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GOLDFIELDS-ESPERANCE DEVELOPMENT COMMISSION ANNUAL REPORT 2025-26

www.gedc.wa.gov.au

ACKNOWLEDGEMENT OF COUNTRY The Goldfields-Esperance Development Commission acknowledges the traditional custodians throughout the Goldfields-Esperance region and their continuing connection to the land, waters and community. We pay our respects to members of Aboriginal communities and their cultures, and to Elders both past and present.

Artwork by Rose Mitchell at Judumul Cultural Hub

WELCOME TO OUR REGION For thousands of years, Aboriginal and Torres Strait Islander peoples have welcomed visitors to their Country as part of their cultural practices. A Welcome, which gives permission to visitors to be on their Country, is delivered through spoken language, song, dance, and at times a smoking ceremony. Adopting the practice of a Welcome to Country by Traditional Owners or custodians of the land, or an Acknowledgement of Country by non-Aboriginal people, demonstrates our recognition and our commitment to culturally safe and inclusive ways of working. As a continuation of GEDC’s commitment to our reconciliation journey, we have our Acknowledgement to Country currently translated into ten of the 17 Aboriginal languages of our region. We thank the Goldfields Aboriginal Language Centre and the language custodians for their contribution to this resource. Locations of languages are approximate and may not be based on traditional locations.

TJUPAN

GEDC-tula yurrulykula yilta ngaarla parnajanu. Goldfields-Esperance region mantangkaya nyinanyi kapi, ngurra, parnaya kanyinyi. Respect-pala nintilku yiltajanalarti, Tjukurrpala janampa respect-amulku. Elderstila respect nintilku, elders kuwarrija, elders-jaya yanu wantingu nganananya.

MARTU WANGKA

Ngurra lampaju kulinyila Nga Goldfields-pa kamu Esperance-pa Development Commission-lu kulinyi ngurra waljajarra pararra Goldfieldspakamu Esperance wana nyuntutinyi kurnu parna kapi kamu ngurra walja. Ngayutinyipa kuntala kanyininyi parlparriku Martuku ngurra kamu kuruwarri kamu jilpi tuju juljujarnu kamu yungunku.

NGAANYATJARR A

Goldfields-Esperance Development Commission ninti ngurra kanyilpa Kawutjarra-ngurra. GEDC ninti purlkanya manta lipi, kapi puru ngurra. Pirni kurnta yanangu, yanangu pirni-lu ngurra walykumunu kanyinma puru lurrtjurring. Pirn-lu kurtarriwa ngayuku kutjurlping katja puru ngula puru kuwarring katja.

NGALIA

Goldfields-Esperance Development Commission ruukulilku Wangkatja pini Malpa, Anang tjuta ngurrara Goldfields-Esperance regiontjanu. Tjanalu tirtu kanyira parnaku, kapiku, ngurraku, tjanalu kuturtu kurti kanyira. Goldfields-Esperance Development Commission kuntawiya kulilku, nyakula, pukurlpa piniku kuwarri nyinarra, pukurlpa nyalpa piniku tiwa nyinangu. Palunya.

WANGKATJA

Yintaanku parna. Goldfields-Esperance Development Commission yintaa Yarnangu Goldfields-Esperance-ngku tjanaku tirtu kanyila parna, kapi ka ngurra. Ngalipaku kulila Yarnangu ka tjanaku Tjukurrpa; ka nalpa pirni wanka ka ngalpa pirniku warrkanu.

PITJANTJATJARR A Perth

Wirrurl kanyilpai ngurra ka palu jana lintinyi. Anangu tjutaku kanima ngurra wirruku munu kapi, ngurra. Anangu tjuta wirru ngurra kanyilpai ka tjilpi tjuta irriti tjana pukalpa nyinapai.

NGADJU NOONGAR

Goldfields-Kepa Kurl djandjoo koorliny. Birdiya kaditjidjiny Noongar Moort boolarang Goldfields – Kepa Kurl boodjar wer baalabang ngadiny dandjoo yoodaniny Boodjar Kep wer Moort. Ngalak kadidjiny ngalang kootadjinong boola Moort-ak Ngalak kadidjiny ngalang koota-djinong boola moort-ak.

MADUWONGGA

Ruukulinu Ngurra Nangana The Goldfields-Esperance Development Commission ruukulinu ngurra kapi nangana nurraku, nurrapirni ngurra yungkarra nyinannyinangku mirrirringku nurra jirtu tawarra nyinannyinan. Ngalipaka The Goldfields-Esperance Development Commission pukurlpa wangkatjapirni jirtu yamatjirrin nyalpapirni, kaparlipirni tana kuwarri nyinan, tana pawurtu.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ WELCOME

Ngadjungarra ngurra nguntu wamurti. Goldfields-Esperance Development Commission-nya ngadjungarra nguntu tartinyirri matayi wamurti pana katajala Goldfields-Esperance region mathulu tjukurrpa munjanguu pana, kapi and mathalu. Ngadjungarra nguntu tartiny matayi pana, tartiny ngaringin matayi yungarnkin matayi.

CUNDEELEE WANGKA

Parna-lipitja Kulira Watjarni. Kawultjarra-ngurra Itjaparantja Tjanala Tjungungku Atatjurra-kulira Kanyintjakitja- nyinapayi, Kamitjantu panyangku Kamitjantu palya watjarni, wati minyma tjukurrpa kanyilpayinya tjananya, panya Kawultjarra-ngurra, Itjaparantala tjanala rawanguru nyinanyinara; parna, ngurra, kapimpa rawa nyina-nyinatja tjananya. Nganarna Kamitjantu, Arnanguku ngurrarra winki palya watjarni kaltja kurlu; munu Yirna-tjurta, irrititja-mpa kuwarritja kurlu-kurlu. 3

WELCOME TO THE GOLDFIELDS-ESPERANCE DEVELOPMENT COMMISSION ANNUAL REPORT 2025-26 This Annual Report has been prepared by the GEDC and submitted to the Parliament of Western Australia as a summary of the past year’s performance. It outlines the GEDC’s strategic priorities and performance indicators, helping stakeholders and the community understand the decisions supporting economic outcomes across the Goldfields-Esperance region. Ensuring our Annual Report is transparent and accurate is important to us. To share feedback or to request a printed copy of the report, please contact us by telephone (08) 9080 5000 or send us an email: info@gedc.wa.gov.au.

WELCOME // Annual Report 2025-26 Goldfields-Esperance Development Commission

STATEMENT OF COMPLIANCE For the year ended 30 June 2026

The Hon Stephen Dawson MLC

The Hon David Michael MLA

In accordance with Section 63 of the Financial Management Act 2006, we hereby submit for your information and presentation to Parliament the Annual Report of the Goldfields-Esperance Development Commission for the financial year ended 30 June 2026.

• • • • • •

Minister for Regional Development

The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006. The Goldfields-Esperance Development Commission is established under the Regional Development Commissions Act 1993. In the performance of our functions, we comply with all relevant laws and key legislation impacting on our operations including, but not limited to: • • • • • • •

Regional Development Commissions Act 1993 Auditor General Act 2006 Disability Services Act 1993 Equal Opportunity Act 1984 Financial Management Act 2006 Freedom of Information Act 1992 Industrial Relations Act 1979

Minister for Goldfields-Esperance

Minimum Conditions of Employment Act 1993 Public Sector Management Act 1994 Salaries and Allowances Act 1975 State Records Act 2000 Procurement Act 2020 Work Health and Safety Act 2020

At the date of signing, we are not aware of any circumstances which would render the particulars in this statement misleading or inaccurate.

Terrence Winner Chairperson August 2026

Kris Starcevich Chief Executive Officer August 2026

CONTENTS Acknowledgement of Country

Welcome to our Annual Report

Statement of Compliance

3.0

Agency Performance

3.1 Strategic Priorities

4.0 Disclosures and Legal Compliance

4.1 Report on Operations 4.2 Independent Auditor’s Report

Message from the Chair

4.3 Certified Financial Statements

Message from the CEO

4.5 Key Performance Indicators

1.0

About the Region

4.7 Other Financial Disclosures

2.0

Overview of Agency

4.9 Other Legal Requirements

2.1 Regional Development Portfolio 2.2 About GEDC 2.3 Organisational Structure 2.4 GEDC Board 2.5 Our Staff

4.4 Summary of Agency Effectiveness and Efficiency 4.6 Ministerial Directives 4.8 Governance Disclosures 4.10 Government Policy Requirements

5.0 Appendices

108

5.1 Regional Investment 5.2 Commonly Used Acronyms

2.6 Performance Management Framework

WELCOME // Annual Report 2025-26 Goldfields-Esperance Development Commission

The Goldfields-Esperance region is geographically, economically and culturally diverse with significant opportunities across a range of dynamic industry sectors.

MESSAGE FROM THE CHAIR

The region plays a significant global role in gold production, critical minerals and rare earths. We are not immune to the geo-political challenges arising internationally, whether from economic shifts or pressure on vital resources. However, the people of the GoldfieldsEsperance region respond with solutions, creativity and an undeniable sense of initiative and innovation. The GEDC continues to support and deliver key projects that ensure our region is well placed to unlock opportunities and respond to the unique needs of our communities.

Strategic Leadership and Regional Collaboration We have continued to collaborate with community leaders to drive investment in infrastructure, support growth in emerging sectors and identify key initiatives. The GEDC has focused on delivering locally led projects, that matter on the ground. We continue on a clear path forward, guided by the updated WA Regional Development Framework (February 2026), working across the following themes:

I am pleased to present the GoldfieldsEsperance Development Commission’s (GEDC) Annual Report for the 2025-26 financial year. This year marked an exciting chapter in regional development, as it is over 12 months since the establishment of dedicated Regional Ministers. The Honourable David Michael MLA was appointed to our region to work together with the Honourable Stephen Dawson MLC, Minister for Regional Development. We have witnessed first-hand that the Goldfields-Esperance region has a strengthened voice within Government, for the issues impacting our region. The Goldfields-Esperance region continues to display the traits that make us unique – resilience to challenges, innovation, economic diversity and resourcefulness.

•

Jobs

•

Housing

• • • •

Health

Community

Environment

Infrastructure and Services

Our collaborative efforts with local Governments, industry stakeholders and community organisations have been instrumental in advancing these priorities. Our strong relationships within State Government enables us to influence positive outcomes across various portfolios. Celebrating Excellence in Reporting We were honoured to receive the Gold Award at the WA Lonnie Awards for our 2024-25 Annual Report for the second year running. While awards are not the goal, recognition of GEDC’s transparency, accountability and excellence in public sector communication reaffirms the value of sharing our story with purpose and clarity.

Acknowledging Our Team and Board Our achievements are a testament to the dedication and expertise of the entire GEDC team, led by CEO Kris Starcevich, whose leadership and deep regional insight drives our impact. The team’s commitment to excellence, innovation and collaboration continues to drive our success. I also extend my gratitude to my fellow Board members Tim Carmody, Jaimen Hudson, Sarsha Lander and Katrina Stubbs for their strategic insights and unwavering support. Our collective efforts ensure the Commission remains responsive to the evolving needs of our region. I would also like to acknowledge outgoing Board member Tracey Rathbone. Joining the GEDC Board in early 2022, Tracey’s dedication to the community was evident through her tireless advocacy for the region’s development. Throughout her tenure she displayed unwavering professionalism and dedication as Deputy Chairperson and Chair of the Risk Management and Audit Committee and was an integral part of the GEDC Board. With regional migration in Western Australia experiencing a significant boost, our state is leading national trends in people moving from capital cities to regional areas. This is driven by a desire for lifestyle changes, job opportunities and more affordable housing. In order to adapt to and welcome rising populations, pressures on water demand, housing demand and supply chain issues become challenging. Though with challenge, comes opportunity. Clean energy, innovation across mining, agriculture, transport and construction provide exciting prospects for the future of our region. I invite you to explore the full Annual Report to gain insights into our initiatives and impact over the past year, as we continue to work hard on delivering priorities outlined in our Strategic Plan for the year ahead.

Terrence Winner, Chairperson August 2026

WELCOME // Annual Report 2025-26 Goldfields-Esperance Development Commission

MESSAGE FROM THE CEO

This year, the GEDC has not only supported proactive local initiatives, we have been the driving force in connecting the dots between Government, community and industry to focus collective efforts on the big issues like water security, energy demand, freight and transport logistics. Projects such as: • •

•

The Goldfields-Esperance regional economy remains anchored by the strength of the mining industry, the region’s dominant employer and a key driver of prosperity. Our economic diversity includes a strong agricultural sector, manufacturing and logistics and a growing regional visitor economy. Growing strong regional communities requires investment in enabling infrastructure, which is vital to making them great places to live now and into the future. Spanning more than a third of the state, our region faces varied challenges driven by climate, industry pressures caused by global uncertainties and geographical distance, making long-term planning and collaboration increasingly important.

aspirations has been a focus of the past 12 months. In light of a renewed WA Regional Development Framework, the GEDC’s Strategic Plan will undergo a review, ensuring the Commission is positioned for growth and is enabled to capture emerging opportunities.

The Regional Drought Resilience Planning Program, delivering a coordinated plan that will build drought resilience through water security.

The Kalgoorlie Rail Realignment Project including the completion of a regional freight demand and supply chain analysis and delivery of a robust business case to support the progression of this strategic regional project.

We remain committed to delivering our key projects and signature programs, like the Regional Economic Development Grants and Local Content Program, with locally led projects a significant component of the State Government’s investment into the region.

The PoweringWA Goldfields Regional Network, point to opportunities to strengthen resilience and connectivity across this diverse energy system and increase energy supply and reliability to Kalgoorlie.

I want to extend my sincere thanks to our Board for their leadership and insight, and to our staff for their continued support, expertise and commitment to the GoldfieldsEsperance region. Lastly, I wish to thank the many industry partners, Government colleagues, community champions and Traditional Owner groups who continue to support and drive growth in the Goldfields-Esperance region.

The Outback Way Inter-agency Working Group focused on “Beyond Road” matters associated with the sealing of the Great Central Road; an example of how the GEDC identifies impacts and opportunities via strong connections to key players in order to drive tangible outcomes.

The future looks bright for regional WA, with the Goldfields-Esperance region poised for transformation through a mix of targeted infrastructure investment, economic diversification, and community-focused planning. The Goldfields-Esperance region is expected to build on its strengths in mining and logistics, exploring opportunities in renewable energy production, export, and advanced manufacturing, and pursuing tourism, arts and culture initiatives.

. Kris Starcevich, Chief Executive Officer August 2026

Collaboration remains our most important asset. The GEDC has a key role in building and enhancing localised, regionally relevant knowledge and relationships and empowering community decision making. This is particularly important in regional development, where community needs are the foundation for future planning. Our engagement with Traditional Owners across the region to support their economic empowerment

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ WELCOME

1.0 ABOUT THE REGION 58,646*

People call our region home

36 years

Median age

GIBSON DESERT

SHIRE OF NGAANYATJARRAKU

SHIRE OF WILUNA

Warburton

Wiluna Great Central Road

GREAT VICTORIA DESERT

Leinster

SHIRE OF LEONORA

The largest in WA, our region covers an expansive land area of over 950,000km2. That equates to over 148 Perth Metropolitan Areas!

SHIRE OF LAVERTON

Laverton

Leonora

SHIRE OF MENZIES

Menzies Coolgardie

CITY OF KALGOORLIE-BOULDER

Kambalda

Trans-Australia Railway

SHIRE OF DUNDAS

Norseman

NULLARBOR PLAIN

Scaddan Munglinup

Grass Patch SHIRE OF

ESPERANCE

Esperance

Hopetoun

SHIRE OF RAVENSTHORPE

Archipelago of the Recherche

Eucla

9.2%

Aboriginal and/ or Torres Strait Islander

Population per Local Government Area Coolgardie 3,878 Dundas 735 Esperance 14,663 Kalgoorlie-Boulder 31,268 Laverton 1,441 Leonora 1,724 Menzies 578 Ngaanyatjarraku 1,483 Ravensthorpe 2,309 Wiluna 567 Esperance

Great Australian Bight

Salmon Gums

Ravensthorpe

Tjuntjuntjara

Kalgoorlie-Boulder

SHIRE OF COOLGARDIE

The Goldfields-Esperance region is located in the south-eastern corner of Western Australia.

Indigenous languages and dialects

14,663 people

SOUTHERN OCEAN

Road Rail Airport / Airstrip Port Great Western Woodlands

Kalgoorlie-Bouder

31,268 people

Sources: REMPLAN 2021, *2025 ABS Estimated Resident Population

REGIONAL SNAPSHOT // Annual Report 2025-26 Goldfields-Esperance Development Commission

AREA KILOMETRES PER LOCAL GOVERNMENT Coolgardie

30,298km²

Dundas

92,886km²

Esperance

Kalgoorlie-Boulder Laverton

44,798km² 95,500km²

179,994km²

Leonora

31,915km²

Menzies

Ngaanyatjarraku Ravensthorpe

124,115km² 159,816km² 9,842km²

Wiluna

181,297km²

TOP 10 INDUSTRY Sectors by Economic Output ($m) $27 billion

Mining

$4.4 billion

Manufacturing Construction

Rental, Hiring and Real Estate

$1.1 billion

Agriculture, Forestry and Fishing

$900 million

Electricity, Gas, Water and Waste

$530 million

Transport, Postal and Warehousing Public Administration and Safety

Healthcare and Social Assistance Education and Training Goldfields-Esperance Development Commission Annual Report 2025-26 \\ REGIONAL SNAPSHOT

$1.6 billion

$850 million $520 million $490 million $380 million

Source: Small Area Labour Markets (SALM). (2025 release 1 data)

THE SUPER PIT Kalgoorlie-Boulder is home to the Super Pit, one of the world’s largest open-cut mines. It produces 800,000 ounces of gold a year and is so vast, it is visible from space. The dump trucks that haul ore operate 24/7, featuring tyres that weigh five tonnes each and take two people, 45 minutes to change.

PORT OF ESPERANCE

LAKE BALLARD

The Port of Esperance is the deepest port in southern Australia. Its deepest component, Berth 3, features a dredged depth of 19.6 metres. This allows the port to accommodate massive cape-size vessels up to 200,000 tonnes.

Located in Menzies, Lake Ballard is home to a massive outdoor art installation by renowned British sculptor Antony Gormley. It features 51 steel sculptures scattered across a salt lake.

OUTBACK WAY

ESPERANCE STONEHENGE Esperance features an exact replica of England’s Stonehenge, made from 137 stones of local Esperance pink granite. It is perfectly aligned to the summer and winter solstices.

TWO UP Kalgoorlie-Boulder is home to the only legally sanctioned year-round two-up location in Western Australia. This traditional Australian gambling game is housed in a unique rustic shed in a bushland setting.

The Outback Way is a 2,720-kilometre route spanning from Laverton in Western Australia, through Alice Springs in the Northern Territory, to Winton in Queensland. It is affectionately known as Australia’s Longest Shortcut because it provides the most direct cross-country path through the heart of the outback.

REGIONAL SNAPSHOT // Annual Report 2025-26 Goldfields-Esperance Development Commission

ROBUST MINING AND RESOURCES The region is one of the most significant mining areas in Australia, producing commodities including gold, nickel, copper, lithium, iron ore, rare earths and critical minerals. The mining sector contributes $27 billion in regional economic output. Manufacturing is fast becoming a big contender, contributing over $4 billion in economic output.

