Social Impact Assessment - McArthur River Mining

Phase 3 Development Project 

Social Impact Assessment 

September 2011

Table of Contents 

Table of contents 

1 Introduction ............................................................................................................................... 6 

1.1 Objective ............................................................................................................................................ 6 

1.2 Methodology ..................................................................................................................................... 7 

1.2.1 Situation Analysis – Where are we now? ............................................................................................ 7 

1.2.2 Understanding Expectations – Where does the Community want to be? ............................................ 8 

1.2.3 Consultation ...................................................................................................................................... 8 

1.2.4 Monitor, Review and Evaluation Phase ............................................................................................... 9 

2 Situation Analysis .................................................................................................................... 11 

2.1 Stakeholder Identification and Analysis ............................................................................................ 11 

2.2 Community Baseline ........................................................................................................................ 13 

2.2.1 Demographic Factors ....................................................................................................................... 15 

2.2.2 Socioeconomic Determinants: .......................................................................................................... 39 

2.2.3 Social Organisations ......................................................................................................................... 47 

2.2.4 Economic Organisations ................................................................................................................... 51 

2.2.5 Socio-Political Context ...................................................................................................................... 51 

2.2.6 Historical Context ............................................................................................................................. 56 

2.2.7 Needs and Values ............................................................................................................................. 58 

2.2.8 Human Rights .................................................................................................................................. 59 

2.2.9 Cultural Background ........................................................................................................................ 60 

3 MRM Contributions .................................................................................................................. 64 

3.1 MRM Community Benefits Trust Outcomes ...................................................................................... 64 

3.1.1 Annual Contributions ....................................................................................................................... 65 

3.1.2 Funding Commitments ..................................................................................................................... 66 

3.1.3 Outcomes Achieved ......................................................................................................................... 67 

3.2 MRM Sponsorships and Donations ................................................................................................... 68 

4 Community goal analysis ......................................................................................................... 70 

4.1 Community Goal .............................................................................................................................. 70 

4.1.1 MRM Community Benefits Trust Planning ........................................................................................ 70 

4.1.2 Roper Gulf Shire Council .................................................................................................................. 70 

4.2 Priorities and Objectives – MRM Community Benefits Trust Planning ................................................ 71 

4.3 Borroloola LIP ................................................................................................................................... 72 

4.4 Priorities and Objectives – NT Government Planning ......................................................................... 73 

5 Social Impact Management Plan.............................................................................................. 76 

5.1 Project Impact and Opportunities Assessment .................................................................................. 76 

5.2 Impact Identification ........................................................................................................................ 76 

Phase 3 Development Project ----- Social Impact Assessment 2


5.3 Impact Assessment ........................................................................................................................... 76 

5.4 Impact Management ........................................................................................................................ 77 

5.4.1 Employment ..................................................................................................................................... 79 

5.4.2 Regional Development ..................................................................................................................... 83 

5.4.3 Environment and Rehabilitation ....................................................................................................... 89 

5.4.4 Tailings Storage Facility .................................................................................................................... 91 

5.4.5 Overburden Emplacement Facility .................................................................................................... 92 

5.4.6 Cultural Heritage .............................................................................................................................. 94 

5.4.7 Bing Bong ........................................................................................................................................ 95 

5.4.8 Project - General .............................................................................................................................. 96 

5.4.9 Cumulative Impacts .......................................................................................................................... 97 

References .......................................................................................................................................... 100 

Table of Tables 

Table 1: Birthplace, Indigenous Members of the Population and Languages Spoken at Home ...................... 22 

Table 2: Citizenship of Residents .................................................................................................................. 23 

Table 3: Workforce Statistical Breakdown .................................................................................................... 26 

Table 4: Nominated Occupations ................................................................................................................. 27 

Table 5: Median Income ............................................................................................................................... 28 

Table 6: Total Household Earnings Per Week ................................................................................................ 29 

Table 7: Students Attending Educational Institutions .................................................................................... 34 

Table 8: Highest Level Of Education ............................................................................................................. 35 

Table 9: MRM Leases ................................................................................................................................... 42 

Table 10: Family Compositions ..................................................................................................................... 43 

Table 11: Registered Marital Status .............................................................................................................. 43 

Table 12: Social Marital Status ..................................................................................................................... 44 

Table 13: Dwelling Statistics ......................................................................................................................... 46 

Table 14: Community Organisations ............................................................................................................ 47 

Table 15: Summarised Commitments to Development Objectives ................................................................ 55 

Table 16: MRM Community Benefits Trust Key Performance Measures, 2011 .............................................. 67 

Table 17: Gulf Region Community Priorities and Objectives ......................................................................... 71 

Table 18: Priorities and targets as identified within the Borroloola LIP .......................................................... 73 

Table 19: Summary Impact Assessment ........................................................................................................ 77 

Table 20: Recent, Pending and Planned Resource Projects ............................................................................ 98 



Table of Figures 

Figure 1: Stakeholder Classifications ............................................................................................................. 12 

Figure 2: Regional Location Plan .................................................................................................................. 14 

Figure 3: Population Age .............................................................................................................................. 24 

Figure 4: Total MRM Workforce as at 31 December 2006 - 2010 ................................................................ 30 

Figure 5: Local MRM Workforce Participation ............................................................................................... 30 

Figure 6: MRM Indigenous Workforce Participation ..................................................................................... 31 

Figure 7: MRM Economic Value Generated including NT Procurement (AUD)............................................... 33 

Figure 8: Map of McArthur River Station ...................................................................................................... 37 

Figure 9: Percentage of People Who Undertook Unpaid Volunteer Work in the Preceding 12 Months .......... 38 

Figure 10: Language Groups in the Borroloola and Gulf Region ................................................................... 57 

Figure 11: MRM Community Benefits Trust Funding Commitments ............................................................. 66 

Appendices 

Appendix 1 — MRM Phase 3 Development Project, Community Consultation Report 

Appendix 2 — MRM Community Benefits Trust — 20 Year Plan 

Appendix 3 — MRM Community Benefits Trust Grants approved 2007 – 2011 

Appendix 4 — Impact/benefit summary table 


Glossary 

Glossary 

Term 

Definition 

Term 

Definition 

AAPA 

Aboriginal Areas Protection Authority 

MAWA 

Mawurli and Wirriwangkuma 

Aboriginal Association 

ABS 

Australian Bureau of Statistics 

MCA 

Minerals Council of Australia 

BARC 

Borroloola Amateur Race Club 

MRM 

McArthur River Mining 

CDEP 

Community Development 

Employment Projects 

NAIDOC 

National Aboriginal and Islander Day 

Observance Committee 

CGC 

Community Government Council 

NT 

Northern Territory 

CRG 

Community Reference Group 

NTCR 

Northern Territory controlled road 

DET 

Northern Territory Government 

Department of Education and Training 

OEF 

Overburden Emplacement Facility 

DIDO 

Drive-in drive-out 

SEP 

Stakeholder Engagement Plan 

DSEWPC 

Australian Government Department of 

Sustainability, Environment, Water, 

Population and Communities 

SIA 

SLA 

Social Impact Assessment 

Strategic Land Area 

EIS 

FIFO 

IAP2 

LIP 

Environmental Impact Statement 

Fly-in fly-out 

International Association for Public 

Participation 

Local Implementation Plan 

The Project The proposed MRM Phase 3 

Development Project 

TSF 

VET 

Tailings Storage Facility 

Vocational Education and Training 


Introduction 

1 Introduction 

This Social Impact Assessment (SIA) assesses the social and community characteristics of the proposed Phase 

3 Development Project (the Project) of the McArthur River Mine (MRM) and the likely associated benefits and 

impacts of its implementation. 

This report follows industry best practice as described by the Minerals Council of Australia (MCA) in its 

Socioeconomic Benefits and Impacts: an assessment and planning toolkit, available on their website 

. 

Findings in this report build on earlier reports commissioned by MRM into the existing cultural and socioeconomic 

environment surrounding MRM. In particular, an independent review undertaken by Charles 

Darwin University in 2003, which was used as material to support MRM’s 2005 EIS (MRM, 2005) that 

assessed the environmental and social impacts of converting the mine from an underground to an open pit 

operation. 

Additional data has been sourced to capture the social and economic progression from this period, including 

quantitative data from the Australian Bureau of Statistics (ABS) 2006 Census (ABS 2006), the NT Growth 

Towns initiative draft Borroloola Local Implementation Plan (LIP) (NT Government et al., 2011), together with 

qualitative data retrieved through an extensive community consultation program as outlined in Appendix 1. 

1.1 Objective 

The MCA suggests an SIA must not be limited to identifying the potential risks and impacts of a proposed 

project, but must investigate a broader focus to identify potential benefits and opportunities. The risk of 

focusing on the narrow definition of ‘risk and impact’ alone can often mean a community’s needs and 

aspirations are overlooked, together with their participation in the planning process, and, as a consequence, 

the potential of a project becoming a catalyst for improved socioeconomic activity is lost. 

The objective of this SIA is to identify and analyse intended and unintended social consequences, both 

positive and negative, of the proposed Project and any social change processes invoked by it, together with 

how these may affect the future vision of the area. 

These consequences or impacts can be broadly categorised as: 

• People’s way of life – how they live, work, play and interact with one and other 

• People’s culture – shared beliefs, customs, values and language or dialect 

• Community – its cohesion, stability, character, services and facilities 

• Political systems – the extent to which people are able to contribute to decision which may affect 

their lives 

• Local environments – the quality of air and water people use, the availability and quality of food, the 

level of hazard, dust and noise exposure, adequacy of sanitation, physical safety, access and control 

over resources 

• Health and well-being – physical, mental, social and spiritual well being 

• Personal and property rights – whether people are economically affected, or experience personal 

disadvantage, or civil liberties are violated 

• Fears and aspirations –perceptions of safety, fears about the future of the community, aspirations for 

the future and the future of the children. 


Introduction 

Within the context of the EIS for the Project, the SIA will particularly focus on the social, environment, 

development needs, priorities and concerns arising from the potential mine development scenario. 

1.2 Methodology 

This SIA has followed a four-step approach, using the MCA guidelines as a basis for undertaking 

consultation, research and developing this document. 

1.2.1 Situation Analysis – Where are we now? 

This assesses the current local area situation. 

Stakeholder identification and analysis has been based on: 

• Stakeholder and issues workshopping with MRM employees and representatives to capture the 

established relationships and networks within the community maintained by MRM. 

• MRM stakeholder materiality assessment in Xstrata Zinc Sustainable Development Standard 12 

Guidelines for Stakeholder Engagement 20-11 (Xstrata Zinc, 2011). 

• Results of the MRM 360 Degree Stakeholder Survey 2010. 

• MRM Community Benefits Trust consultation activities for Annual Plan development (MRM 

Community Benefits Trust, 2007 - 2010). 

A range of data has been collected including: 

• Quantitative data taken from 2005 MRM Draft EIS (URS 2005), ABS 2006 Census results (ABS 2006), 

NT Growth Towns initiative draft Borroloola LIP (NT Government et al., 2011), Roper Gulf Shire 

Council Strategic Plan 2010 – 2013 (Roper Gulf Shire Council, 2010), and other sources including 

organisational charters, studies and reports. 

