The Hoon assignment focused on structured risk identification and prioritisation for a 14 MWp utility-scale solar project and its associated 11/66 kV substation in Libya. The work used a formal risk-management approach, including an Analytic Hierarchy Process (AHP), to support better EPC decision-making.
GSC carried out structured risk identification and a Risk Breakdown Structure, followed by development of a risk register and AHP-based prioritisation. The methodology combined technical, commercial and project-delivery risk assessment with workshop and stakeholder-based review to validate priorities and ownership.
The case demonstrates GSC's approach of connecting engineering decisions with reliability, lifecycle value, operational performance and sustainability. Where quantified results are shown above, they are retained from the underlying project material and should not be altered by the website developer.
Risk management becomes more useful when it helps management decide where to act first. Structured prioritisation methods such as AHP can improve transparency, especially where technical, commercial and delivery risks compete for attention.
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GSC's integrated Project Leadership capability combines Project & Programme Leadership (direction, governance, stakeholder alignment) with PMO & Project Controls (schedule, cost, risk, change, reporting) under one coherent route.
GSC provides specialised training and institutional capacity building across power systems, renewables, BESS, hydrogen, digital transformation and project management, designed around real organisational needs.
