brisbane2022planpdf

ACTIVATING TEAM BRISBANE TO SHAPE OUR NEW WORLD CITY
Full version available at
choosebrisbane.com.au/2022plan
BRISBANE2022N E W W O R L D C I T Y A C T I O N P L A N

01 Lord Mayor’s Economic Development Steering Committee 2015
BRISBANE
ASIA PACIFIC HUB
NEW WORLD CITY
Asia Pacific Education Hub
Home of World Science Festival
Centres of Excellence
Brisbane Global Network
New World City Alliance
“Next Generation” Driven
Attracting Global Capital
Global Thought Leadership
Clean
Innovative and Connected
Top 60 cities for Foreign Direct Investment
Top 10 lifestyle city
Competitive
$217b Economy
(by 2031)
Sustainable
Welcoming
1.5m Jobs
(by 2031)
Inclusive
$75k per capita
income (by 2031)
Model New World City
Global Talent Attraction
Green
Asia Pacific Tourism Hub
Asia Pacific Start-Up Hub
World-class Infrastructure
Home of Asia Pacific Screen Awards
Home of Asia Pacific
Cities Summit
Home of The Asia Pacific Triennial of Contemporary Art (APT)
Home of Brisbane Asia Pacific Film Festival

Brisbane 2022 New World City Action Plan 02
Asia Pacific Cultural Hub
Brisbane Region Approach (SEQ)
Diverse Districts and Productive Precincts
More Asia Pacific Regional HQs
Connected
Friendly
Accessible
Team Brisbane
Global Resource and Energy Hub
Minimum of 12 drawcard events per year
INTRODUCTION
The Brisbane 2022 New World City Action Plan aims to define the
priorities that will drive the city’s economic growth for the next seven
years and beyond.
The plan was compiled by the Lord Mayor’s Economic Development
Steering Committee (LMEDSC) which consulted with 1000 people who
represented more than 500 different local, national and international
organisations.
Based on the outcome of extensive research and consultation, the
economic blueprint contained within presents the opportunity for
Brisbane to become the leader of the New World City formula for
urban success.
FINDINGS
Brisbane’s current economic profile relies heavily on locally generated
revenues. In a globalising economy, the city needs to better align its
outputs with the needs of a global marketplace.
The report has determined the city’s current mix of industry
specialisations, education platforms and its deep skills and talent base
has it well positioned to increase its level of ‘export’ income. To be
most effective however, the way these assets are currently integrated
can be improved.
The Brisbane 2022 Plan is multi-faceted and will require city-wide and
region-wide collaboration to deliver.
RECOMMENDATIONS
This report recommends the city recalibrate its approach to economic
development to significantly increase its share of globally generated
revenues and shape a New World City economic profile. This process
can be accelerated by focusing on seven economic priorities and
specific actions – the key recommendations have been highlighted.
The economic priorities have been devised to drive job creation, city-
shaping, quality of life, research and education expansion and continue
the momentum toward achieving the existing targets set for 2031.

Brisbane’s highly successful hosting of the G20 Leaders’ Summit
was a defining moment for our city. We took centre stage and
showed the world what we were capable of.
I was determined that Brisbane would never look back from this
moment; that we would continue the momentum and strive toward
becoming a model for other emerging New World Cities.
Within days of the Summit ending, I tasked the city’s Economic Development Board
to form a Steering Committee empowered to think boldly, to bring fresh ideas and help
chart a course toward bringing our shared vision of Brisbane as a globally significant,
regionally-connected and vibrant metropolis to life.
To all those who contributed to this visionary report, I sincerely thank you on behalf
of our great city and its people. Like you, I look forward to seeing this exciting vision
become a reality and create jobs and opportunities for current and future generations.
Graham Quirk
Lord Mayor
Lord Mayor,
On behalf of your Economic Development Steering Committee,
I submit to you our report Brisbane 2022 New World City Action
Plan which identifies and prioritises the city’s actions toward 2022
and beyond.
In arriving at the priorities and recommendations that follow,
the Steering Committee engaged more than 1000 executives, entrepreneurs, students,
government officials, analysts, academics and leaders from the private, public and not-
for-profit sectors who devoted many hours of their time to this discussion.
This report emphasises the importance of economic development coordination and
connectivity. It identifies the city’s growth sectors and also highlights the need for
proactive engagement with our next generation and a Team Brisbane approach with a
wider SEQ outlook. Together, these thoughts and recommendations will determine how
effectively we move forward as Australia’s New World City.
We thank you Lord Mayor for the opportunity to deliver this report.
Ian Klug
Chair – Lord Mayor’s Economic Development Steering Committee
– Brisbane Marketing
I offer my congratulations to the Lord Mayor and his Economic
Development Steering Committee for presenting this confident
and credible economic agenda for Brisbane’s continued success.
The city now pursues a strategy similar to that of other leading
cities like San Francisco, Barcelona, Oslo, Santiago de Chile and Tel Aviv. Like them,
it remains a city of local character, is very well-managed and enjoys a wonderful natural
environment. This, it combines with being a world-leading city for knowledge, an
emerging scientific and technological city, an entrepôt for new firms and innovators,
a corporate hub, and a great location for global events and celebrations. This is what
makes Brisbane Australia’s New World City.
This is good news for the people of Brisbane and their families. It is no longer
the case that people need to leave in order to pursue their careers, to get on,
or to go global.
This economic agenda should also be seen as an invitation and prospectus to those
who have not yet invested in Brisbane, or chosen to visit, to study, or to trade.
Greg Clark
Global Urbanist

