Brisbane's Biggest Olympic Challenge Isn't Stadiums, It's People
When Brisbane was awarded the 2032 Olympic and Paralympic Games in 2021, much of the conversation focused on venues, transport and infrastructure. Today, the conversation has shifted. The biggest challenge facing South East Queensland isn't designing or funding the projects, it's finding enough skilled people to deliver them. With the equivalent a third of a hotel to be built per week, there is already mounting pressure on the construction industry, and this will easily leak into other industries as people are incentivised to work outside of their normal industry.
With billions of dollars of infrastructure, housing, transport and private development competing for the same workforce, Brisbane is entering one of the most significant labour market shifts in its history. The organisations that prepare now will be best positioned to manage rising demand, escalating labour costs and increasing competition for skilled workers.
More Projects Than People
The Olympic Games have accelerated an already busy construction pipeline. Alongside venues and transport upgrades are hospitals, schools, renewable energy projects, commercial developments and Queensland's ongoing housing shortage. Every one of these projects relies on the same limited pool of skilled workers.
Industry forecasts continue to warn that Queensland will require tens of thousands of additional workers over the next six years simply to meet existing demand, with construction representing only one part of the challenge. Healthcare, education, logistics, manufacturing and supporting industries are also expected to compete for talent as population growth continues. This isn't simply a construction problem. It's a compete workforce challenge across the Australian market.
As an example, it has been reported that cruise ships may be used in the place of hotels for accommodation. This is already a requirement of thousands of additional people in the workforce, and with the short term nature of the role it will likely be covered by those who aren’t already active in full time work, and this represents roughly 33% of Brisbanes current workforce. Hospitality and other essential work that will be required during the Olympics employs most of this group.
Long and Short Term Effects of Workforce Shortages
The issue of skills shortages isn’t a new one, however, the introduction of projects specifically for the Olympics has created both foreseen and unforeseen issues with the capacity of the current workforce and the forecasted future entrants into the workforce specifically regarding how many additional people current businesses will require, and may require during and after the Olympics.
Projects may be delayed not because funding isn't available, but because qualified people are in too high demand. Companies may win contracts only to discover they cannot scale their workforce quickly enough to meet delivery schedules. Labour costs are likely to remain under pressure as employers compete for the same experienced tradespeople, supervisors, operators and technical specialists. Employers are now experiencing an issue of resourcing the project, rather than winning the contract itself.
The Olympics Are Also an Opportunity
History shows that major international events can leave more than physical infrastructure. Cities that benefit most use the lead-up to the Games to build long-term workforce capability. Prior to the 2000 Olympics, residents of Sydney noted that the city was less likely to be frequented, until after the Olympics, which brought on more hospitality based businesses and tourism, rather than it being purely a CBD.
Instead of viewing Brisbane 2032 as a temporary construction boom, there is an opportunity to develop apprenticeships, accelerate training pathways, attract skilled migrants, improve workforce participation and create career opportunities that continue long after the closing ceremony. If Queensland invests in people as much as projects, the legacy could be a stronger, more productive workforce for decades to come.
Skills Will Define Brisbane's Future Workforce
The workforce Brisbane needs in 2032 won't be the same workforce it has today.
Construction and infrastructure will continue to rely on experienced trades and operators, but digital capability is becoming equally important. Technology is changing how projects are designed, managed and delivered through AI-assisted planning, digital engineering, Building Information Modelling (BIM), drones, automation and data-driven asset management.
The demand isn't just for more workers. It's for workers with broader, more adaptable skill sets. Employers who invest in continuous training and upskilling today will be far better positioned than those who wait until labour shortages become more severe.
Planning and Partnerships with Labour Hire can be an asset to businesses
Over the coming years, workforce availability is likely to become one of the biggest factors influencing project delivery, profitability and business growth across South East Queensland. For employers the focus should extend beyond filling vacancies. Workforce planning, skills development, retention strategies and trusted labour partnerships will all play an increasingly important role in maintaining productivity as demand accelerates.
At FIRSEC Group, we see this as more than a labour challenge, it's an opportunity. By helping businesses access skilled, adaptable and work-ready people while supporting workforce development, we can help our clients navigate one of the most significant periods of economic growth Queensland has ever experienced.
The businesses that succeed over the next decade won't simply be those with the biggest projects, they'll be the ones with the workforce to deliver them and Labour Hire solutions will likely be used as a way to meet the demand of workers (both short term and long term) as a way to reduce the pressure on internal teams as well as risks that a large intake of new workers may present.