STRONG AGRICULTURAL SECTOR

ECONOMIC PROFILE $40.23 billion

$251,767

$391,689

Economic Output

Per Capita Gross Regional Product

Per Worker Gross Regional Product

3.5%

37,696

$5 million +

Unemployment Rate

Jobs in the Region

REDs Funding Across 8 Rounds

2.2%

2.8%

Kalgoorlie-Boulder Unemployment Rates*

Esperance Unemployment Rates*

The southern region has a strong agricultural sector primarily broadacre crops, with livestock, fisheries and forestry activities. The Port of Esperance is a strategic asset and an important economic enabler for the Goldfields-Esperance region, connecting regional industries to global markets. The deepest port across southern WA and the only regional port in the state to have a container crane, it facilitates important trade in iron ore, grain, fertilizer, spodumene, copper concentrate, nickel, woodchips and fuel.

ABUNDANT NATURAL RESOURCES The Goldfields-Esperance region has a wealth of solar, wind and natural resources to support the low carbon energy transition in WA and deposits of critical minerals and rare earths required for emerging technology.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ REGIONAL SNAPSHOT

In comparison to 4.1% WA average 4.5% national Average

Source: REMPLAN 2026 and Department of Employment and Workplace Relations (DEWR), Small Area Labour Markets (SALM). (2025 release 1 data), Labour Force, Australian Bureau of Statistics April 2026, *2025 average rate. Jobs Skills Australia Labour Market Dashboard July 2025 release

WHAT OUR CLIENTS HAVE TO SAY ABOUT THE GEDC

Representation and advocacy for the region Trait valued most by respondents

To understand how the GEDC is performing, we invite our stakeholders to participate in our annual independent Client Survey.

84.3%

This survey provides insights into the effectiveness, timeliness and quality of service provided and measures whether we are making a positive contribution to the economic development of the region. This year’s survey was conducted by Perth Market Research, with a total of 135 surveys being completed. We thank our stakeholders for taking the time to complete the survey for 2025-26.

agreed that the GEDC makes a positive contribution to economic development in the region.

The team have the local knowledge - the boots on the ground accessible, supportive, encouraging and having a local team we can meet with and discuss projects and proposals and get advice.

88% of respondents rated the service provided by GEDC staff as 4 out of 5 or higher (on a scale of 1 to 5 averaged over 5 indicators).

The highest level for service awareness was for Regional Economic Development (RED) Grants through the GEDC (77.8%) followed by: • advocating for and promoting the region • providing sponsorship support for events and programs; and • supporting community development.

good balance of bringing people along, creating space for perspectives to be shared, understood and engaged with, while still maintaining project momentum and delivering outcomes.

The highest level of service use was for

facilitating partnerships and co-ordination between agencies, business, industry and organisations (meetings, workshops, projects) (39.3%). This was followed by: • supporting organisations with project proposals, business case development and grant applications • provision of data and statistics about the region; and • information on what’s happening in the region.

REGIONAL SNAPSHOT // Annual Report 2025-26 Goldfields-Esperance Development Commission

SIGNIFICANT ISSUES IMPACTING THE AGENCY WATER SECURITY An increase in extreme weather events across the region includes a reduction in rainfall in southern areas and increased extreme heat in central and northern areas. While this presents a number of challenges, it also presents opportunities. The GEDC has been working closely with local Government and regional stakeholders to deliver water security solutions in the Goldfields-Esperance region. This has been achieved through a coordinated plan to deliver water security solutions in the Goldfields-Esperance Regional Drought Resilience Plan. This Plan builds on work undertaken by the region for the region and puts forward future focused and practical actions that will increase the region’s preparedness for drought conditions and enable the region to respond proactively to a range of future climate scenarios. The Plan is supported by an assessment of the key drought vulnerabilities across the region.

WORKFORCE ATTRACTION Regionally, businesses and organisations continue to be impacted by low unemployment rates and barriers to attracting skilled workers, including housing availability and the regional cost of living. These factors, combined with a competitive jobs market, have made regional recruitment challenging for many organisations, particularly those in the not-for-profit and care sectors. Although skilled migration schemes have provided a viable option for some organisations to address workforce shortages, issues regarding key worker accommodation remain.

CYBERSECURITY DIGITAL TRANSFORMATION As a rapidly growing and evolving space, meeting compliance requirements and minimising risk needs ongoing monitoring and resourcing. Whilst this presents a challenge for small agencies, GEDC has undertaken a number of steps to address increasing requirements, including enhanced cybersecurity measures and additional staff training.

HOUSING Housing availability and affordability continue to influence the region’s economic growth, affecting the ability of businesses and services to attract and retain workers. Improving access to suitable housing will also support community liveability and is a key priority of the State Government.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ REGIONAL SNAPSHOT

2.0 OVERVIEW OF AGENCY OUR VISION

OUR PURPOSE

That the Goldfields-Esperance region is economically and culturally diverse with vibrant communities and a prosperous future.

To facilitate economic and social development in the region.

OUR VALUES The GEDC is a values-driven agency that promotes a positive and collaborative working environment within our team, within Government and with our stakeholders.

Excellence

Integrity

Collaboration

Impact

In all that we do, inspiring a culture of innovation, continuous improvement and leadership within the agency. With a responsive approach, and a solid focus on outcomes, we deliver excellence in our portfolio.

Acting with integrity and accountability, making ethical and informed decisions, consistent with State Government objectives. This is demonstrated through excellence in our governance and performance of the agency.

We care about the work we do and the people we work with. We engage respectfully with stakeholders, to connect and collaborate, to understand complex and diverse issues and perspectives, and to facilitate initiatives and investment in the region.

We take a proactive, timely, and adaptable approach to economic development, promoting initiatives that bring about meaningful change within Government, industry, and regional communities, making a positive difference for the region and the State.

REGIONAL SNAPSHOT // Annual Report 2025-26 Goldfields-Esperance Development Commission

2.1 REGIONAL DEVELOPMENT PORTFOLIO Regional Development Portfolio

The State Government’s Regional Development Portfolio (the Portfolio) comprises the following agencies that work together to develop and implement regional development activity across the State: •

Western Australian Regional Development Trust (the Trust);

•

Nine Regional Development Commissions (RDCs) including the GEDC;

•

• •

Regional Development Framework

A strong, inclusive and sustainable WA - where vibrant regional communities provide great places to live, quality jobs and access to essential services for all. Regional development ensures local priorities inform State decision making. State Government priorities are focussed on:

Regional Development Council (RDCo);

Department of Primary Industries and Regional Development (DPIRD); and

Western Australian Regional Development Alliance (WARDA).

The Portfolio creates the link between Government priorities, industry, and regional representation by championing regional economies and being an advocate for the regions across and beyond Government. The Portfolio works to develop strong and effective relationships across Government, industry and community to achieve positive regional development outcomes.

Jobs

Housing

2. 4. 5. 6.

Health

Community

Environment

Infrastructure and Services

The Framework sets the strategic direction for regional development in WA, connecting State Government priorities with regional communities and operates in alignment with key State Government plans.

Western Australian Regional Development Trust

Minister for Regional Development

Department of Primary Industries and Regional Development

Regional Development Council

Nine Regional Ministers

Nine Regional Development Commissions

Western Australian Regional Development Alliance

2.2 ABOUT GEDC Enabling Legislation

The Goldfields-Esperance Development Commission, established under the Regional Development Commissions Act 1993 (Act), is listed as a statutory authority on Schedule 1 of the Financial Management Act 2006 and subject to the provisions of the Public Sector Management Act 1994. The GEDC is one of nine Regional Development Commissions, established to fulfil and serve their unique region of Western Australia, and to achieve specific objectives defined in the Act:

FUNCTIONS OF ACT

OBJECTIVES OF ACT The GEDC is one of nine Regional Development Commissions, established to fulfil and serve their unique region of Western Australia, and to achieve specific objectives defined in the Act:

For the purpose of achieving the objectives, the GEDC is to do the following:

•

Promote the Goldfields-Esperance region;

•

Cooperate with representatives of industry and commerce, employer and employee organisations, education and training institutions and other sections of the community within the region;

• • • •

•

Maximising job creation and improving career opportunities in the region;

Developing and broadening the economic base of the region; Identifying infrastructure services to promote economic and social development within the region; Providing information and advice to promote business development within the region;

Seeking to ensure that the general standard of Government services and access to those services in the region is comparable to that which applies in the metropolitan area; and

Taking steps to encourage, promote, facilitate and monitor economic development in the region.

•

• • •

Facilitate co-ordination with relevant statutory bodies and State Government agencies;

Identify the opportunities for investment in the region and encourage that investment;

Identify the infrastructure needs of the region, and encourage the provision of that infrastructure in the region; and Cooperate with:

departments of the Public Service of the State and the Commonwealth, and other agencies, instrumentalities and statutory bodies of the State and the Commonwealth;

and Local Governments, in order to promote equitable delivery of services within the region.

Changes in written law

Responsible Minister

The Commission is responsible to the Minister for Regional Development. The Minister has the power to direct the GEDC either generally or with respect to a particular matter, on the exercise and performance of its powers, functions and duties under the Act. The GEDC works closely with the Minister for the GoldfieldsEsperance region, in liaison with the Minister for Regional Development.

Governance

The GEDC is governed by a Board of seven people, including six regional representatives from local Government, community and Ministerial nomination, and the CEO, who is a member of the Board by virtue of office. Through a Service Level Agreement (SLA), the Department of Primary Industries and Regional Development provides the GEDC with resources to fulfil its functions under the Act and is the employing agency for the staff assigned to the GEDC under section 29 of the Act. Members of the Board and staff are regionally based and contribute specialised skills, experience and local knowledge that benefits the Commission and the region.

Our Strategic Priorities

The GEDC Strategic Plan 2025-27 sets out key initiatives and strategies to drive economic and social development for the region. The Strategic Plan has five priority areas for the GEDC, these are: • Regional Liveability • Economic Development, Diversification and Innovation • Climate Resilience and Low Carbon Transition • Aboriginal Empowerment and Prosperity; and • Organisational Excellence In light of a refreshed focus in the WA Regional Framework in February 2026, the GEDC Strategic Plan will be reviewed next financial year to ensure continuous alignment. Further information on our Strategic Priorities can be found on page 27.

There were no changes in any written law that affected the Agency during the reporting period. 18

OVERVIEW OF AGENCY // Annual Report 2025-26 Goldfields-Esperance Development Commission

2.3 ORGANISATIONAL STRUCTURE The GEDC comprises a Board of Management (including the CEO) and 13 employees. The GEDC receives financial management services through a CFO appointed by the Department of Primary Industries and Regional Development (DPIRD) and reporting to the GEDC CEO.

Principal Regional Development Officer

Regional Development Officer

GEDC Board Director Regional Development Minister for Regional Development

Minister for Goldfields Esperance

Executive Officer Senior Regional Development Officer

Regional Development Officer Executive Officer

Chief Executive Officer Director Regional Development

Senior Regional Development Officer

Regional Development Officer

Local Content Adviser

Communications Adviser

Executive Officer

Chief Financial Officer (DPIRD)

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ OVERVIEW OF AGENCY

2.4 GEDC BOARD The Board is the governing body of the GEDC and holds six meetings annually.

Terrence Winner

Jaimen Hudson

Katrina Stubbs

Sarsha Lander

Timothy Carmody

Kris Starcevich

Chairperson

Board Member

GEDC Director Regional Development Regan Brewer, with GEDC Board members in Wiluna, August 2025

Board members are appointed by the Minister for Regional Development with appointments approved through Cabinet. Meetings are held throughout the region to enable members to be accessible to local stakeholders, which provides valuable insight into the challenges and opportunities facing the region and priorities for regional development. In 2025-26 the Board undertook a number of Board meetings with Local Government Authorities including the Shires of Wiluna, Coolgardie and Menzies. The Risk Management and Audit Committee (RMAC) is a sub-committee established by the Board and meets three times a year. It is required to manage the risk register and implement actions to identify and mitigate new and changing risks to the agency and Government. The RMAC also oversees an effective internal audit function under Section 53 of the Financial Management Act 2006. 20

Board Member

GEDC CEO

OVERVIEW OF AGENCY // Annual Report 2025-26 Goldfields-Esperance Development Commission

Terrence Winner, Chairperson

Appointment: Community Representative Term: 1 Oct 2020 - 30 Jun 2026

Terrence was appointed to the GEDC Board in 2020, bringing with him 15+ years of experience as a CEO within the not-for-profit sector.

Terrence holds qualifications across management, strategic leadership, business, community development, marketing, training, youth and disability services and has excellent insight into regional challenges and opportunities, given he was born and raised in the Goldfields. Terrence is very active within the Goldfields-Esperance community, holding several key roles, including Deputy Mayor with the City of Kalgoorlie-Boulder, CEO of the Goldfields Individual and Family Support Association Inc., and Chair of the Kalgoorlie-Boulder Visitors Centre. Terrence was named the 2009 WA Young Person of the Year, is a previous winner of the State Leadership and Innovation Award at the Western Australian Regional Achievement and Community Awards and has won a Mayoral Award from the City of Kalgoorlie-Boulder.

Jaimen Hudson, Board Member

Appointment: Ministerial Representative Term: 1 Jan 2022 - 31 Dec 2026 Jaimen is an Esperance-based business owner and internationally renowned photographer and videographer. He has extensive tourism and creative industries experience, operating several marine and land-based tour businesses as well as holiday accommodation in the Goldfields/Esperance region. After becoming a quadriplegic following an accident, Jaimen developed an interest in drone photography and videography and now has his own business as a photographer and videographer, specialising in coastal and marine wildlife. In 2021, Jaimen starred in a documentary called Jaimen Hudson: From Sky to Sea.

Timothy Carmody, Board Member

Appointment: Local Government Representative Term: 1 Jan 2022 - 31 Dec 2025 (on rolling-term at the time of this report)

Tim has been a Councillor at the Shire of Wiluna since 2019, occupying the role of Deputy Shire President position from 2023-2025.

He is an agricultural business owner with operations in Cascade, Esperance and Wiluna. He has 30 years’ experience working in the industrial minerals sector and managing mine sites in Australia, Zimbabwe and China.

Tim was raised in a farming family based in Kulin and has been engaged in the agricultural sector throughout his life.

Katrina Stubbs, Board Member

Appointment: Community Representative Term: 7 Aug 2023 - 30 Jun 2026

A Wongutha and Yamatji woman born and raised in the Goldfields, Katrina worked in the mining industry for a number of years before establishing the Kalgoorlie-based business Kai Rho Contracting with her sister in 2013. Whilst still at school, Katrina learned bookkeeping skills from her mother at the age of 16 – skills which became the foundation for her career in Finance. She has a Diploma of Management and Diploma in HR Management from Curtin University, Kalgoorlie. Now as the Chief Financial Officer for their business, Katrina manages her commitments to work, her family and community. She is passionate about building opportunities in her community and uses her skills as Treasurer for three local organisations: the Kurrawang Aboriginal Christian Community, People’s Church Kalgoorlie and the Goldfields Aboriginal Business Chamber. Katrina’s husband works alongside her and they have two children.

Sarsha Lander, Board Member

Appointment: Community Representative Term: 7 Aug 2023 - 30 Jun 2026

Since calling the Goldfields home in 2010, Sarsha has developed a strong passion for community and making a meaningful difference in the lives of others. With over 15 years’ experience in the social services sector, she has worked across mental health and drug and alcohol services before transitioning into the disability sector as Regional Operations Manager with Empowering People in Communities Inc (EPIC). Sarsha has built a solid foundation of qualifications in leadership, management, mental health, and governance. She is also the founder and chairperson of Golden Community Mile Inc, reflecting her ongoing commitment to strengthening community connection and support across the region.

Kris Starcevich, GEDC CEO

Kris joined the Commission in 2014 and was appointed Chief Executive Officer in 2018. His extensive experience working in regional Western Australia in both the public and private sectors ensures Kris offers a holistic approach to regional development. Born and raised in Esperance, Kris began his career in secondary teaching in the Pilbara where he spent 10 years working and living in several Pilbara communities. During this time Kris diversified his skills in the mining industry, working on site and as a community relations practitioner for Rio Tinto.

Kris prides himself on his ability to work closely with local stakeholders and across all levels of Government to understand complex regional issues and drive positive social and economic outcomes for the GoldfieldsEsperance region.

Retiring Board Member Tracey Rathbone, Deputy Chairperson Appointment: Community Representative

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ OVERVIEW OF AGENCY

2.5 OUR STAFF The GEDC staff live and work in the region, holding a wide variety of skills, experience and professional qualifications.

OVERVIEW OF AGENCY // Annual Report 2025-26 Goldfields-Esperance Development Commission

Rose Riley

Jude Daley

Michaela Hendry

Key Focus Areas: • Leadership and performance • Strategic initiatives • Regional planning and development • Industrial land, residential land and housing • Infrastructure • Major projects • Strategy and policy • Low carbon economy

Key Focus Areas: • Regional supply and tender opportunities • Business and industry engagement • State Government procurement policy • Inter-agency procurement engagement • Local participation plans • Referrals to business advisory services

Key Focus Areas: • Data analysis • Research and publications • Events and communications • Project support • Stakeholder engagement

Director Regional Development

Regan Brewer

Director Regional Development

Key Focus Areas: • Leadership and performance • Corporate management • Human resources • Investment management • Grant governance • Community and industry development • Stakeholder engagement

Sarah Fletcher

Principal Regional Development Officer

Key Focus Areas: • Kalgoorlie Rail Realignment Project • Infrastructure and Freight • Industry development • Workforce development • Strategy and policy • Stakeholder engagement

Haidee Vandenberghe

Senior Regional Development Officer

Key Focus Areas: • Regional Drought Resilience Planning Program • Tertiary education • Climate resilience and low carbon economy • Workforce development • Early childhood education and care sector initiatives

Local Content Adviser

Marta Perona

Senior Regional Development Officer

Key Focus Areas: • Regional Economic Development (RED) Grants • Investment management (large and small contracts) • Community development • Northern Goldfields projects • Stakeholder engagement • Arts and Culture initiatives

Danielle Foster

Communications Adviser Key Focus Areas: • Content development • Editorial advice • Campaign development • Public relations • Stakeholder engagement

Sophie Willsher

Regional Development Officer

Key Focus Areas: • Goldfields-Esperance Regional Drought Resilience Plan • Outback Way – Beyond Road initiatives • Creative industry initiatives • Tourism initiatives • Community development • Stakeholder engagement

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ OVERVIEW OF AGENCY

Regional Development Officer

Gary Bonney

Regional Development Officer

Key Focus Areas: • Aboriginal empowerment and engagement • Aboriginal business development • Creative industries development • Film industry development – film friendly • Stakeholder engagement

Karen Theaker Executive Officer

Key Focus Areas: • Executive management for CEO and Board • Governance and Ministerial support • Stakeholder liaison • Facilitation of regional meetings and events

Rachel Witheridge Executive Officer

Key Focus Areas: • Corporate and financial management • Administering and reporting for Risk Management and Audit Committee • Internal audit • Cyber and digital security • Project and event support • Procurement

Other contributing staff throughout the year Michele Campbell - Small Grants Management Aylah Reeves - Administration Assistant

Pamela Sherlock - Regional Development Officer

2.6 PERFORMANCE MANAGEMENT FRAMEWORK Outcomes Based Management Framework

The State Government uses an Outcomes Based Management Framework to measure the effectiveness of the GEDC in meeting Government goals, desired outcomes and key performance indicators.

