A project can be perfectly engineered on paper and still be impossible to build at site. That is not a logistics problem at the end.

Local-content percentages can show where money was spent and who participated, but they do not necessarily prove lasting economic value. This article explores how major projects can move beyond procurement statistics to build stronger suppliers, transferable workforce skills, technical capability, resilient supply chains, and a meaningful economic legacy.

Sustainability reporting is no longer a niche practice adopted by a select few forward-thinking companies. It has become a mainstream expectation, driven by heightened stakeholder demand for transparency and accountability.