• Qualitative data taken from community and stakeholder consultation conducted between March and 

August 2011 about the Project. 

• Information about MRM’s contributions to the community and the region since MRM’s 2005 EIS was 

submitted and subsequent work completed to convert the mine from underground to open pit 

operations. 

The results of these studies have been documented in this report and include a discussion on and analysis of 

the community profile, key economic information and the proposed Project’s socioeconomic benefits, 

opportunities and potential impacts. 


Introduction 

1.2.2 Understanding Expectations – Where does the Community want to be? 

This step involved identification and assessment of key stakeholder and community drivers and expectations 

specific to the Project. It looks at objectives set by the community as to ‘where they want to be’. 

This information will be used to determine how best to meet these expectations through the successful 

mitigation and / or management of impacts and issues identified, and exploration of the benefits and / or 

opportunities raised. 

This information has been collected using an equitable, all-inclusive, comprehensive approach to undertake a 

series of in-depth key stakeholder and community consultation tactics specifically focusing on the Project. 

1.2.3 Consultation 

This section provides a summary of the consultation activities to date. This process involved the development 

and implementation of strategies to ensure identified key stakeholders and the local community were 

effectively engaged on the Project in a range of forums where their specific issues, concerns, questions and 

comments were addressed. These strategies draw from the International Association of Public Participation 

(IAP2) Spectrum of inform, consult, involve, collaborate, and empower and are summarised as follows. 

Inform 

The inform stage saw key stakeholders and the community provided with information advising of MRM’s 

intention to conduct an environmental assessment for the Project and provided a variety of appropriate 

channels to receive information, including meetings in Darwin, Borroloola and Robinson River, meetings of 

the MRM Community Reference Group, four site visits to MRM, presentations to community organisations, 

one on one briefings, preparation of factsheets on specific topics, and internet communication. 

This activity occurred during March at the announcement of the project, coincided with the consultation 

phase to provide supporting communication tools and will continue in post EIS lodgement when a 

community engagement program will advise on the outcomes of the SIA and the proposed strategies to 

mitigate or maximise issues and opportunities raised. 

Consult 

The principles behind the consultation process were that it was to be comprehensive, equitable in its reach, 

all-inclusive, thorough and detailed in its reporting. 

It involved systematically working with key stakeholders and community members to gain their participation 

in the engagement process. This process was conducted in July and August 2011. 

The consult phase has reached 293 people through personal meetings and focus group discussion. 

All stakeholders were identified and classified according to their level of interest and influence on the Project, 

and consultation was designed around the results of this analysis. 

The nature of the consultation took into account a number of external influences and considered a number 

of factors to ensure an effective methodology. These included: 

• Inclusiveness – ensuring all stakeholders had a chance to ‘have their say’. This was achieved by 

conducting consultation one-on-one or in small, focus group-style scenarios where discussion, 

involvement and questions were encouraged and recorded. 

• Literacy levels – ensuring all written consultation materials (such as factsheets) were written in plain 

English to encourage interest and ensure understanding. 


Introduction 

• Cultural obligations – ensuring the consultation process took into account the various cultural 

activities and obligations the Indigenous members of the target communities have. These included 

participation in National Aborigines and Islanders Day Observance Committee (NAIDOC) Week 

celebrations, attending to women’s business and sorry business. 

• Cultural sensitivity – demonstrating respect for the Indigenous culture and encouraging consultation 

involvement. 

The consultation report (Appendix 1) provides an overview of the consultation process undertaken to date, 

together with a detailed assessment of consultation results. A stakeholder matrix was developed, which 

included an analysis of both community and government stakeholders to be consulted. (Appendix 5 within 

the Consultation Report contains a list of all stakeholders consulted). 

Both community and government stakeholders played a key role in the consultation process, providing 

valuable input into the EIS development. Specifically, the role of community was to identify and provide 

feedback on their issues and areas of concern together with areas of benefit and opportunity in relation to 

the proposed Project. Government stakeholders participated in the consultation process and highlighted 

areas of concern or benefit from a local, NT and national standing. 

The information received during the consultation process has been methodically captured and recorded. The 

analysis of this feedback has identified the key areas of concern and impact for the stakeholders, together 

with those areas identified as opportunities or benefits for their communities. The assessment of this 

information was shared on a regular basis with members of the wider EIS Project team and as appropriate, 

contributed to the Project’s design. Feedback has informed the assessment of potential Project impacts and 

benefits across all EIS study areas. This level of influence demonstrates strict adherence to the IAP2 

guidelines. 

Involve and Collaborate 

The involve and collaborate phase of consultation draws on an established network of community leaders to 

confirm the issues, concerns, questions and comments raised through the consultation process and test 

strategies to mitigate, manage or implement them. 

Overall, this two-way process of consultation is a continuation of the engagement approach currently in 

place at MRM, where feedback and involvement from community and key stakeholders is welcomed and 

encouraged. 

1.2.4 Monitor, Review and Evaluation Phase 

This phase considers the Project against the baseline community conditions in order to assess the potential 

social impacts, benefits and opportunities. Included at Section 5 are a range of potential mitigation and 

enhancement strategies. This assessment informed the development of the Stakeholder Engagement Plan 

(SEP) and will guide ongoing consultation, management decisions and actions. 

The SEP will build upon the SIA by identifying the key areas that will be the focus of social management for 

the Project. A framework will be established to support the monitoring of social impacts and the 

effectiveness of mitigation strategies, while objectives will be clearly documented as areas of opportunity. Key 

performance indicators will be agreed, and a process for revising management strategies, where required, 

will be developed. Annual Mine Management Plans and associated operating budgets will provide resource 

allocations and constructive short-term plans to implement the SEP actions. 

The SEP is a dynamic document that will be reviewed on an annual basis to ensure unexpected or new 

impacts are assessed and managed, while emerging opportunities are maximised. 


Introduction 

Xstrata Zinc’s Sustainable Development Framework, specifically Standard 12 – Guidelines for Stakeholder 

Engagement, was also referenced during this consultation period, and provides a framework for stakeholder 

engagement planning and implementation. 

Community consultation and engagement will continue as part of ongoing MRM operations. Communication 

channels will include the continued operation of the MRM hotline and Project email address, together with 

the development and production of written materials (such as fact sheets and community newsletters) to 

ensure stakeholders and community members continue to be kept informed of mine progress, news and 

general information. The continued use of the MRM office in the town of Borroloola will ensure access to 

MRM representatives is made easy for locals, and the communication exchange continues. The MRM 

Community Reference Group (CRG) will continue to play a key role in the collaboration phase, and will be a 

valuable communication tool. 


Situation Analysis 

2 Situation Analysis 

2.1 Stakeholder Identification and Analysis 

As part of the SIA process, stakeholders were identified and classified according to their interest in and 

influence on the proposed project as defined by the MCA and Xstrata Zinc guidelines. 

The following figure (Figure 1) provides detail on the classification of each stakeholder according to the MCA 

guidelines. Stakeholders and community members were assessed according to their influence or power and 

interest, which determines the level of communication appropriate. 

For example, the Gurdanji community has been identified as having high power and interest in the proposed 

project, meaning this group has been classified in the manage closely quadrant. For the communication and 

consultation process, this classification means this particular group needs to receive high levels of 

communication and contact to ensure their understanding and encourage their involvement. By comparison, 

Darwin business organisations have been identified as having low power and interest in the proposed project, 

meaning this group has been classified in the monitor quadrant. For the communication and consultation 

process, this classification means this particular group requires the minimum amount of consultation on the 

proposed project. 

It is important to note that while some stakeholders have been classified in the monitor quadrant, this does 

not mean these stakeholders are ignored or exempt from the communication process. It simply means 

consultation and communication with these groups is significantly less compared to those stakeholders 

captured in the manage closely, keep satisfied or keep informed quadrants. 



Figure 1: Stakeholder Classifications 

INFLUENCE OR POWER 

KEEP SATISFIED 

Local business organisations 

Other surrounding communities 

MONITOR 

Pastoralists 

Darwin business organisations 

Tourists 

MANAGE CLOSELY 

Traditional Owners 

Communities – Yanyuwa 

Communities – Gurdanji 

Communities – Mara 

Communities – Garrawa 

Community groups 

Indigenous / local services 

and NGOs 

KEEP INFORMED 

Employees 

Roper Gulf Shire Council 

NT Government and agencies 

Australian Government 

INTEREST 

All stakeholders were identified and classified according to the following steps: 

1. Identify stakeholder groups 

2. Identification criteria to ensure no stakeholder groups are missed: 

• Responsibility: The people for which the operation is responsible for (employees, etc.). 

• Influence: Stakeholders with influence or decision-making power (authorities, shareholders, 

pressure groups). 

• Proximity: Stakeholders who interact most with the operation (employees, contractors, local 

communities, business partners, local suppliers, local infrastructure providers). 

• Dependency: Stakeholders directly or indirectly dependent on Xstrata Zinc (only employer or 

sole purchaser in remote area); or dependent on Xstrata Zinc for other issues such as school, 

hospital, water, electricity supply, etc. 

• Representation: Stakeholders that can claim to represent a constituency (MPs, NGOs, union, 

community leaders, and special interest groups). 



• Strategy intent: Stakeholders addressed directly or indirectly through Xstrata Zinc policies or 

value statements (consumers, communities) or provision of early warning on emerging issues 

(e.g. activists, academia, blogs). 

After the identification, every stakeholder was assessed by rating their power over and influence on the 

proposed project. As a result of the assessment, the stakeholder groups were ranked in terms of 

communication levels required. Rankings included: 

1. Manage closely 

2. Keep satisfied 

3. Keep informed 

4. Monitor. 

Stakeholders classified as ‘Manage closely’ required more resources directed at engaging and consulting with 

them than ‘Monitor’ stakeholders. However, it is to be highlighted that any stakeholder has the potential to 

move from one classification to the other, therefore, flexibility and constant review of stakeholder 

classifications is essential. 

To ensure a robust process, stakeholders were assessed and managed early, and regularly reviewed to define 

the priorities and effectiveness of the stakeholder engagement and consultation program. The process 

ensured vulnerable or voiceless stakeholders were included. Such stakeholders may not have received the 

high level engagement as others, but they were included in the process. 

The constraints of every stakeholder were identified – this may be due to capacity (e.g.: time, money, access 

to IT) or to competency (e.g.: language, expertise) constraints. These constraints were identified when 

developing the consultation tactics. 

2.2 Community Baseline 

The baseline provides a snapshot of the community as it stands today. This section draws on data collected in 

the ABS 2006 Census relating to the Gulf Strategic Land Area (SLA) and Borroloola Community Government 

Council (CGC) SLA*. 

The Project is located in the Roper Gulf area of the NT, approximately 60 km south-west of the township of 

Borroloola. For the purpose of this SIA, the Project’s area of influence has been defined as the whole Gulf 

SLA, with a particular focus on the community of Borroloola. Other communities of interest include the 

smaller Indigenous outstations surrounding Borroloola as well as King Ash Bay, Robinson River and the Sir 

Edward Pellew Islands. 

