Home' Future Building: The Australian Infrastructure Review : Volume 3 Number 2 Contents futurebuilding 21
Volume 3 Number 2
Sir Rod Eddington AO
SIR ROD EDDINGTON AO
Rod Eddington is non-executive Chairman (Aust
& NZ) of J.P. Morgan, Chairman of Infrastructure
Australia and non-executive Chairman of Lion.
Educated as an engineer at the UWA and then
Oxford University as Western Australia's 1974 Rhodes
Scholar, Sir Rod's career began in transport and
aviation and he went on to become CEO of Cathay
Paci c, Ansett Airlines and British Airways, before
retiring in late 2005 and returning to Australia.
In 2005, Sir Rod was awarded a Knighthood by
the British Government for service to civil aviation,
and in 2012, an Of cer of the Order of Australia (AO)
for service to business and commerce.
In addition to maintaining non-executive
directorships with News Corporation, CLP (China
Light & Power) Holdings and John Swire & Sons,
Sir Rod also serves as Chairman of Victorian Major
Events Company and President of the Australia Japan
Business Cooperation Committee.
public services. Like every other western industrial
nation, we won't sustainably live within our means
with unreformed public services and out-of-date
We know it's dif cult.
But the central goal for government must be the
delivery of the best possible services at the best value
The reforms I've outlined are not all immediately
possible; they will be very dif cult, but they are
In the immediate term, new projects will have to
be funded through the sale of existing assets, through
public sector borrowing, through tolls and through
the engagement of the private sector.
In the medium term, a mixture of new revenue
and expense measures will be needed to provide a
pool of funding to advance well-considered, well-
The development of rational markets in transport,
utilities and public services must be the central focus.
What Australia is missing in all of this is a uniting
national context within which to undertake reforms.
The experience of the NCP shows that a burning
platform is required to drive consensus about change.
I would argue that that burning platform exists,
because governments, business and the community
are in agreement about the need for better
The roles of formal institutions, like Infrastructure
Australia, the Productivity Commission and the
National Water Commission, and the important
contributions of bodies like Infrastructure Partnerships
Australia, are all substantial in doing the heavy lifting
to articulate the case for change.
But formal institutions can only inform the public
debate. Only Australia's governments can drive and
lead these kinds of changes.
What is needed is a formal process to examine
the rationale and requirement for change, and to
provide a uniting national process to identify, assess,
experiment and implement the transformational
changes that will allow Australia to better its
I'm sure that the Partnerships conference will
deliver clear recommendations about the sorts of
changes we need; and that its proceedings will help
us to ignite the national reform debate.
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