Introduction 02
The Vision for Brisbane 2022 05
Seven Key Economic Priorities 07
Key Recommended Actions 08
What it Means for Residents 13
The Plan’s Ambitions for Brisbane 2022 14
The Consultation Process 16
Brisbane’s Economic Snapshot 17
Lord Mayor’s Economic Development Steering Committee 19
What we heard from Industry 20
Acknowledgements 21
CONTENTS

TARGETS
The 2012 Brisbane
Economic Development
Plan set 2031 targets
for economic output,
employment and per
capita income. These
remain the guiding
benchmarks for the
Brisbane 2022 Plan.
$217bECONOMY
1.5mJOBS
$75kPER CAPITA INCOME
THE VISION FOR BRISBANE 2022
WHAT DEFINES A NEW WORLD CITY?
The Brisbane, Australia’s New World City vision first
emerged in 2008. Economists have since used the term to
benchmark a range of cities worldwide that have similar
traits and assets to Brisbane and arguably the same
potential to leverage those assets to elevate them onto
the world stage.
These cities:
• Are mid-sized
• Are affordable
• Are agile
• Offer quality education options
• Have expert specialisations within a
managed metropolis
• Offer an optimal work-life balance
• Have efficient infrastructure
• Have problem-solving capabilities
• Have low congestion, inflation and pollution
• Are safe and secure
Brisbane now sits alongside a select group of 24 cities that
includes Barcelona, Miami, Calgary, Singapore, Tel Aviv,
San Diego and Cape Town for example that all possess
these ‘New World City attributes’.

These energetic, emerging global gateways compete for talent, capital,
innovation, students, visitors and major events.
On a global scale, New World Cities should also:
• Be among the world’s top 100 cities for commercial
investment
• Be among the world’s top 100 cities for visitors, innovation
or brand
• Be in the top 20 in at least one key industry
• Be globally recognised for at least one quality
Brisbane’s trajectory is trending the right way to achieve these
ambitious benchmarks. Today, it is the 172nd biggest city in the world,
but significantly, it sits inside the top 80 for globally-linked economies.
And since 2000, Brisbane is among the top 30% of the world’s fastest-
growing cities, especially in terms of job creation.
NEW WORLD CITY ECONOMIC DEVELOPMENT
The aim of becoming the pre-eminent New World City by 2022 –
a globally-connected, prosperous city with an enviable, irresistible
lifestyle quality – has been the guiding framework for the
Brisbane 2022 New World City Action Plan.
The report outlines why and how
seven key economic priorities
(following page) should be the
focus for increasing the city’s
export revenue to ensure its long-
term sustainability.

TALENT AND SKILLS
DIVERSE DISTRICTS
AND PRODUCTIVE
PRECINCTS
(BUSINESS IMPROVEMENT AREAS)
BRISBANE REGION
APPROACH
TEAM BRISBANE
START-UP
ECOSYSTEM
Knowledge-based and
Corporate Services
Accommodation and Visitor Economy
Higher and International Education
Energy and Resources
Creative and Digital
Property Development and Construction
Advanced Manufacturing
Food and Agribusiness
BRISBANE’S
GROWTH
SECTORS
2
3
45
6
7
1
SEVENKEYECONOMICPRIORITIES
SMALL AND MEDIUM
ENTERPRISES