RELATIONSHIP TO GOVERNMENT GOALS The Goldfields-Esperance Development Commission delivers the Regional Development service to increase investment, attract and retain population and grow the economy of the Goldfields-Esperance region. WA Jobs Plan Diversifying the Western Australian economy, creating local jobs for the future.

Safe, Strong and Fair Communities Supporting our local regional communities to thrive.

DESIRED OUTCOME Encourage and promote opportunities to increase investment and attract and retain population, growing the economy of the Goldfields-Esperance region.

SERVICE • •

Provide strategic advice to Government on regional priorities and opportunities; Facilitate collaboration between Government, industry, Aboriginal organisations, local Governments and community stakeholders;

• •

Coordinate and support regional development initiatives and investment opportunities; and Administering and supporting programs that contribute to economic diversification, regional resilience and community wellbeing.

KEY PERFORMANCE INDICATORS GEDC has two performance indicators – an effectiveness and an efficiency indicator. These indicators measure the GEDC’s performance against Government goals, desired outcomes and service frameworks. Key Effectiveness Indicator The GEDC makes a positive contribution to the economic development of the region.

Key Efficiency Indicator The average cost per hour to provide a regional development service for the 2025-26 financial year.

Shared Responsibilities

The GEDC shares responsibility for achieving its Government goals and outcomes with the Regional Development Portfolio agencies and by working with Government departments to promote economic development and sustainable regional communities. 24

OVERVIEW OF AGENCY // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ OVERVIEW OF AGENCY

3.0 AGENCY PERFORMANCE To ensure alignment with Government goals, desired outcomes and key performance indicators, the GEDC implements a Strategic Plan.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

3.1 OUR STRATEGIC PRIORITIES Our Strategic Plan 2025-27 identifies five strategic initiatives, underpinned by key priorities to guide the agencies’ operations.

REGIONAL LIVEABILITY

ECONOMIC DEVELOPMENT, DIVERSIFICATION AND INNOVATION

CLIMATE RESILIENCE AND LOW CARBON TRANSITION

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ABORIGINAL EMPOWERMENT AND PROSPERITY

ORGANISATIONAL EXCELLENCE

3.1.1 REGIONAL LIVEABLITY

ENHANCE LIVEABILITY IN THE REGION The GEDC is committed to strengthening regional communities and enhancing liveability by supporting development of economic and social infrastructure and access to services.

With a strong understanding of the diverse needs and challenges faced across the region, the GEDC is well placed to advocate for locally informed, innovative solutions that make a genuine difference to communities across our region.

Image: The Kalgoorlie City Centre project, a major upgrade of the Kalgoorlie CBD, received $8 million in State Government funding. 28

Artwork by Rose Mitchell at Judumul Cultural Hub

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ENHANCE LIVEABILITY IN THE REGION

STRATEGY

HOW WE ACHIEVED THIS •

L1: Advocate for service levels in regions to be equitable with the metropolitan area.

•

• •

L2: Support the delivery of infrastructure, facilities and services that enhance regional and remote living and underpin economic growth.

•

Executive staff attended District Leadership Group (DLG) meetings to provide regional insight into decision making for the group which brings together regional leaders from across Government and community services. GEDC Chair Terrence Winner was the independent chair of the DLG until 2025. GEDC staff attended regular meetings of the Goldfields-Esperance District Emergency Management Committee to contribute a holistic approach to emergency response, particularly in remote and isolated parts of the region. Advocated toward improved regional services delivery with contributions to the: • Infrastructure Australia Infrastructure Priority List • DPLH Goldfields-Esperance Regional Planning Strategy • Infrastructure WA Regional infrastructure and Services Framework and • Infrastructure Priority List - WA Input – 2026 Facilitated discussions and actions on regional road and infrastructure matters through the Goldfields Voluntary Regional Organisation of Councils (GVROC). Administered a State Government election commitment to the City of Kalgoorlie-Boulder to deliver the Kalgoorlie-Boulder Youth Precinct at Kingsbury Park, the largest youth-focused recreation space in the Goldfields. The project features a refurbished skate park, asphalt pump track, adventure towers, parkour equipment and multi-sports courts. The fully completed $6.5 million precinct was officially opened by Hon David Michael MLA, Minister for Goldfields-Esperance and is proving popular with local families. Provided Esperance based organisation Escare with a $7,000 grant to deliver professional development workshops on neurodiversity for local Esperance and Hopetoun/Ravensthorpe Early Childhood Education and Care educators. The workshops were well attended, with 21 educators attending in Esperance and 10 in Hopetoun. Supported the delivery of Full Circle Therapies new purpose-built therapy centre for children, made possible through a $2.76 million State Government election commitment. GEDC administered the election commitment and was responsible for partnering with Full Circle Therapies to deliver the project. A big win for Goldfields’ families, reducing distance and accessibility hurdles for allied health services. Provided funding to the Shire of Wiluna through the REDs Grant Program, toward the new Wiluna Caravan Park, enabling travellers to stay and explore Wiluna. The Minister for Goldfields-Esperance, Hon David Michael MLA joined the community for the opening in August 2025.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ENHANCE LIVEABILITY IN THE REGION

STRATEGY

HOW WE ACHIEVED THIS •

L3: Promote the region by facilitating initiatives that attract investment and increase regional population and visitation.

• •

L4: Collaborate with Government and regional stakeholders to create place-based responses for communities experiencing gaps in infrastructure and services.

• •

Participated in the Shire of Ravensthorpe Tourism Advisory Group (TAG); a community-led advisory committee focussed on community priorities and the development of the local tourism industry. Through the TAG, GEDC is supporting the Shire to focus on premium nature-based tourism offerings and aims to position the Fitzgerald Coast as a destination for adventure, biodiversity and connection to untouched wilderness. Sponsored the Kalgoorlie-Boulder Chamber of Commerce and Industry #SoKal Workforce Attraction Initiative, highlighting Kalgoorlie-Boulder as a place where people can build rewarding careers, enjoy vibrant lifestyles and a strong sense of community. Sponsored the Well Seasoned event at the Cannery Arts Centre; a celebration of changing seasons, human connection to nature and collaboration within regional communities. This Esperance based project brought people together through live music and art. Facilitated a feasibility study for a Regional University Study Hub (RUSH) to be established in Esperance. This included a survey which received 240 responses, with 63% being school aged students; providing a strong argument for investment into tertiary education in the region. Provided written submissions through the Western Australian Regional Development Alliance (WARDA) for Regional Australia Institute’s InterGovernmental Shared Inquiry Program, the GEDC funded by State and Australian Government. GEDC contributed to future research topics as well as review of the 2025-26 papers Regional Productivity and Place Based Solutions and Regional Population Planning. Targeting industry areas aligning with the State Government’s Our priorities for Government 20252029, contributed to the development of a Workforce Strategy for WA with submissions through WARDA and direct to DTWD. Collaboration with the Office of Multicultural Interests (OMI) to create awareness and connection between OMI and the regional CALD community to elevate local interests. Promoted opportunities for services, including Harmony Week co-design, consultation on the proposed WA Multicultural Act, and connection to the Rural Regional Remote (RRR) Women’s Network. Contributed towards the Goldfields-Esperance Regional Planning Strategy prepared by Department of Planning, Land and Heritage (DPLH) on behalf of the WA Planning Commission. This document is one of a suite of nine Regional Planning Strategies. Sponsored local and emerging artists to participate in the Spirt of Kepa Kurl Southern Exposure Exhibition in Perth, with professional development opportunities delivered by FORM to build capability and networks for locally based creatives.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ENHANCE LIVEABILITY IN THE REGION

FULL CIRCLE THERAPIES’ MASON’S HOUSE NOW OPEN Goldfields families now have greater access to allied healthcare with Mason’s House, a purpose-built paediatric therapy centre. The centre is home to Full Circle Therapies Inc, a not-for-profit community organisation providing much needed therapy services to Goldfields’ families for children with Autism Spectrum Disorder.

By having a purpose-built space designed for therapy and early intervention, Full Circle Therapies can continue to grow its support for the community and help more local kids access the care they need, closer to home. The new paediatric facility includes multi-functional therapy and meeting spaces, a specialised sensory and acoustic room, dedicated client services area and family-friendly outdoor therapy spaces. The project was supported by $2.8 million in State Government funding through a 2021 election commitment, administered through the GEDC in partnership with DPIRD. The GEDC worked closely with Full Circle Therapies throughout the project, supporting the business case development and successful project delivery. Full Circle Therapies engaged a local construction company who utilised local suppliers and trades, further capturing local benefits from the project. Established in 2010 by local community members, the organisation is run by a voluntary board. The centre continued to grow with additional demountable buildings and the construction of the Lotterywest Therapy Garden in 2020, though increased demand on services necessitated a remodel. In 2023, the Goldfields had the second longest wait time in regional WA for speech pathology and the longest for occupational therapy. With a waitlist of 40 children, there was compelling evidence that Kalgoorlie-Boulder and the wider Goldfields community required a purpose-built therapy centre for children with special needs. The delivery of Mason’s House enables families of children with special needs to stay in Kalgoorlie-Boulder instead of having to leave the region to access care. The project has more than doubled the capacity of the centre, with provision of services increased to 130 clients.

Image: Full Circle Therapies’ Mason’s House Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

Image: Full Circle Therapies’ Team Members

ENHANCE LIVEABILITY IN THE REGION

FUTURE PROOFING HOPETOUN The GEDC supported the Shire of Ravensthorpe with funding to undertake master planning for the Hopetoun coastal strip.

From Culham Inlet to Two Mile, the Shire has a dedicated focus on the Hopetoun Foreshore Precinct, with opportunities from visitor facilities, commercial attractions and trail town networks to connect foreshore and marine infrastructure. A review and assessment of the Hopetoun coastal strip supports the Shire’s economic diversification strategy and contributes to the growing RavensthorpeHopetoun-Fitzgerald nature-based destination brand. The development of town trails to connect the foreshore with urban and natural spaces, strengthens visitation to the Fitzgerald Biosphere and National Parks. Value adding aims to extend visitor stays in the district and leverage anchor events such as the Ravensthorpe Wildflower Show. The masterplan also considers provision of improved visitor access to key coastal locations and enhanced marine infrastructure, to capitalise on the South Coast Marine Park, promoting eco-tourism opportunities for local small business. The master planning process involves extensive community consultation, to prioritise suitable proposals that will deliver the optimum community and economic outcomes for the Shire and the region. The masterplan will provide pathways for economic growth and diversification in the Shire of Ravensthorpe, where a longterm vision for a more stable and diverse economy is realised. There have been a number of complementary activities to support tourism diversification, including development of a tourism group, review of the trails strategy and investigating new uses for existing infrastructure, identified by the Shire of Ravensthorpe and the Fitzgerald Business Network.

Image: Ravensthorpe Wildflower Show

The work undertaken by GEDC with the Shire, complements the State Government’s National Park Tourism Experiences Development Program (NPTED) to grow sustainable, nature-based tourism in WA National Parks. In June 2026, the State Government announced a preferred proponent for the development of a new luxury accommodation offering at Hammersley Inlet Reserve, which will bolster the Shire’s nature-based tourism offering.

Image: Hopetoun Foreshore 32

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

3.1.2 ECONOMIC DEVELOPMENT, DIVERSIFICATION AND INNOVATION

A SUSTAINABLE AND VIBRANT REGIONAL ECONOMY The GEDC’s focus is on diversifying the region’s industries and developing a more complex economy to maintain and foster prosperity, minimise the impact of market shocks and global disruptions, and foster sustainable economic development.

Artwork by Rose Mitchell at Judumul Cultural Hub 34

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ECONOMIC DEVELOPMENT, DIVERSIFICATION AND INNOVATION

STRATEGY

HOW WE ACHIEVED THIS • •

• •

E1: Facilitate investment to attract and retain people, jobs and skills in the region.

• • • • • • •

E2: Optimise the benefits and outcomes of industry development for regional communities.

• •

Six projects across the Goldfields-Esperance region were awarded funding through the Regional Economic Development (RED) Grants Program, collectively receiving a total of $635,000 as part of Round 8 (2025-26). Partnered with the Esperance Chamber of Commerce and Industry (ECCI) to deliver Converge, a business and industry forum, connecting Esperance based agricultural operators, retail owners and tourism entrepreneurs with industry expertise, practical insights and genuine networking opportunities. The forum drew an audience of approximately 250 professionals, business owners, and industry leaders. Planning for the next annual forum in September 2026 is underway. Hosted a Meet the Buyer event in Kalgoorlie-Boulder, where local suppliers attended a procurement session to consider and explore upcoming major project opportunities with a range of State Government agencies and the City of Kalgoorlie-Boulder. Supported applicants for the State Government’s Local Capability Fund with ten Goldfields-Esperance businesses being successful in their grant applications, valued at over $228,000. Collaborated with Kalgoorlie-Boulder Chamber of Commerce and Industry (KBCCI) and City of Kalgoorlie-Boulder to deliver a workshop educating people on local procurement and tender opportunities. Collaborated with Australian Industry Group to run an Advanced Manufacturing Workshop on practical pathways to diversify into new markets. The workshop was attended by 20 business owners and leaders. Provided advice to business and industry leaders on regional matters impacting funding and investment, supporting them to navigate Government processes and requirements. Hosted investment meetings with project proponents interested in developing in the region, while providing regional intelligence, inter-agency liaison and referrals, and community engagement support. Responded to multiple direct and diverse requests from proponents seeking to invest, expand operations or undertake other activities within the Goldfields-Esperance region. Provided regional intelligence to assist client interests, including regional investment, business support and workforce models. Responded to the Participation Policy Survey for the Department of Training and Workforce Development (DTWD) Skills Strategy and Reform Team for learners experiencing disadvantage. Delivered the Goldfields-Esperance Regional Freight Study as part of a suite of documents prepared to inform the Kalgoorlie Rail Realignment Project (KRRP) Business Case. A bespoke GoldfieldsEsperance Regional Freight Model was developed to address identified information gaps. Provided a submission to Department of Energy and Economic Diversification (formerly JTSI) on the Kalgoorlie Nickel Goongarrie Hub, Area Resources in responses to a request via a ‘Consultation on Lead Agency Service assessment’ as part of the WA Government’s Lead Agency Framework (LAF) Program.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ECONOMIC DEVELOPMENT, DIVERSIFICATION AND INNOVATION

STRATEGY

HOW WE ACHIEVED THIS

•

E3: Provide leadership and local knowledge on strategic, regional and local planning for industrial, commercial and residential development.

• • • •

• E4: Influence Government policy to enable diversification, business development, innovation and regional investment.

•

Led the KRRP, supported by a twelve-member Steering Committee of local, State and Australian Government agencies. Funded with $2 million through the National Partnership Agreement Framework and $500,000 from the State Government’s Leverage Fund, the KRRP responds to a freight task projected to double over the next 25 years. This is driven by growth in goods movement across WA and increased resources production in the Goldfields-Esperance region. A Business Case has been delivered that demonstrates a comprehensive examination of the value and rationale for rail realignment and new Inter Modal Terminal options for Kalgoorlie-Boulder. To progress the KRRP, the GEDC is seeking advice through a formal process of Government. Supported Lotterywest workshops in Kalgoorlie-Boulder and Esperance which offered practical guidance on preparing funding applications and information on current funding opportunities. CEO presented at KBCCI’s What’s Down the Track Forum, attended by over 200 industry leaders and Government agencies. GEDC hosted an information booth providing key networking opportunities. CEO took part in a panel with Southern Ports and ECCI at an Esperance Business After Hours event discussing challenges, opportunities and sustainable growth. CEO supported Minister for Goldfields-Esperance, Hon David Michael MLA at the WA Major Project Conference. The Minister highlighted the significant work underway across regional WA, with a strong focus on the Goldfields-Esperance region. The focus included major investment in mineral production and exploration, housing, infrastructure, water security and clean energy projects. Continued to support the development of a regional action plan, as part of a broader Regional Freight Strategy by the Department of Transport and Major Infrastructure (DTMI). Partnered with the KBCCI, the ECCI, Goldfields Aboriginal Business Chamber (GABC) and Fitzgerald Business Network (FBN) to deliver the Goldfields-Esperance Showcase at Parliament House. The event brought together parliamentarians and local businesses to exhibit some of the extraordinary businesses in the region. The event showed that businesses in the Goldfields-Esperance region continue to play a vital role in Western Australia’s economy.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ECONOMIC DEVELOPMENT, DIVERSIFICATION AND INNOVATION

ADVANCED MANUFACTURING: A GROWING SECTOR FOR THE GOLDFIELDS The Goldfields-Esperance region is home to a growing manufacturing and service industry that exceeds expectations when it comes to innovation and agility. Regional businesses are driving technology and innovation outcomes and are perfectly positioned to capitalise on emerging opportunities.

Kalgoorlie-Boulder hosts several highly sophisticated manufacturers, who have honed their skills servicing the mining industry. Businesses are already delivering advanced machining, fabrication, CNC machinery, automation and robotics. The opportunity to diversify into new markets and to export products globally is increasing. Regional businesses are highly innovative and have the capability to capitalise on the State Government’s policy focus on local manufacturing set out in the Made in WA Plan.

Manufacturing and Renewable Energy Through wind farms integrated into mining and town-scale microgrids, the region already has a growing renewables sector. There is currently 105 MW of operational wind capacity in the region, with a further 458 MW planned or under development, with the potential to significantly increase wind capacity. Recent research by Advanced Manufacturing Growth Centre into wind energy manufacturing and servicing opportunities, found the region is well placed to capitalise on the push into new energy solutions. The Local Content Adviser has been actively seeking tender opportunities for local suppliers in renewables contracts and for the State Government’s large scale Vanadium Battery System to be built in Kalgoorlie-Boulder. Advanced manufacturing is at the heart of a cross section of industries servicing mining, renewable energy, agriculture providing innovative solutions for the building and construction industry, energy and agriculture.

Manufacturing in Construction Based in the Goldfields, Westralia Homes has recently introduced ‘waffle pod’ technology, which replaces polystyrene foam with recycled cardboard to form foundations for residential slab construction. The business was able to embark on this innovative technology due to successful REDs Grant funding increasing capacity and turnaround while improving environmental outcomes. Interest to learn more in this space is evident, as a number of industry leaders and business owners attended an Advanced Manufacturing Workshop in Kalgoorlie-Boulder run by the GEDC, to gain insight into practical planning frameworks for regional manufacturers. The scope, capability and maturity of local businesses in the manufacturing space is evolving and has significant potential. Creating over $4 billion in output to the region, the manufacturing sector is fast becoming a key economic driver and the GEDC has been playing a supporting role to connect and leverage Goldfields businesses.

ECONOMIC DEVELOPMENT, DIVERSIFICATION AND INNOVATION

REGIONAL ECONOMIC DEVELOPMENT (RED) GRANTS PROGRAM Six projects across the Goldfields-Esperance region were awarded funding through the Regional Economic Development (RED) Grants Program, collectively receiving a total of $635,000 as part of Round 8 (2025-26).

