_BIOGRAPHY He is 49 years old and holds a degree in International Economics. Over the past two decades, he has risen through the company’s ranks, dedicating the last seven years to leading TGEM as its chief executive. Under his leadership, TGEM has strengthened its role as a cornerstone of Tajikistan’s energy and infrastructure development, while expanding its vision toward regional and international partnerships.

“EVERY PROJECT WE DELIVER IS MORE THAN INFRASTRUCTURE; IT IS KNOWLEDGE TRANSFERRED, JOBS CREATED, AND LONG-TERM VALUE BUILT FOR TAJIKISTAN AND ITS PEOPLE.”

WHAT IS TGEM’S ROLE TODAY?

For more than six decades, TGEM has been a trusted partner to the state and the private sector, delivering strategically important projects across Tajikistan. While hydropower has always been the company’s priority, our broader mission is service to the people and the state. Every asset we build—whether a hydropower station, a high-voltage substation, a road, a bridge, or essential social infrastructure—contributes directly to the country’s long-term development strategy and improves everyday life.

The institutional platforms and investment environment established in the Republic allow TGEM to act as more than a contractor. We position ourselves as a systemic partner to the state in achieving ambitious goals, combining technical expertise with a long-term commitment to national progress. This dual identity—builder and development partner—defines who we are today and shapes how we will contribute in the years ahead.

HOW ARE YOU ADAPTING TO THE ENERGY-HUB AGENDA?

Tajikistan has set a confident trajectory as a regional energy hub, positioning itself as a generator, a transit country, and an exporter of electricity. Such ambition can only succeed through close cooperation among the state, private companies, and international partners. TGEM aligns with international standards, deploys advanced technologies, and fields a certified, multidisciplinary team capable of managing the entire project cycle, from feasibility and design to construction, commissioning, and long-term operations support.

Our experience spans modernizing hydropower plants, building high-voltage networks, and integrating new capacity into the grid. Communication with partners is seamless and technically precise, supported by engineers fluent in the standards, tools, and documentation investors expect. Over the years, we have completed major assignments in Tajikistan and beyond, always emphasizing reliability, safety, and professional delivery. As the regional energy map evolves, TGEM’s role is to turn strategy into bankable, technically sound projects that reach completion on time and perform over the long run.

WHERE DOES GREEN ENERGY FIT?

Green energy sits at the center of our strategy. We are rehabilitating existing hydropower assets to boost efficiency and availability, improving turbines, control systems, and protection schemes to extend asset life and reduce losses. We are exploring opportunities for new plants on rivers with proven hydrology, with attention to phased development that matches demand growth and export potential.

We are also developing solar projects in locations where irradiation and land access support strong economics, designing interconnection solutions that enhance grid stability. Environmental and social considerations are integrated from the outset. Our engineering teams assess impacts early, coordinate with communities, and implement mitigation plans consistent with international good practice.

The result is a portfolio that aligns commercial performance with sustainability objectives and positions Tajikistan to supply competitively priced, low-carbon electricity to the region. Our ambitions extend beyond the national market; we are preparing to participate in projects within the European Union, reflecting readiness to compete and collaborate at the highest level.

WHICH VALUES GUIDE DELIVERY?

Our work is guided by responsibility, professionalism, quality, honesty, and humanity. These are not slogans; they shape decisions in the boardroom and on the job site. Whether we are constructing a hydropower plant, rehabilitating a strategic highway, or delivering a socially important facility, we measure success not only in megawatts produced or kilometers completed, but in the knowledge we leave behind, the jobs we create, and the technologies we embed locally. Local value creation is therefore more than a principle; it is a daily practice expressed through contractual commitments and on-site execution. We train local technicians, partner with institutes to strengthen engineering skills, and structure maintenance plans that ensure assets perform beyond warranties.

By ensuring each project leaves lasting capability, TGEM strengthens the economy while fulfilling its mission as a development partner. The outcome is infrastructure that works, teams that can operate it confidently, and communities that benefit from safer, more reliable services.

WHY SHOULD INTERNATIONAL INVESTORS PARTNER WITH TGEM?

Investors entering a new market look for a counterpart who reduces uncertainty from day one. TGEM provides a single, reliable interface across the full project life cycle. We assist with site identification and access, support permitting and land matters, coordinate grid connections and tariff issues, and advise on bankability so projects are structured to reach financial close.

When interests align, we are prepared to form joint ventures, and we operate effectively under public-private partnership and concession frameworks. This approach compresses timelines, reduces regulatory and operational risk, and increases predictability in delivery. Our advantages are substantial. With more than sixty-five years of experience in energy and infrastructure, we have deep knowledge of Tajikistan and the wider region. We enjoy the confidence of the government and participate in projects of national and regional significance.

Our teams bring strong engineering pedigrees, complemented by decades of collaboration with international companies and financial institutions. The combination of local expertise and global compatibility makes TGEM a natural partner for developers, utilities, and financiers seeking to enter Tajikistan with confidence.

HOW DO YOU MANAGE RISK AND KEEP PROJECTS ON SCHEDULE?

Large infrastructure succeeds when risks are identified early and managed rigorously. We apply stage-gate planning that ties scope, schedule, and budget from the outset, with clear decision points and accountability. Independent design reviews de-risk engineering before procurement. Integrated schedules link engineering, procurement, and construction so critical paths are visible and actively managed.

Safety and environmental stewardship are priorities on every site, reinforced by training, incident reporting, and continuous improvement. To protect delivery, we maintain framework agreements with key suppliers and service providers, securing long-lead items and specialist capabilities in advance. Digital tools provide real-time visibility on progress, quality, and cost, allowing issues to be addressed before they affect critical milestones. This discipline translates into fewer surprises, fewer change orders, and assets that enter service as promised. For investors and lenders, it means lower execution risk and clearer evidence that a project is moving from concept to completion on a credible timetable.

WHAT IS YOUR VISION FOR 2030?

By 2030, TGEM aims to move beyond its traditional role as a national contractor and to position itself as a regional leader in energy and infrastructure. Achieving that goal requires clear priorities. Talent development comes first. We are strengthening our engineering school, expanding apprenticeships, and investing in leadership training so our teams can meet the highest international standards. Management modernization is equally important.

We are rolling out digital project controls, building information modeling and GIS-enabled planning, and agile ways of working that make delivery faster, more transparent, and more resilient to change. We also intend to contribute directly to the state’s strategic objectives, including the goal of full energy independence by 2027. Co-investment and EPC-F structures will become more prominent as we finance and deliver large renewable projects, with a target of up to one gigawatt of installed capacity by 2030. These initiatives reflect a determination to diversify our portfolio, advance green technologies, and align with global sustainability trends.  Our ambition is straightforward: to be recognized as a builder of the infrastructure and energy systems of the future, combining national commitment with international reach, and creating durable value for partners and communities alike.