KEY RECOMMENDED ACTIONS
1BRISBANE’S GROWTH
SECTORS
The report recommends
focusing on eight specific
industry sectors that will
have the biggest impact
transitioning Brisbane’s
current economic profile to
be more global-facing.
Those industries are:
• Knowledge-based and
Corporate Services
• Accommodation and
Visitor Economy
• Higher and International
Education
• Energy and Resources
• Creative and Digital
• Property Development and
Construction
• Advanced Manufacturing
• Food and Agribusiness
These sectors have been
identified as the city’s future
key economic drivers based
on the fact they have the
potential to be globally traded
or part of global supply
chains; are major employers
in Brisbane; align to those
identified by the Federal
Government as Australia’s
growth sectors.
Recommended Actions
1. Provide support for
Brisbane businesses that
trade globally to help
them compete and grow
(Brisbane’s eight growth
sectors)
2. Attract more regional
Asia Pacific headquarters
and centres of excellence;
more leading education
institutions and student
accommodation; more
tourism infrastructure,
more vibrant precincts and
strategic infrastructure;
more Brisbane-based
businesses in our eight key
growth sectors
3. Activate and promote
Brisbane’s Knowledge-
Based and Corporate
Services capabilities
to global markets with
emphasis on the Asia
Pacific region. Includes
business delegation
missions to key markets
4. Explore a new tourism
funding model so we
can increase visitation
for the tourism and
accommodation sector
through an Events and
Conventions Bid Fund
5. Attract and grow major
events; our goal is at least
one significant drawcard
event per month
6. Win more conventions
and business events by
hosting 40 international
conferences per year,
50,000 delegate days
per month, consistently
earning a top 50
International Congress and
Convention Association
ranking city in the world
7. Brisbane Marketing will
seek to develop at least
four significant city-wide
sponsorship partnerships
with major corporations
in Asia to assist with
the city’s economic
development aspirations
8. Build upon Brisbane’s
post-G20 profile with a
bold 2022 New World City
international campaign
9. Secure more direct
international airline
services and attract more
visitors via our current
connections
10. Pursue cruise ship terminal
opportunities to attract
more cruise ships and
passengers and leverage
Brisbane’s attractions via
the river and Moreton Bay
11. Establish Brisbane as
a leading Asia Pacific
Cultural Hub by escalating
the prominence of the
Asia Pacific Screen
Awards, Brisbane Asia
Pacific Film Festival and
other cultural events

Refer to choosebrisbane.com.au/2022plan for all recommendations.
2TALENT AND SKILLS
In a knowledge economy,
talented people are the most
essential and most scarce
resource. The majority of
focus groups suggested
Brisbane’s lifestyle was a
core competitive advantage
to attract and retain skilled
people to/in the region.
Recommended Actions
1. Attract and retain
students and talent from
all over the world as
a leading Asia Pacific
Education, Enterprise
and Career Hub
2. Develop a Team Brisbane
talent and skills group
to work with and advise
industry and providers
on Brisbane’s education
and training needs
3. Create a Lord Mayor’s
Global Student
Internship program
engaging Brisbane
businesses to provide
more employment and
enterprise pathways for
our students
international talent
repatriation program as
part of Team Brisbane
Global Network to
encourage former
residents and students to
work and live in Brisbane
‘Next Generation’
Engagement program to
provide opportunities for
the leaders of tomorrow
to play a significant role
in shaping Brisbane’s
future
6. Increase the number
of CoderDojo graduates
from 600 to 1200 per
annum
7. Start a ‘City Education
Showcase’ program
that offers potential
students a two-week
orientation to influence
their decision to study in
Brisbane
3

DIVERSE
DISTRICTS AND
PRODUCTIVE
PRECINCTS
An important aspect of our
New World City evolution
is the identification and
shaping of our unique
precincts and districts, which
reflect our industry, retail
and entertainment clusters.
Recommended Actions
1. Map Brisbane’s key
districts and precincts
by industry clusters and
defining attributes, to
identify and prioritise
trends and opportunities
2. Create a Business
Improvement Area (BIA)
fund to incentivise asset
owners and provide
a catalyst for new
initiatives that accelerate
the development of key
strategic areas
3. Activate city-wide
meetings between
key precincts to share
knowledge, coordinate
efforts and foster greater
collaboration

4START-UP
ECOSYSTEM
Technology-based jobs have
a larger multiplier effect than
jobs in any other sector and
are central to New World City
economies. It’s been found
that for each new position
filled in the sector, five
additional jobs are created in
other sectors.
Recommended Actions
1. Lead Brisbane
Entrepreneurship 101
training program to
inspire our city’s future
entrepreneurs
2. Co-create Brisbane start-
up hub through a joint
venture special purpose
vehicle
3. Lead Asia Pacific
entrepreneur attraction
and exchange program
4. Double Brisbane’s Visiting
Entrepreneurs program
5. Create an Asia Pacific
region start-up and
creative event in Brisbane
5