H and S Leeson Pty Ltd RENEWABLE ENERGY WORKSHOP AND TRAINING SPACES Leeson Electrical received a $250,000 grant to support the expansion of their operations with the creation of Silky Pear Energy. The new division is focused on renewable energy solutions for the Goldfields region, with the construction of a dedicated workshop, featuring spaces for assembly, research and development, and practical training.

Elpha Contracting Pty Ltd ROGER STREET FACILITY EXPANSION Elpha Contracting, an Esperance-based grain covering business, secured $100,000 for the expansion of its main operating facility and dedicated training area.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

Pitbull Services Pty Ltd

Goldfields Testing Laboratory Pty Ltd

KAMBALDA VEHICLE RECOVERY AND RECYCLING PROJECT

PROVIDING LOCAL RDP TESTING SERVICES

Pitbull Services received $138,000 to develop a new vehicle decommissioning facility at its existing Kambalda site. The project will enable the safe and compliant removal, dismantling, and recycling of endof-life vehicles.

Kalgoorlie-Boulder based Goldfields Testing Laboratory secured $43,000 to establish a Round Determinate Panel testing service, a specialised quality assurance test, used to verify the performance of fibre reinforced concrete.

Westralia Holdings

SEA Heavy Diesel

CONSTRUCTION INNOVATION: WAFFLE POD TECHNOLOGY

SEA HEAVY DIESEL EXPANSION

Westralia Homes, based in Kalgoorlie-Boulder, secured a $65,000 grant for equipment and machinery to introduce a new modern slab construction method using recycled cardboard pod technology.

SEA Heavy Diesel, a leading heavy vehicle service provider based in Esperance, is set to increase its operations with a new heavy vehicle service bay, securing $39,000.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

3.1.3 CLIMATE RESILIENCE AND LOW CARBON TRANSITION

ANTICIPATE AND ADAPT TO A CHANGING CLIMATE AND EMERGING ECONOMIC OPPORTUNTIES The GEDC’s focus is on supporting the region to adapt to a changing climate by supporting the low carbon economy through informing and guiding actions, aimed at achieving water security and drought resilience across the region.

Artwork by Rose Mitchell at Judumul Cultural Hub 40

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

CLIMATE RESILIENCE AND LOW CARBON TRANSITION

STRATEGY

HOW WE ACHIEVED THIS •

C1: Support low carbon and renewable energy projects in the region by fostering community engagement and leveraging local benefits •

•

C2: Position the region to optimise the transition to a low carbon economy by supporting Government and industry initiatives that lower energy consumption, pollution and emissions.

• • • •

• •

C3: Collaborate on critical place based outcomes to support local climate mitigation and adaptation actions, building resilience through planning and capacity building.

•

• •

Attended the Eastern Goldfields Power Project Forum hosted by Zenith Energy who has been contracted to deliver a renewable energy project through a joint venture with Northern Star Resources. The dual fuel thermal power station will support KCGMs expansion, representsing a major step in the decarbonisation of large, energy-intensive mining operations. Commissioning is targeted for mid2027, subject to environmental and regulatory approvals. The Local Content Adviser has identified components of the project that could be secured by local suppliers and is preparing them for upcoming tenders. Provided regional connections and insights for a DPIRD assisted, private documentary project, showcasing biodiesel transport through the region, to champion the future of sustainable farming. Partnered with the Great Southern Development Commission to host a number of workshops to identify regional constraints and opportunities that may arise for WA’s south coast as part of the lowcarbon transition. Participated in DTMI’s consultation with regional insights for the WA Hydrogen and Renewable Energy Ports, Roads and Supply Chains – Social Licence Workstream. Supported Esperance biofuel company to engage with Government and community about local biomass projects and a proposed renewable biofuel plant. Participated in Government and community engagement led by DPIRD regarding the development of the State’s Advanced Biofuel Strategy, part of the Made in WA policy initiative. Engaged with and provided connections to an industrial sustainability expert to explore opportunities in Kalgoorlie-Boulder for an Industrial Symbiosis Model. Sponsored by AMIRA Global, the work could provide pathways to environmental and economic sustainability, with the Industrial Symbiosis being successfully applied in the Kwinana Industrial Precinct. Finalised the inaugural Goldfields-Esperance Regional Drought Resilience Plan (GERDRP) that presents a coordinated approach to building water security and drought resilience for communities, industries and landscapes across the region. Commenced implementation of priority water related actions outlined in the GERDRP in collaboration with regional partners. Took part in consultation for the Early Insights for More Resilient Communities Project by the University of Canberra, Southern NSW Innovation Hub and the SW WA Drought Resilience Adoption and Innovation Hub. Provided valuable feedback and insight to ensure the pilot project will help identify early warning signs of stress during catastrophic events. Spoke on a panel at the Connected by Water Conference regarding the challenges and opportunities surrounding Goldfields’ industries and communities for water security. Continued to work closely with the Goldfields Voluntary Regional Organisation of Councils (GVROC) on advancing regionally significant issues. Key initiatives include climate alliance, water security and development of our GERDRP.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

CLIMATE RESILIENCE AND LOW CARBON TRANSITION

STRATEGY

HOW WE ACHIEVED THIS •

C4: Cooperate to facilitate the region’s economic and climate preparedness and advocate for the development of sustainable, resilient and secure infrastructure for the region.

• • • •

Continued to work with powering WA to plan for a Goldfields Regional Network (GRN), a proposed privately-owned transmission network designed to support the future energy needs of the Goldfields region. Provided written submission to the PoweringWA draft Community Benefits Guideline for Renewable Energy Projects. Participated in the Esperance Water Security Collaboration Workshop and continued to work with Government and key stakeholders to explore opportunities for enhanced regional water security and supply. Participant of the Cooperative Research Centre for the Transformation of Mining Economies (CRC TiME). Connected CRCTIME to regional stakeholders for direct engagement, projects, and events, including engagement with the Goldfields-Esperance Water Security Group to explore collaboration opportunities on innovative water projects. CRCTIME seeks to address challenges and create positive outcomes from mine closure and post mine transitions through research and collaboration.

Image: The Goldfields Water Supply Scheme

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

CLIMATE RESILIENCE AND LOW CARBON TRANSITION

GOLDFIELDS WATER SECURITY DEMANDS REGIONAL-SCALE THINKING Water scarcity, ageing infrastructure and growing demand are placing increasing pressure on water security across the Goldfields-Esperance region, prompting renewed calls for fit-for-purpose supply solutions and collaborative long-term planning.

When it comes to treating water for various operations and industries across the region, the technology already exists, and water users are more than willing to implement their own solutions. The real hurdles are volume and pricing. The State Government has announced more than $500 million investment into the Goldfields Water Supply Scheme, representing significant reinvestment into existing infrastructure. GEDC’s GERDRP highlights vulnerabilities associated with relying on a single source and pathway into the region. Local groundwater, wastewater opportunities or desalination from Esperance present opportunities, though involve extremely large capital investment because of the distances involved. The GERDRP is available to download from the GEDC website at: https:// www.gedc.wa.gov.au/our-programs/goldfields-esperance-regionaldrought-resilience-plan/

At a recent Australian Water Alliance’s (AWA) Connected by Water Conference, the GEDC brought regional water security into focus, hosting a panel session exploring water supply opportunities. . The region faces varied water security challenges driven by climate, industries and geography, making long-term planning and collaboration increasingly important. The conference brought together Government, industry and local stakeholders, to examine opportunities around wastewater reuse, groundwater optimisation, investment attraction and collaborative water planning. The panel discussed water scarcity and investment, highlighting the need for a dedicated forum focused on regional water issues. The conference provided an opportunity to bring those conversations together and explore practical pathways forward for the region. GEDC’s involvement in the discussion was also underpinned by our work producing the Goldfields-Esperance Regional Drought Resilience Plan (GERDRP), which was developed through extensive consultation across the region over the past 18 months. The process identified climate change and long-term water security as some of the most significant challenges facing the Goldfields, helping shape the themes explored during the session.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

Image: Large volumes of water utilised in rare earth processing

The GEDC is positioned to help industry prove that demand is real and sustained over time. Taking a longer-term view of the region’s economic opportunities, combined with robust demand data, would help build a strong case for future investment. First Nations’ participation is another major opportunity that needs to be part of future solutions. Any significant infrastructure project across the Goldfields would involve multiple Native Title holders and Traditional Owner groups, providing genuine partnership opportunities for future projects.

3.1.4 ABORIGINAL EMPOWERMENT AND PROSPERITY

EMPOWERMENT OF ABORIGINAL PEOPLE AND ORGANISATIONS The GEDC’s focus is on genuinely and meaningfully supporting a future in which all Aboriginal people, families and communities are empowered, and choose their futures from a secure foundation.

Image: Kai Rho Contracting - Recipients of REDs Grant ( Round 6)

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ABORIGINAL EMPOWERMENT AND PROSPERITY

STRATEGY

A1: Foster partnerships, shared decisionmaking, and engagement that supports Aboriginal-led solutions and enhanced social and economic outcomes.

HOW WE ACHIEVED THIS • • •

• •

A2: Promote Aboriginal people’s employment and business aspirations by connecting with industry opportunities and Government program support.

•

A3: Promote the growth of Aboriginal representation in local decision-making and assist with improved engagement by Government and industry.

•

Sponsored and attended the Esperance Tjaltjraak Native Title Aboriginal Corporation’s NAIDOC week events in Esperance and Eastern Goldfields First Nations Council (EGFNC) NAIDOC week program in Kalgoorlie-Boulder. Took part in the National Indigenous Business Survey for Indigenous businesses involvement in mine closures. The survey is the first of its kind and is a national activity that is seeking to understand the size, scale, and opportunities for Indigenous businesses in the mine closure sector. As a participant for the CRCTiME, GEDC has led targeted in-person and online promotion for the Aboriginal Enterprises in Mining, Energy and Exploration (AEMEE), the Centre for Social Responsibility in Mining and CRCTiME’s Indigenous Business Survey. Attended the Department of Employment and Workplace Relations (DEWR) Reconnection, Employment and Learning (REAL) Community Consultation session. The program aims to deliver support services for Aboriginal people transitioning out of prison. Assisted the Goldfields Aboriginal Community Services (GACS) Ranger Team with a range of funding options and referrals, as they look to create employment opportunities. The Northern Native Seed Industry Development Initiative has provided key connections in this space and the Rangers are now enrolled in Central Regional TAFE’s horticultural training program. Aboriginal businesses were celebrated for their hard work, innovation, and excellence at the inaugural Goldfields Aboriginal Business Chamber (GABC) Awards. Supported by the GEDC, the event shone a spotlight on the talent, leadership and entrepreneurship within the business community. The GEDC CEO presented several awards, recognising the exceptional achievements of Aboriginal entrepreneurs and business leaders across the region. Assisted a range of Aboriginal organisations and Prescribed Body Corporates (PBCs) across the region with funding strategies, advisory support and referrals to support economic empowerment. GEDC staff attended an EGFNC Forum to discuss improved engagement with Aboriginal communities in the Goldfields region. The forum highlighted widening Closing the Gap initiatives, and ways to improve outcomes for local Aboriginal people and communities. Discussions focused on Aboriginal empowerment, self-determination and locally-led and place-based solutions. In partnership with the Ngaanyatjarra Council, the GEDC prepared a Social Impact Assessment to support informed and coordinated decision‑making for ‘Beyond Road’ Impacts that may arise as a result of the sealing of the Great Central Road. As part of this work, the GEDC undertook oncountry community engagement across the Ngaanyatjarra Lands, building relationships and ensuring community priorities, concerns and aspirations were captured and meaningfully considered. The GEDC CEO in his capacity as Chair of the Outback Way Inter-agency Working Group, has ensured ongoing co-design and engagement with Traditional Owner Groups for all ‘Beyond Road’ impacts.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ABORIGINAL EMPOWERMENT AND PROSPERITY

STRATEGY

HOW WE ACHIEVED THIS •

• •

E1: Facilitate investment to attract and retain people, jobs and skills in the region.

•

Worked in partnership with Tjiwarl Aboriginal Corporation to develop an Economic Empowerment Strategy and provided recommendations to the Tijwarl Board on a number of business, economic and funding opportunities. Tjiwarl Country covers over 13,000 square kilometres of land and waters situated between Leinster and Wiluna, in the Northern Goldfields. GEDC is a signatory to the State Governments Indigenous Land Use Agreement with the Tjiwarl people. GEDC is a member of the Tjiwarl Implementation Committee. Staff travelled to Leinster in May for oncountry immersion and meetings for all working groups under the Agreement. GEDC is both a member and co-Chair of the Tjiwarl Economic Empowerment Working Group, meeting regularly to progress economic empowerment initiatives. Engaged Kaala Barna Aboriginal Consultancy to run the Aboriginal Business Leadership Initiative (ABLI) for 2026. The ABLI program is specifically designed to empower Aboriginal leaders, business owners and emerging entrepreneurs across the Goldfields-Esperance region. The program included regular workshops and ongoing one-on-one mentoring to build new skills, confidence and businesses capacity. A growing interest in culture and the arts was the focus of a Western Australian Indigenous Tourism Operators Council (WAITOC) event held in Kalgoorlie-Boulder. GEDC staff attended the event, which highlighted the vital role Aboriginal communities and businesses play in regional tourism and the importance of leveraging funding to support cultural initiatives.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ABORIGINAL EMPOWERMENT AND PROSPERITY

UNDERSTANDING SOCIAL IMPACTS OF THE OUTBACK WAY Sealing the Great Central Road, which forms part of the Outback Way, is a once‑in‑a‑generation investment that will change movement, access and interaction across remote Aboriginal communities along the route and the wider region.

Sealing the Great Central Road (GCR) will have a significant benefit to major industry, including tourism, mining, freight and logistics and support increased national supply chain resilience and unlock regional economic opportunities. The scale and longevity of the upgrade means its effects will extend well into the future, shaping how people travel, how services are accessed and delivered, and how communities connect to regional centres over time. A sealed road will bring a significant transformation to the region, introducing new ways of living and working for the remote Aboriginal communities along the GCR. Regional change will generate positive social and economic opportunities but will also present challenges and potential negative impacts on communities without adequate preparation and support to manage new road conditions and increased visitation. Supported through funding from the GEDC and Main Roads WA, and delivered in partnership with the Ngaanyatjarra Council Group, the GEDC engaged consultants Nous Group to help prepare a Social Impact Assessment (SIA). This work seeks to understand communities’ sentiments, concerns and priorities relating to the sealing of the road and provide recommendations to manage negative impacts and maximise positive social and economic outcomes for Ngaanyatjarra people. This included two on-country visits across communities along the GCR in April and June 2026 to build relationships, hear directly from individuals and inform the development of culturally appropriate and context-based responses. The SIA received input from over 90 Ngaanyatjarra people, many long-standing residents of the GCR, and key State Government agencies providing services across the corridor. The SIA recommends collaborative responses across Government and the Ngaanyatjarra Council Group, across several key themes including driver preparedness and road safety, employment opportunities through the road construction and visitor management, and the protection of Country, culture and heritage. Outcomes of the SIA will help to inform a whole-of-Government, coordinated response to managing the ‘Beyond Road’ issues and maximising the opportunities, which is being led by the Outback Way Beyond Road Inter-agency Working Group, chaired by the GEDC CEO. The GEDC’s partnership with Ngaanyatjarra Council Group to deliver the SIA has demonstrated how Government can partner effectively with the Aboriginal Community Controlled sector in a way that meaningfully supports Aboriginal people and will generate positive social and economic outcomes.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

3.1.5 ORGANISATIONAL EXCELLENCE

MANAGE RESOURCES EFFECTIVELY AND EFFICIENTLY The GEDC’s focus is on delivering the State Government objectives and maintaining our service across a large region with a broad range of stakeholders, ensuring we have modern systems, safe and fit-for-purpose assets, and a capable workforce.

Image: Esperance business Blumar Engineering, recipients of the Local Capability Fund.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ORGANISATIONAL EXCELLENCE

STRATEGY

HOW WE ACHIEVED THIS •

•

• •

•

O1: Demonstrate regional leadership, influence whole-of-Government collaboration and be a trusted source of regional intelligence.

• • • • • • • •

The GEDC, and Shires of Laverton and Ngaanyatjarraku met with the Outback Highway Development Council (OHDC) for a briefing on their Outback Way Blueprint. The Blueprint provides an interactive map of sites and information across a broad range of areas across the Outback Highway, including the Great Central Road in WA, and informs the Outback Way Action Plan, a national advocacy plan for opportunities across the trans-continental highway. GEDC CEO is the Chair of the Outback Way Inter-agency Working Group, a whole-of-Government working group, that is pro-actively working together, to develop a coordinated approach to ensuring ‘Beyond Road’ impacts are accounted for; ensuring that opportunities and benefits from sealing the GCR are maximised. The GEDC is working with key stakeholders including the OHDC and Australian Government departments to promote the national significance of the Outback Way and elevate WA’s approach, leading the consideration of ‘Beyond Road’ issues and opportunities. Engaged with the DPLH on their draft Renewable Energy Planning Code to provide consistent planning standards for renewable energy developments across Western Australia. This work, initiated by the Western Australian Planning Commission, focused on wind farms and will expand to solar, batteries and transmission infrastructure. This work links to the clean energy and emerging industries priority areas for both Regional Coordinating Committees. Chaired the Goldfields Regional Coordinating Committee and actively participated in the Esperance Regional Coordinating Committee, working with DTWD and key stakeholders to identify and progress workforce participation and training initiatives. Contributed to Regional Development Portfolio submissions to State and Commonwealth consultations on behalf of the region. Member of the Kalgoorlie-Boulder Tourism Strategy Working Group tasked with mapping implementation with key tourism stakeholders. Several of the actions have been allocated to the GEDC. Provided input into the Australian Government’s Department of Employment and Workplace Relations (DEWR) Review into the impact of the Pacific Australia Labour Mobility Scheme Deed and Guideline settings. Supported agricultural stakeholders to understand and engage with Australian and State Government on live export changes. Supported a series of community engagement workshops to inform the next stages of the Esperance Sculpture Trail. The project, funded by a $6 million Lotterywest grant, is an opportunity to share stories of the history of the region and the culture of the local community. Coordinated and organised multiple events, regional visits and delegates to showcase the region and connect local stakeholders to visiting dignitaries. Hosted His Excellency the Honourable Christopher Dawson AC APM, WA Governor, on a week-long regional tour, creating opportunities for key stakeholders and community leaders to meet with the Governor and to highlight community projects. Presented to the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP) Laos Delegation, as Laos Government officials toured Kalgoorlie-Boulder exploring potential frameworks to support and grow its’ mining sector. Produced a monthly e-news publication, circulated to 700 stakeholders. This publication highlights the work of the State Government and GEDC, as well as the Ministers for Regional Development and Goldfields-Esperance.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ORGANISATIONAL EXCELLENCE

STRATEGY

HOW WE ACHIEVED THIS •

O1: Demonstrate regional leadership, influence whole-of-Government collaboration and be a trusted source of regional intelligence.

• • •

• •

O2: Manage State Government regional investment funding and program delivery.

