AMEC boss urges WA bureaucracy to catch up before the critical minerals boom leaves it in the dust

Speaking with characteristic frankness at the 2025 WA Environmental Regulatory Forum, Warren Pearce , CEO of AMEC (Association of Mining and Exploration Companies), set the tone not just for the day’s discussions—but for the resource sector’s expectations of government in the months ahead. His core message: Western Australia’s public sector must evolve if the state is to remain competitive in a rapidly transforming global resources economy.

“We have a re-energised state government with a clear reform agenda,” said Warren. “It’s focused on streamlining the public service and improving how departments support industry to get projects off the ground.”

Warren highlighted that the Cook Government’s third-term mandate came with sharper expectations around efficiency, responsiveness, and regulatory reform—particularly as WA positions itself to capitalise on global demand for critical minerals, hydrogen, and decarbonisation supply chains.

Supporting the Transition—Not Stalling It

Warren stressed that Western Australia must remain investment-ready as the world accelerates its push for clean energy and supply chain security. But he was also blunt about the growing mismatch between public sector capability and the complexity of today’s project landscape.

“This is a state with a proud mining history—but we’re entering new territory,” he said. “Government now has to deal with an expanding mix of technologies, industries and regulatory expectations. That’s a big challenge.”

He argued that agencies can no longer afford to work in silos or fall back on outdated systems.

“Departments need to get across new industries, new technologies, and new thinking—while still managing the expanding demands of mining and exploration. That means reform must be deep and deliberate.”

Key Policy Watchpoints: From Federal Incentives to Local Government Rates

In his afternoon address, Warren shifted to federal and legislative priorities, welcoming the continued backing of the Production Tax Incentive and early moves to shape the Critical Minerals Strategic Reserve.

“The tax incentive is now locked in. That’s vital for investor confidence—especially for juniors trying to get new projects off the ground.”

He noted the Reserve could be a powerful tool if designed properly, especially if it helps stabilise pricing and build strategic offtake partnerships.

Warren also warned of a sleeper issue brewing at the local level: local government efforts to expand rateable tenures to include miscellaneous licences—something he called a “serious threat” to project economics.

“We’re staring down the barrel of a $40 million-a-year rate bill, with councils seeking to backdate charges five years. That’s not sustainable, and it’s certainly not equitable.”

Heritage Reform: “It’s Time to Get Back to Normal”

But it was Aboriginal heritage legislation that Warren called the number one issue for AMEC in 2025.

“We’ve received a personal assurance from the Premier that a formal review of the Aboriginal Cultural Heritage Act will happen—and happen soon.”

He said the industry’s frustration wasn’t just with the complexity of the legislation, but with its unpredictable costs and lack of clarity in process.

“We need to get back to some normalcy—normalcy in how heritage is assessed, and normalcy in how it’s costed. Right now, the system is simply unworkable for explorers.”

Warren was careful to emphasise that AMEC supports respectful engagement with Traditional Owners and fair heritage processes. But he also warned that uncertainty and escalating costs are deterring investment and undermining early-stage exploration.

A Role for AMEC—and Industry

Warren made it clear that AMEC would continue pressing for faster, smarter approvals and more transparent policy settings. But he also encouraged industry to stay engaged, informed, and proactive.

“We’re in the halls of Parliament and government offices every day—but we need our members in the room too. Reform only works if industry shows up and shapes it.”

He praised the commitment shown by departmental leaders and acknowledged the shift underway across the public service.

“We’ve got good people in government—and they’re listening. But they can’t do it alone. This is a moment to work together.”

Final Word: Match Reform With Execution

Warren closed with a note of urgency: reforms are being introduced, but success will be defined by their execution.

“Now that the elections are behind us, it’s time to get back to business. The opportunity is there—but we need to move fast and get it right.”