SMALL AND
MEDIUM
ENTERPRISES
Brisbane’s SMEs will play
an important role in the
evolution of our New World
City economy. As such,
enhanced education, support,
networking and collaboration
have been prioritised.
Recommended Actions
1. Develop Brisbane
Marketplace, an online
collaboration platform
for start-ups and SMEs,
which will enable local
businesses to connect with
the community to access
the resources they need to
innovate and grow
2. Work with CCIQ, State
Government and small
business networking
advocacy groups to
coordinate education,
networking and
development opportunities
3. Create a digital
connectivity map
for Brisbane, highlighting
for business the
alignment of high-speed
broadband provision
4. Change Council
procurement processes
to be more accessible for
SMEs and start-ups
6BRISBANE REGION
APPROACH
This report considers the
Brisbane economy as a much
larger SEQ footprint. Growth,
tourism, export, investment
and infrastructure strategies
therefore must take a regional
perspective.
Recommended Actions
1. Form a Brisbane Region
Economic Development
Steering Committee to
oversee Brisbane 2022
Plan implementation
2. Engage Council of Mayors
(SEQ) to investigate the
feasibility of appointing a
Chief Economist
3. Activate Brisbane region
‘earn back’ funding model
based on economic
growth
4. Activate and leverage
Brisbane region industry
support of Commonwealth
Games. Continue to
explore feasibility of 2028
Olympic Games bid
5. Work with Council of
Mayors (SEQ) on regional
collaboration for future
infrastructure, public
transport, freight and
logistics requirements
for SEQ
6. Pursue ongoing alignment
of Brisbane’s land use,
infrastructure and
economic development
strategies

Brisbane 2022 New World City Action Plan 12Refer to choosebrisbane.com.au/2022plan for all recommendations.
7TEAM BRISBANE
One of the strongest recurring
themes from the focus groups
was the need to develop a
more effective approach to
system coordination that
achieves a better connected
economic development
ecosystem.
Recommended Actions
1. Continue to grow Team
Brisbane culture across the
wider Brisbane region
2. Develop new economic
development funding
models and partnerships
that deliver ‘Team Brisbane’
co-investment based on
shared responsibility,
shared costs and shared
benefits
3. Lead development of a
Team Brisbane Global
Network program
to encourage global
participation in Brisbane
2022 New World City
Action Plan
4. Lead a New World
Cities Alliance to
strengthen Brisbane’s
global positioning as a
model New World City and
inform context, content and
partnerships for the Asia
Pacific Cities Summit
“The precinct concept
brings greater efficiency by
clustering knowledge.
”
“Think about Greater Brisbane
as an entity including north
and south coasts, Ipswich,
and Toowoomba. From
that approach there is an
obvious need for much better
connectivity.
”
“Networks – tapping into the
global market, international
expat community and other
entrepreneurs for solutions
and opportunities. Being
strong locally, but building
international networks.
”
“Build on our people/
knowledge capital as
Brisbane’s point of difference
– with appropriate governance.
Create entrepreneurial zones,
but not in isolation.
”
“We need design at our heart,
in everything we do.
”
WHAT WE HEARD FROM
FOCUS GROUPS

WHAT IT MEANS FOR RESIDENTS
Importantly, one of the key characteristics that categorise New
World Cities is the lifestyle quality their urban environments afford.
Brisbane, like other cities that currently fit the profile, has an
enviable quality of life for residents, an easy commute, generous
green spaces, a rich cultural offering, world-class career and
business opportunities, sustainability as a priority, easy access to
leisure activities and a healthy environment.
Developing further as a New World City is anything but a grow-
at-all-costs exercise, rather, a strategic, ‘smart growth’ formula
that affords and maintains desired liveability for residents and
enhances existing city benefits and assets.
This formula nurtures a strong and diverse economy primarily
driven by revenues generated from global markets that purchase
skills and products in which New World Cities specialise.
Brisbane residents and visitors who enjoy our burgeoning arts
and culture scene, the world-class food and entertainment we
have and our open, friendly way of life will see those qualities
amplified as our New World City continues to evolve.
It is significant that what separates New World Cities from
their larger ‘old world’ counterparts is a realisation that lack of
space and affordability, high pollution and city congestion have
emerged as significant problems for future growth, quality of life
for residents and the ability to attract talented people.
These lessons learned play a pivotal role in the smart growth
formula for New World Cities.

THE PLAN’S AMBITIONS FOR BRISBANE 2022
LOCAL
• A city that offers an exceptional quality
of life and a breadth of employment
opportunities that means the vast
majority of Brisbane residents need
not go elsewhere to fulfil their career
aspirations
• High average incomes across all socio-
economic groups
• Host 12 drawcard events per year
• An innovative city that expresses its
creativity through new companies,
products, services and ideas relevant to
global markets
• An open, friendly city without the
congestion and socio-economic
divisions found in larger cities
• A diverse, multilingual and multicultural
workforce
• A city with highly visible, connected,
and productive precincts
• A city where business, governments,
institutions and the wider community
work together to build a greater
Brisbane
• A city that helps lead SEQ/Greater
Brisbane toward thinking, planning,
and taking action to build a stronger
and more inter-connected city with
efficient, reliable, and frequent public
transit infrastructure
GLOBAL
• A mid-sized Asia Pacific hub that is a
leader in defining and refining a new
Asia Pacific culture and identity
• A connected city through world-class
infrastructure, strong international
networks, direct flights to key hub cities,
trade and innovation exchange
• A city that is a magnet for talented
Australians and immigrants, resulting
in a diverse population that facilitates
connections and trade with all parts of
the world
• A recognised centre of higher
education with specific relevance to the
Asia Pacific region
• A leading city in the ‘business of cities’
• A leading education hub in
the Asia Pacific
• One of the world’s top 60 cities
for foreign direct investment
• In the top 20 cities globally in at least
one key industry
• Strong growth sectors that collaborate
locally to compete globally
• In the top 50 destinations for
international conferences, with total
delegate days across all business
events of 600,000 per year
• Be among the world’s top 100 most-
visited cities