The Gulf SLA is defined by the ABS as covering 60,513.8 km 2 extending from Limmen in the north-east to 

the Queensland border to the east, and about 100-200 km inland. The Borroloola CGC SLA is located 

approximately in the centre of the Gulf SLA, however is not part of the Gulf SLA from a statistical 

perspective. The township of Borroloola is located on the McArthur River, approximately 50 km upstream 

from the Gulf of Carpentaria and covers an area of around 12.6 km 2 . 

* Note: The Borroloola Community Government Council was the governing body in the region when the last 

reported census was conducted and released in 2006. The region has, since 2009, been governed by the 

Roper Gulf Shire Council following a local government redistribution by the NT Government. 



Figure 2: Regional Location Plan 

Source: MET Serve, 2011 



2.2.1 Demographic Factors 

a. Services and Facilities 

The Gulf Region is sparsely settled and minimally served by urban centres. There are two gazetted towns in 

the region: 

• Borroloola, which is the main service centre 

• The designated town of Pellew on Centre Island off the mouth of the McArthur River, which has 

been identified for future port development. 

Other communities within the range of influence of MRM include King Ash Bay, Robinson River and a 

number of smaller Indigenous outstations or homelands. 

Borroloola 

Borroloola is an open town located approximately 972 km south-east from Darwin, 655 km south-east of 

Katherine and 940 km north-west of Mount Isa in Queensland (Google et al., 2011). The town is surrounded 

by Aboriginal Freehold Land and the population of 773 is approximately 75% Indigenous (ABS, 2006). 

Within this area, housing developments or camps accommodate the four main Indigenous language groups 

whose country comprises the Gulf SLA, which are Yanyuwa, Garawa, Mara and Gurdanji. 

Aerial of the township of Borroloola 

Up until 1870, the area was largely isolated from European Australian settlement and was home to a number 

of Indigenous tribes. Borroloola carries a strong Indigenous history, with the majority of the population 

identifying as Indigenous in the ABS 2006 Census (ABS, 2006). 

European settlement of the present site of Borroloola began 30 years after Ludwig Leichhardt first sighted 

the area in 1845. Originally settled by pastoralists, by 1887 the town had grown to include a courthouse, 

police stations, two hotels, a butcher’s shop and a general store (The Sydney Morning Herald, 2004) 



Borroloola is now a significant service centre for the surrounding cattle stations, in addition to MRM. 

Tourism is also an important aspect of the area, centring on natural features and outdoor activities including 

fishing, four-wheel driving and bush walking. 

Pastoral homesteads, motels and camp grounds, and the MRM accommodation facilities represent other 

principal population centres. The non-Indigenous population in the area is primarily concentrated in 

Borroloola and scattered pastoral homesteads, and around other minor enterprises (fishing, tourism, etc). 

There are also approximately 26 outstations surrounding Borroloola. An outstation (or homeland) provides 

the opportunity for Indigenous people in the NT to live on their traditional land, maintaining their cultural 

heritage (NT Government, 2011). It is defined as a ‘piece of land (big or small) belonging to Indigenous 

people (most commonly in family groups) and where they live’ (Mabunji Aboriginal Resource Association Inc., 

2010). Residents of these outstations travel to Borroloola to access services. 

Outstations are located at varying distances from Borroloola, with the furthest outstation relying on 

Borroloola’s services estimated to be around 260 km away. 

The local outstations incorporate areas that were previous pastoral leases, together with island communities 

on the Sir Edward Pellew Islands. 

Outstations are as follows: 

• Bauhinia Downs 

• Ijari 

• Numultja 

• Balbarini 

• Jungalina 

• Sandridge 

• Wurlbu 

• Black Craggy 

• Wanda Ngula 

• Yathunga 

• Babungi 

• Millibunthurra 

• Wada Wadala 

• Yameeri 

• Cow Lagoon 

• Minyalini 

• Wada Warra 

• Yulbara 

• Garangjiny 

• Mooloowa 

• Wathunga 

• Uguie 

• Goolminyini 

• Mumathumburu 

• Webe Point 

• Yungurie 

Source: Mabunji Aboriginal Resource Association Inc., 2010 

Borroloola has been designated by the NT Government as a ‘Growth Town’ under its Working Future Policy 

(NT Government, 2011). This means it is targeted by the NT Government as one of the Territory’s 

strategically placed remote communities to become a properly planned and designed town providing services 

and infrastructure equivalent to those available in similarly sized Australian country towns. Borroloola, 

through the Growth Towns initiative, will be the focus of regional service, building, facilities and 

infrastructure development. 

King Ash Bay 

The King Ash Bay fishing centre, located approximately 52 km north of Borroloola, is increasingly popular 

with tourists, particularly retired and semi-retired people. In the off-season, it is a small centre, consisting of 

caravan parks, camping grounds and a shop, with a few permanent residents maintaining it year-round. 

However, in the high-season it has a population of up to 1,000 residents and a significant tourism population 

which was last tracked in 2007 when around 13,000 visitors recorded around 40,000 visitor nights. 



Robinson River 

A small, remote Aboriginal community of about 250 people, Robinson River is inaccessible for part of the 

year due to the intensive wet season. Located in the NT near the Queensland border, the community is 

around 150 km east of Borroloola. Robinson River was a cattle station until it was handed back to Traditional 

Owners in 1992. 

Infrastructure 

Roads 

The NT Department of Lands and Planning manages the road networks in the Northern Territory. Roads are 

maintained by the Department of Construction and Infrastructure which provides capital works, minor new 

works, repairs and maintenance services. (For more information on Transport, see Chapter 8) 

The Carpentaria Highway is the main access road to Borroloola. It is an NT controlled road and connects 

Borroloola with destinations to the east and west. It is a sealed, 6.8 m-7.4 m wide, two-way highway with 

one lane in each direction. The maximum posted speed limit is 110 km/hr. 

It should be noted that during recent site inspections conducted by Halcrow (Road Impact Assessment 2011), 

the condition of the existing road carriageway included water damage, uneven surfaces and pot holes. 

Currently, there are no proposed road upgrades for the Carpentaria Highway as per the NT Government’s 

Department of Construction and Infrastructure Construction Snapshot dated March 2011 (NT Government, 

2011). 

Old Bing Bong Road is a NT controlled road connecting Borroloola and Bing Bong. It is a sealed, 6 m wide, 

two-way road with one lane in each direction. The maximum speed limit is 110km/hr. (Halcrow, 2011). 

Again, there are no proposed road upgrades for Old Bing Bong Road as per the NT Government’s 

Department of Construction and Infrastructure Construction Snapshot (NT Government, 2011). 

The Halcrow investigations did identify a number of road safety deficiencies on the Carpentaria Highway 

between MRM and Bing Bong. These included: 



• water damage and pot holes on sections on the roadway, which are a safety hazard to both light 

and heavy vehicles 

• uneven surfaces and incorrect cambers, which have been reported to cause road train trailers to 

swing both off-road and into the opposing carriageway 

• narrow sections of road (particularly on causeways), where road train operators have reported that 

there is a potential for road trains to rollover if the vehicle accidentally leaves the paved carriageway. 

These deficiencies will need to be further investigated and rectified to cater for existing traffic, regardless of 

whether the Project proceeds. 

The McArthur River Bridge has offset the significant transportation difficulties facing the community during 

the wet season. The bridge is elevated 5.8 m above the existing causeway and includes a 9 m carriageway, 

6 m gravel approach lanes and a 220 m-long pedestrian walkway. Previously Borroloola’s road access to the 

east was across the McArthur River by means of a causeway barely higher than the average river height and 

just wide enough for one vehicle. MRM actively lobbied the Australian and NT Governments on behalf of the 

Borroloola community to have the bridge upgraded. Work was completed and the bridge officially opened in 

2011. 

MRM has regularly invested in upgrading a section of Mule Creek Road despite this road not being one used 

by the mine. This was a direct response to community concerns about the condition of the road after rain. 

During consultation, major concerns were prevalent across the region relating to poor road conditions 

resulting from general traffic, truck traffic, the wet season and a low level of maintenance. Many felt roads 

were in need of significant repair. 

Air 

‘The only thing that worries me is the roads and allocation from Main Roads for maintenance. The wet 

season impact.’ 

Taken from meeting with Borroloola Police held on 19 July 2011. 

‘The roads need to be fixed, the highway.’ 

Taken from meeting with Safe House held on 20 July 2011. 

There are several licensed airstrips in the Gulf Region servicing major centres. Additionally, there are many 

airstrips on private land. Although these airstrips meet basic standards, they are not inspected by aviation 

authorities, and there is no official listing of their location. However, these minor airstrips provide a valuable 

network connecting pastoral homesteads and Indigenous communities to regional centres, especially during 

the wet season when many roads become impassable. There is an aerodrome with refuelling facilities at 

Borroloola, however this is no longer a registered airstrip. Private flights can still land at the airstrip however, 

lighting is only available for air evacuations. 

MRM improved the level of air service to Borroloola and the wider Gulf Region by funding an $8 million 

upgrade of the MRM airport and runway. These works saw the airstrip upgraded to such a level that it is 

more accessible for a wider range of aircraft, including military aircraft and charter jets. The MRM facility is a 

resource for the region and is used for defence and commercial air travel, as well as medical evacuations, 

charters and refuelling. 

Public transport 

Through the NT Integrated Regional Transport Strategy - Transport for Our Regions program, $3.1 million 

was provided to support the provision of new passenger bus services to remote and regional communities on 

a trial basis over a two year period (NT Government, 2011). 



As a part of this initiative, the NT Government is implementing nine new bus service trials meaning a total of 

13 Territory Growth Towns, including Borroloola, will have access to bus services. Careful consideration was 

given to selecting areas where bus trials could be conducted. This included looking at road conditions and 

access along possible trial routes, the existing or future potential demand for services and the potential 

longer term viability and sustainability of services. 

As part of the program, in mid-2011 the Bodhi Bus commenced a new passenger bus service trial with a 

return service each week from Katherine to Borroloola (via Mataranka, Lirrimah and Daly Waters). 

Utilities 

The Power and Water Corporation manages the water supply, sewerage and electricity to the study area. 

Water is supplied through community bores, with an average of 65 psi throughout the town (gravity fed). 

Interruptions to water supply are usually the result of equipment failure, electrical power outages and line 

breakages (Roper Gulf Shire Council, 2011). 

Work to upgrade sewerage infrastructure in Borroloola began in May 2011, and includes the installation of a 

fully reticulated sewerage system to a significant portion of the community during the 2011 dry season. 

Work will include removal of the existing septic tanks due to their potential to overflow during extended wet 

seasons. 

Electricity is provided through a fuel oil generator and is available 24 hours a day. 