• • • •

•

O3: Build collaborative partnerships that contribute to an effective regional voice on regional development matters.

Produced and published weekly content for social media platforms LinkedIn, and Facebook, sharing news and information about the work of the State Government, GEDC and regional matters of interest. Managed the GEDC website as a source of information for key programs, events and statistics about the Goldfields-Esperance region. Engaged regionally based businesses to support production of specialised graphic design and communications support for reports, publications and collateral, to build local capability and supporting local content outcomes. Worked with creative businesses to deliver photography and videography assets for the GEDC, for use in promoting the region at events and in publications. This collateral is shared with other State Government agencies, providing consistent and professional visual elements of the region. Delivered the State Government’s Regional Economic Development (RED) Grants program with funding of $5.3m committed to Goldfields-Esperance projects. Commenced administration of 35 grant projects announced as part of the 2025 State Election, progressing toward grant delivery and completion. Identified and supported a range of GEDC Strategic Initiatives across the region, working closely with recipients to deliver projects and achieve outcomes for regional communities. Administered State Election Commitment grants, both large and small, assisting recipients to progress toward project completion and acquittal. Supported proponents to develop their projects and source funding for various projects to enhance economic development and diversification in the region. Continued to deliver the Local Content Program through the Local Content Adviser, identifying opportunities to connect and build the capacity of local businesses to secure State Government contracts.

GEDC CEO and staff participated in a number of stakeholder groups, including but not limited to: • Western Australia Regional Development Alliance • Northern Goldfields Working Group • KBCCI City and Regional Meetings • Goldfields and Esperance Regional Coordinating Committees • Goldfields Industrial Land Steering Committee • Goldfields District Leadership Group • Esperance Jobs Taskforce • Southern Ports User Group Meetings • South Coast Tourism Group • Esperance Tourism Committee • Kalgoorlie-Boulder Tourism Strategy Working Group • Tjiwarl Economic Empowerment Working Group

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

ORGANISATIONAL EXCELLENCE

STRATEGY

HOW WE ACHIEVED THIS •

• • •

O3: Build collaborative partnerships that contribute to an effective regional voice on regional development matters.

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•

O4: Build and retain capabilities across available resources to fulfil the functions of the agency and deliver on agreed outcomes.

• •

As a long-standing member of GVROC, the GEDC provided continued regional insight and support for key issues and opportunities affecting the nine member Shires. The GEDC worked in partnership with GVROC across a number of key priority areas including housing, infrastructure matters, water security and drought resilience. Provided input to the Western Australia Regional Development Alliance (WARDA) for the Draft WA Space Industry Action Plan. WARDA’s role is to foster cooperative effort between the RDC’s and DPIRD to encourage, promote, facilitate and monitor economic development across regional WA. Collaborated with stakeholders to ensure the WA/SA Border Sign is replaced at the Border with Main Roads working with Mirning Aboriginal Corporation and other key stakeholders to progress concept designs and interpretive signage for the project. GEDC joined other RDCs and State Government agencies at the Project Initiation meeting for Regional Development Australia Regional Population Planning and Regional Productivity projects. Attendees received an update on these key research projects while providing context on specific regional challenges for consideration. The InterGovernmental Shared Inquiry Program (ISIP) 2025-26 is a research partnership between the Australia Institute (RAI) and the Australian, State and Territory Governments. It seeks to deliver on an annual research agenda on topics of strategic importance to regional Australia. Liaised with the Department of Transport (DOT) to discuss regional specific insights contributing to freight demand and infrastructure requirements for the development of regional action plans. Corporate staff attended the Regional Development Collaboration Workshop in Perth with the eight Regional Development Commissions to share knowledge, foster relationships and attend professional development training. Partnered with National publication Business News to co-design the Goldfields-Esperance Special Feature, utilising a trusted and influential platform to showcase regional capabilities and key projects. GEDC team came together in November 2025 and June 2026 for their biannual GEDC team meeting, an opportunity for collaboration, information sharing and operational planning. Sponsored the Community Organisation Award category at the KBCCI Goldfields Business Awards and presented the award to St John Ambulance. A number of GEDC staff completed Economic Development Australia (EDA) training to become Australian Certified Economic Developers. The training program was supported by DPIRD, providing a nationally recognised certification and opportunity to learn new skills across a range of economic development topics. Staff attended professional development opportunities, building strong teams and networks. This included specialised training in Microsoft applications, training on changes to the WA planning system, cultural awareness and management training. Completed a review of GEDC’s IT environment, including hardware, software and business systems to assist with future information and communication technology procurement processes. Commenced planning for ICT procurement processes including development of a Statement of Requirements.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ORGANISATIONAL EXCELLENCE

STRATEGY

HOW WE ACHIEVED THIS •

O4: Build and retain capabilities across available resources to fulfil the functions of the agency and deliver on agreed outcomes.

• • • • •

GEDC won Gold for the second year in a row at the IPAA W.S. Lonnie Awards, recognising a high standard of Annual Reporting in the General Government Sector - Agencies with Under 100 Full Time Employees category. Successfully managed the recruitment and selection process to appoint a full cohort of permanent staff across both Kalgoorlie-Boulder and Esperance. The resourcing and capacity of the team is positively contributing to the large uptake of work undertaken in 2025-26. Attended weekly team meetings to share updates on their area of focus, share knowledge on contemporary regional and local issues, and to improve our internal communications and external engagement with stakeholders. Effectively managed the GEDC budget and funding resources, strengthening the outcomes and benefits for the Goldfields-Esperance region. Effectively managed multi-million dollar projects and contracts to deliver regional development outcomes. As the management body for the GEDC, the Board met six times across the region, to provide strategic advice, guidance and informed decision-making to the Commission: 29 August 2025: Wiluna 16 October 2025: Kalgoorlie 27 November 2025: Esperance 12 February 2026: Kalgoorlie 16 April 2026: Coolgardie 11 June 2026: Menzies

O5: Deliver excellence in governance

• •

• • • •

The Risk Management and Audit Committee met three times, providing oversight of the risk management and internal audit function with regular reporting of key outcomes to the Board. Conducted a review of the GEDC staff performance management framework, providing a clear, consistent approach to supporting individual performance, development, and values aligned behaviour. The framework integrates the Public Sector Commission Leadership Behaviours to guide conversations. Reviews have been conducted with all staff. Progressed preparation for the implementation of the new Privacy and Responsible Information Sharing (PRIS) Legislation. Information classification tools have been deployed across the Commission with staff commencing training for the next steps in the process. Commissioned an internal audit of the GEDC. Commissioned an independent survey of the GEDC’s clients, to understand perceptions of the agency and benchmark performance against KPIs for 2025-26. Liaised with the Office of Auditor General to provide timely information for an external audit of the GEDC for the 2025-26 financial year.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

ORGANISATIONAL EXCELLENCE

OUTBACK WAY INTER-AGENCY WORKING GROUP The GEDC plays a leading role in influencing whole-ofGovernment collaboration, as a trusted source of regional intelligence.

The GEDC plays a leading role in influencing whole-of-Government collaboration, as a trusted source of regional intelligence.

Working group members include the following WA Government entities:

No more so, than in the development of the Outback Way ‘Beyond Road’ Activation Plan, to address potential impacts and maximise the social and economic benefits of the construction of the Great Central Road.

• •

The Great Central Road (GCR) provides a critical east–west connection between Laverton in Western Australia and Yulara (near Uluru) in the Northern Territory through to Winton in Queensland. While the route plays an important role in regional connectivity, large sections remain unsealed, particularly the GCR, which comprises WA’s portion of the national corridor. Sealing of the GCR is planned to occur progressively through to 2032, resulting in a staged transition from a predominantly unsealed, weather‑affected route with limited access to a sealed, all‑weather public highway. As a major infrastructure project spanning multiple State, local Government and native title boundaries, the challenge to manage a collective approach is substantial. The Outback Way Inter-agency Working Group was established to identify the ‘Beyond Road’ matters that require a whole-of-Government approach to mitigate negative impacts and generate positive social and economic outcomes for communities, Aboriginal people and the State of Western Australia.

•

• • • • • • • • • • •

Goldfields-Esperance Development Commission Main Roads Western Australia Department of Transport and Major Infrastructure Department of Primary Industries and Regional Development Western Australian Police Force Department of Fire and Emergency Services Tourism WA Department of Biodiversity, Conservation and Attractions Department of Premier and Cabinet, Aboriginal Engagement and Native Title Department of Communities Department of Planning, Lands and Heritage Department of Training and Workforce Development Department of Treasury and Finance Department of Justice

The Working Group is active and engaged, meeting frequently to set and map out a clear direction forward. Led by the GEDC, the Working Group has engaged extensively with Government agencies and key external stakeholders including the four Traditional Owner Groups along the GCR (Ngaanyatjarra Council Group, Barra Parrapi Aboriginal Corporation, Yilka Talintji Aboriginal Corporation and Wangkatja Tjungula Aboriginal Corporation), the Northern Goldfields local Governments, and the Outback Highway Development Council, to understand the scope of

Image: GEDC CEO Kris Starcevich leading the Outback Way Inter-Agency Working Group and Traditional Owners in a collaborative in-person workshop

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

‘Beyond Road’ matters. These engagements included an in-person collaborative workshop between State Government agencies and Traditional Owners, and presentations from Traditional Owners, local Governments, industry experts and OHDC at regular working group meetings. The Group is working collaboratively to develop practical and tailored responses to ‘Beyond Road’ matters captured in an Activation Plan. This work aims to guide the long-term management of issues and ensure that ongoing, coordinated oversight of activation activities facilitates meaningful collaboration between Traditional Owner groups and the State Government. The Outback Inter-agency Working Group is a constructive and positive demonstration of what can be achieved together, to create beneficial outcomes for our regional communities, across vast regional distances.

Image: GEDC CEO Kris Starcevich with representatives from Main Roads and the Ngaanyatjarra Council Group during on -country consultation.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

REGIONAL EVENTS The GEDC collaborates and supports many events throughout the Goldfields-Esperance community. This helps build capacity of organisations across the region and enables the GEDC to provide information and briefings to larger groups, about the work of the State Government in the regions.

REGIONAL EVENTS

PERTH 7 August 2025

Spirit of Kepa Kurl Southern Exposure Exhibition

WILUNA

KALGOORLIE-BOULDER &

September 2025

ESPERANCE September 2025

FORM launched the Spirit of Kepa Kurl Esperance exhibition at their gallery in Claremont. The exhibition was part of the Southern Exposure series, celebrating the people, places and talent of Southern WA. With the support of the GEDC, ten Esperance artists travelled to Perth to participate in the exhibition.

Minister Visit – Opening of the Wiluna Caravan Park

ESPERANCE September 2025

Minister for Goldfields-Esperance, Hon David Michael MLA joined the community for the opening, which included a tour of the facilities and a barbecue lunch in the new camp kitchen. The project was supported by a $200,000 RED Grant facilitated by the GEDC.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

Converge Esperance Business and Industry Forum Two days of big ideas, bold connections, and local impact. Jointly hosted by the ECCI and the GEDC, Converge featured tours, trade displays and keynote speakers to highlight local business and industry trends and major projects.

Impact Cafe Planning Workshops Lotterywest and the GEDC jointly hosted two Impact Café project planning workshops in KalgoorlieBoulder and Esperance. These sessions offered practical guidance on preparing funding applications and provided information on current funding opportunities.

ESPERANCE September 2025

MINISTER DAWSON VISITS GOLDFIELDS – ESPERANCE REGION Minister Dawson conducted a tour of Esperance Port, met with Esperance Tjaltjraak Native Title Aboriginal Corporation (ETNTAC) and attended the Djilba Wildflower Festival.

KALGOORLIE-BOULDER October 2025

‘Meet the Buyer’ Event Connects Suppliers to Local Businesses A collaborative effort between GEDC, Goldfields Aboriginal Business Chamber (GABC) and KalgoorlieBoulder Chamber of Commerce and Industry (KBCCI), opening doors for local businesses to connect directly with key decision-makers and learn about current and future supply opportunities in the region.

St John WA – KalgoorlieBoulder wins Community Organisation of the Year St John WA staff from the Kalgoorlie-Boulder branch were recognised for their outstanding dedication and commitment to the community, receiving the Community Organisation of the Year Award at the KBCCI Business Awards, sponsored by the GEDC.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

REGIONAL EVENTS

ESPERANCE November 2025

KALGOORLIE-BOULDER November 2025

KALGOORLIE-BOULDER

ECCI Business After Hours

November2025

Regional Economic Develpoment Grant Projeect Unveiling The Minister for GoldfieldsEsperance, Hon David Michael MLA visited Kalgoorlie-Boulder where he met with Kai Rho Contracting for the unveiling of their new dual cab grader which received a $235,000 REDs Grant in Round 6.

The Esperance Chamber of Commerce and Industry (ECCI) and Southern Ports hosted a Business After Hours event at the Cannery Arts Centre, bringing together around 90 local business owners. GEDC CEO Kris Starcevich presented at the event, highlighting the importance of sustainable population growth supported by housing, infrastructure and local industry.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

What’s Down the Track – 25th Annual Business and Industry Forum More than 300 people attended the 25th What’s Down the Track Forum and Exhibition in Kalgoorlie-Boulder, to hear community and industry updates on emerging opportunities for the coming year. GEDC CEO Kris Starcevich shared insights into how the GEDC is working with the wider WA Government to deliver priorities across housing, water supply, infrastructure and services.

ESPERANCE January 2026

Minister Michael visits Ravensthorpe, Hopetoun and Esperance Communities

GEDC staff accompanied Minister for Goldfields-Esperance, Hon David Michael MLA during a visit to communities in Ravensthorpe, Hopetoun and Esperance.

REGIONAL EVENTS

TJUNTJUNJARA PERTH February 2026

Connected by Water Conference 2026 (AWA)

Over 50 delegates from industry, Government, service providers and research attended the Connected by Water Conference. GEDC CEO Kris Starcevich hosted a discussion on the challenges and opportunities of delivering water security for Goldfields industries and communities. Kris was joined by GEDC’s Regional Development Officer Sophie Willsher, who shared insights into future water challenges in a changing climate, drawing on recent work undertaken as part of the Goldfields-Esperance Regional Drought Resilience Plan.

April 2026

Tjuntjunjara community visit The Minister for Goldfields-Esperance, Hon David Michael MLA, along with GEDC staff, visited the Tjuntjunjara community to conduct important engagement with the community and representatives from Paupiyala Tjarutja Aboriginal Corporation (PTAC).

KALGOORLIE-BOULDER April 2026

Mason’s House Opens in Kalgoorlie – Boulder

Mason’s House, Full Circle’s new purpose-built therapy centre for children officially opened in Kalgoorlie-Boulder, made possible through a $2.76 million State Government election commitment, administered by the GEDC.

Doing better business with Government Workshop

Local business attendees at the Doing Business with Government Workshop heard from the City of Kalgoorlie-Boulder and GEDC Local Content Adviser on how to maximise local procurement opportunities.

AGENCY PERFORMANCE // Annual Report 2025-26 Goldfields-Esperance Development Commission

PERTH May 2026

NORSEMAN KALGOORLIE-BOULDER April 2026

Building Regional SkillsGoldfields Students Graduate in Style The GEDC attended the Central Regional TAFE Awards, which showcased the breadth of skills, interests and commitment of the new graduates to their study and employment aspirations. Completing their training in Kalgoorlie-Boulder, graduating students accessed courses, workplace experiences and employment across fifty different qualifications ranging from Certificate II to Diplomas.

GOLDFIELDS-ESPERANCE SHOWCASE AT PARLIAMENT HOUSE

April 2026

Governor of WA Visit – Esperance, Kalgoorlie, Norseman and Ravensthorpe His Excellency the Honourable Chris Dawson AC APM, Governor of Western Australia, visited our region, taking time to express appreciation for the dedication, resilience and community spirit of the Goldfields-Esperance communities. The Governor visited Kalgoorlie-Boulder, Norseman, Esperance and Ravensthorpe during his visit.

This event brought together parliamentarians and local businesses to promote the extraordinary businesses and leaders from our region. Supported by the GEDC and hosted by the four regional Chambers, the event showcased a range of industry sectors in the region, who continue to punch above their weight and play a vital role in WA’s economy.

The GEDC was delighted to host the Governor and showcase the ingenuity and resilience of our region.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

REGIONAL EVENTS

KALGOORLIE-BOULDER KALGOORLIE-BOULDER May 2026

Advanced Manufacturing Workshop

The GEDC Local Content Adviser collaborated with Australian Industry Group to run an Advanced Manufacturing Workshop, educating industry leaders on practical pathways to diversify into new markets.

June 2026

Aboriginal Business Leadership Initiative Graduation Local business leaders recently graduated from the Aboriginal Business Leadership Initiative, a program supporting sustainable business growth and developing skills in personal leadership.

Image: Governor Dawson attending the Esperance Surf Lifesaving Club.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ AGENCY PERFORMANCE

4.0 DISCLOSURES AND LEGAL COMPLIANCE

Report on Operations

Independent Auditor’s Report

Certified Financial Statements

Summary of Agency Effectiveness and Efficiency Indicators

Key Performance Indicators

Ministerial Directives

100

Other Financial Disclosures

100

Governance Disclosures

101

Other Legal Requirements

102

Government Policy Requirements

104

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

4.1 REPORT ON OPERATIONS Actual Results Versus Budget Targets 2026 TARGET (1) ($000)

2026 ACTUAL ($000)

VARIATION (2) ($000)

Total cost of services (expense limit) (sourced from Statement of Comprehensive Income)

4,823

3,574

1,249 (a)

Net Cost of Services (sourced from Statement of Comprehensive Income)

4,823

3,573

1,250 (a)

354

509

155

355

355 (b)

1,896

1,708

188 (c)

FINANCIAL TARGETS

Total Equity (sourced from Statement of Financial Position) Net increase / (decrease) in cash held (sourced from Statement of Cash Flows) Salary Cap

1) As specified in the Section 40 budget estimates 2) The variation is the difference between the Target and Actual for each line item (a) Total Cost of Service and Net Cost of Service are below target largely due to expenditure against the Kalgoorlie Rail Realignment Project originally anticipated to be incurred in FY2025-26 but will occur in the forward years. (b) Increase in cash is largely due to funds for strategic grants which will be spent in the forward years (c )The variance in approved salary expense below the target is due to temporary vacancies within the financial year (d)The variance in working cash limit is largely due to the timing of payments for supplies and services received in financial year 2025-26 and funds held for strategic grants which will be spent in the forward years

Working Cash Targets WORKING CASH TARGETS

2024 AGREED LIMIT ($000)

2024 TARGET (1) / ACTUAL (2) ($000)

VARIATION ($000)

Working Cash limit Budget

Working Cash limit Actual

571

479 (d)

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

4.2 INDEPENDENT AUDITOR’S REPORT

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

INDEPENDENT AUDITOR’S REPORT

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

INDEPENDENT AUDITOR’S REPORT

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

4.3 CERTIFIED FINANCIAL STATEMENTS

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

DISCLOSURES AND LEGAL COMPLIANCE Certification of Financial Statements For the financial year ended 30 June 2026 The accompanying financial statements of the Goldfields-Esperance Development Commission have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and records to present fairly the financial transactions for the financial year ended 30 June 2026 and the financial position as at 30 June 2026. At the date of signing we are not aware of any circumstances which would render the particulars included in the financial statements misleading or inaccurate.