THE CONSULTATION PROCESS
The great cities of the world are those whose communities share a
vision for their city and work together to achieve it. The outcome of
that shared goal is enhanced social and economic prosperity for all.
The Lord Mayor’s Economic Development Steering Committee went
into the report-planning phase with that as a guiding principle. It
sought to embrace and share the insights of our community to
deliver a plan that ultimately unites and offers benefit to everyone.
The focus groups and original 150-strong business forum conducted
at City Hall in late February 2015 captured the critical thinking of key
industries that have most impact on our local economy and social
wellbeing now and into the future.
The groups were:
• Small Medium Enterprises
• Start-ups
• International education
• Business events
• Major events, activation tourism
• Investment attraction
• Creative digital industries
• Academic industry research
• Food agriculture
• Knowledge-based corporate services
• Energy resource industries
• Key economic precincts
• Infrastructure
• Brisbane Asia Pacific Creative Forum
• Education/workforce development
In some cases, particular industry sector experts were spread
across a range of groups to provide insights. In the property
sector, for example, representatives from industry associations,
consultants, government agencies and public and private developers
had a presence in five focus groups. The same can be said of
representatives from the arts and sporting communities.
Further to the comprehensive consultation process, a parallel
research program was undertaken to provide context to the
discourse and also identify key areas of opportunity. The research
team included members of the University of Queensland’s School of
Geography, Planning and Environmental Management and Brisbane
City Council’s City Planning and Economic Development Unit.
The Steering Committee’s findings were also informed by global
best practice and experts headed by Professor Greg Clark, one
of the world’s foremost urbanists and key advisor to a range of
international cities.
The focus
groups ran from
early February
through April
2015 and
comprised
more than 600
attendees.
Additional
consultation
meetings
resulted in
more than 1000
people having
input to the
report.
Refer to choosebrisbane.com.au/2022plan for details of focus group commentary Brisbane 2022 New World City Action Plan 16

BRISBANE’S ECONOMIC SNAPSHOT
■■ Fuelled by strong population and employment growth,
Brisbane’s economy increased in real terms by over 60%
from $81.6b in 2000-01 to $130b in 2010-2011; contributing
almost half (48%) of Queensland’s economic output.
(Source: Queensland Government Statistician’s Office,
Experimental Estimates of Gross Regional Product, 2000-01,
2006-07 and 2010-11)
■■ Brisbane’s economy continues to expand, diversify and
strengthen. From mid-2011 to early 2015, employment in
Greater Brisbane increased by almost 50,000 additional
jobs, taking total employment from approximately 1.1 million
to 1.16 million. Going forward, it is expected that as Brisbane
strengthens its high-value exporting sectors, employment
growth will be strongest in highly skilled occupations, to
deliver on target growth of 300,000 additional jobs to the
Brisbane economy by 2025-2026 while also contributing
to rising average incomes for Brisbane residents (Source:
Tourism Research Australia, National Visitor Survey and
International Visitor Survey, June 2013)
■■ Affirming Brisbane’s ongoing transformation to a knowledge
economy, the strongest employment growth has been
experienced in the healthcare and professional services
sectors. Healthcare grew by almost 25,000 jobs to reach
a total of 151,000 in early 2015, while professional services
employment increased by almost 19,000 jobs to reach a total
of almost 111,000. (Source: ABS Labour Force Statistics)
■■ Transformation to a more technology-intensive economy
is also visible in the employment data which shows a shift
in employment away from manufacturing and agriculture
into more knowledge-intensive service sectors (Source:
Australian Bureau of Statistics (ABS), 2006-2014)
■■ Tourism is one of Brisbane’s largest service exports and as a
result of Brisbane’s strong emphasis on conventions, as well
as education-related tourism, has proven remarkably resilient.
In 2014, the estimated value of visitor expenditure from both
domestic and international visitors in Brisbane was around
$4.75b. International visitation, which accounts for over 30%
of total tourism expenditure, has been growing strongly,
recording 912,000 visitors in 2011 and rising to 997,000
visitors in 2014 (Source: Tourism Research Australia, National
Visitor Survey and International Visitor Survey, September
2011 and 2014)