Telecommunications 

In Borroloola, most locals use a mobile phone, with best coverage in the township and at MRM. There is no 

mobile phone coverage in King Ash Bay or Robinson River. Landlines are preferred for business use, with 

internet access unreliable during the wet season. Under the 'Towns Over 500' program, funding was 

provided to Telstra to improve mobile phone coverage to 131 towns in regional Australia which have 

populations of 500 or more – Borroloola was one of the identified towns (Australian Government 

Department of Communications, Information Technology and the Arts, 2008). This program was developed 

in response to concerns raised in the Telecommunications Service Inquiry about mobile phone coverage in 

regional areas. The rollout of new services was completed in September 2006. It should be noted that even 

with the new services, there are constant telecommunication issues for the township with mobile coverage at 

times being unreliable. 

Recreational, Cultural, Leisure and Sporting Facilities and Activities 

Recreational and cultural events play a role in the social fabric of Borroloola, King Ash Bay and Robinson 

River. There is importance placed on encouraging the participation of youth in cultural events such as 

NAIDOC Week and Boonu Boonu Festivals. 

Despite general interest in cultural events, there remains a lack of recreational activities, facilities and 

infrastructure for young people. Consultation showed a high level of concern for this aspect in the region, 

with a number of stakeholders (particularly leaders of the Indigenous language groups) indicating they felt 

young people needed such facilities and services to help divert them from anti-social behaviour, such as drug 

and alcohol abuse. 



‘There are a lot of things we want for our young people.’ 


‘The (Borroloola Swimming Pool) was a good thing; we would like more things for your young ones. If the 

mine could bring things for the children, it would be good. ... We would like a drop-in centre for 

teenagers. If we have our own hostel, another softball oval... At the moment we have basketball and 

netball together, what we need is our own basketball court. What we need is things like that for our 

young people in Borroloola.’ 


‘(Young people) get home after high school, just fighting and getting on the grog. They need some 

motivation, they need something to do...’ 

Taken from meeting with Traditional Owner – Yanyuwa Group held on 29 July 2011. 

Borroloola Swimming Pool Complex 

One of the most significant community infrastructure developments in Borroloola in recent years was the 

$2.1 million Borroloola Swimming Pool Complex, officially opened in 2009. The complex features a 25 metre 

swimming pool, wading pool for small children and change room facilities servicing both the pool and soccer 

club. The pool’s development was overseen by a community committee and project managed by MRM. 

Mine personnel provided project management services in order to generate cost efficiencies for the 

community and mine resources were provided for civil works with an in-kind value of approximately 

$600,000. The facility is operated by the Roper Gulf Shire Council. 

Children enjoying the Borroloola Swimming Complex developed with project management and resource 

support from MRM 

There remains significant potential to improve the use of the pool as a recreational centre and to promote 

swimming as part of a healthy lifestyle to youth. Borroloola School and Wanula Creche have regular bookings 

at the pool supporting children attending these facilities to learn to swim. 



Events 

The Borroloola showgrounds and sports fields are grassed and lined with trees for year-round use. These 

grounds are used for a number of cultural and social events in the town throughout the year, including the 

annual Borroloola Show (June) and the Borroloola Rodeo (August). 

In August each year, more than 1,000 people visit Borroloola to celebrate the annual Rodeo, an event 

managed by the Borroloola Amateur Race Club (BARC, 2011). King Ash Bay is a popular fishing spot for 

locals and tourists all year round. The King Ash Bay Fishing Club is a key destination for visiting anglers and 

hosts the annual Easter Barra Classic. This fishing competition attracts competitors from across Australia and 

includes family friendly entertainment over the weekend including dancing, music and cane toad races. 

MRM is a strong supporter of both the Easter Barra Classic and Rodeo, contributing financially to both events 

on an annual basis since the mine’s establishment in 1995. 

From a cultural perspective, NAIDOC Week is celebrated in July each year, with a variety of community events 

and festivities to showcase the achievements and contributions of Indigenous people. The 2011 NAIDOC 

Week theme was Change: the next step is ours (NAIDOC, 2011) – encouraging seizing responsibility for the 

future, and recognising that making changes requires planning and taking action to make it happen. 

Performers at the 2010 NAIDOC Week festivities in Borroloola 

MRM provides sponsorship, in-kind and Trust grant support for the NAIDOC Week festivities in Borroloola, 

and the associated Boonu Boonu Festival, a cultural dance festival coinciding with NAIDOC Week, which 

celebrates traditional dance groups and musicians from across the region. 

Sports 

The key main sports that the people of the Gulf are renowned for are soccer and softball. 

Borroloola has a proud history of soccer achievements. The first Indigenous Australian selected for a national 

soccer team was John Moriarty, a Yanyuwa man, in 1960. 

MRM has been a long-term supporter of the Borroloola Cyclones, sponsoring the team with flights, new 

soccer jerseys for their debut at the Arafura Games in 2009 and other team requirements. 



In July 2010, the Borroloola Cyclones football team travelled to Singapore to play their first international 

soccer game with sponsorship support from MRM. This week-long trip was also an opportunity to promote 

the Australian Indigenous culture in Singapore. 

b. Population 

The 2006 Census indicated there were 639 people usually resident in the Gulf SLA. Around 55.2%, or 353 

were male, and 44.8% or 286 were female. This total excludes overseas visitors (ABS, 2006). 

The gender ratio is closer to equality among the Indigenous sector of the population: 51.27% are male and 

48.73% are female, compared with 61.22% male and 38.78% female in the non-Indigenous sector of the 

population. 

In the 2006 Census there were 773 people usually resident in the Borroloola SLA (53.4% male and 46.6% 

female) (ABS, 2006). 

The Borroloola SLA represented a closer gender ratio than the wider Gulf SLA, both in the Indigenous and 

non-Indigenous population, with 51.98% male and 48.02% female, compared with 56.88% male and 

43.14% female respectively. 

The table below shows the breakdown of birthplace, Indigenous members of the population and languages 

spoken at home: 

Table 1: Birthplace, Indigenous Members of the Population and Languages Spoken at Home 

Gulf SLA Borroloola CGC SLA Australia 

Total 

Percentage 

of 

population 

Total 

Percentage 

of 

population 

Total 

Percentage 

of 

population 

Australian-born 556 87% 706 91.3% 14,072,944 70.9% 

Indigenous 430 67.3% 579 74.9% 455,031 2.3% 

English spoken 

at home 

513 80.3% 594 76.8% 15,581,333 78.5% 

Garawa spoken 

at home 

23 3.6% 68 8.8% 89 0.0% 

Yanyuwa 

spoken at home 

10 1.6% 34 4.4% 124 0.0% 

Source: ABS 2006 



c. Residency 

The number of people who are usually resident in the Gulf SLA and Borroloola CGC SLA changes slightly 

according to seasons and cultural commitments for Indigenous people. Changes are minimal, and therefore 

have minimal impact on services, including health care, in the area. 

The majority of people usually resident in the Gulf SLA and Borroloola CGC SLA areas have Australian 

citizenship, with a small minority born overseas, as follows: 

Table 2: Citizenship of Residents 


Total 

number 

Percentage 

of 

population 

Total 

number 

Percentage 

of 

population 

Total 

number 

Percentage 

of 

population 

Australian 

citizenship 

572 89.5% 732 94.7% 17,095,569 86.1% 

People born 

overseas 

17 2.7% 17 2.2% 4,416,037 22.2% 


The Borroloola area has a higher number of residents during the wet season, with population levels rising by 

around 400 people (Roper Gulf Shire Council, 2011). 

The King Ash Bay residency level is also estimated to increase to around 1,000 during peak periods. 

MRM, with a fly-in fly-out (FIFO) workforce of 440, generally has around 200 people living on site at any one 

time. An estimated 52 employees live in the local area, with the remainder FIFO from Darwin, and living 

either in Darwin or elsewhere. 

d. Population Density 

The Gulf SLA population density equates to around one person to every 94.7 km 2 . The Borroloola CGC SLA 

population density equates to around 61 people per square kilometre. This reinforces the sparsity of the 

region’s population and implies a relatively high unit cost of delivering essential services in the community. 

In comparison, Australia’s estimated population density as at June 2008 was 2.8 people per square kilometre, 

with significantly higher density levels in coastal and city areas, and the south-east corner of the country. 



e. Age 

The age breakdown of the Gulf SLA is provided in the figure below. 

Figure 3: Population Age 


The median age of people is 25 years in the Gulf and Borroloola SLAs, which is comparatively younger than 

the remainder of Australia, which has a median age of 37 years. This, however, reflects the high proportion 

of Indigenous people in the region, with Australia’s Indigenous population having a median age of 21 

(significantly lower than the non-Indigenous population) (ABS, 2006). 

f. Health 

Evidence suggests remote communities in the NT suffer poor health outcomes compared to Australian 

averages. Indigenous Australians have higher rates of diabetes, kidney disease, sexually transmitted diseases 

and alcohol and drug abuse than non-Indigenous Australians. This is somewhat attributable to a number of 

issues including nutrition, sanitation or housing issues. Because of these conditions, Indigenous adult life 

expectancy is about 20 years below that of the rest of the country and Indigenous infant mortality rates are 

about 10 times higher (ABC Health and Wellbeing, 2007). The Roper Gulf Shire Council highlights the key 

health problems in Borroloola and surrounds as being trachoma, scabies, impetigo, gastro and nits. There are 

also issues relating to overcrowding, alcohol abuse and smoke from burn-offs (Roper Gulf Shire Council, 

2011). 

The NT Government’s approach to health care recognises the complexity of providing health care to relatively 

low populations of people located across a substantial land area. It also recognises the challenges associated 

with attracting and retaining health professionals in remote areas. 

The establishment of a government-funded 24-hour health hotline staffed by highly competent personnel 

complements the work done by Community Health Centres. Approximately 30% of the NT population is 

serviced through this hotline, and referred to specialist services in regional centres as required. The 

Borroloola Health Clinic is one of the Community Health Centres that welcomes the support of the 24-hour 

telephone hotline. Patient surveys indicate a high level of satisfaction with this hotline service, however it is 

important to recognise that this telephone medical assistance will never replace face-to-face medical services 

as a critical element of service delivery in remote communities. 



There are no public hospitals in the Gulf Region. According to the NT Growth Town initiative’s draft 

Borroloola LIP, between 2003 and 2004, Indigenous people in the Borroloola CGC SLA were hospitalised for 

diseases associated with poor environmental health (such as nutrition, lack of exercise and diabetes) at a rate 

of 90.7 per 1,000 (NT Government et al., 2011). 

The Borroloola Health Clinic provides basic public health services and up until 2009, was staffed by one 

general practitioner (GP) and nursing support. In 2009, MRM supported the engagement of this GP through 

NT Health in what is the mine’s largest annual sponsorship commitment. The MRM sponsorship involves: 

• underwriting a percentage of the GP’s time for after-hours consultations at the clinic in order to help 

provide improved accessibility to health services in the Borroloola community 

• providing annual financial incentives for the GP to remain in the community 

• providing return airfares for the doctor and family to Darwin. 

