further, that will be $7 million to $10 million. So you can see us just capturing more and more of what the spend is per location, and that's not counting generation or utilities behind it. So I just -- we're getting more and more as we move forward. We're creating more verticals in the business. I like our growth patterns. I like our strategies, and we're doing well. So thank you.

Operator

Our next question will come from Nick Amicucci with Evercore.

Nicholas Amicucci

So I just wanted to see, it seems like you guys are, especially this year, positioning for the higher end of that 15% to 20% EPS CAGR growth target through 2030. Just wanted to see like kind of the probability seems in your favor that you're going to get to kind of that full stack scenario. So I'd just say -- I would just ask like, how do you see the opportunities that would drive the full stack really coming together? And where do you see the company really going from here?

Earl Austin

Yes. Look, we are we're performing well above expectations. If you add -- if you take the 20% onto this year, you're well -- you already into basically low end of the plan. And so very close to it. And I just -- the acquisition profiles, the companies that we're able to acquire, what we see out there, what we see, and I'm not signaling that we're going to go make acquisitions. But we have in the past, and I continue to see opportunities for us to deploy capital in the right places with the right businesses. If we see that and we continue down this path, sure, we're going to be well above plan and probably be talking about something different earlier than 5 years because we're going to have to.

I do think as we see it, -- the markets -- there's risk to the markets, there's things that are out there in these long plans. And so that's why we give you a good CAGR basis. And we're ahead. We're certainly above 20%, but we've operated above 20% on a CAGR basis for 12 years. And I think it's 1 thing to say. A lot of people go out and they talk about, talk, talk what they've done. I just say, look at our past, look what we've done and it's predictive of the future.

Nicholas Amicucci

Definitely fair. And then as we kind of think about the past though, just you guys have always been very prudent on kind of the risk profile kind of contracts. And so I just wanted to make sure that kind of less than 15% of revenue that was tied to fixed-price contracts exceeding $300 million that you guys outlined at the Investor Day. Is that still representative just given the magnitude of the recent awards and your recent acquisitions?

Earl Austin

I mean what you define -- I would say our risk profile whether how we define it because you can define what a fixed price, you can have UPIs or some measure that allowed it to be derisked. There's a lot of way to derisk these things. The GMP profile is all the different ways to contract. No matter what you call it, I look at every one of them. And I would say the risk profile of the company is in a better position than it's ever been.

Operator

Our next question will come from Steven Fisher with UBS. .

Steven Fisher

Can you hear me okay?

Earl Austin

Yes, Steve.

Steven Fisher

Just Duke, you mentioned some of the larger transmission projects that you have in the pipeline here. How close do you think we are actually to getting those programs in backlog? And how should we think about in terms of maybe order of booking, Texas versus Ohio versus MISO? Are those a few that you mentioned? .

Earl Austin

Yes. I mean I think we have LNTPs and things like that multiple projects. We have things that we're doing with AEP. So we've talked about that what we're doing some supply agreements and doing some agreements with them. And you can see what they're doing with their capital. And I think the business is tripling and super happy to work with our clients. And I think I'm not rushing them to get them signed. We want to take our time, both sides and need to. The environments are moving, and they have their own customers on the back side. I want to get it right. But we'll be on [ 765 ] in '27, for sure, some of that's not booked already. So it's hard for me to say some are booking earlier, LNTPs, we need to order material places and do some things like that. I think you'll see really good bookings, call it, first half of '27 and even some starts. I'm not sure the cadence on that. It's hard to say. We're probably farther along in Texas, Ohio, probably be the first 2 to go.

Steven Fisher

Terrific. And then, Duke, on your mission to provide certainty of delivery, do you think there's still some important big pieces that are missing? Or are you really at this point kind of just filling in the more kind of strategic focused but smaller pieces of it.

