Recent reporting has highlighted that permanent Australian Army numbers in Darwin have declined over the past decade, even as Australia’s overall defence workforce grows. This is not simply a personnel story. It is an economic ecosystem story. The Northern Territory carries increasing strategic weight in Australia’s national security architecture. The rotation of US Marines, deepening Indo-Pacific partnerships and sustained investment in northern infrastructure all reinforce that reality. But strategy alone does not determine footprint. Defence workforce distribution follows function, infrastructure, industrial ecosystems and family confidence. Where there is housing supply, schooling certainty, spousal employment opportunity and a capable local industry base, retention strengthens. Where those settings lag, numbers drift. The Territory also faces a structural reality: distance from extended family and established support networks can weigh heavily in relocation decisions for defence families. That is not a criticism of place, it is geography. Which means the response cannot be rhetorical. It must be practical. The liveability dividend must be visible and compelling: strong schools, accessible healthcare, employment pathways for partners, efficient freight and logistics systems, housing supply certainty, and a vibrant industrial base that signals long-term economic confidence. Defence presence in the Territory is not only a strategic asset; it is an economic stabiliser. It underpins population confidence, supports local business capability, drives construction and infrastructure pipelines, and strengthens supply chain depth across rail, transport and port operations, logistics corridors, industrial precincts and advanced capability sectors. If the north is expected to carry greater strategic responsibility, then the economic settings must match that responsibility. This is shared work. The Commonwealth shapes posture and long-term basing clarity. The Territory shapes planning, services and liveability. Industry must ensure meaningful employment pathways and a competitive local defence supply chain capable of supporting sustained operations. The establishment of the Northern Territory Defence Industry Council reflects recognition that alignment across these settings matters. Long-term defence presence depends not only on capability decisions, but on housing pipelines, workforce ecosystems, logistics and freight efficiency, and a resilient industrial base. Darwin has demonstrated repeatedly over decades that when government and business align around clear economic outcomes, momentum follows. As we approach NT Defence Week , the conversation should extend beyond how many personnel are posted north to how we strengthen the economic architecture that sustains them. Strategic intent without economic depth will always struggle to hold. And economic depth does not emerge slowly or accidentally. It is built deliberately, through infrastructure sequencing, housing delivery, workforce incentives, industrial capability investment and clear signals of long-term confidence. Decisions in principle are not enough. In a competitive national environment, capital, capability and people follow certainty and pace. If the north is to remain indispensable in Australia’s defence posture, then delivery must keep pace with intent. That is how footprint follows function and how strategy becomes sustained economic strength. Defence footprint supports population. Population supports services. Services support private investment. Private investment supports defence retention. The opportunity is in front of us. The question now is how quickly we are prepared to move - together.

Executive summary Darwin Major Business Group (DMBG) welcomes the opportunity to contribute to the NT Government workforce consultation. Workforce availability, skills capability and population attraction are now structural determinants of the Northern Territory’s economic performance. Across multiple industries, employers are willing to invest, expand and employ, but are constrained by persistent labour shortages, skills gaps and barriers to participation. This submission highlights four priorities: The scale and breadth of workforce challenges facing Territory industries The barriers limiting workforce participation and training effectiveness The need for a trusted, industry-aligned education and training system, including strong quality assurance and certification integrity A coordinated strategy to attract and retain people in Darwin as a place to build a career and a life DMBG’s perspective is grounded in the experience of major employers responsible for delivering jobs, infrastructure and economic activity across the Territory. About Darwin Major Business Group Darwin Major Business Group represents a cross-section of major employers operating across the Northern Territory economy, including construction, resources, tourism and hospitality, transport and logistics, defence support industries, property, professional services and critical infrastructure. Our members are large employers, investors and operators with direct experience of workforce shortages, skills constraints and training system challenges. This submission reflects practical, employer-led insights into what is required to build a sustainable and competitive Territory workforce. 1. Workforce needs and challenges across industries Workforce availability remains the single most significant constraint on business growth across the Northern Territory. Key challenges identified by DMBG members include: Persistent skills shortages across construction trades, engineering, health, hospitality, aviation, logistics, defence support services and professional roles A limited local labour pool, particularly for skilled and mid-career positions High workforce churn linked to housing availability, cost-of-living pressures and family support considerations Seasonal employment patterns that complicate workforce retention and long-term skills development Project timing and delivery risk, where workforce uncertainty delays or constrains public and private investment These challenges are no longer cyclical. They represent a structural risk to the Territory’s capacity to deliver infrastructure, attract investment and grow private-sector employment. 