In 2009-10, there were a reported 11,162 episodes of care, with 91% reported as care for Indigenous clients 

(NT Growth Towns initiative draft Borroloola LIP). The Clinic provides home care, and as reported by the 

draft plan, undertook care for 21 reported ‘Home and Community Care’ clients in 2008-09, all of whom 

were Indigenous. 

MRM has also supported the provision of higher standards of health care through the development of the 

Borroloola Renal Unit to NT Health specifications and funding support for the provision of x-ray facilities 

within the clinic. These additional facilities reduce the need for patients to travel to larger centres such as 

Katherine for specialist treatment. 

Consultation with Borroloola Health Clinic revealed there is currently concern relating to provision of travel 

for elderly patients, whereby those requiring treatment in Darwin are required to travel by charter jet to 

Katherine, before embarking on a 5-hour bus journey to Darwin. Reports suggest this is often a gruelling 

journey for patients. 

A small variety of specialists visit the region occasionally throughout the year, for example, a dentist visits 

Borroloola approximately every three months. For specialist dental treatment, patients are recommended to 

specialists, with Katherine being the nearest centre. 

In terms of emergency services for the region, the Borroloola Police Station acts as the centre for dispatch 

and management of emergency situations. There are a number of small airports for use in the event of a 

severe medical emergency, however most situations are adequately dealt with on a local level. 

From an emergency first aid perspective, the MRM Emergency Rescue Team provides assistance as required. 

This team is trained in essential rescue requirements, such as occupational first aid training, road accident 

rescue, hazardous material handling and vertical rope rescue, and won the 2010 North Australian Emergency 

Rescue competition. 

The establishment of the Borroloola Safe House in 2007 provides temporary respite measures for women and 

children who are victims of domestic violence. 

In addition to the Borroloola Health Clinic, a number of other health-related programs are currently in 

operation in the community, including: 

• Meals on Wheels 

• Substance abuse support 

• School screening 

• Aged screening 

• Men and women general wellness checks 

• Under-5 screening 

• Immunisation 

• Chronic Disease Outreach 



• Maternity / child health 

• Communicable disease reporting and 

management 

g. Income and Employment 

• Home visiting services 

• Palliative care. 

The 2006 Australian Government Report: Employment Opportunities, Borroloola reported there were a total 

estimated 40 employers in the Borroloola community, including eight employers in the community services 

area (Australian Government Department of Employment and Workplace Relations, 2006). 

Many people in the Borroloola and Gulf Region are employed through the Australian Government-funded 

Community Development Employment Project (CDEP) program, introduced in 1977. The CDEP program aims 

to assist Indigenous job seekers to gain skills, training and capabilities to find sustainable employment and 

improves the economic and social wellbeing of remote communities. Australian Government reforms to the 

program are underway. The program continues in the Borroloola and Robinson River areas, however is due 

to end in 2012. 

The program is managed in Borroloola by Mabunji Aboriginal Resource Association, which employs more 

than 300 people under the scheme, and in Robinson River by Mungoorbada Aboriginal Corporation, 

employing almost the entire Robinson River adult community under the scheme. 

There is a diversity of employers in the region, both private and public, and ranging from small to mediumsized 

businesses and organisations representing a range of industry sectors including retail, agribusiness, 

pastoral, health and community services, trades, education, transport, civil engineering, mining and tourism. 

The largest private employer is MRM. 

The workforce statistical breakdown is detailed in Table 3. 

Table 3: Workforce Statistical Breakdown 

Gulf SLA and Borroloola CGC 

SLA 

Australia 

Total 

number 

Percentage of 

total number 

Total 

number 

Percentage of 

total number 

Total labour force 

(aged 15 – 64 years) 

Employed (full-time, part-time, away 

from work or hours not stated) 

543 100% 9,607,987 100% 

517 95.21% 9,104,183 94.7% 

Unemployed 26 4.78% 504,804 5.2% 

Not in the labour force 

(Percentage of the population aged 

15 - 64 years) 

Labour force participation rate 

(Percentage of the population aged 

15 – 64 years) 

354 39.5% 3,665,715 27.6% 

543 60.53% 9,607,987 68.6% 




The participation rate of people aged between 15 and 64 years in the workforce is lower in the Gulf SLA and 

Borroloola CGC SLA region at 60.53% compared with the rest of Australia at 68.6%. 

The largest single employment category was indicated as being the Public Administration and Safety sector, 

employing 42.1% in the Gulf SLA and 48% in the Borroloola CGC SLA. 

This workforce allocation is due to the prominence of employment under the CDEP scheme. Through 

consultation, concern was evident regarding imminent cessation of the CDEP scheme in 2012, with an 

expected decrease in labour force participation, potential flow-on effects relating to decreased work ethic 

and an increase in anti-social behaviour, and impacts on availability and capacity of services in the area (i.e. 

when employees currently with the CDEP scheme are no longer employed to carry out current tasks, there 

will be a natural decrease in capacity and services). 

Many who raised this as an issue saw the proposed Project as an opportunity to overcome some of the issues 

associated with CDEP coming to an end. 

‘The CDEP is going to close next year and we need something to go on. Like a business, so we can create 

work, jobs.’ 

Taken from meeting held with Robinson River community members on 10 August 2011. 

‘I think, at the end of the day, CDEP is going to be dropped in Borroloola. It’s about time people should 

think, ‘well, you, there’s jobs.’ If you can’t work in Borroloola and can’t find a job here ... there’s 

opportunities (at the mine), so to save you dropping off CDEP to go on the dole, the government should 

be able to say, ‘well look, there’s sixty jobs at the mine.’ And make it an understanding….’ 

Taken from meeting held with the Mabunji Board on 3 August 2011. 

Occupations nominated in the ABS 2006 Census (ABS 2006) are detailed in Table 4. The highest nominated 

work-type was labouring, conducive with the type of work generally carried out by employees under the 

CDEP scheme. 

Table 4: Nominated Occupations 


SLA 

Australia 

Total number 

of labour 

force 

Percentage of 

labour force 

Total number 

of labour 

force 

Percentage of 

labour force 

Labourers 231 42.54% 952,520 10.5% 

Professionals 59 10.86% 1,806,010 19.8% 

Technicians / trades workers 46 8.47% 1,309,258 14.4% 

Managers 42 7.73% 1,202,267 13.2% 

Community and personal service 

workers 

39 7.18% 801,906 8.8% 




SLA 

Australia 

Total number 

of labour 

force 

Percentage of 

labour force 

Total number 

of labour 

force 

Percentage of 

labour force 

Machinery operators / drivers 20 3.68% 604,616 6.6% 

Clerical / administrative workers 19 3.5% 1,365,805 15.0% 

Sales workers 14 2.57% 896,208 9.8% 


Average income levels for individuals, households and families are significantly lower when compared with 

Australian averages, with individuals usually resident in the Gulf SLA earning approximately 49% less than 

the average Australian, and individuals usually resident in the Borroloola earning approximately 56% less 

than the average Australian (ABS 2006) as detailed in Table 5. 

Table 5: Median Income 


$ / week $ / year $ / week $ / year $ / week $ / year 

Median individual 

income 

Median household 

income 

Median family 

income 

230 11,960 263 13,676 466 24,232 

645 33,540 1,012 52,624 1,027 53,404 

597 31,044 772 40,144 1,171 60,892 


Income per household is similarly lower than Australian averages with 52.5% of households in the Gulf SLA 

earning less than $1,000 per week compared to 42.7% in Australia. Interestingly, the household earnings 

profile of the Borroloola CGC SLA is closer to Australian averages as shown in Table 6. 



Table 6: Total Household Earnings Per Week 


Total 

number of 

occupied 

dwellings 

Percentage 

of 

occupied 

dwellings 

Total 

number of 

occupied 

dwellings 

Percentage 

of 

occupied 

dwellings 

Total 

number of 

occupied 

dwellings 

Percentage 

of 

occupied 

dwellings 

Negative / nil 4 3% 0 0% 82,221 1.15% 

Under $500 22 16% 14 10% 1,307,779 18% 

$500 – $1000 45 33.5% 35 25.7% 1,678,098 23.5% 

$1000-$2000 25 18.6% 39 28.6% 2,114,369 29.6% 

$2000+ 11 8% 19 14% 1,159,436 16% 


While the Borroloola results are influenced by the more diverse local economy than the Gulf SLA and broader 

range of nominated occupations, another factor is the number of local people employed directly by MRM. 

While Table 6 refers to ABS 2006 statistics, the mid-year level of local employment indicates that 52 local 

employees are engaged by MRM. The current average salary of MRM EBA employees is $101,500 while the 

current local area average salary is $85,000 (MRM, October 2011). 

MRM is one of the largest employers in the region with its local employees representing 6.7% of the total 

population (based on ABS 2006 figures). 

h. MRM Employment – Construction and Operation (including Accommodation) 

Performance between 2006 and 2010 

Consultation for the Project has shown local community members and stakeholders are positive about the 

benefits MRM has provided for the community, and are optimistic about the potential for additional 

employment opportunities for locals presented by the Project. 

This optimism stems from the employment performance of MRM since 2006 when it converted from 

underground to open pit mining. 



Figure 4: Total MRM Workforce as at 31 December 2006 - 2010 

Since 2006, the number of permanent employees engaged by MRM has increased by 100% to 282. 

Contractor numbers have fluctuated during this period due to the civil works required for the open pit 

conversion and finalisation of procurement arrangements for outsourced site services including camp 

management, catering and fleet operation. 

Figure 5: Local MRM Workforce Participation 

Over the same period, the percentage of local employees has remained relatively steady between around 

17% and 21%. Importantly, the composition of this local employment base has also changed as the 

Indigenous workforce participation rate increased. The number of employees identifying as being of 

Indigenous descent has increased from 6 to 59. This has surpassed a target of 20% Indigenous workforce 

participation which was set in 2007. 



Figure 6: MRM Indigenous Workforce Participation 

Source: MRM Sustainable Development Data, 2006-2010 

As a condition of approval of the open pit development, MRM was required to establish a Trust to support 

the social and economic development of the Gulf Region in partnership with the NT Government. A legal 

agreement between MRM and the government for the establishment of the MRM Community Benefits Trust 

(the Trust) in July 2007 detailed among its objectives, to: 

• “enhance the positive social and economic impact of MRM’s mining operations resulting from the 

open pit mining operations on the community and the region as far as is reasonably practicable; and 

• create jobs and training opportunities.” 

Further to this, a specific commitment was made under the Agreement for MRM to “establish a target of 

20% Indigenous employment across its workforce”. 

As a result, MRM substantially reviewed its Indigenous employment and training strategy to place greater 

emphasis on culturally sensitive recruitment practices, pre-employment training, community and mine-based 

mentoring support, and the development of nine potential career paths within the operations for entry level 

trainees. The acquisition of a $1 million heavy machinery simulator in 2007 has also been instrumental in 

retaining and engaging young Indigenous trainees and supporting their development into permanent career 

positions as machinery operators. 

This strategy is captured within the Pathways to Employment program and has been supported by grant 

funding from the Trust. 