Earl Austin

I mean we talked about it in length I mean, Pullswire's transformers, and we thought that those would be the short items, and we're not wrong. So we've leaned into transformer breakers. This quarter, we acquired a pole manufacturing facility and a company -- a nice company that we've been talking to for over 5 years. And I think we see polls coming out in Mexico in various areas that we're waiting on material today. So we're going to solve those problems. I mean it won't be -- our growth will be dependent on OEMs, it will. It always has been. Everyone is worried about our labor constantly, and we grew 26,000 people this year.

So I'm waiting on material. I'm hoping they hurry up. And if they don't, we will lean into it. We have to, to keep our customers moving and keep the supply chains moving and we're not a manufacturer at heart, but if we need to be, we will be. And we're going to provide the solution to these clients when we see it. If we see issues out there. The company will lean into those issues with our clients and going to move it forward. It's the right thing for the ratepayer.

Operator

Our next question will come from Jamie Cook with Truist Securities.

We'll move on to the next question and potentially come back to Jamie, one moment. Our next question will come from Michael Dudas with Vertical Research Partners.

Michael Dudas

Kip, Duke, Jayshree. Duke, you highlighted maybe your thoughts on over the next several quarters, several years. What is the risk to the market or what your utility or hyperscale or your thinking about that might cause some delay of slowdowns? Or is it just supply chain and the labor issues that you guys have gotten your handles around and provide that turnkey solution because sometimes the market seems like the risk to the end of the cycle is quite dramatic relative to what a peer's reality is.

Earl Austin

Yes. I would just say our inbounds are accelerating as far as what our clients are telling us. I don't -- they're doing things in years, 2 years kind of time frames. And the demand is there. When you listen to calls when we listen to them and they're asking us for solutions out to well -- so we're just basically positioning the company for what we're asked by the client. We're staying very close to the customer. I do think when you think about it, if you think about demand that's out there, we're building factory in 10 states, something like that, that's going to create close to 1,000 jobs against all these markets. So I'm waiting on power hookups in 2 or 3 factories. And the people that are building it are the people that are building data centers.

So the very fungibility of labor, what we see here I don't think labor is going to be the issue. I think it will be supply chain, critical items in supply chain at always lean into the senate and you can see what yesterday or day before whenever they did that. the criticality of their supply chain. And we have to lean into it as well on the things that we do. So I like what the manufacturer doing, almost every OEM is expanding. It certainly helps us. It makes me feel more comfortable with where the markets are going and our ability to be certain on the time frame.

So as long as those things stay intact, and the things that we're doing, the good that we're doing for the country out there with labor and communities and things like that, that I know the political rhetoric and all the rhetoric that's out there, but reality is, it's a very good thing for people and for teachers and for communities. And it's much like the industrial revolution. We're doing great things. The industries are doing great things. We're super proud to be a part of it. And we see growth

Operator

We'll now go back to Jamie Cook with Truist Securities. [Operator Instructions]

Jamie Cook

Can you hear me?

Earl Austin

Yes, ma'am.

Jamie Cook

Perfect. Sorry, got that. All right. Duke, now you get a tough question because I screwed up on this. I guess my first question understanding the growth that you're seeing in data centers and looking at the margins relative to some of your public peers as data center is 1 of the higher growth markets and given where your margin appears are your margins, why wouldn't structurally Quanta's margins improved greater than the 10% to 11% that you target? Is there any like structural reason why your margins can't be where your public peers are?

And then my second question, I just want to understand how you're thinking about the M&A pipeline. Obviously, it's been focused on getting more in data centers. But I'm just wondering how -- if you want to move sort of out of power more so and consider other markets within your large load market that you talked about advanced manufacturing, infrastructure. Just wondering if we're going to start moving beyond power, whether it's besides utility data center, if that makes sense.

Earl Austin

Got it. So for the margins, Jamie, I don't think anyone has a $20 billion utility business that we would be compared to, I don't know who it would be, maybe all of them put together. So that said, I mean, if you fundamentally -- we're not going above 10% to 12% in there by design. We're going to stay there. The rate payers, what we're pressing on, we're not doing it. So we'll compound it over time. It's been a great business for us. We're part of that industry, and we understand what it takes to be long there. What I would say is I see decades of growth for this company. We've done a nice job staying part of that fabric, and we're not going to get transactional. We're going to stay transformational, and we can continue to compound. So that's going to be there in that business and continue to grow nicely in the utility business.

