What are we committing to?
Project scope, capital requirement, operating assumptions, risks, return expectations and the sequence of decisions still pending.
Detailed Project Report
A DPR should tell the project team what to build, fund, operate and monitor.
The document starts where feasibility ends: key assumptions are sufficiently validated and now need to become a coordinated execution plan.
When a DPR is appropriate
Do not use a DPR to hide unresolved feasibility questions.
A DPR becomes useful after the basic project choice is reasonably stable: proposed site or site criteria, product, capacity, resource strategy, target market and a defendable investment basis.
Where these inputs are still moving materially, the right first step is additional validation. Otherwise every downstream table—from machinery to debt service—keeps changing and the DPR becomes a collection of provisional numbers.
DPR architecturePromoter Lender Vendor Project team
One document, four audiences, four different questions
How will debt be serviced?
Means of finance, repayment, working capital, projected statements, DSCR and the assumptions behind cash generation.
What must the plant deliver?
Accepted feedstock range, product quality target, rated capacity, utilities, interfaces, performance expectations and exclusions.
What happens next?
Approvals, procurement, civil and utility dependencies, staffing, trial production, commissioning and control milestones.
Document build01 02 03 04 05 06
Six layers turn the concept into an execution reference
Design basis
Promoter objective, location, product, capacity, operating philosophy and project boundaries.
Supply and market basis
The resource strategy and customer route that the plant design must serve.
Technical definition
Process flow, equipment, utilities, storage, quality controls and production assumptions.
Project cost and finance
Installed cost, pre-operative requirements, working capital, promoter contribution and debt structure.
Projected business case
Revenue, costs, statements, debt service, returns and sensitivity tied to approved assumptions.
Implementation controls
Approvals, organisation, timeline, dependencies, risks, mitigations and responsibility map.
Report governance
A DPR is only trustworthy if changes remain traceable.
During financing and procurement, assumptions often change. The platform keeps section status, client change requests, approved financial snapshots and version history connected so the final export reflects an authorised project basis.
- 28 structured report sections
- Source and evidence references
- Internal review before client visibility
- Section-specific client change requests
- Approval/locking before finalisation
- Versioned PDF and DOCX exports
Start with clarity
Prepare the DPR once the core project basis is stable.
Share the available feasibility work, quotations, financing assumptions and intended use of the DPR.