This paper aims to understand how governmental intervention can drive organisations to adopt social sustainability aspects in their supplier selection process. The successful case study of the recent introduction of the In-Country-Value program at the Oil and Gas sector of Oman is examined. A survey and interviews with supply chain, contracting and procurement managers were conducted and the primary data was analysed. Governmental intervention was found capable of driving organisations to adopt social sustainability aspects in their supplier selection process, but leads to a 'cap' bounded by governmental requirements if the motivation does not come from within the organisations