As far as MEP, we are getting some efficiencies with our ace manufacturing. We're doing some good things there. It is pressing upward on those margins in that segment. And it's still only 20% of the business, give or take, probably 15% to 20%. And I -- when we look at it, I think that's -- because the utility business is growing nicely. Our renewable business is fantastic. And that's under issue. You got a real nice renewable business, $5 billion to $10 billion of renewables in there. So I think when you look at those 2 businesses and what we're doing from capital and return on invested capital, we're getting the right growth of return. And I think that's the key to it, but it's compounding. And it's not something that's going to have wildly margin increases.

We are enhancing the underground segment. I do think there's room there. We are improving there. We're getting efficiencies. You can see some leverage coming in our training now when you're looking at training, people get scared of heights, instead of dropping out the programs, they can be a plumber bowleraker, electrician and stay on the ground. So we're creating craft and that creates efficiencies within that. So we're picking up some efficiencies there.

But as far as margins, I like what we're doing, we're derisking the company along the way, better cash flows, better returns so. I like where it's going. It's got the right trajectory. But as far as pure operating income margin expanding to some astronomical level. I don't see it. I just -- I think we'll compound it. We'll continue to increase a little bit, certainly have room in the UI. But we execute through a lot of different variables that go unnoticed. I mean, fuels up, insurance is up. I'm sure someone will be talking about fuel somewhere. It's -- we run right through all that, never say a word, move along. -- compound earnings. And we make sure that we account for all those things and guidance in the things that we say. If we operate through all that and Canada becomes world-class like Lower 48 margins are going to move up.

And as far as M&A, I do think like we're very cognizant of the hockey sticks on data center. We're not buying a pure data center company per se. I look at it constantly to say like the businesses that we acquired, data center business cut in half, what would it do to the company long term. And it's -- we're in a very good position. It does -- sure, it comes down a little bit, but it does not -- we don't fall off a cliff, and we continue to still see growth in the business. So we can still see growth without data center, our pharmaceutical businesses or what we're doing in power plants. What we're doing across the board. We have 50% of this growth in the utility business is not data center, by the way, like it -- so we have growth in the utility sector without data center. We haven't had that in 20 years. Our distribution business, all the things that we're doing, all the things that they're doing, it's fantastic. I mean, across the board. So super excited and it has we like data centers are there, but we're not acquiring against it, for sure.

Operator

[Operator Instructions] Our next question will come from Sherif El-Sabbahy with Bank of America.

Sherif El-Sabbahy

Duke, you've said you don't expect labor to be the restricting factor going forward and you talked about getting more productivity out of your existing labor base. But with demand the way it is, do you need to accelerate the rate of hiring from the 6,000 or 7,000 a quarter it's at now? And if so, where could that go? And what investments do you need to make in training?

Earl Austin

And I think will continue to train. I mean, it's an expense. So that's not going anywhere. We continue to invest in it. I don't think you'll invest any more than we already have, and they actually go down some. -- but -- because we're getting some leverage. But look, I don't -- you've got seasonality. You've got that you won't grow as fast as well. I mean the first quarter certainly wasn't like the second and the third. And so you'll come down in some seasonality. We're able to fungibility. You can see our fourth quarter kind of stays flat now to the third. And when you think about it, those -- the people in northern climes are moving around our system and moving to other things, the first quarter still falls a bit naturally does it always has in seasonality.

So I think you'll lose some head count in the first a little bit -- but they're moving around more, we're moving segment to segment. We're moving the company to company, we're moving across our -- what I would consider vertical which is good. So we're getting more efficiencies out of the labor that we're trained, but we still -- I mean, I still see the company kind of in the, call it, 6,000 to 8,000 a year on the average and then you'll have outward years where you're growing like we did this year. Some of it's acquisition, but I still think the organic gross around, call it, 12,000. So something like that of organic growth.

