Energy development with a long-term operating view.

Who we are

TransGlobe Power brings project development, engineering coordination, commercial planning, construction management, and operations considerations together across the energy lifecycle.

How we work

TGP starts with the project’s actual constraints and objectives, then coordinates the technical, commercial, regulatory, and delivery work required to reach the next decision.

• Define the opportunity and decision criteria
• Identify critical risks and dependencies
• Align stakeholders around a practical work plan
• Carry decisions forward into construction and operations

A long-term asset perspective

A project is not complete when construction ends. Commissioning quality, monitoring, maintenance, documentation, and response planning influence production and asset value throughout the operating life.

Responsible communication

TGP communicates project capabilities and experience carefully. Specific project claims are published only after the supporting records, scope, and current status have been reviewed.

The disciplines we coordinate

Energy projects fail at the seams between disciplines more often than inside any one of them. A permitting condition that never reaches the design team, an equipment substitution that never reaches the O&M plan, a schedule assumption that never reaches the financing model — these are coordination failures, not technical ones. TGP is organised around those seams.

• Development — site control, resource assessment, permitting, interconnection
• Engineering coordination — layout, electrical design, constructability review
• Commercial — offtake structure, incentive eligibility, financing readiness
• Construction management — scope, sequence, quality, safety, turnover
• Operations — commissioning, monitoring, maintenance, performance reporting

Technical scope

The work spans generation, storage and the transmission infrastructure that connects them. Projects are assessed on their own resource, grid, permitting and operating characteristics rather than fitted to a preferred technology.

• Utility and commercial photovoltaic solar, with and without paired storage
• Wind generation, onshore development and delivery coordination
• Thermal and reciprocating power generation
• Battery energy storage, standalone and co-located
• Substations, switchyards and high-voltage transmission
• Industrial and petrochemical energy infrastructure

The standards this work is governed by

Energy infrastructure is not designed to preference. It is designed to codes and standards that carry legal and insurance consequence, and coordination work has to be anchored in the specific standard that applies to the specific scope.

• NFPA 70 (National Electrical Code) and NFPA 855 for storage installations
• IEEE 1547 for distributed interconnection and utility requirements
• ASCE 7 and the International Building Code for structural loading
• IEC 61215 and 61730 for module qualification and safety
• UL 1741 and UL 9540 for inverters and energy storage systems
• OSHA 29 CFR 1926 for construction safety

How risk is handled

Most project risk is not eliminated, it is allocated. The useful question is never whether a risk exists but who carries it, whether they were told, and whether they are capable of carrying it. Risks that are undocumented are still allocated — usually to the owner, and usually late.

• Risks identified with named owners rather than shared responsibility
• Assumptions recorded at the point they are made, not reconstructed later
• Dependencies mapped so a slip in one shows its effect on the rest
• Interface responsibilities defined between contractors and disciplines
• Open items carried forward into the next stage rather than closed on paper

Documentation and turnover

A project is handed over twice: from development into construction, and from construction into operations. Both handovers determine long-term cost, and both are routinely under-resourced. Missing as-built records and untransferred warranties become operating expense for the next twenty years.

• Basis of design with assumptions stated explicitly
• Permit conditions mapped to the party responsible for each
• As-built drawings reconciled against installed configuration
• Commissioning records, test results and punch closure
• Warranty registration, terms and claim procedures transferred
• Spare parts, manuals and maintenance schedules delivered to operations

How we engage

Engagement is scoped to the decision in front of the project rather than to a fixed service package. Owners frequently need one constraint resolved, not a full-scope appointment.

• Single-question review — one constraint assessed against a decision
• Stage-gated development support through to notice to proceed (NTP)
• Owner’s representation during design and construction
• Coordination alongside an existing team rather than in place of it
• Operating-phase performance and maintenance oversight

Discuss a project ↗

What we do

Trans Globe Power Inc develops renewable power projects that produce electricity in a manner that is environmentally and economically sound, applying development experience across every stage from project inception through construction and into operations.

• Site identification
• Renewable energy resource assessment and energy output projections
• Flexible, mutually beneficial agreements with landowners
• Environmental assessment, including wildlife studies and impact minimisation
• Site design and layout optimisation
• Project permitting with local, state and federal agencies
• Interconnection agreements with utilities and system operators
• Origination of power sales agreements with utilities and power marketers
• Equipment selection, supply and warranty negotiation
• Turnkey construction services contracting
• Project financing
• Construction management
• Operations and maintenance
• Asset management

Operations and maintenance

TGP’s objective is to own high-quality clean renewable energy projects and generate attractive returns for investors. Superior operations and maintenance is central to that objective, not an afterthought to it. Preventive and corrective maintenance (CM) programmes run continuously to protect generation efficiency, and field teams are structured so that issues are answered quickly enough to limit lost production.

• Preventive and corrective maintenance (CM) programmes operating around the clock
• Field response structured to limit lost production when faults occur
• Access to specialised technical staff experienced in operating and maintaining major power assets
• Maintenance planning aimed at long-term asset life, not short-term availability

Operations & maintenance ↗

Where we work

TransGlobe Power’s recorded project experience spans commercial and multifamily installations across the United States and utility-scale energy projects in India and Africa. Work is assessed on the specific opportunity rather than by territory.

• United States — Florida, California, Texas
• India — industrial and utility-scale solar
• Africa — Ghana, Senegal, Gabon, Niger, Ivory Coast, Burkina Faso
• Corporate office in San Diego, California

See the project overview ↗

Health, safety and environment

Site work is governed by a documented HSE programme rather than by intent. Contractor selection, permit-to-work, isolation and incident reporting are defined before mobilisation, because a programme written after an incident is not a programme.

• Contractor prequalification including EMR and OSHA recordables review
• Site-specific safety plan and job hazard analysis before mobilisation
• LOTO procedures and arc flash study governing electrical work
• Daily toolbox talks and documented near-miss reporting
• Incident investigation with root-cause analysis and corrective action tracking

Quality management

Quality is verified against the specification, not assumed from the contract. Inspection and test plans define what is checked, by whom, at what hold point, and what evidence is retained.

• ITP (inspection and test plan) agreed before construction begins
• Hold and witness points defined with the owner and, where applicable, the IE
• Factory acceptance testing on major equipment prior to shipment
• Non-conformance reporting with documented disposition
• As-built reconciliation against IFC drawings at turnover

Delivery models

Contracting structure is chosen against the owner’s risk appetite and in-house capability rather than by default. Each model allocates schedule, cost and interface risk differently.

• EPC wrap — single point of responsibility, priced accordingly
• Split EPC — separated engineering, supply and construction packages
• Owner-managed multi-prime with TGP as owner’s engineer
• Development services through to NTP, with delivery contracted separately
• Owner’s representation during construction and commissioning