2. Barriers to workforce participation and training Barriers to workforce participation and training are interconnected and require coordinated responses. DMBG members identify the following as key constraints: Housing availability and affordability, limiting the ability to attract and retain workers, particularly families and mid-career professionals The cost and accessibility of training, including travel, accommodation and time away from work, especially for regional and remote participants Fragmented training pathways, with inconsistent alignment between employer needs, training delivery and qualifications Insufficient wrap-around supports for some cohorts, including childcare, transport and mentoring, to translate training into sustained employment Skilled migration and labour mobility processes that are often complex and misaligned with business project timeframes Addressing participation barriers requires alignment across workforce, housing, education, migration and infrastructure policy settings. 3. Skills and training systems that support local jobs DMBG supports a workforce system that prioritises local employment outcomes while recognising the ongoing role of migration and labour mobility in supporting the Territory economy. An effective skills and training system should include: Employer-led training design aligned to real job requirements Strong partnerships between industry, government and training providers Flexible delivery models that allow people to upskill while remaining in work Clear pathways from education and training into employment Long-term workforce planning aligned to infrastructure pipelines and economic priorities The role of CDU and VET / TAFE Training Organisations A capable and trusted education and training system is foundational to workforce development in the Northern Territory. DMBG believes a strong, stable and industry-aligned Charles Darwin University (CDU), as a dual-sector university, is critical to delivering higher education, vocational education and training, applied research and professional skills that support the Territory’s economic priorities. Employers rely on CDU to produce job-ready graduates across both tertiary and vocational pathways and to partner with industry in addressing emerging workforce needs. DMBG also recognises that employer confidence depends on the integrity of training delivery and certification processes across all providers. Recent reporting regarding certification issues affecting a cohort of apprentices has reinforced the importance of robust quality assurance, clear communication, and efficient remediation pathways to minimise disruption for students and employers. Similarly, high-quality VET and TAFE training organisations play a vital role in meeting demand for trades, technicians and operational roles across the Territory economy. Consistency of delivery, instructional capability and alignment with employer demand are central to ensuring training translates into employment outcomes. DMBG supports training providers that are: Well-governed, adequately resourced and industry-connected Equipped with current, capable trainers and assessors Focused on employment outcomes, not just enrolments Committed to strong certification and records assurance, including prompt rectification when issues arise Willing to collaborate across the tertiary and vocational system to address gaps and avoid duplication DMBG encourages continued strengthening of system assurance settings that protect students, employers and the standing of Territory qualifications, including clear certification processes and timely issuance requirements. 4. Workforce attraction and retention - positioning Darwin and the Territory Addressing workforce shortages also requires a compelling proposition that attracts people to Darwin and supports long-term retention. Darwin offers a unique combination of economic opportunity, lifestyle and career acceleration that aligns strongly with the NT Government’s population growth and economic development objectives. DMBG believes workforce attraction strategies should emphasise: A clear “land of opportunity” narrative, where ambition and capability translate into responsibility and advancement more quickly than in larger cities Career visibility and leadership opportunity, allowing individuals to make an impact and grow into influential roles Lifestyle advantages, including reduced commuting, access to the outdoors and strong community connection Housing and relocation incentives, including grants, build incentives and targeted assistance that support relocation and settlement Whole-of-family attraction, recognising the importance of schools, health services, childcare and employment opportunities for partners Darwin cannot compete with larger cities on scale, but it can compete on opportunity, lifestyle and the chance to succeed. A coordinated, whole-of-government and industry approach to attraction and retention will strengthen workforce supply, support population growth and reinforce confidence in the Territory’s long-term economic future. Closing comments The Northern Territory’s economic potential is widely recognised, but realising that potential depends on having the right people, with the right skills, in the right place. DMBG encourages continued engagement with employers and industry groups to ensure workforce policies are practical, responsive and aligned with the realities of doing business in the Territory. We welcome the opportunity to contribute further as workforce reforms progress.