Derryn Howes Chief Finance Officer 23 July 2026

Kris Starcevich Chief Executive Officer 23 July 2026

Terrence Winner Chair 23 July 2026

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

STATEMENT OF COMPREHENSIVE INCOME for the year ended 30 June 2026

The Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

STATEMENT OF FINANCIAL POSITION for the year ended 30 June 2026

The Statement of Financial Position should be read in conjunction with the accompanying notes.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

STATEMENT OF CHANGES IN EQUITY for the year ended 30 June 2026

The Statement of Changes in Equity should be read in conjunction with the accompanying notes.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

STATEMENT OF CASH FLOWS for the year ended 30 June 2026

The Statement of Cash Flows should be read in conjunction with the accompanying notes.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS 1.Basis of preparation

The Goldfields-Esperance Development Commission (Commission) is a WA Government entity and is controlled by the State of Western Australia, which is the ultimate parent. The Commission is a not-for-profit entity (as profit is not its principal objective).

A description of the nature of its operations and its principal activities have been included in the ‘Overview’ which does not form part of these financial statements. These annual financial statements were authorised for issue by the Accountable Authority of the Commission on 23 07 2026. Statement of compliance

The financial statements are general purpose financial statements which have been prepared in accordance with Australian Accounting Standards (AAS) – Simplified Disclosures, the Conceptual Framework, and other authoritative pronouncements issued by the Australian Accounting Standards Board as modified by Treasurer’s Instructions. Some of these pronouncements are modified to vary their application and disclosure. The Financial Management Act 2006 (the Act) and Treasurer’s Instructions, which are legislative provisions governing the preparation of financial statements for agencies, take precedence over Australian Accounting Standards Board pronouncements. Where an AASB announcement is modified and has had a significant financial effect on the reported results, details of the modification and the resulting financial effect are disclosed in the notes to the financial statements. Basis of preparation

These financial statements are presented in Australian dollars applying the accrual basis of accounting and using the historical cost convention. Certain balances will apply a different measurement basis (such as the fair value basis). Where this is the case the different measurement basis is disclosed in the associated note. All values are rounded to the nearest thousand dollars ($’000). Accounting of Goods and Services Tax (GST)

Income, expenses and assets are recognised net of the amount of goods and services tax (GST), except that the:

(a) amount of GST incurred by the Commission as a purchaser that is not recoverable from the Australian Taxation Office (ATO) is recognised as part of an asset’s cost of acquisition or as part of an item of expense; and (b) receivables and payables are stated with the amount of GST included.

Cash flows are included in the Statement of Cash Flows on a gross basis. However, the GST components of cash flows arising from investing and financing activities which are recoverable from, or payable to, the ATO are classified as operating cash flows.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 1. Basis of preparation (continued) Contributed Equity

Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities requires transfers in the nature of equity contributions, other than as a result of a restructure of administrative arrangements, as designated as contributions by owners (at the time of, or prior to, transfer) be recognised as equity contributions. Capital appropriations have been designated as contributions by owners by TI 8 - Requirement 8.1(i) and have been credited directly to Contributed Equity. Comparative information

Except when an AAS permits or requires otherwise, comparative information is presented in respect of the previous period for all amounts reported in the financial statements. AASB 1060 provides relief from presenting comparatives for Right-of-Use Asset reconciliations. Judgements and estimates

Judgements, estimates and assumptions are required to be made about financial information being presented. The significant judgements and estimates made in the preparation of these financial statements are disclosed in the notes where amounts affected by those judgements and/or estimates are disclosed. Estimates and associated assumptions are based on professional judgements derived from historical experience and various other factors that are believed to be reasonable under the circumstances. 2. Use of Our Funding

Expenses incurred in the delivery of services This section provides additional information about how the Commission’s funding is applied and the accounting policies that are relevant for an understanding of the items recognised in the financial statements. The primary expenses incurred by the Commission in achieving its objectives and the relevant notes are:

Employee benefits expenses Employee related provisions Grants and subsidies Other expenditure

Notes 2.1(a)

2.1(b)

2.2

2.3

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

2.1. (a) Employee benefits expenses 2026

Employee benefits Superannuation - defined contribution plans Total employee benefits expenses Add: AASB 16 Non-monetary benefits Total employee benefits provided

$000s 1,708 213 1,921 26

1,947

2025

$000s

1,522 165 1,687 42 1,729

2.1. (b) Employee related provisions Current

Employee benefits provisions Annual Leave Long Service Leave

Employee Benefits: include wages and salaries, accrued and paid leave entitlements and paid sick leave. Superannuation: The amount recognised in profit or loss of the Statement of Comprehensive Income comprises employer contributions paid to the GSS (concurrent contributions), the WSS, the GESBs, or other superannuation funds.

Non-Current

AASB 16 Non-monetary benefits: non-monetary employee benefits, that are employee benefits expenses, predominantly relate to the provision of vehicle and housing benefits and are measured at the cost incurred by the Commission.

Other provisions Employee on-costs Total employee related provisions

Employee benefits provisions Long Service Leave

2026

2025

$000s

11 24

9 68

2026

$000s

2025

$000s

11 70

9 78

In previous years, resources provided by Department of Primary Industries and Regional Development (DPIRD) to support the Commission in the fulfilment of its statutory functions and obligations under the Regional Development Commissions Act 1993 were recognised as a single line item in the note above. To enhance the presentation of the Commission’s operating costs, these resources are now allocated and presented by nature of expense within the Statement of Comprehensive Income and related disclosures above. See Note 3.1 for the total income recognised with respect to the provision of these resources.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 2.1. (b) Employee related provisions (continued) Provision is made for benefits accruing to employees in respect of annual leave and long service leave for services rendered up to the reporting date and recorded as an expense during the period the services are delivered. The employee related provisions and accrued salaries (Note 5.3) relate solely to the Chief Executive Officer, who is the Commission’s only employee.

Annual leave liabilities are classified as current as there is no right at the end of the reporting period to defer settlement for at least 12 months after the reporting period.

The provision for annual leave is calculated at the present value of expected payments to be made in relation to services provided by employees up to the reporting date. Long service leave liabilities are classified as current liabilities for unconditional long service leaver as the Commission does not have the right at the end of the reporting period to defer settlement of the liability for at least 12 months after the reporting period.

Pre-conditional and conditional long service leave provisions are classified as non-current liabilities because the Commission has the right to defer the settlement of the liability until the employee has completed the requisite years of service. The provision for long service leave is calculated at present value as the Commission does not expect to wholly settle the amounts within 12 months. The present value is measured taking into account the present value of expected future payments to be made in relation to services provided by employees up to the reporting date. These payments are estimated using the remuneration rate expected to apply at the time of settlement and discounted using market yields at the end of the reporting period on national government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows. Employment on-costs involve settlements of annual and long service leave liabilities which gives rise to the payment of employment on-costs including workers’ compensation insurance. The provision is the present value of expected future payments. Employment on-costs, including workers’ compensation insurance, are not employee benefits and are recognised separately as liabilities and expenses when the employment to which they relate has occurred. Employment on-costs are included as part of ‘other expenses, Note 2.3 (apart from the unwinding of the discount (finance cost)) and are not included as part of the Commission’s ‘employee benefits expense’. The related liability is included in ‘Employment on-costs provision’. 2026

Employment on cost provision

Carrying amount at start of period Additional/(reversals of) provisions recognised Carrying amount at end of period

2025

$000s

1 1

Key sources of estimation uncertainty- long service leave

Key estimates and assumptions concerning the future are based on historical experience and various other factors that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the next financial year.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS Several estimates and assumptions are used in calculating the Commission’s long service leave provision. These include expected future salary rates, discount rates, employee retention rates and expected future payments. Changes in these estimations and assumptions may impact on the carrying amount of the long service leave provision. Any gain or loss following revaluation of the present value of long service leave liabilities is recognised as employee benefits expense. 2.2. Grants and subsidies Recurrent

Other Grant Payments Local Government agencies Total grant and subsidies

2026

2025

$000s

181 5 186

62 62

Transactions in which the Agency provides goods, services, assets (or extinguishes a liability) or labour to another party without receiving approximately equal value in return are categorised as ‘Grant or subsidy expenses’. These payments or transfers are recognised at fair value at the time of the transaction and are recognised as an expense in the reporting period in which they are paid. They include transactions such as grants, subsidies, personal benefit payments made in cash to individuals, other transfer payments made to public sector agencies, local government, nongovernment schools, and community groups. 2.3 Other Expenditure 2026

Supplies and Services (a)

Board Fees Communications Professional Services Consumables Travel Insurance Licences fees and registration Lease rent and hire costs Advertising Other Total grant and subsidies

$000s 66 22 606 51 78 6 124 30 29 70 1,082

2025

$000s 87 20 1,603 49 58 10 128 26 4 48 2,033

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 2.3 Other Expenditure (continued) 2026

Accomodation expenses (a)

Rental Repairs and maintenance Utilities, rates and charges Total accommodation expenses

$000s

197 53 12 262

176 66 6 248

2026

Other expenses (a)

Audit fees Repairs and maintenance Internal audit fees

Other Total accommodation expenses

2025

$000s

35 2 14

6 -

29 80

6 12

Supplies and services expenses are recognised as an expense in the reporting period in which they are incurred. The carrying amounts of any materials held for distribution are expensed when the materials are distributed. Other operating expenses generally represent the day-to-day running costs incurred in normal operations.

(a) In previous years, resources provided by Department of Primary Industries and Regional Development (DPIRD) to support the Commission in the fulfilment of its statutory functions and obligations under the Regional Development Commissions Act 1993 were recognised as a single line item in the note above. To enhance the presentation of the Commission’s operating costs, these resources are now allocated and presented by nature of expense within the Statement of Comprehensive Income and related disclosures above. See Note 3.1 for the total income recognised with respect to the provision of these resources.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS 3. Our Funding Sources

How we obtain our funding This section provides additional information about how the Commission obtains its funding and the relevant accounting policy notes that govern the recognition and measurement of this funding. The primary income received by the Commission and the relevant notes are: 3.1. Income from State Government

2026

2025

$000s

1,731 1,731

714 714

$000s

Services received free of charge (a) Total grants and subsidies

2,014 2,014

3,185 3,185

Total income from State Government

3,745

3,899

Income received from other public sector entities during the period:

Department of Primary Industries and Regional Development - operational funding Total grants and subsidies

Resources received from other public sector entities during the period:

a) Support Services provided by Department of Primary Industries and Regional Development (DPIRD) to support the Commission in the fulfilment of its statutory functions and obligations under the Regional Development Commissions Act 1993. See Note 2.3 Other expenditure. Income from other public sector agencies is recognised as income when the Commission has satisfied its performance obligations under the funding agreement. If there are no performance obligations, income will be recognised when the Commission receives the funds. Resources received from other public sector entities are recognised as income (and assets or expenses) equivalent to the fair value of the assets, or the fair value of those services that can be reliably determined and which would have been purchased if not donated.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 4. Right-of-use assets Residential Accommodation Carrying amount at beginning of period Additions Depreciation Net carrying amount as at end of period

$000s 76 8 (30) 54

2025

Total

18 (9) 9

94 8 (39) 63

$000s

The Commission has leases for residential accommodation and vehicles. The lease contracts are typically for fixed periods of 1-5 years with an option to renew the lease after that date. Initial recognition At the commencement date of the lease, the Commission recognises right-of-use assets and a corresponding lease liability. The right-of-use assets are measured at cost comprising of: • the amount of the initial measurement of lease liability;

• any lease payments made at or before the commencement date less any lease incentives received; • any initial direct costs; and

• restoration costs, including dismantling and removing the underlying asset. The corresponding lease liabilities in relation to these right-of-use assets have been disclosed in Note 6.1. Subsequent measurement

The cost model is applied for subsequent measurement of right-of-use assets, requiring the asset to be carried at the cost less any accumulated depreciation and accumulated impairment losses and adjusted for any re-measurement of lease liability. Depreciation and impairment of right-of-use assets

Right-of-use assets are depreciated on a straight-line basis over the shorter of the lease team and the estimated useful lives of the underlying assets.

If ownership of the leased asset transfers to the Commission at the end of the lease term or the cost reflects the exercise of a purchase option, depreciation is calculated using the estimated useful life of the asset.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS 4. Right-of-use assets (continued)

Depreciation and impairment of right-of-use assets (continued) Non-financial assets, including items of infrastructure, plant and equipment, are tested for impairment whenever there is an indication that the asset may be impaired. Where there is an indication of impairment, the recoverable amount is estimated. Where the recoverable amount is less than the carrying amount, the asset is considered impaired and is written down to the recoverable amount and an impairment loss is recognised. Where an asset measured at cost and is written down to its recoverable amount, an impairment loss is recognised through profit or loss.

If there is an indication that there has been a reversal in impairment, the carrying amount shall be increased to its recoverable amount. However, this reversal should not increase the asset’s carrying amount above what would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised in prior years. 5. Other Assets and Liabilities

This section sets out those assets and liabilities that arose from the Commission’s controlled operations and includes other assets utilised for economic benefits and liabilities incurred during normal operations: Notes

Receivables

5.1

Amounts receivable for services

5.2

Payables

5.1 Receivables Trade receivables GST receivable Total current receivables Accrued salaries account (a)

Total non-current receivables

5.3 2026

$000s 12 23 35 6

2025

$000s 14 14 6

(a) Funds transferred to Treasury for the purpose of meeting the 27th pay in a financial year that generally occurs every 11 years. This account is classified as noncurrent for 10 out of 11 years. This account is classified as noncurrent except for the year before the 27th pay year.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 5.1. Receivables (continued)

Trade receivables are recognised at original invoice amount less any allowances for uncollectible amounts (i.e. impairment). The carrying amount of net trade receivables is equivalent to fair value as it is due for settlement within 30 days.

Accrued salaries account contains amounts paid into the Treasurer’s special purpose account, which since the Machinery of Government, is undertaken by the Department of Primary Industries and Regional Development. It is restricted for meeting the additional cash outflow for employee salary payments in reporting periods with 27 pay days instead of the normal 26. No interest is received on this account. 5.2. Amounts receivable for services (Holding Account) 2026

Non-current Total

2025

$000s

195

Amounts receivable for services represents the non-cash component of service appropriations. It is restricted in that it can only be used for asset replacement or payment of leave liability. Amounts receivable for services are considered not impaired (i.e. there is no expected credit loss of the Holding Account). 5.3. Payables 2026

Current

Trade payables

Accrued expenses

Accrued salaries Total current payables

2025

$000s

9 225

7 13

120

Payables are recognised at the amounts payable when the Commission becomes obliged to make future payments as a result of a purchase of assets or services. The carrying amount is equivalent to fair value, as settlement is generally within 15-20 days.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS 6. Financing

This section sets out the material balances and disclosures associated with the financing and cash flows of the Commission.

Lease liabilities

Cash and cash equivalents Capital commitments

Note 6.1

6.2

6.3

6.1. Lease liabilities Current - not later than one year

Non-current - later than one year and not later than five years Total

2026

2025

$000s

23 66

59 97

Initial measurement

At the commencement date of the lease, the Commission recognises lease liabilities measured at the present value of lease payments to be made over the lease term. The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, the Commission uses the incremental borrowing rate provided by Western Australia Treasury Corporation. Lease payments included by the Commission as part of the present value calculation of lease liability include: • fixed payments (including in-substance fixed payments), less any lease incentives receivable;

• variable lease payments that depend on an index or a rate initially measured using the index or rate as at the commencement date; • amounts expected to be payable by the lessee under residual value guarantees;

• the exercise price of purchase options (where these are reasonably certain to be exercised);

• payments for penalties for terminating a lease, where the lease term reflects the Commission exercising an option to terminate the lease;

• periods covered by extension or termination options are only included in the lease term by the Commission if the lease is reasonably certain to be extended (or not terminated). The interest on the lease liability is recognised in profit or loss over the lease term so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. Lease liabilities do not include any future changes in variable lease payments (that depend on an index or rate) until they take effect, in which case the lease liability is reassessed and adjusted against the right-of-use asset.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 6.1. Lease liabilities (Continued) Subsequent measurement

Lease liabilities are measured by increasing the carrying amount to reflect interest on the lease liabilities; reducing the carrying amount to reflect the lease payments made; and remeasuring the carrying amount at amortised cost, subject to adjustments to reflect any reassessment or lease modifications. 6.2. Cash and cash equivalents 2026

Cash and cash equivalents

Restricted cash and cash equivalents - other Total cash and cash equivalents

2025

$000s

571

24 216

571

192

For the purpose of the statement of cash flows, cash and cash equivalent (and restricted cash and cash equivalent) assets comprise cash on hand and short-term deposits with original maturities of three months or less that are readily convertible to a known amount of cash and which are subject to insignificant risk of changes in value. 6.3. Capital Commitments There are no known capital expenditure commitments, being contracted capital expenditure additional to the amounts reported in the financial statements (2025: none). 7.Financial instruments and Contingencies

Financial instruments

Contingent assets and contingent liabilities

Note 7.1

7.2

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS 7.1. Financial instruments The carrying amounts of each of the following categories of financial assets and financial liabilities at the end of the reporting period are: 2026

2025

Financial assets

$000s

Financial assets at amortised cost (a) Total financial assets

213 784

201 417

291

110

Cash and cash equivalents

Financial liabilities

Financial liabilities at amortised cost (b) Total financial assets

571

291

216

110

(a) The amount of financial assets at amortised cost excludes GST recoverable from the ATO (statutory receivable). (b) The amount of financial liabilities at amortised cost excludes GST payable to the ATO (statutory payable). 7.2. Contingent assets and contingent liabilities Contingent assets and contingent liabilities are not recognised in the statement of financial position but are disclosed and, if quantifiable, are measured at the best estimate. There were no contingent assets or contingent liabilities which would affect the Commission at the end of June 2026 (2025: none). 8. Other Disclosures

This section includes additional material disclosures required by accounting standards or other pronouncements, for the understanding of this financial report. Events occurring after the end of the reporting period Key management personnel Related party transactions Related bodies Affiliated bodies Special purpose accounts Remuneration of auditors Supplementary financial information Explanatory statement 90

Note

8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 8.1. Events occurring after the end of the reporting period

There were no events occurring after the reporting period date that impact on the financial statements. 8.2.Key management personnel

The Commission has determined key management personnel to include the members of the accountable authority, senior officers of the Commission and cabinet ministers that the Commission assists. The Commission does not incur expenditures to compensate ministers, and those disclosures may be found in the Annual Report on State Finances. The total fees, salaries, superannuation, non-monetary benefits and other benefits for members of the accountable authority and senior officers of the Commission for the reporting period are presented within the following bands: 2026

2025

1 4

1 1 4

300,001 - 350,000

200,001 - 250,000

Compensation band ($)

Compensation of members of the accountable authority 50,001 - 60,000 10,001 - 20,000 0 - 10,000

Compensation of senior officers ($) 250,001 - 300,000 150,001 - 200,000

Total compensation for members of the accountable authority and senior officers

1 -

$000s

899

988

Total compensation includes the superannuation expense incurred by the Commission in respect of senior officers.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

NOTES TO THE FINANCIAL STATEMENTS 8.3. Related party transactions

The Commission is a wholly owned and controlled entity of the State of Western Australia. Related parties of the Commission include: • all cabinet ministers and their close family members, and their controlled or jointly controlled entities; • all senior officers and their close family members, and their controlled or jointly controlled entities;

• other agencies and statutory authorities, including related bodies, that are included in the whole of government consolidated financial statements (i.e. wholly-owned public sector entities); • associates and joint ventures, of a wholly-owned public sector entity; and • the Government Employees Superannuation Board (GESB). Material transactions with other related entities

Outside of normal citizen type transactions with the Commission, there were no other related party transactions that involved key management personnel and/or their close family members and/or their controlled (or jointly controlled) entities. 8.4. Related bodies

The Commission had no related bodies during the reporting period. 8.5.Affiliated bodies

The Commission had no affiliated bodies during the reporting period. 8.6.Special purpose accounts

The Commission had no special purpose accounts during the reporting period. 8.7.Remuneration of auditors

Remuneration paid or payable to the Auditor General in respect of the audit for the current financial year is $35,000 (2025 – Nil). The Auditor General dispensed with the audit for the year ended 30 June 2025 under section 14 of the Auditor General Act 2006.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

CERTIFIED FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 8.8. Supplementary financial information (a) Write-offs

There were no write-offs during the financial year. (b) Losses through theft, defaults and other causes

There were no losses of public money and public and other property during the financial year. (c) Gift of public property

There were no gifts of public property during the financial year. 8.9. Explanatory statement The Commission is exempt from preparing an Explanatory Statement as required under TI 3 Financial Sustainability (7) – Explanatory Statement as their Total Cost of Services is below $10 million for the two most recent consecutive comparative periods.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

4.4 SUMMARY OF AGENCY EFFECTIVENESS AND EFFICIENCY INDICATORS Each year, the GEDC’s performance is measured against two key performance indicators, one effectiveness and one efficiency indicator. These indicators are established through the Government’s Outcomes Based Management Framework, prior to the commencement of the financial year, and relate to the GEDC’s prescribed Government goals, desired outcomes and service. These indicators evaluate GEDC’s performance providing a regional development service to promote economic development and sustainable regional communities.

