As expectations rise across infrastructure delivery, social impact is shifting from a compliance requirement to practical strategy for long-term capability and value.
It’s no secret that Queensland’s construction sector is entering a period of sustained demand, driven by major infrastructure investment and the lead-up to the 2032 Olympic and Paralympic Games.
With higher demand comes increased scrutiny. Procurement processes, governance, and social value outcomes are no longer peripheral considerations. They are vital to how projects are assessed and delivered.
In the latest episode of the Deconstruction podcast, Helix’s Janelle Kerrisk and Morgan Rooney sat down with Andrew McDougall, Social Impact Manager at John Holland, to discuss how this shift is playing out across the industry.
According to Andrew, every project already involves significant spending, so the opportunity lies in how deliberately that spending is directed.
“We need to go and purchase a product or a service regardless… so how do you try and make that dollar actually create added value?” Andrew said.
Social procurement is often viewed through a narrow commercial lens, particularly in a market where margins are tight. The broader impact can be harder to quantify, which can make it more difficult to prioritise.
However, the approach is not about large-scale change overnight.
“Don’t try and conquer the world overnight… instead of doing nothing, do something, and just start small,” Andrew said.
Rather than disrupting existing supply chains, smaller, targeted opportunities can be used to build capability over time, allowing new suppliers and workers to enter the industry in a structured way.
Those incremental decisions can have compounding effects. A single contract can support business growth. One employment pathway can influence a household, and over time, a broader community.
As the industry looks ahead to a significant pipeline of work, this has practical implications.
“We know that they’re going to need to build up supply chains because there’s not enough subcontractors and people to go and do it all,” Andrew said.
In that context, social procurement is not simply a policy requirement, but a response to a growing capability challenge.
There is also increasing recognition that more diverse supply chains can deliver commercial benefits, from innovation through to safety and performance on site.
At the same time, expectations around measurement and reporting continue to evolve. While data plays an important role, Andrew emphasised that outcomes should not be reduced to numbers alone.
“They’re people… they’re not just numbers.”
To hear the full episode and more of Andrew’s insights, listen on Spotify, Apple Podcasts, or watch the replay on YouTube.
About Andrew McDougall
Andrew is the Social Impact Manager at John Holland, working across Queensland and the Northern Territory and providing additional support to Western Australian operations. His role focuses on embedding social value throughout the project lifecycle, from pre-contract engagement through to delivery.
His career has followed a non-linear path, spanning training and employment, defence, research and major infrastructure projects. That wealth of experience informs his approach to social impact, particularly in projects operating within socioeconomically complex communities, where workforce participation and supplier engagement can drive meaningful, long-term outcomes.
You can find Andrew on LinkedIn here.
Not intended as legal advice. Read full disclaimer.