■■ Greater Brisbane’s population increased by an additional
127,000 people between 2011 and 2014 to reach a total
population of 2.27m by mid-2014. This reflects an annual
average growth of 1.9% per year between 2011 and 2014
(Source: ABS Regional Population Growth, CAT3218.0, 2013-14)
■■ Buoyed by the strong performance of the mining and
resource sector, by June 2013-14 the Greater Brisbane
economy had grown to $146b. (Source: Brisbane City Council
estimates derived from Queensland State Accounts and
Queensland Government Statistician’s Office ‘Experimental
Estimates of Gross Regional Product, 2000-01, 2006-07 and
2010-11’)
■■ Since the global financial crisis, more challenging economic
conditions have slowed employment growth in Brisbane.
Labour Force Survey data generated by the Australian
Bureau of Statistics provides an estimate of employment
growth in specific sectors. From the chart below, it can
be seen that strongest employment growth since 2011 has
been experienced in the knowledge services sector of the
economy, with energy and resources also growing well
but from a much smaller base. Most other sectors have
experienced weak growth, with food and agribusiness
showing the largest contraction in employment since 2011.
Further investigation is required to understand the source
of growth and decline in each sector over the period.
Average Total
Employment 2011
Growth 2011-14
Employment Growth (000’s)
Source: ABS Labour Force Survey 2011-2014 (Unpublished)
-10.0 10.0 30.0 50.0 70.0 90.0 110.0
EMPLOYMENT GROWTH IN BRISBANE’S KEY SECTORS 2011-2014
Knowledge-Based Services
Energy and Resources
Education
Accommodation/Visitors
Creative and Digital
Food and Agribusiness
Advanced Manufacturing
Property and Construction

Ian Klug - Chair
Ian is Chairman of Brisbane Marketing.
Anna Rooke
Anna is CEO of QUT Creative Enterprise Australia.
Geoff McIntyre
Geoff is Managing Director of JLL Queensland.
Professor Max Lu
Professor Lu is Provost and Senior Vice-President
at the University of Queensland.
Peter Savoff
Peter is General Manager, Hotels for the Anthony John Group.
Rachel Crowley
Rachel is Head of Corporate Relations at Brisbane Airport Corporation.
Russell Shields
Russell is Chairman of Onyx Property Group.
Russell Trood
Russell is Professor of International Relations at Griffith University.
Schalk Pienaar
Schalk is founding director of Croomo,
a digital training development company.
Sean Ryan
Sean is State Director of News Corp Australia.
Shaun Munday
Shaun is Managing Director of Place Design Group.
Wayne Gerard
Wayne is CEO and co-founder of RedEye.
LORD MAYOR’S ECONOMIC DEVELOPMENT
STEERING COMMITTEE
Appointed members:
• Ian Klug
• Anna Rooke
• Geoff McIntyre
• Max Lu
• Peter Savoff
• Rachel Crowley
• Russell Shields
• Russell Trood
• Schalk Pienaar
• Sean Ryan
• Shaun Munday
• Wayne Gerard
Ex officio members:
• John Aitken
• Ian Bromley
• Brent Rees

WHAT WE HEARD FROM INDUSTRY
“We
have to sell the fact
we are a SAFE HAVEN in Asia.” •
“Create a ‘CONNECTION HUB’ between
industry and educational institutions who have the
talent.” • “Invest in a SIGNATURE DIGITAL EVENT for
the city” • “The precinct concept brings greater efficiency
by CLUSTERING KNOWLEDGE together.” • “We need to
think about SEQ AS A WHOLE… the integrated market of SEQ.”
• “A lot of it doesn’t require investment but BRINGING PEOPLE
TOGETHER.” • “There is a big sleeper around AUTOMATION.” •
“We need DESIGN AT OUR HEART in everything we do.” • “This is
about a TALENT strategy. It has to be HOLISTIC starting at high school.”
• “Key economic precincts can INFLUENCE THE CULTURE of an entire
city.” • How do we get Brisbanites (sic) to become ADVOCATES of the
city’s offerings?” • “The BEAUTY OF BRISBANE is in its precincts” •
“We need to EDUCATE BUSINESS about the digital dividend that can
deliver their bottom line.” • “You keep the city LIVEABLE and provide
for density, housing and a metro system (and) your KNOWLEDGE
WORKERS will stay in the city.” • “SOCIAL CAPITAL is a missing
metric” • “If we are a YOUNG, SMART, ENERGETIC CITY,
then sports events fit right into that.” • “We want to see
NIGHTLIFE beyond 8pm” • “The value in this BIG DATA
is not the data itself, it is what you can turn it into,
KNOWLEDGE.” • “DRIVING
INNOVATION inside existing
businesses makes jobs.” •
“…KEY PRECINCTS can
influence the culture of
an entire city.” • “We
need LIVING STREETS.”
• “A physical centre
location like ‘START-
UP LAND’ would
go a long way to
connectedness” •
“Prioritise infrastructure.
• “We need a digital
thread that weaves a
SCALABLE DIGITAL
tapestry.”

