Powerlink's performance
This page outlines how Powerlink is performing against our commitments to First Nations people and the Traditional Owner groups who host our network. It also draws on research, operational data and case studies to show what we are hearing, learning and how this is influencing our decisions.
Powerlink is committed to building respectful, enduring relationships with First Nations people and the Traditional Owner groups who host our network. We seek to work in partnership, recognise cultural values and create opportunities for participation and shared benefit.
ABOUT FIRST NATIONS PEOPLES AND BUSINESSES
- Aboriginal and Torres Strait Islander cultures represent one of the world’s oldest continuous knowledge systems.
- Six in 10 First Nations Queenslanders live outside major cities, where local spending has a larger ripple effect.
- 90%+ of First Nations businesses are small or medium sized, supporting local jobs, skills and capability.
OUR PROGRESS
| Number of 'Whole of Country' Relationship Agreements signed | 5 |
|---|---|
| First Nations Procurement Strategy Implementation Progress | 36% complete |
| Powerlink employees identifying as First Nations people | 1.6%^ |
^ Result in FY24/25 was 1.3%
WHAT WE'RE HEARING
- First Nations stakeholders value being engaged early in planning, before options are finalised, so cultural considerations can meaningfully inform decisions.
- Trust is shaped through consistent presence, face to face dialogue and time to develop relationships, alongside information provision.
- Clear, respectful communication and flexible engagement approaches help ensure participation reflects local cultural preferences.
- Formal agreements and appropriate resourcing support more sustainable engagement and recognise the contribution of First Nations participants.
Source: Powerlink's 2025 Transmission Network Forum (interactive session)
HIGHLIGHTS
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Powerlink delivers and maintains high voltage transmission infrastructure across Queensland, often in regions with a strong First Nations presence and enduring connection to Country. Procurement decisions play a significant role in how this work is delivered and who can participate.
While Powerlink has long recognised the importance of respectful engagement with Traditional Owner groups, it became clear that procurement practices needed to play a more deliberate role in supporting First Nations participation, capability development and shared benefits, particularly as the scale and pace of work increases.
Powerlink’s First Nations Procurement Strategy was developed to provide a clear and consistent approach to how procurement decisions support these objectives sustainably, now and into the future.
What we explored
In developing the strategy, Powerlink focused on how procurement could move beyond transactional purchasing to a practical lever for First Nations participation and capability building.
This included considering how procurement planning, expectations and governance could better reflect the context of our work, particularly in regions with sustained project activity, and how these approaches could be embedded into business‑as‑usual processes and policies, rather than treated as standalone initiatives.
A staged approach was deliberately chosen to allow learning through application and to ensure changes were practical, proportionate and sustainable.
Key implementation milestones
Implementation of the First Nations Procurement Strategy is being progressed in stages.
| Establishing the strategy and governance framework | Powerlink’s First Nations Procurement Strategy has been endorsed by the CFO, with defined governance and oversight to support consistent application and accountability. | 🟢 On track |
|---|---|---|
Embedding expectations into procurement planning
| Early work has focused on integrating First Nations procurement considerations into planning and decision‑making processes, rather than addressing them late in delivery. | 🟢 On track |
| Applying the strategy within priority work programs | Initial implementation has focused on Powerlink’s portfolio of work in Central Queensland, where there is a sustained pipeline of activity and opportunities to test and refine the approach in practice, before broader application. | 🟢 On track |
Building internal capability and alignment
| Work is underway to support consistent understanding across procurement, project and commercial teams, helping ensure expectations are applied in a coordinated way. | 🟢 On track |
| Strengthening the foundations for transparent reporting | As implementation progresses, Powerlink is building its ability to track progress and report meaningfully on how procurement is contributing to First Nations participation over time. | 🟠 Progressing |
🟢 On track - All agreed critical actions progressing to plan
🟠 Progressing - Some actions off track; mitigations in place
🔴 Needs attention - Critical actions off track; intervention required
What we have delivered so far
Powerlink has moved beyond strategy design into implementation. Clear oversight arrangements are now in place, and the strategy is being applied progressively within priority areas of work.
At this stage, the focus has been on establishing consistent expectations, embedding them into existing processes, and beginning application in regions with significant activity, rather than on reporting quantitative outcomes.
“Procurement is one of the practical ways we can translate our commitments into action. This strategy is about making sure our decisions are well considered, consistent, and genuinely support participation where opportunities exist.”
— Jess Sargood, First Nations Engagement and Social Procurement Specialist
Looking ahead
Early implementation has reinforced the importance of clarity and consistency, both internally and with suppliers, in making First Nations procurement expectations workable in practice.
Powerlink will focus on refining its approach based on experience, strengthening internal capability, and improving monitoring and reporting practices. Improvements are being progressively implemented in a way that balances participation outcomes with probity, value for money, and the practical realities of project delivery and supplier capability.
Over time, this will support more transparent reporting on how procurement is contributing to First Nations participation and longer‑term outcomes, alongside other elements of Powerlink’s First Nations commitments.
Procurement decisions shape how work is delivered and who can participate. By sharing our approach to First Nations procurement, Powerlink aims to provide visibility of how this strategy is being implemented, the progress being made, and how learning is informing next steps.