Between 2007 and 2009, the program targeted Indigenous residents of the Borroloola Region only into entry 

level traineeship positions and apprenticeships. Since then, skilled Indigenous employees from other parts of 

the Northern Territory have also been engaged through direct recruitment and FIFO to MRM. 

Project Construction and Operation 

With specific reference to the Project, MRM anticipates the current percentages of local employees and 

Indigenous workforce participation to be sustained. 



The construction phase will extend over a two-year period. During this time, site-based workers will peak at 

approximately 900. Indirect job creation will occur throughout the NT and other areas of Australia as a result 

of the Project and procurement contracts. 

MRM is an equal opportunity employer and MRM’s policy ensures workers are sourced from all age, gender 

and ethnic groups where possible. The construction labour force is likely to reflect general industry trends 

within the NT and interstate. Under this assumption, the construction workforce will generally be single 

males aged between 18 and 35. 

Where possible, appropriately skilled construction workers will be sourced from the local area, however it is 

anticipated that the majority will be employed on a FIFO arrangement. They will fly in from Darwin, work at 

the mine site during their rostered time on, and then fly back to Darwin for their rostered time off. Although 

the base for FIFO operations is Darwin, it is anticipated that a percentage of personnel will come from 

interstate and even internationally. The workforce will be accommodated in purpose built camp facilities onsite. 

These facilities are fully self sufficient, meaning workers have no need to travel to Borroloola. 

Resourcing the construction workforce is a national issue, rather than simply a local or NT issue. As outlined 

in the Australian Government’s National Resources Sector Employment Taskforce Report, Resourcing the 

Future (2010), the resources economy is supported by the engineering and construction sectors. Work in this 

sector is undertaken primarily on FIFO or drive in - drive out (DIDO) basis by workers in every state and 

territory. As a result, resource projects directly compete for staff in a national labour market. 

At construction peak, expected to occur in 2013, the majority of construction, contractor, operations and 

management staff will operate on a 14-days on / 7-days off, 12-hour daily roster. 

As at December 2010, MRM’s total workforce was 444. Preliminary workforce planning anticipates an 

additional 110 permanent employees will be required in the expanded operations. MRM will remain 

predominantly a FIFO operation should the Project proceed. Planning under the EIS anticipates the proportion 

of Indigenous employees will be maintained at 21% and the proportion of local employees will be sustained 

at 18.5%. 

During general operations, production employees operate on a 7-days on / 7-days off, 12-hour daily roster. 

The majority of support and management staff work a 5-days on / 2-days off, followed by 4-days on / 3-days 

off, 12-hour daily roster. 

Currently, the majority of staff are employed under an enterprise agreement, which expires in mid-2012 and 

therefore is subject to review. 

As with employment during the construction period, new employees required as a result of the development 

will be hired predominantly from Darwin or other regions where skilled labour is available but also from the 

local Gulf Region. 

People in the local area strongly indicated through consultation they saw an important benefit of the 

proposed Project related to employment and job opportunities at the mine. Stakeholders felt local people 

employed at the mine were experiencing benefits, and saw positive opportunities in the possibility of 

expanding these benefits to more members of the community. 

“More employment is a positive, and it provides more structure to the lives of the locals.” 

Taken from meeting held with the Borroloola Police on 19 July 2011. 

“The most important thing to come out of this project is employment for our children.” 

Taken from meeting held with Traditional Owners – Yanyuwa Group on 29 July 2011. 



“For those locals who work at MRM, there is a real sense of pride, both for the individual worker and the 

township as a whole.” 

Accommodation 

Taken from meeting held with Safe House on 20 July 2011. 

The construction workforce will be accommodated in a temporary construction camp and within the existing 

accommodation facility. The temporary construction camp will be located at the site of the construction 

camp used during the 2006 to 2009 development, which is on the southern side of the main road through 

the existing MRM accommodation camp. 

The existing on-site accommodation camp will be used for the operational workforce of the expanded open 

pit mine. This consists of self-contained accommodation units, communal dining facilities and recreational 

facilities, such as a gymnasium and tennis courts. 

This camp will be extended to the north of the current camp to house additional staff. 

i. Service Revenue 

Between 2007 and 2010 MRM has directly contributed more than $888 million to the economy in the NT 

through wages, utilities, the purchase of goods and services, community partnerships and royalties. Direct 

economic value distributed is outlined in Figure 7. 

Figure 7: MRM Economic Value Generated including NT Procurement (AUD) 

Source: MRM Sustainable Development Data, 2007-2010 

Wherever possible, MRM encourages the development and use of local suppliers and contractors, and has a 

policy of supporting local suppliers who provide value for money and quality. MRM defines a ‘local’ supplier 

as a supplier from the nearest regional centre with proximity to their mining operations. MRM also assesses 

businesses based on their involvement in community support programs or local social initiatives. 

In the first full year following the mine’s conversion to an open pit operation, MRM targeted an increase in 

spending with NT suppliers of around 15%. This was heavily surpassed, with MRM achieving an increase of 

around 58% more procurement from NT suppliers, accounting for more than $112 million with 433 



suppliers. This included an 18% increase to $7.3 million in the value of contracts with local Borroloola 

suppliers. 

MRM has worked closely with suppliers, partners and contractors to assist them in developing and 

implementing sustainable development policies and standards. This has included working to renew 

agreements in 2010 and 2011, ensuring that sustainable development policies and standards are in place. 

This process has involved conducting an accreditation survey to evaluate the organisations’ sustainable 

development practices. Where an organisation cannot demonstrate a robust process and is unable to meet 

minimum standards, MRM will work with them to develop a program providing policies and standards to 

interpret and adapt to suit their particular business needs. The same process applies to MRM should an 

organisation have more in-depth procedures and policies. To be included on the MRM supplier listing, all 

companies must meet and continue to meet the set accreditation requirements. 

It is important to note that while the proposed Project seeks to double production, this does not equal a 

doubling of supplier usage or revenue. 

j. Education 

There are a number of challenges faced in the delivery of education across the NT. These include the remote 

locations of many communities such as Borroloola, and high staff turnover – the average stay of a teacher in 

a remote community is just nine months – meaning it is likely that students will have two or more teachers 

over the course of a year. The NT Government Department of Education and Training (DET) has developed a 

number of strategies to manage these challenges, including mobile education tools that are taken from 

community to community, distance education programs, the development of curriculum and teaching 

materials that support quality education regardless of a change in teachers. 

At a local level, the following government schools operate in Gulf Region towns and communities: 

• Borroloola School 

• Robinson River School Kiana School (located at Kiana Station). 

Borroloola School and Robinson River School are located in the Gulf Region. The Borroloola School offers 

primary and secondary schooling up to Year 12 externally, while Robinson River School is primary only. 

The number of people attending education institutions in the region is given in Table 7. 

Table 7: Students Attending Educational Institutions 

Gulf SLA and Borroloola CGC SLA 

Australia 

Number of 

students 

enrolled 

Percentage of 

students 

enrolled 

Number of 

students 

enrolled 

Percentage of 

students 

enrolled 

Total attending education 494 100% 6,221,513 100% 

Pre-School 16 3.23% 307,820 4.94% 

Primary School 194 39.27% 1,696,798 27.27% 

Secondary school (external) 55 11.13% 1,275,137 20.5% 




Australia 

Number of 

students 

enrolled 

Percentage of 

students 

enrolled 

Number of 

students 

enrolled 

Percentage of 

students 

enrolled 

Technical or further 

education 

4 

0.8% 428,033 6.87% 

University or other tertiary 9 1.82% 745,457 12% 

Other 8 1.62% 127,980 2.05% 


The NT Growth Towns initiative draft Borroloola LIP reports a total of 135 students were enrolled between 

pre-school and Year 11 in Borroloola School in August 2009 (NT Government et al., 2011). The 2006 Census 

showed school-aged the Borroloola CGC SLA school-aged population (ages five to 14) was 147 (ABS, 2006). 

The draft plan states there was an increase in yearly average attendance from 49.6% in 2008 to 54.7% in 

2009, together with an increase in average enrolments from 131 to 145 students. However, the attendance 

rate in 2009, at 53% was lower than that of 2001, being 65%. 

Levels of education in the Gulf and Borroloola areas are lower in comparison with Australian averages, with 

13% of people in each area having completed Year 12, compared with 42% in Australia. 

Table 8 illustrates the results for highest level of education achieved in the Gulf SLA and Borroloola CGC SLA 

compared with the Australian average. 

Table 8: Highest Level Of Education 


Australia 

Total of people 

aged 15 years 

and over 

Percentage 

Total of people 

aged 15 years 

and over 

Percentage 

Total of people aged over 

15 

High school – Year 12 

completed 

High school – Year 10 

completed 

968 100% 15,918,076 100% 

125 12.9% 6,723,224 42% 

209 21.6% 3,638,036 23% 

Postgraduate 0 0% 413,101 2.5% 

Graduate diploma / 

certificate 

6 0.6% 228,550 1.5% 

Bachelor 24 2.5% 1,840,660 11.5% 

Certificate 94 9.7% 2,662,780 17% 




Low levels of education correlate with low numeracy and literacy levels, which indicated students in the area 

achieve below the national minimum standard for literacy, but at or above the minimum standard for 

numeracy (NT Government et al., 2011). 

Traditionally, there have been limited opportunities for tertiary or vocational training in the region. The 

nearest regional centre for the Charles Darwin University and TAFE is Katherine, and only some studies can 

be completed externally through these institutions. 

The Batchelor Institute of Indigenous Tertiary Education has a presence in Borroloola which extends to 

providing a study facility for students completing courses through the Institute. Half of the facility is rented 

by Industry Services Australia to provide vocational training. 

While the Batchelor Institute is able to provide first aid training, literacy and numeracy programs, and is a 

base-point for local students wishing to undertake formal university degrees, currently there are no 

permanent staff at Borroloola. Students undertaking degrees are called into the main Batchelor campus 

located in Darwin for block release study periods of around two weeks at a time, and complete the rest of 

their study at home in Borroloola, using the Batchelor study facility to ensure a quiet place of study which 

provides computers and connectivity. 

The Batchelor facility in Borroloola was designed in consultation with Traditional Owners and Indigenous 

leaders to ensure cultural requirements were met (eg. providing separate men’s and women’s areas). 

MRM is currently involved in a number of DET initiatives, including the Strong Start, Bright Future: Borroloola 

Employment Pathways agreement, a three-year program for better vocational education and training (VET) 

within the school system executed on 29 August 2011. The Program will receive a grant of $1 million over 

three years from the Trust, which will contribute to a series of initiatives to be delivered in partnership 

between DET, Borroloola School and MRM. The program has been proven in other NT communities to help 

provide a pathway toward education and training through school to employment. In Borroloola, the 

agreement covers a trainer for the Borroloola School and accredited training for students, computers and 

resourcing for a Frequent Attender Rewards program. This embedded trainer model is a new initiative which 

will provide learnings for other partnering arrangements in the Territory to provide long sustainable 

employment pathways. 