And I would say the organic growth of the company, we heard a lot about that organic growth, organic growth of I hope everyone looks at the numbers of the organic growth of the business, and maybe we can stop talking about that now and talk about what we've done organically. That's because we invested in it later.

Operator

Our next question will come from Andy Kaplowitz with Citigroup.

Andrew Kaplowitz

I'm going to take your softball about asking about fuel in a different context. I think this is a quarter that everyone in industrials is concerned about inflation and price versus cost, but obviously, you delivered strong electric power margin, as you said. So obviously, there's some positive mix. But and maybe to a vertical integrin that's helping you, but maybe you could talk about how much better position Quanta is to handle inflation versus a few years ago where it did kind of show up in your electric market margins. .

Earl Austin

Yes. We've done a nice job with the supply chain as well as just in general. I think we've always had pass-throughs on labor escalations in our utility business just a way by design. So I think we've done a good job with labor and being able to really -- from a risk standpoint, mitigated. We've done that forever, and it doesn't show up much. The things that are like for us, like health care, insurance, just risk and insurance, things like that have escalated faster than other things. And we have seen inflationary things in the business. We've got a lot of efficiencies. We haven't passed all that had to pass all that through to the client, which is nice.

And so we're -- I think, the good thing is the industry is working the other in a collaborative manner. And as we do that, if we can do that with them, we can off-site manufacture. We can do a lot of things that make tons of sense where we both don't have to add people and what I would consider supply chain initiatives, all kinds of different things that we can do together. If we do that and think about it as a solution, we can reduce cost for the client. And for us, it increases top line as well as our margin profiles in many ways on these solution-based approaches.

So we've been able to do that, and that's why that inflationary pieces came into the business, because we've been able to absorb it. But I do think, look, scale matters. It matters in the utility business, it matters in every business. We continue to create scale within the business. And I wouldn't underestimate that it means a lot for us, and it means a lot for the business for us to keep continue to scale it.

Operator

Our next question will come from Liam Burke with B. Riley Securities. .

Liam Burke

The underground infrastructure segment is seeing very steadily improving operating margins both from the fourth quarter last year and then sequentially. Could you give us some color as to what's driving that improvement?

Earl Austin

Thanks for noticing. Look, it's -- a lot of it -- and a lot of it is the risk profile that we're willing to take on 2 different things. I think we've added our mechanical businesses in it are -- we have some of our civil business, and it's on both sides of it. Those additions are certainly something that are pushing it up. We'll continue to grow our mechanical business faster than anything else. We some growth in our traditional business, not as much.

So what I see is the work mix is changing as such that you can get into double digits fairly quickly. And it's really -- it's incrementally happening. You can see it throughout the quarters of growth. And I think it's getting to -- you'll have some seasonality in the first quarter -- but I do think in the next year, you could see us in double digits in quarters and get on a run rate there into next year. So exponentially getting that up into the double-digit range.

Operator

Our next question will come from Philip Shen with ROTH Capital Partners.

Philip Shen

And congrats on your strong bookings in the quarter. I wanted to explore the data center outlook some more. I know inbounds have never been greater and you've spoken very positively about this opportunity. That said, some of our checks suggest some data center work may be slitting or even going dark. Dave, can you give a little bit of color on some of this risk that projects could be slitting -- and then what is the potential for maybe a slowdown or just some pushouts in '27 or '28? Or are you able to just backfill some of the things that are pushing out? So a little bit of color on some of the -- if you can lift the hood a bit so we can see that would be great. .

Earl Austin

Yes. I mean I think for us, it's much like our renewable business. We said all along when the Scott was following there that we worked for the top 2 best. And from a developer standpoint, I would say the same applies to the data centers. I mean, we're working for the very best in the world that is in the most liquid balance sheets that you see in the world. And all I can say is we can't even get to 25% to 30% of what they have in front of us, and we're having to basically look out 5 years and see how much we can take at this point. .

