Photo: Collective Leisure
The clock is ticking towards the Brisbane 2032 Olympic and Paralympic Games. Delivering world-class venues, accommodation and infrastructure on time, on budget and with lasting community value will be a medal-worthy feat itself.
These are high-stakes years for Australia - and for sport more broadly.
With billions in investment and global attention, we have a once-in-a-generation opportunity to turn business-as-usual into business-for-good.
The opportunity: drive social performance through sport
Social performance is when organisations go beyond financial outcomes and focus on creating social value for employees, suppliers, customers and the communities where they operate.
For sporting organisations, this is where leadership comes into play. Social procurement is a strategic business lever to enhance social performance. Through social procurement, organisations can use their buying power to create jobs, strengthen local economies and ensure every dollar spent today delivers value tomorrow.
At Social Traders Convene 2025, Alex Corry (Australian Grand Prix Corporation), Michael Lacy (Richmond Football Club) and Yoan Noguier (Yunus Sports Hub) shared their insights on how the sports industry can be a catalyst for change and create a positive legacy.
1) Make purpose a core business decision (Alex)
As infrastructure pressures mount, there’s no time for one-off “good deeds.” Purpose must be backed by data, governance and budgets. AGPC’s Reconciliation, Disability Inclusion and Gender Equality Action Plans - alongside its ESG strategy - embed purpose in every decision.
Treat social procurement as a strategic lever that shapes what you buy, who you buy from, and how you report impact. It can create business value in the long-run.
Start here: Set social procurement goals in your ESG roadmap, link them to KPIs, and audit your spend to identify quick wins, switching to social enterprises for impact.
2) Design procurement to be inclusive (Alex)
In a high-pressure delivery environment, smaller suppliers can easily be left behind. AGPC’s approach shows how inclusive procurement design can help manage complexity and stakeholder risk: unbundle contracts, embed social outcomes in tenders, train a Social Procurement Committee, and communicate early with social enterprises.
This aligns with one of the biggest lessons from Brisbane 2032 planning - that early definition and stakeholder clarity are key to controlling costs and delivering long-term value.
Start here: Break large tenders into smaller packages, publish social criteria, and host pre-tender briefings for social enterprises and First Nations businesses.
3) Move from transactional buying to shared value (Michael)
As projects scale up, the temptation to prioritise cost alone increases. But the most resilient decisions are those that balance budget with community benefit. Richmond FC’s approach shows how shifting the question from “How cheap?” to “How much value?” drives inclusion, jobs and pride of place.
Start here: Include “community impact” as an evaluation criterion and ask suppliers to propose local hiring, training or inclusion outcomes.
4) Co-create with social enterprises (and go circular) (Michael)
Legacy planning is about designing for the future - and the circular economy has a key role to play. Richmond’s partnership with SisterWorks transforms upcycled textiles into products designed and made by refugee women - cutting waste, creating work and inspiring staff.
The IOC’s own sustainability agenda reinforces this approach: true sustainability is as much about legacy and value as it is about environmental design.
Start here: Map your waste streams and invite social enterprises to help innovate, turn them into merchandise, gifts or fit-out items.
5) Simplify tenders and plan for capacity (Yoan)
The GIICA’s 100-day review showed that stakeholder engagement and accessibility are crucial for long-term success. The same applies to procurement. Simplifying tender pathways and building supplier capacity ensures social enterprises can participate in major projects - supporting inclusive growth while controlling costs.
Start here: Create an SME/social supplier track, share your procurement pipeline, and include funded onboarding or mentoring of social enterprises to help set them up for success.
6) Build the pipeline – and tell the story (Yoan)
The Queensland Government’s Delivery Plan for 2032 shows the power of whole-of-life thinking – repurposing 11 of 17 venues to maximise value beyond the Games. Sporting organisations can take the same approach by investing in partnerships that build capability and measurable legacy.
Start small, prove impact, and scale. Local initiatives build track records that attract sponsors and investors.
Start here: Track jobs created and environmental savings and co-publish stories or short videos with suppliers.
7) Compete together: benchmark, share and learn (All)
Alex highlighted a Sporting Procurement Forum where 20+ codes share lessons. Michael compared it to coaching: set the game plan, then empower teams. Yoan added that connecting contractors and social suppliers ensures solutions reach the right tables.
Start here: Form cross-code working groups, adopt common metrics, host supplier days, and publish an annual sector scorecard ahead of 2032.
The road ahead won’t be easy. Rising costs, labour constraints and limited capital mean every decision counts. But by embedding social procurement now into strategy, your organisation can help ensure Brisbane 2032 leaves a sustainable, inclusive and community-led legacy for generations to come.
Its success depends on collaboration across sectors - sport included.
Ready to take the next step?
Social Traders can help you:
- Connect with certified social enterprises across Australia
- Deliver social value through your supply chain
- Measure and report on impact to meet ESG goals
- Wherever you’re starting from, we’re here to help you unlock the full potential of sport for good.
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