This program aims to increase school attendance to 90% of all eligible students, and help equip students 

with skills necessary to sustain employment, whether at MRM or in another local industry. 

k. Pastoral Industry 

The Gulf Region is marked by poor soil fertility and low stock carrying capacity. The landscape is generally 

typified by soils that are shallow, coarsely textured and stony, and vegetation of open woodland is dominated 

by eucalypts. Grazing country is highly variable throughout the region due to a large variety of soil types. As 

a result, the available good land is generally used for fattening cattle while poorer areas are utilised for 

breeding. 

The general trend within the Gulf Region cattle market is to send crossbred cattle into supply chains in 

Queensland. While some properties sell cattle for export, the majority go into the supply chains of feedlots 

and abattoirs for the domestic market. 

As the area receives an average annual rainfall of about 500 mm, it has long been considered one of the NT’s 

premier cattle breeding areas. The wider Barkly region still contributes the bulk of the NT’s cattle production, 

but improved management over the past 20 years has transformed the productivity of other areas, such as 

the Sturt Plateau. 



McArthur River Station 

All MRM leases are encompassed by the pastoral land of McArthur River Station, 100% owned by Colinta 

Holdings Pty Ltd, an Xstrata subsidiary. The mine site is contained within five adjacent mineral leases 

(MLN1121, MLN1122, MLN1123, MLN1124 and MLN1125), which are located on the McArthur River Station 

Pastoral Lease. 

McArthur River Station stocks approximately 10,000 head of cattle over 8,000 km 2 , using approximately one 

third of the area for grazing. Cattle are excluded from the mining and processing areas. 

Figure 8: Map of McArthur River Station 

Other regional pastoral enterprises are owned by private people, companies and Aboriginal groups. 

As the proposed Project is contained within the currently mining leases, no impacts are expected to be felt on 

either the surrounding McArthur River Station pastoral lease, or other pastoral enterprises in the area. 

l. Amenity and Liveability 

Borroloola, King Ash Bay and Robinson River provide a unique lifestyle alternative that is founded in a close 

connection with the natural environment. Discussions with community members highlighted the key 

motivation for residing in these areas was access to traditional homelands – this is critical to cultural 

teachings and the preservation of spiritual well-being. It is an uncomplicated way of life where importance is 

placed on intangible assets (such as a sense of belonging) rather than physical assets. 

It has been described as the Territory lifestyle – a relaxed approach to life with a focus on family, community 

and recreation activities such as fishing. Consultation with community members highlighted their love of the 

area and respect for its traditional place in their history were also key motivations for living there. 

Despite community members choosing to live in these areas because of the environmental contact they 

provide, amenity in Borroloola, King Ash Bay and Robinson River is low. Infrastructure provision and standard 

public services such as footpaths, water, drainage and sewerage are below the standards experienced in 

other registered towns in Australia. In addition, issues with housing availability, overcrowding and access to 

medical assistance (i.e. doctors) contribute to the low amenity of the areas. 



Regardless, community interest and participation are strong, with a keen focus on connecting with the 

natural environment through physical and spiritual means. Family and cultural values are fiercely protected 

and this contributes to the sense of community within the towns. 

Volunteering is often a key indicator of community vitality and the willingness of community members to 

contribute to the growth and wellbeing of their town. Figure 9 provides comparative details of volunteer 

involvement in Borroloola, the Gulf SLA and Australia. 

Figure 9: Percentage of People Who Undertook Unpaid Volunteer Work in the Preceding 12 Months 


This data, sourced from the ABS, indicates volunteer involvement in the Gulf SLA and Borroloola CGC SLA is 

approximately half of the Australian involvement rate. Consultation feedback indicates however that this 

statistic is more a reflection of limited opportunities to engage in volunteer work or unpaid work, and a 

preference to view some work as cultural business rather than ‘volunteering’. 

Despite these percentages, volunteer involvement and recognition of volunteer work in Borroloola, King Ash 

Bay and Robinson River continue to remain important. In May 2011, MRM sponsored the inaugural 

Borroloola Gold Heart Award Night, which recognised the contribution of volunteers in the community. A 

large number of people attended this event further reinforcing the importance of community interest and 

involvement, while strengthening commitment to each other and the town. 

Research suggests the proposed Project would not have any negative impacts on the community’s values, 

aspirations, existing lifestyles or enterprises should it go ahead, but rather produce benefits to further 

enhance and celebrate the amenity and liveability of the townships, together with providing tangible and 

significant opportunities for enterprise establishment, growth and sustainability. 

“It will have a positive impact – it will support Traditional Owners to look after country, maintain cultural 

ties, and it will be a step in the right direction moving forward.” 

Taken from Government Site Tour held on 2 August 2011. 

“I have attended the previous community consultations and the level of information being provided has 

been good. I’ve only heard positive feedback and comments with regard to the expansion...the feeling is 

that there is something for everybody and that everyone will be better off.” 

Taken from meeting with local agencies held on 21 July 2011. 



2.2.2 Socioeconomic Determinants: 

a. Factors Affecting Incomes and Productivity 

A range of social issues and factors are evident in the Borroloola and Gulf Regions which impact on income 

levels and ability to work. 

A 2006 paper published by the Australian Government Department of Employment and Workplace Relations, 

in conjunction with the Local Government Association of the NT, entitled Employment Opportunities 

Borroloola, as part of an ‘Audit of Employment Opportunities in Remote Communities in the NT’ (Australian 

Government Department of Employment and Workplace Relations, 2006) states these social issues include: 

• alcohol abuse and marijuana use 

• domestic violence 

• low levels of literacy and numeracy among school-aged to 35-year-old people as a result of poor 

school completion rates 

• ‘humbugging’ 

• low level financial skills or education 

• low work ethic. 

Consultation in the community found concern among Indigenous group leaders regarding attitudes of youth 

toward jobs, however it also pointed toward a strong level of support from community leaders in obtaining 

employment. 

‘Some people ask the mine, ‘we want money, we want royalties.’ But, your answer at the end of the day, 

which is good, is ‘We give you money, you come and work.’ And that’s... the sort of culture we want to 

drive and make people understand. You’ve got to be able to conduct yourself in a way you want money, 

which is what everyone wants, but do it in a cultural sense that all cultures understand. If you want 

something from the mine, you have got to be able to go out and work for it, like anyone else.’ 

Taken from meeting with the Mabunji Board held on 3 August 2011. 

‘We worry about employees of the mine. They come back to the community, they got to live with family 

you know, and we worry about overcrowding. I’m a bit worried about people coming back – (others) 

asking for money, that’s normal.’ 


‘We have too many applicants lacking basic literacy numeracy, which then goes back to schooling. We 

have had some older applicants lacking those basic skills as well.’ 

MRM General Manager, Ettienne Moller, Mabunji Board Meeting held on 3 August 2011. 

‘We say to them ‘don’t drink too much, make the most of the opportunity for work, be a role model for 

the young people.’ We are being looked at by the outside as well.’ 

Taken from meeting with Traditional Owners – Garrawa Group held on 18 August 2011. 

MRM further found that during development of its 2008 Indigenous Employment and Training Strategy 

(MRM, 2008) issues specific to local people obtaining and maintaining employment with the mine included: 

• low standards of health and wellbeing 

• social and cultural pressures 



• welfare dependency 

• lack of family support for a daily work routine, including nutritional and behavioural conditions 

• need for supporting programs for women including child care and financial management advice 

• failure of local recruits / trainees to reliably pass the daily drug and alcohol test required of all mine 

site personnel 

• retention of trainees and commitment to completing the traineeship program 

• low conversion rate of trainees to long-term employment and further skills training 

• cultural impacts on availability of trainees, such as ceremonial duties and family obligations. 

Significant action has been taken in the community to help address these issues. This includes: 

• The establishment of an Alcohol Management Committee within Borroloola and associated draft 

Alcohol and Drugs Management Plan 

• Trust investments in programs such as The Smith Family’s Learning for Life program involving 

mentoring for parents and work experience programs for school students, enterprise and job 

creation activities with Mungoorbada Aboriginal Corporation, Mabunji Aboriginal Resource 

Association including youth diversion programs and new business support (see Appendix 3. MRM 

Community Benefits Trust Grants approved 2007-2011). 

• MRM investments in tertiary scholarships for young people, support for health services (as previously 

outlined) and school work experience programs. 

b. Land Tenure 

Current Gulf Region land usage is identified through categorisation of land tenures. Two key categories 

exist: 

1. Crown Lands: 

• Pastoral leases 

• Non-pastoral crown leases, for example Aboriginal Community Living Areas on pastoral leases, multipurpose 

usage. 

2. Freehold Lands: 

• Inalienable Aboriginal Freehold, for example land granted under Australian or Territory legislation to 

Aboriginal communities 

• Normal freehold, for example private land within Borroloola township. 

• Borroloola is a declared town surrounded by land owned by the Aboriginal Land Trust (NT). 

Borroloola 

In Borroloola, several issues are at play relating to land tenure, which currently means development able to be 

undertaken in the town is limited. 

1. Flood mapping 

• Much of the land surrounding Borroloola is affected by the flood plain of the McArthur River and 

Rocky Creek, which runs through the Borroloola township. The area, which sees a significant annual 



wet season between December and March, is at risk of being inundated in certain places as a result. 

A hydrology flood plain study is currently underway to ascertain which land is at risk and to ensure 

this information is captured and able to be used to inform future area development. 

2. Cadastral studies 

• Cadastral (boundary) studies are underway to provide updated information to resolve boundary 

ambiguities relating to land tenure. Cadastral information currently dates back to the 1800s, and 

over the passage of time, accuracy and information has been lost. The NT Government Department 

of Lands and Planning is in the process of updating survey data for accurate division of land. 

3. Zoning 

• The Borroloola town plan is in need of being updated with correct zoning information. 

• On completion of flood mapping, cadastral and zoning studies, an accurate picture of Borroloola’s 

land tenure is hoped to be clarified. This will assist in allowing future development of the area. 

The area within a 100 km radius of Borroloola contains a number of additional minor Indigenous 

communities and family outstations placed both in normal freehold land, and within the Garawa Aboriginal 

Land Trust to the south-east, the Mambaliya Rrumburriya Wuyaliya Aboriginal Land Trust, and the Janduke 

Aboriginal Land Trust. 

McArthur River Station 

The McArthur River Station pastoral lease comprises: 

• McArthur River Pastoral Lease (PL860) 

• Tallawah Pastoral Lease (PL864) 

• Bing Bong Pastoral Lease (PL868). 

MRM spans seven individual mineral leases within the McArthur River Station pastoral lease, outlined in Table 

9. 



Table 9: MRM Leases 

Lease Type Name Lease No. Area (hectares) Term (Years) Expiry Date 

Mining HYC MLN1121 372.4 25 5/01/2018 

Mining GLYDE MLN1122 3348 25 5/01/2018 

Mining BUFFALO MLN1123 3884 25 5/01/2018 

Mining Emu MLN1124 3283 25 5/01/2018 

Mining Emu East MLN1125 656.8 25 5/01/2018 

Mining Bing Bong Port MLN1126 900 25 5/01/2018 

Mining Batten MLN582 16.4 20 31/12/2019 

Pastoral Dredge Spoil PPL1051 89.3 3 31/12/2012 

Authorisation Emu Fault AN366 9 2 4/06/20/12 

Source: MRM, 2005 

Mine leases will not change as a result of the Project, nor is there expected to be any impact or benefit to 

land tenure issues in Borroloola. 