ACKNOWLEDGEMENTS
The Steering Committee would sincerely like to thank the individuals
connected to the 500 different businesses, organisations and associations
who contributed so much to this report.
AAM Group
4impact Group
55 Comms
9 Strategic
ABB Group
Acaché
ACBC QLD
Acchoir Group
Acciona
ACIL Allen Consulting
Advisian
AEC Group
AECOM
AEG Ogden
AEIT
AIBC
AIIA
Airtrain
Allens
Anthony John Group
ANZ Banking Group Limited Brisbane
APP Corporation
APPEA
ARC Centre of Excellence for Robotic
Vision
Architectus
Aria Property Group
Arts Queensland (Qld Govt)
ARUP
Asia Link
Asia Pacific Screen Awards Brisbane
Asia Pacific Film Festival
Association of Mining and Exploration
Companies Inc.
Aurizon
AusIndustry
AustCham Beijing
AustCham Shanghai
Austmine Ltd
Australian Child Care Career Options
Australian Country Choice Pty Ltd
Australian Industry Group
Australian Institute of Architects
BBS Communications
BCM
BDO
Bechtel Australia
Beijing Caissa International Travel
Services
Beijing UTour International Travel
Services
Bentleys Chartered Accountant
Blue Box
Blue Sky Alternative Investments
Bondi Labs
Bornhorst Ward
Brisbane Airport Corporation
Brisbane City Council (BCC)
Brisbane Convention Exhibition Centre
(BCEC)
Brisbane Development Association
Brisbane Festival
Brisbane International Tennis
Brisbane Lions
Brisbane Markets Ltd
Brisbane Powerhouse
Brisbane Racing Club - Eagle Farm
Brisbane Times
Brisbane West Chamber of Commerce
BROWNS English Language School
Buding Social Media
Business Angels
Business Depot
Business Models Inc
Business South Bank
Business Success Group
Calibre Consulting
Campbell Arnott’s
Cardno
Careers Australia
Carillon Conference Management (CCM)
Caxton Street Development Association
CCIQ
CCPIT Commercial Legal Counseling and
Complaining Center
CGI Consulting
Channel Nine
CHARLTON BROWN
China Eastern Airlines
China Real Estate Chamber of
Commerce
China Union Pay
CISCO
CitySmart
Clayton Utz
Cockatoo Coal Limited
Coffey Geotechnics
Commonwealth Bank of Australia
Conrad Gargett
Consulate-General of Japan in Brisbane
Corrs Chambers Westgarth
Council of Mayors (SEQ)
Cox Rayner Architects
CQUniversity
CRC Mining
CRC ORE
Croomo
CSIRO
CSIRO’s Digital Productivity Flagship
Data#3
David Macfarlane Consulting
Davidson
DDH Graham Limited
Deloitte
Department of Agriculture Fisheries
Department of Foreign Affairs and Trade
Department of Infrastructure, Local
Government and Planning
Department of Natural Resources
and Mines
Department of Science, Information
Technology and Innovation
Department of State Development
Department of the Premier Cabinet
Department of Tourism, Major Events,
Small Business Commonwealth Games
Department of Transport Main Roads
Dexus Property Group
DMA Partners
Domino’s
Economic Development Queensland
Ecotech
Eden Ritchie Recruitment
Emporium Hotel
Energex Limited
Environmental Resource Management
EPICURE at Brisbane City Hall
Ergon Energy
ERM Power
Ernst Young
Esri Australia
Fairfax Media
Ffrench Connection
First Solar
Four Points by Sheraton Brisbane
Fragomen
Fugro ROAMES
Gambaro Hotel
GBST
GHD
GIS People
Grant Thornton
Graystone
Griffith University
Halfbrick Studios
Haystack
Healthy Waterways
Hear and Say Centre
Herbert Smith Freehills
Hines Management
Hopgood Ganim
Housing Industry Association Ltd
Howard Smith Wharves
HSBC Bank Australia Limited - Brisbane
Huawei
Huckleberry Australia Pty Ltd
Hudson
ICMS Australasia Pty Ltd
Independent IT professional
Independent Schools Queensland
Initiative Capital
Innovation Digital Ventures
Innovative Business Concepts
Interfinancial Ltd
International Education Services Ltd
(IES)
International Energy Centre (IEC)
Interport Cargo Services
Ipswich City Council
iQ Capital Management
ISPT
Itegran
Jacobs
James St Initiative
Jasstech Solutions
JLL