All I can do is tell you that the inbounds that we see. And when we sign contracts, we put it in backlog. Our backlog is growing nicely, not only 12 months, but beyond 12. All the investments in -- that you see in engines from GE or 3 years out, all the investments that you see in factories that are coming. It's creating businesses as well with farm and things like that. We have fungibility of labor as well. So if they're not on -- we're building chips chip plants or we're building pharmaceuticals. We're doing a lot of different things with that same workforce if we're not -- so we're able to move across segments and then move across verticals if something was to slow, I'm not concerned at this point.

But the data center demand is there. We see it that's -- all I can say is what we see on a daily basis, the inbounds that we get at the very highest level of everyone that we talk to you. The cloud-based environment, just the cloud alone, which is the majority of what we do that inference based cloud-based business has been here for 10 years and has done nothing to go vertical. And I continue to believe that's the case. You may get some learning centers slow a little bit. It's very little of our work today. And I just -- I'm not as concerned as the market may perceive it at this point, we still see large projects, and we see the cloud-based business growing much like our MSA business on the utility side, and we continue to capture more of the spend as we move forward.

So I don't know -- I think we're early stages for us. We're creating something like we did in the utility side and that's coming from the technology side now. And if it was disclosed, will -- the company will capture more of the spend anyway. So I don't know. It's growth on growth right now, and I don't see it stopping.

Operator

Our next question will come from Alexa Breno with Goldman Sachs.

Alexa Petrick

Can you just talk a little bit about what the dialogue looks like on the hyperscaler side. Are you seeing them engage with you earlier in the development process similar to your utility relationships? And then how do we think about that in the context of the scope of the work that you could be doing? .

Earl Austin

Yes, they're engaging early. I think a couple of things. The community-based engagement we're seeing our labor, how do we collaborate on labor, how do we collaborate on hiring. So yes, it's early. We can help a lot with the dialogue of actually what's going on with the workforce in the community. So I think just being a part of the industry there. The company is moving in the right direction. We're having great conversations at very highest levels with that size as well. So we're working hard to create the same environment in the same trust that we have. It's a trust thing.

So I do think the company has a long track record and generationally in the utility business. And the same applies, I mean, Cupertino grew up with the industry. And our reputation is there's every bit as good as anyone in the world. They do a great job and very customer focused. So the whole company is customer focused. And as long as we stay like that, we'll continue to see imbalance from the very biggest in the world at the early stages of these projects where we can really make a difference in the community. And certainly, I feel like if we're able to do that, -- that's what creates us to be a part of that fabric as well and create the moat that we have on the utility side is make sure that we are enhancing our customers' ability to build and perform much like we are.

Operator

Our next question will come from Alex Rygiel with Texas Capital Securities.

Alexander Rygiel

Duke, I was curious about your reference to increasingly flexible craft workforce. What do you mean by increasingly flexible? And what's kind of different today versus say, 5 to 10 years ago? Because obviously, you've had a pretty tremendous trading program in place for many, many years. But the comment of increasingly flexible kind of caught my ear.

Earl Austin

Good. It was intended to. So thanks, Alex. I think what we're saying is we were really confined to the utility business. And if you can't climb a very difficult to stay in our crop, you can drive trucks, you can do other things. But now like a person that can't climb, but as the intellect from math and the things that you need for -- on the electric side or even plumbing, I we're able to put them in a different crop because of our expansions in the verticals and inside electrical voltage, bolarmakers, pipe fitters, plumbers we've really expanded the company over the last 2 to 3 years of what craft we have and how big we are in each 1 of them as we moved in.