Key Effectiveness Indicator The GEDC measures its effectiveness through an Annual Client Survey, conducted by an independent market research company. To help determine if the desired outcomes have been achieved, participants are asked to rate their satisfaction with the GEDC making a positive contribution to the economic development of the region. The indicator target and actual result, as measured through the 2025-26 Annual Client Survey, are provided below:

EFFECTIVENESS INDICATOR The GEDC makes a positive contribution to the economic development of the region.

2023 ACTUAL

2024 ACTUAL

2025 ACTUAL

2026 TARGET

2026 ACTUAL

94%

90%

85%

84%

Key Efficiency Indicator To measure the relationship between services delivered and resources used, the GEDC’s performance is also measured on the average cost per hour to promote economic development and sustainable regional communities. The efficiency target and actual result based on funding and hours worked, are as provided below:

EFFICIENCY INDICATOR Average cost per hour to promote economic development and sustainable regional communities.

2023 ACTUAL

2024 ACTUAL

2025 ACTUAL

2026 TARGET*

2026 ACTUAL

$137

$127

$209

$172

$166

Comments Total hours worked were 21% below target and total cost of services (excluding grants) was 24% below target, resulting in an average cost per hour that was 4% lower and broadly in line with expectations. This variance was primarily driven by the timing of expenditure associated with the Kalgoorlie Rail Realignment Project, with a greater proportion of project costs now expected to be incurred in future financial years, reducing actual total cost of services in the current year. This also included vacancies in the Commission, which contributed to lower than anticipated hours worked.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

4.5 KEY PERFORMANCE INDICATORS

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

4.5 KEY PERFORMANCE INDICATORS Detailed information in support of Key Performance Indicators Service Description and Relationship to Government Goals The Goldfields-Esperance Development Commission delivers the Regional Development service to increase investment, attract and retain population and grow the economy of the Goldfields-Esperance region. This service includes: • providing strategic advice to Government on regional priorities and opportunities; • facilitating collaboration between government, industry, Aboriginal organisations, local governments and community stakeholders; • coordinating and supporting regional development initiatives and investment opportunities; and • administering and supporting programs that contribute to economic diversification, regional resilience and community wellbeing. This service contributes to the Commission’s Desired Outcome by encouraging and promoting opportunities to increase investment and attract and retain population, growing the economy of the Goldfields-Esperance region. In doing so, the Commission also supports the delivery of the Western Australian Government’s goals of diversifying the economy, creating local jobs for the future, and supporting local regional communities to thrive.

GOVERNMENT GOAL

WA Jobs Plan: Diversifying the WA economy, creating local jobs for the future. Safe, Strong, and Fair Communities: Supporting our local regional communities to thrive.

DESIRED OUTCOME

SERVICE

Encourage and promote opportunities to increase investment, attract and retain population, and grow the economy of the GoldfieldsEsperance region.

Regional Development

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

KEY PERFORMANCE INDICATORS

4.5 KEY PERFORMANCE INDICATORS KEY EFFECTIVENESS INDICATOR The key effectiveness indicator measures the extent to which performance contributes to improved client satisfaction. The Commission’s effectiveness in achieving its government desired outcome is measured by undertaking an annual survey of key clients and stakeholders. This survey is conducted by an independent market research consultant. 292 stakeholders were selected at identified stakeholders, comprising of Local, State and Commonwealth agencies, as well as private entities and non-government agencies. A total of 135 completed surveys were obtained from this client contract list (a response rate of 46.2%) which is sufficient to ensure that the overall results are representative of the opinions of the population of key clients within a possible sampling error of +/- 6.2% at the 95% confidence level. Although the response rate was less than 50%, the Commission believes that the responses fairly present a broad range of clients and stakeholders. The primary objective of the research was to obtain information from clients and stakeholders to provide a measure as to whether the Commission has met its primary goal, around “Client satisfaction with GEDC making a positive contribution to the economic development of the region”. The GEDC will continue to work towards maintaining these effectiveness targets in future years. Prior years is summarised in the following table.

EFFECTIVENESS INDICATOR The GEDC makes a positive contribution to the economic development of the region.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

2023 ACTUAL

2024 ACTUAL

2025 ACTUAL

2026 TARGET

2026 ACTUAL

94%

90%

85%

84%

4.5 KEY PERFORMANCE INDICATORS KEY EFFICIENCY INDICATOR The Commission’s efficiency is measured by the average cost per chargeable hours in delivering its Regional Development service. This indicator measures the cost of providing services relative to the level of activity undertaken and assists users in assessing how efficiently resources are utilised in achieving the Commission’s Government Desired Outcome. The following table records the average total cost of services per hour as the key efficiency indicator. Service - Regional Development Service Description: to promote economic development and sustainable regional communities.

EFFICIENCY INDICATOR

2023 ACTUAL

2024 ACTUAL

2025 ACTUAL

2026 TARGET*

2026 ACTUAL

Average cost1 per hour2

$137

$127

$209

$172

$166

Note 1: Operating cost information is sourced from the Statement of Comprehensive Income detailing the total cost of service excluding grants and subsidies. Note 2: Hours are calculated using a calculation method consistent with Department of Primary Industries and Regional Development and other Commissions. Hours include all paid hours of staff and contractors but exclude annual and long service leave or unpaid overtime. Note 3: The target cost per hour is an estimated figure based on budgeted expenditure and staffing levels. Comments Total hours worked were 21% below target and total cost of services (excluding grants) was 24% below target, resulting in an average cost per hour that was 4% lower than target and broadly in line with expectations. This variance was primarily driven by the timing of expenditure associated with the Kalgoorlie Rail Realignment Project, with a greater proportion of project costs now expected to be incurred in future financial years, reducing actual total cost of services in the current year. This also included vacancies in the Commission, which contributed to lower than anticipated hours worked.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

4.6 MINISTERIAL DIRECTIVES Section 25 (2) of the Regional Development Commission Act 1993 requires that the text of any written direction from the Minister is to be recorded in the Annual Report. No Ministerial Directives were received by the Commission during the financial year.

4.7 OTHER FINANCIAL DISCLOSURES Pricing Policies Of Services Provided

The GEDC does not charge for services rendered, and no list of fees and charges are published on the Commission’s website.

Capital Works

The Commission did not complete or commence any capital works projects during 2025-26.

The CEO is the only employee of the Commission. As of 30 June 2026, the GEDC had 13 FTE employed through a Service Level Agreement via DPIRD, in order to meet its’ operational requirements.

Workers’ Compensation

There were no workers’ compensation claims during the reporting period for the Commission. Worker’s compensation claims for DPIRD allocated employees are reporting through their Annual Report.

Employment and Industrial Relations

Staff Development

The Commission is committed to professional development opportunities for its Board and staff. New Board members and staff participate in an induction process and complete online training modules provided by DPIRD and the PSC. Training and development plans are part of every employee’s performance agreement and reviewed regularly to meet changing needs. During the reporting period, Board members and staff participated in various, online, external and in-house training. Staff development workshops, presentations and planning sessions were also held at staff meetings.

Staff Profile

2026

Full Time – permanent*

Full Time – contract

Part Time measured on an FTE basis

Seconded in

CEO

Total agency staff

*Inclusive of DPIRD assigned staff.

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

4.8 GOVERNANCE DISCLOSURES Shares in Another Body

The Goldfields-Esperance Development Commission does not have shares in another body.

Statement of Comprehensive Income

Insurance Premiums Paid to Indemnify Members of the Board

EXPENSES

AMOUNT $000’s

Salary Cap

1,968

Employee Benefits - Other

348

Supplies and Services

777

Accommodation

220

$6,282.32 (inc GST) was paid via Marsh Pty Ltd, to indemnify all Board members against a liability incurred under Section 13 or 14 of the Statutory Corporation (Liability of Directors) Act 1996.

Senior Officers Interests

During the reporting period, the GEDC did not incur expenditure with an entity in which a senior officer is also a Director, Partner or member of the Executive.

Annual Estimates for 2026-27

The Goldfields-Esperance Development Commission is not separately identifiable in the WA State Government annual estimates as it is aggregated together with the Department of Primary Industries and Regional Development and the eight other Regional Development Commissions in Division 15. Section 40 of the Financial Management Act 2006 requires that each statutory authority whose financial aggregates are not separately identifiable in a single Division of the Consolidated Account Expenditure Estimates prepare annual estimates unless otherwise directed in writing by the Treasurer. Agencies described in the Treasurer’s Direction under Section 40(1) of the Financial Management Act 2006 are exempt from preparing draft annual estimates. Therefore, as the Commission is a statutory authority whose Total Cost of Services is less than ten million dollars for the two most recent consecutive comparative periods as reported in the tabled annual report, the Commission is exempt. The following annual estimates for 2026-27 were approved by the Chairperson, Chief Executive Officer and Chief Financial Officer, and noted by Minister Dawson MLC.

Depreciation and Amortisation

Grants and Subsidies Expenses

Other

TOTAL COST OF SERVICES

3,461

NET COST OF SERVICES

3,461

Income from State Government Income from other State agencies

1,558

Services received free of charge

1,903

TOTAL INCOME FROM STATE

3,461

SURPLUS

100

(0)

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

4.9 OTHER LEGAL REQUIREMENTS Advertising, Market Research, Polling and Direct Mail

In compliance with Section 175ZE of the Electoral Act 1907, the Commission monitors expenditure incurred in the relation to advertising agencies, market research, polling, direct mail and media advertising. The Commission incurred a total expenditure of $30,209.21 for 2025-26.

Acts of Grace

The Commission did not make any Acts of Grace payments in the reporting period.

Unauthorised Use of Credit Card

There was no unauthorised use or personal expenditure recorded this financial year.

Expenditure was incurred in the following areas:

Compliance with Public Sector Standards and Ethical Codes

The GEDC has had no compliance issues during the financial year regarding the Public Sector Standards, the WA Code of Ethics or the internal Code of Conduct. The Commission continues to review and update internal policies to ensure compliance with Public Sector Commission updates.

Record Keeping Plan

EXPENDITURE

DETAIL

AMOUNT

(a) Market research organisations

(b) Polling organisations

Mailchimp

(d) Media advertising organisations

Facebook Meta ($140.32) Initiative Media ($3,829.60) Seek ($381.10) Linkedin ($0) Business News ($23,840.00) Esperance Weekender ($707.73) Esperance Monthly ($253.78) Miscellaneous Advertising ($322.92)

$733.76

$29,475.45

The State Records Act 2000 requires the GEDC to have a record keeping plan and to comment in the Annual Report on compliance with the plan. In accordance with Section 28 of the State Records Act 2000, the record keeping plan is to be reviewed within five years of its approval date.

A review was undertaken and a report submitted to the State Records Office in February 2026, providing evidence of the GEDC’s assessment of current record keeping practice. The report was noted by the State Records Commission at its May 2026 meeting. The next review of the GEDC Record Keeping Plan is due by March 2031. The Commission staff are aware of their record keeping responsibilities and receive induction and ongoing training in relation to the agency’s record keeping policies, practices and procedures.

(e) Advertising agencies

TOTAL

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

$30,209.21

101

Disability Access and Inclusion Plan (DAIP) Outcomes

The GEDC is committed to promoting an inclusive environment in which all people can access our services and facilities. DPIRD Access and Inclusion Plan 2024–29 is the current DAIP for the GEDC. In accordance with the Disability Services Act 1993 and Schedule 3 of the Disability Services Regulations 2004, the GEDC continues to implement strategies and initiatives that achieve seven access and inclusion outcomes identified and outlined below: •

People with disability have the same opportunities as other people to access the services of, and any events organised by the GEDC.

•

People with disability have the same opportunities as other people to access the offices and other facilities of the GEDC.

•

102

People with disability can request to receive information from the GEDC in a format that will

enable them to access the information as readily as other people are able to access it. •

People with disability receive the same level and quality of service from the staff of the GEDC as other people receive.

•

People with disability have the same opportunities as other people to make complaints to the GEDC.

•

People with disability have the same opportunities as other people to participate in public consultation by the GEDC.

•

People with disability have the same opportunities as other people to obtain and maintain employment with the GEDC.

A copy of the DPIRD Disability Access and Inclusion Plan can be found on the GEDC website.

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

4.10 GOVERNMENT POLICY REQUIREMENTS Board and Committee Remuneration Entitlements

During the reporting period the Board met on seven occasions, which included one out-of-session meeting. The Risk Management and Audit Committee met on three occasions. GROSS / ACTUAL REMUNERATION (incl

POSITION

MEMBER NAME

TYPE OF REMUNERATION

PERIOD OF MEMBERSHIP

TERM OF APPOINTMENT

BASE SALARY / SITTING FEES

Chair

Terrence Winner

Stipend

12 months

6 years

$47,250

$52,750.88

Member

Timothy Carmody

Sitting Fees

12 months

4.5 years**

$422 per half-day meeting and $680 per full-day meeting

$9,237.92*

Member

Jaimen Hudson

Sitting Fees

12 months

5 years

$422 per half-day meeting and $680 per full-day meeting

$5,015.36*

Member

Sarsha Lander

Sitting Fees

12 months

3 years

$422 per half-day meeting and $680 per full-day meeting

$5,519.84*

Member

Katrina Stubbs

Sitting Fees

12 months

3 years

$422 per half-day meeting and $680 per full-day meeting

$1,890.56

Chief Executive Officer

Kris Starcevich

N/A

12 months

superannuation)

*Inclusive of Risk Management and Audit Committee Sitting Fees **Continuing on a rolling-term at the time of this report.

103

Consultant Expenditure Consultant’s engaged under a fee for service contract to provide professional advice or information that includes strategic advice for the State Government to act on. Engagement of consultants greater than $50,000:

GEDC did not make any payments to consultants within financial year 2025-26, this excludes resources received free of charge from Department of Primary Industries and Regional Development (DPIRD) which is reported within DPIRD’s Annual Report. Engagement of consultants less than $50,000:

No consultants were engaged during the reporting period.

104

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

Occupational Safety, Health and Injury Management The GEDC acknowledges its direct and shared responsibilities with DPIRD under the Work Health and Safety Act 2020. The CEO is the only employee of the GEDC and is trained in WHS and injury management responsibilities. Staff members provided by DPIRD are trained in WHS enabling formal mechanism of consultation on WHS matters. The Commission provides staff with guidance on safe work practices and all staff are required to comply with DPIRD and GEDC WHS policies and procedures. Employees are required to conduct themselves in a safe manner, not placing themselves or others at risk. Contractors working onsite are also required to conduct their activities in a manner that ensures the safety, health and welfare of others. The Commission ensures all its safety equipment is serviced as advised by the manufacturer and DPIRD WHS guidance. Officers are responsible for regular inspections and the compliance register. The GEDC has received zero provisional improvement notices. The GEDC is committed to consulting with Board members and staff on WHS matters including: •

A strong focus on WHS policy and procedures and hazard identification / incident reporting procedures during induction.

•

WHS Committee meetings listing any hazards reported, communication of WHS directives and site reviews.

•

WHS standing agenda item of Board meetings, RMAC meetings, quarterly staff meetings and regularly discussed at weekly team meetings.

*The Chief Executive Officer is the only employee of the Commission. Resources, including staff, are provided by the Department of Primary Industries and Regional Development to enable the Commission to meet its legislative objectives. As such the current number of managers employed by the Commission who are trained in occupational safety, health and injury management is nil.

RESULTS 2023/24

RESULTS 2024/25

RESULTS 2025/26

Number of fatalities

Incidence of work-related injury or illness

Reduce by 2% per year and 15% by 2033 compared with 2023 incidence rate

Incidence rate of serious claims with one or more weeks’ lost time

Reduce by 2.5% per year and 20% by 2033 compared with 2023

Incidence rate of claims resulting in permanent impairment

Reduce by 2% per year and 15% by 2033 compared with 2023

Incidence rate of work-related respiratory disease

Reduce by 2.5% per year and 20% by 2033 compared with 2023

Managers and supervisors trained in: work health and safety as relevant to the PCBU’s risk profile; and

Nil

Greater than or equal to 80% of cohort trained within last two (2) years

Injury management

Greater than or equal to 80% of cohort trained within last five (5) years

Percentage of workers returned to work on full duties and hours (i) within 13 weeks

No target

Percentage of workers returned to work on full duties and hours (ii) within 26 weeks

Greater than or equal to 70% returned to work within 26 weeks

Agency has a WHS management system that has been independently assessed in last five years

Yes

Consultative systems: 1. Number of health and safety representatives 1. in total; 2. who have attended HSR training; 3. shown as a percentage of workers; 4. shown as a ratio to the number of workplaces occupied by the Agency; and 2. Name/s of health and safety committees and subcommittees

No Target

MEASURE

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

TARGETS

105

Committees – DPIRD Local Occupational Health and Safety Committee (OHS) A local DPIRD WHS Committee is operational at both the Kalgoorlie-Boulder and DPIRD Esperance offices. The Committee runs independent meetings, identifying any hazards reported, communicating WHS directives and conducting site reviews by the Responsible Officers on Site. Minutes from meetings are tabled at GEDC Board meetings and updates provided to Risk Management and Audit Committee meetings. Minutes are uploaded to DPIRDs record management system.

