Shaping Melbourne’s future competitiveness

The Committee for Melbourne joined senior leaders from across infrastructure, transport, planning, investment, education and industry at a Boardroom Executive Lunch hosted by Arup. 

At a time when cities around the world are navigating economic uncertainty, climate pressures, changing investment patterns and growing expectations from communities, bringing together diverse perspectives is critical to shaping informed decisions and long-term outcomes. 

The Committee thanks Richard de Cani, Chief Officer, Global Business & Markets at Arup and former Chief Strategy Officer at Transport for London, for leading a thought-provoking discussion on city competitiveness and Victoria's path to future prosperity. Also grateful to Nick Joveski, Arup's Business and Markets Leader in Victoria, for moderating a rich exchange of perspectives from across the room. 

Drawing on Arup's City Competitiveness framework, the discussion challenged us to think beyond traditional measures of success and consider what will truly differentiate leading cities in the decades ahead. 

While Melbourne continues to be recognised globally for its liveability, strong institutions, skilled workforce and cultural diversity, the discussion reinforced an important reality: future competitiveness requires more than strong foundations. 

It requires resilience, adaptability, investment confidence, and the ability to deliver the infrastructure and skills needed to support future growth. 

Several themes stood out 

• First, resilience is becoming the defining characteristic of competitive cities. Economic growth, climate adaptation, infrastructure planning, and talent attraction are increasingly interconnected. Cities that can adapt quickly to change will be best positioned to thrive. 
• Second, infrastructure must be viewed as an ecosystem. Transport, housing, energy, digital connectivity, jobs, and skills cannot be planned in isolation. Unlocking productivity depends on how effectively these systems work together to create opportunities for communities, businesses, and investors. 
• Third, collaboration between government and the private sector has never been more important. With fiscal pressures growing and infrastructure needs increasing, attracting private investment will require policy certainty, regulatory confidence and long-term strategic planning. 
• Finally, talent remains one of Victoria's greatest competitive advantages. Education, skills development and workforce participation are fundamental to translating investment into innovation, productivity, and sustainable growth. 

It was particularly encouraging that there is alignment between these discussions and the Committee for Melbourne's reform priorities for Victoria's future competitiveness. 

The focus on Energy, Tax and Regulation, Global Industries, and Education and Skills reflects a practical and connected approach to strengthening Victoria's economic future. Success in one area depends on progress in the others. Affordable and reliable energy, competitive business settings, industry growth, and a skilled workforce are all essential ingredients for long-term prosperity. 

The conversation also highlighted Melbourne's unique strengths: our global reputation, diversity, accessibility, education sector, and entrepreneurial spirit. Yet, maintaining our position as a leading global city will require us to address challenges around affordability, connectivity, climate resilience, and investment attraction. 

Our sincere thanks to Arup and Richard for their expertise in facilitating a meaningful discussion and creating a forum where leaders can openly exchange ideas on the opportunities and challenges that will shape Victoria's future. 

Great cities are not built by any one organisation, sector or government. They are built through shared vision, sustained investment, and collective leadership. Melbourne's next chapter will depend on our ability to work together to create a city that is more resilient, competitive, and prosperous for future generations.