OpEd | Making the quiet case for Territory economic growth
January 12, 2026
This DMBG opinion piece was published in the NT News on 12 January 2026.
Strip away the labels and the Darwin Major Business Group (DMBG) exists for one reason: economic growth in the Northern Territory.
The DMBG was established in 2017, at a time when the Territory was confronting familiar challenges: weak private investment, stagnant population growth, rising costs of doing business, and a persistent gap between economic ambition and delivery.
Its formation reflected a view shared by senior business leaders that the Territory needed a small, disciplined, business-led forum focused squarely on economic growth; not politics, not ideology, and not daily commentary.
DMBG exists to advocate for policies and decisions that support sustainable economic growth in the Territory. Growth that creates jobs, attracts investment, improves productivity and strengthens the Territory’s long-term financial position, the fundamentals. That growth is expected to occur within the community’s normal standards for environmental responsibility and social progress, because long-term economic success depends on both.
The Group is deliberately small. Membership is by invitation, with an expectation that members contribute time, experience and strategic insight. Members include locally headquartered companies and national firms with a substantial, long-term operating presence in the Territory. The common thread is commitment to the NT economy, not corporate scale. That distinction matters.
The Northern Territory has always relied on external capital. From pastoral expansion, to mining, to defence and major infrastructure, the Territory’s economic progress has depended on investment decisions made well beyond our borders. The question has never been whether outside capital should be involved. The real question is whether the Territory positions itself well enough to attract it, retain it, and convert it into lasting benefit for all Territorians.
That task is made harder by the gap between national rhetoric and national action. There is constant talk about the strategic importance of Northern Australia and the Northern Territory in particular. What is missing is Commonwealth funding and policy settings that reflect that rhetoric. Strategy papers do not build roads, deliver housing, reduce freight costs or unlock private investment.
The same pattern applies to structural reform. Proposals such as special tax or investment zones for Northern Australia surface regularly, are acknowledged as sensible responses to higher costs, and then quietly shelved. If the Northern Territory is genuinely regarded as nationally strategic, it should not be expected to compete on the same settings as lower-cost, better-serviced jurisdictions.
That is where the DMBG focuses its effort. The Group does not campaign on day-to-day political issues. It does not exist to generate headlines. Much of its work happens quietly: economic analysis, policy submissions, briefings with government, and direct engagement with decision-makers, often before an issue reaches public debate.
Since its establishment, the Group has consistently focused on core economic enablers: infrastructure investment, efficient and predictable regulation, competitive freight and logistics, workforce availability, energy security and policy stability. These issues rarely attract applause, but they determine whether projects proceed, stall or walk away.
The DMBG does not claim to speak for all business, nor does it try to. Its purpose is simpler, and harder: to speak plainly about economic challenges and consequences, even when that message is uncomfortable.
Talking up the Territory is easy; funding it, reforming it and backing it properly is harder and that is the gap that still needs closing.
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.
Across the Northern Territory, skills shortages are no longer an occasional inconvenience for employers. They are now a structural economic problem – and one that is quietly holding the Territory back. Latest data from the Australian Bureau of Statistics shows more than 5,000 unfilled positions in the NT , with approximately 85 per cent of those vacancies in the private sector. This represents lost output, delayed projects and unrealised economic potential. At the same time, the Federal Government, through Jobs and Skills Australia , is examining how Australia’s skills system should evolve, including how skills are developed, recognised and matched to the needs of the economy. For the Northern Territory, this discussion is critical. Regions ultimately succeed or struggle based on whether they have enough people to do the work and the right skills to remain competitive. When workforce settings are aligned with economic needs, productivity improves, investment follows and living standards rise. When they are not, growth stalls. Across construction, health, education, hospitality, professional services and the trades, NT businesses report the same challenges. Projects are delayed. Growth plans are postponed. Costs increase as employers compete for scarce skills or rely on overtime, contractors and short-term fixes simply to stay operational. In a small economy, these effects compound quickly. Skills shortages also have broader consequences. They place sustained pressure on existing workers, driving burnout and higher turnover. Wage growth can outpace productivity, contributing to inflation and higher prices. Service quality declines, and communities feel the impact. This challenge is intensifying nationally. As baby boomers retire in large numbers, all regions of Australia are adjusting to major labour market change. For the NT, with its smaller and more mobile workforce, the effects are more immediate and more pronounced. Migration has always been central to the Territory’s workforce and economic development. The NT’s vibrant multicultural community is not just a social strength, it is an economic one. Skilled migrants support essential services, enable businesses to operate and contribute directly to productivity and population stability. However, migration settings must work for regional economies. Pathways that are slow, uncertain or overly complex undermine the very benefits migration is intended to deliver, particularly for small and medium-sized employers. Importantly, this is no longer simply a matter of filling vacancies. Whole economies are now competing for labour. When regions get their settings right, the benefits extend well beyond business. Stronger economies deliver higher living standards, and the taxes raised help fund health, education and other community services. Get the settings wrong, and it becomes an exercise in frustration, plenty of effort, but little progress. Business owners and managers must play an active role in shaping future workforce policy. Those at the coalface understand what skills are needed, where systems fail and what incentives actually work. Policymakers need that input if reforms are to succeed. DMBG believes the Northern Territory offers Australians career opportunities and lifestyle benefits that few regions can match. But belief alone is not enough. We must tell that story clearly, reduce barriers and be prepared to compete hard for talent. The future prosperity of the Territory – and the wellbeing of its communities – depends on getting this right.