So I think the flexibility for us to take a person and say, where do you want to sit in this? Here's a wage profiles and here's where you can go across the country. As we recruit we can move people all the way through, and our recruitment goes way up because of the things that we can do. I just -- it's certainly there. And then when you get into trade, I mean, you can and electricity can go from a power plant all the way through basically to a home. It doesn't matter where if you get in the high-voltage side, yes, they can come down and do some low voltage work, but it's much -- it's just different. They usually don't. And so it's not as fungible.

So I think we've created a fungibility craftsman to move across the system. And if they don't want to be in the high voltage arena, we can move them into low voltage or we can move them across. So I just -- we've done a nice job with that training and the way they're correcting in craft and how we think about craft and how important they are to the heartbeat of this company. We value it in I think people will resonate with that, especially in the field that just resonate with our ability to create an environment for them that they can go as far as they want in this company, and we're going to continue to do that.

Operator

Our next question will come from Dimpel [indiscernible] with Piper Sandler Companies.

Unknown Analyst

Here. We've heard a lot of commentary just about large data centers that have spoken about risk of just getting physical gas pipelines to data centers today. How do you think about leveraging this opportunity to win some of the programmatic work that you could potentially benefit from?

Earl Austin

Yes. Look, on the gas side, we're winning where we're doing a nice job there with business. And I do think you're starting to see expansions. You're going to need gas pipe, it's going to expand. I think that market if it's not -- I'm confident in '27, you're going to see expansion of pipe and things like that. We're in that market, we're going to take advantage of. We've got great clients there that we're supporting some of them are on the electric side now, building gas generation. in places. So we're working for them there. And we're not giving up on it. I just -- we're going to be cognizant of the risk. And I don't -- we don't want risk we can't control. I can't control the weather. I can't. And so I'm not going to -- I'm not -- we're not going to go into businesses where I have to give you a weather report, not doing it. We haven't done it in 7, 8 years, and I couldn't stand it when we did it in the past.

So we're really trying to derisk the company from weather and things we can't control. So we can control it. We can execute against it. we are the very best craft in the world. I'm not concerned, but we've got to be able to control it. So we'll be risk-tolerant on those things, but the market is there. Going forward, and you're right about what you're saying systematically, you've got to feed on all this cash generation with pipe. It's got to be done.

Operator

Our next question will come from Brian Brophy with Stifel..

Brian Brophy

Congrats on the very good quarter. A couple of quarters ago, you mentioned $500 million to $700 million of incremental manufacturing-related CapEx over the next few years. Just curious how your views have changed here given some of the supply chain constraints that you mentioned and any other opportunities you're seeing on that front?.

Earl Austin

Yes. I said it a minute ago. I think we had like 10 states that we're increasing our manufacturing capabilities, whether it be transformers, breakers, all across polls now that we acquired. So I don't think it's going to be a huge part of the business. We're certainly going to lean into where we need to, to make sure we stay in front of the demand. We're also having great conversations with the OEMs to be good partners and to try to go long on things that we need to with them and partner with them. I think that's really important as well. They're important to us. we value what they do.

So we're probably in the top 5 buyer -- we are in the top 5 buyer of the H3 equipment. And so I think that's important that not only are we building and putting capital in, we're also partnering and doing some things with our OEM providers that allow us to be certain on projects, and that's going to be important going forward. as we see constraints. And so we recognize those things, Brian. We're staying in front of them as well as investing capital and where we think we have good backstop, long-standing relationships that we're not just going to go out and build factories without the demand in front of them.

So we're trying to get along on those things, and we've been able to do that primarily to keep the workforce busy and get exponential growth. It's -- the business itself is great. But what it can do for our overall business is 10x what the factory can do. So those expansions are meant to grow the business and a multiplying effect as we move to the field and EPC and all those things. That's really what it's about. It's our ability to go EPC with certainty.

Operator

There are now no more questions at this time. I'd now like to turn the call back over to management for closing remarks.

Earl Austin

I want to thank the men and women in the field that make this possible. They are very best in the world, and we want to thank our shareholders for participating in the conference call. We appreciate your questions and ongoing interest in Quanta Services. Thank you. This concludes our call.