WA Multicultural Policy Framework The GEDC is included in the DPIRD Multicultural Plan 2021-26 and is committed to providing goods, services, facilities and employment opportunities that meet the different needs and aspirations of the Culturally and Linguistically Diverse (CaLD) communities of the region. A copy of the DPIRD Multicultural Plan 2021-26 can be found on its website. The DPIRD Multicultural Plan 2021–26 sets outcomes and strategies in which the GEDC will work to achieve the three policy priorities: •

Harmonious and inclusive communities.

•

Culturally responsive policies, programs and services.

•

Economic, social, cultural, civic and political participation.

The GEDC supports the policy priorities by acknowledging and celebrating community multicultural events.

committed to identifying and eliminating barriers where they exist.

Agency Capability The Department of Primary Industries and Regional Development was selected for the Public Sector Commission’s Capability Review Program in 2023. The GEDC continues to work closely with DPIRD to ensure key outcomes are met in any DPIRD resources received free of charge.

Workforce Inclusiveness The GEDC maintains its commitment to a diverse and inclusive workplace. Research shows agencies that value diversity and inclusion achieve greater staff satisfaction, better customer service outcomes, and improved decision making. The workplace is more connected, motivated, and productive. The GEDC works closely with DPIRD to implement workforce inclusiveness requirements.

Closing the Gap The GEDC maintains its commitment to socioeconomic outcomes for Aboriginal and Torres Strait Islander people and communities. Our contribution to the National Agreement on Closing the Gap is identified and reported through DPIRD’s combined efforts across all Regional Development Commissions. To see the GEDC’s specific outcomes for Aboriginal Empowerment and Prosperity, see section 3.1.4.

Substantive Equality Substantive Equality recognises that while some systems and processes may appear as non-discriminatory, they may not be fully responsive to the needs and aspirations of different people and groups and as a result, can unintentionally create further inequalities. GEDC is 106

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

APPENDIX 1: REGIONAL INVESTMENT Regional Economic Development (RED) Grants Program Round 8 of the State Government’s Regional Economic Development (RED) Grants Program supported six successful Goldfields-Esperance projects with total funding of $635,000. To date the RED Grants Program has invested in 37 projects in the Goldfields-Esperance region, with total funding of $5.3 million. These projects have contributed to the economic and social development of the region by unlocking potential of many local organisations and businesses over the past eight years. REDs Grant projects from Rounds 1 and 2 have been completed and fully acquitted with projects from Round 3 being fully acquitted in the reporting period.

RED GRANT ROUND 3 2020-21

PROJECTS

Curtin University

FUNDED AMOUNT

PROJECT COST

PROJECT STATUS

Goldfields Fit-for-purpose Industrial Water Supply Research

$200,000

$317,000

Acquitted

Paupiyala Tjarutja Aboriginal Corporation

Tjuntjuntjara Microgrid and Battery Storage Project

Nil

Withdrawn

Esperance Tjaltjraak Native Title Aboriginal Corporation

New Skills Ancient Practices

$136,500

$306,937

Acquitted

Esperance Honey

Facility Upgrade and B-Qual Certification

$133,200

$193,290

Acquitted

Eastern Goldfields Historical Society

Kanowna Historic Site and Heritage Trail

$105,500

$103,679

Acquitted

RED GRANT ROUND 4 2021-22

PROJECTS

FUNDED AMOUNT

PROJECT COST

PROJECT STATUS

Australian Potash Ltd

Laverton Training Centre

$250,000

$327,398

Acquitted

Seas It All Pty Ltd

Access Esperance project

$200,000

$674,648

In Progress

Goldfields Machining

Hydraulic Cylinder Repair Bench

$75,000

$236,000

Acquitted

Yirri Grove Pty Ltd

Increasing capacity of Award Winning Yirri Grove Olive Oil

$60,000

$72,336

Acquitted

RED GRANT ROUND 5 2022-23

PROJECTS

FUNDED AMOUNT

PROJECT COST

PROJECT STATUS

Trustee of the Ned Baker Family Trust (Bread Local)

Powering the Future of Bread Local

$129,000

$282,750

Acquitted

Judumul Aboriginal Corporation

Judumul Cultural Hub

$113,000

$125,500

In Progress

Target Mining Resources Pty Ltd

Core Processing Training Facility

Nil

Shire of Wiluna

Wiluna Caravan Park (stage 1B)

$200,000

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

Withdrawn $759,362

Acquitted

107

Regional Economic Development (RED) Grants Program cont. RED GRANT ROUND 6 2023-24

PROJECTS

MAS Equipment Pty Ltd

FUNDED AMOUNT

PROJECT COST

PROJECT STATUS

Cobot: Leading the Way in Regional Automation

$85,000

$171,461

Acquitted

Hamlet Resources Pty Ltd (Kai Rho Contracting)

Real Time Training

$235,000

$563,000

In Progress

Bedford Harbour Engineering

Project Gantry – Enabling the manufacture of silos and other equipment in the region

$235,000

TBC

In Progress

RED GRANT ROUND 7 2024-25

PROJECTS

FUNDED AMOUNT

PROJECT COST

PROJECT STATUS

The Trustee for The Rowe Family Trust (Esperance Smash Repairs)

Back on the Road Sooner – The Installation of a State-OfThe-Art Automotive Spray Booth

$145,000

$305,017

Acquitted

Empowering People in Communities (Epic) Inc

EpiCafe Expansion

$240,000

$300,000

In progress

Drake-Brockman Building and Construction Pty Ltd

Cabinetry and Wall Framing Workshop

$250,000

$839,666

Acquitted

Demolition WA

Class A Asbestos Removal - Goldfields Esperance Regional Business

$125,000

$246,000

In progress

Hydramech Engineering Pty Ltd

Acquisition of advanced CMM machine for Hydramech Engineering.

$90,000

$190,681

Acquitted

The Trustee for Daw Unit Trust (Hopetoun Beachside Caravan Park)

Providing Accessible and Family Friendly Tourist Accommodation in Hopetoun

$200,000

$464,935

In progress

RED GRANT ROUND 7 2024-25

PROJECTS

FUNDED AMOUNT

PROJECT COST

PROJECT STATUS

H & S Leeson Pty Ltd

Renewable Energy Workshop and Training Spaces

$250,000

$1,464,342

In progress

Elpha Contracting Pty Ltd

Roger Street Facility Expansion

$100,000

$365,800

In progress

SEA Heavy Diesel

SEA Heavy Diesel Expansion

$39,000

$78,000

In progress

Westralia Holdings

Construction Innovation: Waffle Pod technology

$65,000

$118,970

In progress

Pitbull Services Pty Ltd

Kambalda Vehicle Recovery and Recycling Project

$138,000

$278,949

In progress

Goldfields Testing Laboratory Pty Ltd

Providing local RDP testing services

$43,000

$86,000

In progress

108

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Large Grants 2021 RECIPIENT

LOCATION

FUNDED AMOUNT

PROJECT STATUS

City of Kalgoorlie-Boulder - Boulder Camp Upgrade

Kalgoorlie - Boulder

$510,000

In Progress

Full Circle Therapy Mason’s House Project

Kalgoorlie - Boulder

$2,767,000

Acquitted

City of Kalgoorlie-Boulder - Kalgoorlie-Boulder Youth Precinct

Kalgoorlie - Boulder

$2,100,000

Complete

Kalgoorlie-Boulder Urban Landcare Group - Karlkurla Nature Playground

Kalgoorlie - Boulder

$600,000

Acquitted

FUNDED AMOUNT

PROJECT STATUS

Goldfields-Esperance Small Grants 2021 A total of 52 projects have been funded through the 2021 Small Grants program, for a total of $1,335,400. Below are the remaining projects finalising completion. RECIPIENT

LOCATION

Eastern Goldfields Little Athletics Association New Canteen

Kalgoorlie-Boulder

$19,000

Withdrawn

Shire of Dundas Norseman – Tourism projects

Norseman

$80,000

Complete

Laverton Dirt Go-Kart Equipment

Laverton

$80,000

In Progress

FUNDED AMOUNT

PROJECT STATUS

$20,000,000

In Progress

$300,000

In Progress

$2,500,000

In Progress Stage 1 Complete

Goldfields-Esperance Large Grants 2025 RECIPIENT

LOCATION

Goldfields Masonic Homes - Pringle Village (Stage 2)

Kalgoorlie-Boulder

Shire of Leonora – Drive-in Theatre

Leonora

City of Kalgoorlie-Boulder - LED Streetlights Upgrade

Kalgoorlie-Boulder

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

109

Goldfields-Esperance Small Grants 2025 A total of 32 projects have been funded through the 2025 Small Grants program, for a total of $1,262,000.

RECIPIENT

LOCATION

Eastern Goldfields Kart Club – Commercial Kitchen

Kalgoorlie-Boulder

$30,000

Acquitted

PCYC – Flooring

Kalgoorlie-Boulder

$30,000

Acquitted

Boulder Bowling Club – Playground

Kalgoorlie-Boulder

$40,000

Acquittal in progress

Kalgoorlie International Speedway – playground

Kalgoorlie-Boulder

$30,000

In Progress

Community Nature Playground

Menzies

$40,000

In Progress

Eastern Goldfields Hockey Association – Playground

Kalgoorlie-Boulder

$30,000

In Progress

Kennedy Park - Upgrades

Kalgoorlie-Boulder

$80,000

Acquitted

Norseman Community – basketball/netball/tennis and pickleball courts and pump track

Norseman

$100,000

In Progress

Kambalda Youth Centre – rebuild, refit and repurpose

Kambalda

$100,000

In Progress

Tupper St Park - Fencing and football posts

Kalgoorlie-Boulder

$50,000

In Progress

Norkal Park – Fencing and solar lighting

Kalgoorlie-Boulder

$50,000

In Progress

Rainsford Loop Park – fencing

Kalgoorlie-Boulder

$50,000

Withdrawn

Laverton Sport Complex – Toilet block

Laverton

$50,000

In Progress

Pringle Village Retirement home – solar panels

Kalgoorlie-Boulder

$50,000

Acquitted

Kalgoorlie Bowling Club – artificial turf

Kalgoorlie-Boulder

$70,000

Acquitted

Golden Quest Discovery Trail – signage update

Menzies

$30,000

In Progress

110

FUNDED AMOUNT

PROJECT STATUS

DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

Goldfields-Esperance Small Grants 2025 Continued A total of 32 projects have been funded through the 2025 Small Grants program, for a total of $1,262,000. RECIPIENT

LOCATION

FUNDED AMOUNT

PROJECT STATUS

Sandalwood Family Centre – shade sails

Kalgoorlie-Boulder

$20,000

Acquitted

Palace Theatre Recreation Centre – repairs and upgrades

Kalgoorlie-Boulder

$50,000

Complete

Sewell Park – Scooter Park

Kalgoorlie-Boulder

$40,000

In Progress

Kambalda Community Garden Upgrades

Kambalda

$15,000

In Progress

Esperance Care Services – solar panels and computer upgrades

Esperance

$60,000

Complete

Shire of Esperance – Yarning Circle

Esperance

$30,000

In Progress

Kalgoorlie dance and cheer association – air conditioners

Kalgoorlie-Boulder

$30,000

Acquitted

Coolgardie RSL – upgrades

Coolgardie

$30,000

Acquitted

Esperance Mechanical Restoration Group

Esperance

$5,000

Acquitted

GFL – Digger Daws Oval – scoreboard

Kalgoorlie-Boulder

$40,000

In Progress

Hannans Club - Upgrades

Kalgoorlie-Boulder

$20,000

Acquitted

Kalgoorlie Tennis Club

Kalgoorlie-Boulder

$60,000

In Progress

Stage Left – Audio Equipment

Kalgoorlie-Boulder

$5,000

In Progress

Goldfields Repertory Club – audio equipment

Kalgoorlie-Boulder

$5,000

Complete

Ports Football Club – score board

Esperance

$7,000

Acquitted

South Sea Shantymen – music equipment

Esperance

$5,000

Acquitted

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GEDC Strategic Initiatives Funding (Commenced 2022-23) PROGRAM

RECIPIENT

FUNDED AMOUNT

PROJECT STATUS

Phase One: WA Museum of the Goldfields Redevelopment Project

Museum of the Goldfields

$45,000

Acquitted

Hopetoun Foreshore Precinct Masterplanning

Shire of Ravensthorpe

$50,000

In Progress

PROGRAM

RECIPIENT

FUNDED AMOUNT

PROJECT STATUS

GIHO Development of Employment and Training Project / Program

Goldfields Indigenous Housing Organisation (GIHO)

$5,000

In Progress

Esperance Business and Industry Events (Converge Esperance)

Esperance Chamber of Commerce and Industry

$60,000

Acquitted

Economic Development Strategy

Tjiwarl (Aboriginal Corporation) RNTBC

$50,000

In Progress

Esperance Tourism Data Dashboard

Australia’s Golden Outback

$10,000

Acquitted

Northern Goldfields Economic Prospectus

Shire of Leonora

$50,000

Acquitted

Activ8 Kalgoorlie CBD Project

Kalgoorlie-Boulder Chamber of Commerce and Industry (KBCCI)

$10,000

Acquitted

Ravensthorpe and Hopetoun Business & Employment Support Package

Fitzgerald Business Network Inc

$15,000

Acquitted

Arts and Culture Summit Kalgoorlie-Boulder Travel Bursaries Gathering

Arts and Culture Goldfields Association t/a Artgold

$25,000

Acquitted

Wiluna Townsite Development Masterplan

Shire of Wiluna

$30,000

In Progress

PROGRAM

RECIPIENT

FUNDED AMOUNT

PROJECT STATUS

Esperance Workers Accommodation Business Case– Housing Modelling

Shire of Esperance

$5,000

In Progress

ECCI Activ8 Esperance Project

Esperance Chamber of Commerce and Industry

$10,000

Acquitted

Seaview Village Business Case

Shire of Ravensthorpe

$20,000

In Progress

Tjiwarl Aboriginal Corporation – Economic Empowerment Working Group – Housing Analysis

Tjiwarl (Aboriginal Corporation) RNTBC

$50,000

In Progress

South Coast Tourism Initiatives 2024-25

Shire of Ravensthorpe

$20,000

In Progress

South Coast Transition Plan Project

Great Southern Development Commission

$50,000

In Progress

GEDC Strategic Initiatives Funding (Commenced 2023-24)

GEDC Strategic Initiatives Funding (Commenced 2024-25)

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DISCLOSURES & LEGAL // Annual Report 2025-26 Goldfields-Esperance Development Commission

GEDC Strategic Initiatives Funding (Commenced 2025-26) PROGRAM

RECIPIENT

FUNDED AMOUNT

Esperance Business and Industry Forum (Converge Esperance)

Esperance Chamber of Commerce and Industry

$30,000

In Progress

Esperance Workers Accommodation Project

Shire of Esperance

$5,000

In Progress

Goldfields-Esperance Tourism Data Dashboard

Australia’s Golden Outback

$15,000

In Progress

Workforce Attraction Initiative (#SoKal)

Kalgoorlie-Boulder Chamber of Commerce and Industry (KBCCI)

$15,000

In Progress

Ravensthorpe Fire Recovery Event

Ravensthorpe Agricultural initiative Network (RAIN)

$5,000

In Progress

Mirning Economic Development Strategy

WA Mirning People Aboriginal Corporation RNTBC

$50,000

In Progress

Southern Exposure Art Exhibition

FORM

$15,000

In Progress

Goldfields-Esperance Showcase

Kalgoorlie-Boulder Chamber of Commerce and Industry (KBCCI)

$20,000

Acquitted

RRR Network Regional Roadshow Events – Kalgoorlie-Boulder and Esperance

Rural Regional Remote Women’s Network of Western Australia

$9,000

In Progress

GABC Indigenous Leadership and Business Networking Reception

Goldfields Aboriginal Business Chamber

$5,000

Acquitted

Taste of the World

Esperance Community Arts

$5,000

Acquitted

What’s Down the Track Forum

Kalgoorlie-Boulder Chamber of Commerce and Industry (KBCCI)

$5,000

In Progress

Esperance NAIDOC Events

Esperance Tjaltjraak Native Title Aboriginal Corporation

$5,000

Acquitted

Feasibility Study - Esperance RUSH

$29,994.00

Acquitted

Outback Way Social Impacts Assessment

The Ngaanyatjarra Council Group

$100,000

Acquitted

Goldfields-Esperance Development Commission Annual Report 2025-26 \\ DISCLOSURES & LEGAL

PROJECT STATUS

Annual Report 2023-24 113

APPENDIX 2: ACRONYMS ACRONYM

NAME

ACRONYM

NAME

AED

Aboriginal Economic Development

KBCCI

Kalgoorlie-Boulder Chamber of Commerce and Industry

CKB

City of Kalgoorlie-Boulder

KCGM

Kalgoorlie Consolidated Gold Mine

CME

Chamber of Minerals and Energy

KPI / KEI

Key Performance Indicators / Key Efficiency Indicators

CRC

Community Resource Centre

KRRP

Kalgoorlie Rail Realignment Project

CRC TiME

Cooperative Research Centre Transformations in Mining Economies

LCA

Local Content Adviser

DEED

Department of Energy and Economic Diversification

LGA

Local Government Authority

DEWR

Department of Employment and Workplace Relations

METS

Mining Equipment, Technology and Services

DJTSI

Department of Jobs, Tourism, Science and Innovation

MIPG

Mining Industry Partnership Group

DMIRS

Department of Mines, Industry Regulation and Safety

OAG

Office of Auditor General

DPIRD

Department Primary Industries and Regional Development

OHDC

Outback Highway Development Council

DOC

Department of Communities

PBC

Prescribed Body Corporate

DOF

Department of Finance

RDAGE

Regional Development Australia Goldfields-Esperance

DPLH

Department of Planning, Lands and Heritage

RDRP

Regional Drought Resilience Plan

DTMI

Department of Transport and Major Infrastructure

RCC

Regional Coordinating Committee

DTWD

Department of Training and Workforce Development

RDC

Regional Development Commission

ECCI

Esperance Chamber of Commerce and Industry

RDCo

Regional Development Council

EDA

Economical Development Australia

RED

Regional Economic Development (Grant)

FBN

Fitzgerald Business Network

SEPWA

South East Premium Wheatgrowers Association

GABC

Goldfields Aboriginal Business Chamber

SIA

Strategic Industrial Area

GALC

Goldfields Aboriginal Language Centre

SLA

Service Level Agreement

GCR

Great Central Road

SME

Small to Medium-sized (Business) Enterprise

GMEP

Goldfields Migrant Employment Program

WALGA

WA Local Government Association

GROH

Government Regional Officers’ Housing

WARDA

Western Australian Regional Development Alliance

GTE

Government Training Enterprise

WASM

WA School of Mines

GVROC

Goldfields Voluntary Regional Organisation of Councils

ICT

Information and Communication Technology

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Kalgoorlie-Boulder Office Viskovich House 377 Hannan Street Kalgoorlie WA 6430 (08) 9080 5000

Esperance Office Suite 26c Dutton Arcade 91 Dempster Street Esperance WA 6450 (08) 9083 2222

info@gedc.wa.gov.au gedc.wa.gov.au Goldfields-Esperance Development Commission @GoldfieldsEsperanceDevelopmentCommission