Josephmark
Just Invest
Kath Rose Associates
KDPR
King Wood Mallesons
KPMG
Laing O’Rourke
Langano Business Strategists
LehmanBrown
Leighton Properties
Lend Lease
LGAQ
Life Sciences Queensland
Liquid State
Little Tokyo 2
Macquarie
MacroPlan Dimasi
Mantle Group
McCullough Robertson Lawyers
MindHive
Minpac Modular
Minter Ellison
Mission Australia
ML Design
Monster Solutions
Museum of Brisbane
National Association of Community
Legal Centres
National Retail Association Ltd (NRA)
News Corp Australia
NICTA
Norton Rose Fulbright
Novion Property Group
Novus Urban
Office of the Lord Mayor
Office of the Queensland Chief Scientist
Onyx Property Group
Open Data Institute Queensland
Ord Minnett
Orient Group
Orient Speech Pathology
OzAccom +
PanAust
Parsons Brinckerhoff
Peabody Energy Australia
Peet
Phoenix Tours Beijing
Pine Lodge
Place Design Group Pty Ltd
PlantMiner.com.au
Populous
Port of Brisbane
Portfolio Projects
POTU Australia
Prettygreat
Primetime
Property Council of Australia
PSA Consulting
Pullman Brisbane King George Square
PWC
Qantas
QGC
QIC
Qiming Ventures
Qld Alliance for Agriculture Food
Innovation
Qld Cricket
Qmusic
Queensland Art Gallery/Gallery of
Modern Art (QAGOMA)
Queensland Ballet
Queensland Government - Department
of State Development, Infrastructure and
Planning (DSDIP)
Queensland Government - Department
of Tourism, Major Events, Small Business
the Commonwealth Games
Queensland Institute of Business and
Technology (QIBT)
Queensland International Institute (QII)
Queensland Museum Sciencentre
Queensland Performing Arts Centre
(QPAC)
Queensland Rail
Queensland Resources Council (QRC)
Queensland Symphony Orchestra
Queensland University of Technology
(QUT)
Rail Skills Australasia
Ray White
Red Hat Asia-Pacific Pty Ltd
Red Suit
Redeye Apps
Regional Development Australia
Regus Brisbane
Reload Media
RetireAustralia
Rick Antonson
River City Labs
Riverside Marine
RLMS
RNA
Robert Walters Brisbane
Rowland Pty Ltd
RPS
Santos
Sarina Russo/JCUB
Schenker Australia
Screen Queensland Pty Ltd
Senex Energy Limited
Shanghai Waigaoqiao Free Trade Zone
Shamrock Civil Engineering
Shenzhen Foundation for International
Exchange and Cooperation
SIBA
Silk Logistics Group
Singapore Airlines
Sofitel Brisbane Central
South Bank Corporation
Spike Innovations
St Joseph’s Nudgee College
St Margaret’s Anglican Girls School
St Paul’s School
St Vincent de Paul
State Government
State Library of Queensland
Stefan
Stockland
Suncorp Stadium
Supply Chain Logistics Assoc. Australia
TAFE Queensland
Tanda
Tatts
Taxi Council of Queensland
Technology One
Tencent
Tennis Australia
Terri Cooper Networking Event
The Eagle Academy
The Grattan Institute
THG Resource Strategists
Think: Education group
Three Plus
Tianjin Economic -Technological
Development Area
Tourism Events Queensland (TEQ)
Tourism Australia China
Trade and Investment Queensland (TIQ)
TransEduCom Pty Ltd
Translational Research Institute
TransLink
Triathlon Australia
Tritium
UU Recruitment
UDIA (Qld)
Uniqlo
Uniquest
United Overseas Bank Limited
University of Queensland
University of the Sunshine Coast
Urban Art Projects
Urban Futures Brisbane Board
Urbis
USQ International
Vale
Valley Chamber of Commerce
Incorporated
Vanke Group
Vidotto Group
Vincents (Accountants)
Virgin Australia
Volunteering Queensland
WG Architects
Wiley Co Pty Ltd
WorkPac Group
Workplace Edge
WorleyParsons
Xstract Mining Consultants
Yellow Cab Co
Zinc Recruitment

Compiled by the Lord Mayor’s Economic Development Steering Committee.
ACTIVATING TEAM BRISBANE TO SHAPE OUR NEW WORLD CITY
“Brisbane is brilliantly positioned
to sell to the world the things the
world needs. The world needs
education and medicine as well as
fantastic visitor and amazing cultural
experiences.”
-Professor Greg Clark,
LEADING GLOBAL URBANIST
Refer to choosebrisbane.com.au/2022plan for full report.

brisbane2022planpdf

Recommandé

Recommandé

Contenu connexe

En vedette

En vedette (10)

Similaire à brisbane2022planpdf

Similaire à brisbane2022planpdf (20)

brisbane2022planpdf