As MRM exists on a pastoral lease and the proposed Project is contained within the approved mine footprint, 

there will be no requirement for any additional land acquisitions or relocations, meaning no new landowner 

or lease owner will be affected by the Project. 

c. Family Composition 

In the Borroloola and Gulf areas, Indigenous family units tend to extend to the language group or clan, and 

include mothers, fathers, uncles, aunts, brothers, sisters, cousins, sons and daughters. 

The ABS recognises families are an important social unit for maintaining the welfare of people. It advises 

policy and research has moved more toward how relationships can be improved between family members, 

rather than focusing on the ‘traditional’ form of a family, which is idealised as being a married couple and 

their children (ABS, 2011). 



Table 10: Family Compositions 


Total 

number 

Percentage 

of families 

Total 

number 

Percentage 

of families 

Total 

number 

Percentage 

of families 

Total families 115 100% 130 100% 5,219,165 100% 

Couple families 

with children 

Couple families 

without children 

46 40% 66 50.8% 2,362,582 45.3% 

43 37.4% 22 16.9% 1,943,643 37.2% 

One parent families 19 16.5% 42 32.3% 823,254 15.8% 

Other families 7 6.1% 0 0 89,686 1.7% 


Table 10 shows there were a higher number of one-parent families in Borroloola compared with the 

Australian average. 

Table 11 reveals there is a significantly higher number of people, over the age of 15 who have never been 

married, than the Australian average, as follows (ABS 2006). 

Table 11: Registered Marital Status 


Total 

number 

Percentage 

of people 

aged 15 

years and 

over in the 

region 

Total 

number 

Percentage 

of people 

aged 15 

years and 

over in the 

region 

Total 

number 

Percentage 

of people 

aged 15 

years and 

over in the 

region 

Married 130 29.9% 121 22.7% 7,900,684 49.6% 

Never married 253 58.2% 369 69.4% 5,278,600 33.2% 

Separated or 

divorced 

39 9.0% 35 6.6% 1,801,979 11.3% 

Widowed 13 3.0% 9 1.7% 936,813 5.9% 

Table 12 shows being in a registered marriage is of less importance socially in the Gulf SLA and Borroloola 

CGC SLA regions compared with the average Australian statistics. 



Table 12: Social Marital Status 


Australia 

Number of people 

Percentage of 

people aged 15 

years and over 

Number of people 

Percentage of 

people aged 15 

years and over 

Married in a 

registered marriage 

Married in a de facto 

marriage 

151 20.88% 7,158,697 50.4% 

192 26.55% 1,242,793 8.75% 

Not married 380 52.55% 5,788,624 40.79% 

This indicates the traditional European ideal of marriage is not as relevant in the local area in comparison with 

wider Australia. This was highlighted in October 2011 when the first marriage ceremony in 20 years was 

conducted in Borroloola. 

Kinship Reciprocity 

Indigenous kinship and family structures in the Borroloola and Gulf regions are typical of those in other 

Indigenous communities, with kinship defining where a person fits within a community and informing their 

community rights and responsibilities. At the base of Indigenous kinship is an understanding that the whole 

of the family or language group is more important than the individual. 

Relations are typically decided on blood relationships, marriage, and wider factors, such as language groups. 

There is a level of assumption that items including food, money, clothing, housing and other supplies will be 

shared among family members, and family members will share in child-raising and caring for the elderly / 

infirm. 

‘Humbugging’ is a common issue which occurs among the Indigenous community in Borroloola and the 

region. It relates to an expectation within the family structures of Indigenous people that money or other 

commodities will be given by those who have it in the Aboriginal community to their family members, and 

was raised a number of times during consultation as a local issue. 

‘You know, there’s overcrowding and sometimes problems when local employees come back to town - 

maybe give them somewhere (to live) at the mine. You can see that some of them are trying hard to keep 

their jobs, but they get humbug from family with the extra money they bring back.’ 

Taken from meeting with the Savannah Way Motel held on 19 July 2011. 

‘There are people who get humbugged for the extra money.’ 

Taken from meeting with Centrelink/ISA held on 26 July 2011. 

Often, humbugging involves a level of domestic violence, particularly against those deemed to be vulnerable 

(the elderly and infirm, and women). The Borroloola Safe House provides some shelter for women and 

children vulnerable to violence. 



Indigenous people employed with MRM report humbugging as an issue they face in their communities. This 

can serve as a disincentive to employment or in some cases, has led local recruits to opt to relocate to Darwin 

and FIFO to MRM. 

d. Housing 

Housing is a significant issue across the NT. Shortages are evident in all areas and is particularly concerning in 

Darwin where house price increases over recent years point to a significant gap between supply and demand. 

In more remote areas, the housing issues are complicated. Many remote communities, such as Borroloola and 

the surrounding region, either have a severe shortage of houses, causing overcrowding, or houses are of 

such poor quality they are untenable. 

In particular, there is a lack of private housing. While there are opportunities for private investors, there is 

uncertainty around land tenure (see Section 2.2.2, b. Land tenure), which is a deterrent to private 

development in remote areas. Additionally, the relative isolation and remote location of Borroloola and its 

surrounds mean the cost of building new housing is often prohibitive. 

As a result, there are difficulties in attracting a suitable general workforce with appropriate experience to 

work for prolonged periods in the area. There is a lack of accommodation to house short or long-term 

workers and there are further difficulties associated with the expense of transporting building equipment to 

the area. 

There is a high level of skills in the region to build and construct housing accommodation – the issue faced is 

a lack of available freehold land to build on. 

These issues across the NT sparked the Australian Government’s National Partnership Agreement on Remote 

Indigenous Housing in 2008, which aims to address overcrowding, homelessness, poor conditions of housing 

and the severe housing shortage in remote Indigenous communities such as the Gulf Region. 

The Partnership incorporates the Strategic Indigenous Housing and Infrastructure Program which will deliver 

934 new houses, 415 rebuilds of existing houses and 2,500 refurbishments across 73 remote Indigenous 

communities and camps in the NT by 2013 (NT Department of Housing, Local Government and Regional 

Services, 2011). It was recently announced that Borroloola would not be addressed by this Program until 

2014, which was raised in consultation as being of concern to local people, particularly Indigenous language 

group leaders. 

Relevant to the Borroloola area, the SIHIP program has $14 million allocated for housing construction and 

refurbishment across the four language group camps. In the original proposal, there were 25 houses to be 

constructed, and 45 requiring refurbishment. However, negotiations are under way to allocate the funding 

in line with Australian Government consultation outcomes. Negotiations are ongoing regarding leases and 

land tenures, and action relating to works commencing is not expected to occur until 2014. 

In 2009, 67% of dwellings in Borroloola were considered to be overcrowded, with an average of around 

3.10 people per bedroom (NT Growth Towns initiative’s draft Borroloola LIP, Schedule C). Such 

overcrowding leads to ongoing social concerns such as hygiene problems, disease, domestic tension and 

violence (NT Government et al., 2011). 

Consultation also identified issues associated with housing and overcrowding in the local area. 

‘Housing, overcrowding is a problem. Do you reckon you can build houses? We have to wait for another 

two years to get new houses here… can you build them faster than these other mob (the NT 

Government)?’ 

Taken from meeting with Traditional Owners – Yanyuwa Group held on 16 August 2011. 



Thirty dwellings in 2009 were deemed to be in need of significant capital expenditure (NT Growth Towns 

initiative’s draft Borroloola LIP, Schedule C). 

The majority of dwellings in the Gulf and Borroloola regions are rented, with a significant number rented 

through the NT Government, and a higher number rented from a local co-operative, eg. Mabunji Aboriginal 

Resource Association or Mungoorbada Aboriginal Corporation. In Borroloola CGC SLA, more than 45% of 

dwellings were shown to be rented through local co-operatives, community groups or church groups (in this 

instance, most likely Mabunji Aboriginal Resource Association), in comparison with the Australian average, 

where less than 1% of private dwellings rented through housing co-operatives, community groups or church 

groups. No dwellings in the Gulf or Borroloola areas are rented through real estate agents. 

Table 13: Dwelling Statistics 


Total 

Percentage 

of total 

occupied 

private 

dwellings 

Total 

Percentage 

of total 

occupied 

private 

dwellings 

Total 

Percentage 

of total 

occupied 

private 

dwellings 

Median rent 

($/weekly) $15/week - $30/week - $190/week 

Fully owned 102 40% 31 18% 2,478,264 32.6% 

Being purchased 

(includes being 

purchased under rent 

/ buy scheme) 0 0% 3 1.2% 2,448,205 32.2% 

Total rented (includes 

rent-free) 81 31.8% 117 68% 2,063,947 27.2% 

Rented through real 

estate agent 0 0% 0 0% 1,024,191 14% 

Rented from State or 

Territory housing 

authority 3 2.2% 16 11.9% 304,431 4.26% 

Rented from housing 

co-operative / 

community / church 

group 48 35.8% 61 45.5% 50,165 0.07% 

Rented from other 

landlord type, 

including government 

employers and private 

employers 8 5.9% 19 14% 99,451 1.39% 

Other / not stated 70 27.5% 23 13.4% 605,765 8% 




Rates of housing stress, defined as stress experienced by lower-income households (in the bottom 40% of 

income distribution) who pay more than 30% of their gross income on housing (Yate, J & Gabrielle M, 

2006), are minimal. The majority of properties are rented at very low rates ($15 – $30 / week), while the 

average household income is between $645 – $1,012 per week, which equates to around 2% – 3% of total 

average household income. 

The severe housing shortage means property values and housing affordability are not applicable issues in this 

instance. Likewise, the rate of rental property vacancy is not an applicable consideration due to this 

shortage. The wider issue is that there are not enough houses available, and there are numerous houses 

which are untenable. This is also a disincentive for local people to take on employment, as they risk losing 

eligibility to be provided NT Government housing due to an increase in their income. With no rental 

properties available in the local area, employees of the mine sourced locally often find it is more cost effective 

and offers greater liveability benefits to re-locate to a rental property in Darwin and work on a FIFO basis. 

‘Then there’s the housing issue, when they get a job at the mine, they lose their house, and there’s 

nowhere to rent here, there’s no support for child care, no housing to rent, the incentives... it’s hard. 

That’s probably why they go to Darwin.’ 

‘Land is an issue…land is tied up…it’s a merry go round, those people go away they spend their money in 

other places…can this place really get ahead?’ 

Both quotes taken from meeting with Centrelink/ISA held on 26 July 2011. 

2.2.3 Social Organisations 

a. Facilitating Social Involvement in Decision-Making 

This section focuses on ‘organisations and capacity at the household and community levels affecting 

participation in local-level institutions, as well as local decision-making processes and access to services and 

information’ (MCA, 2010). 

Outside of elected representation, the communities within the Gulf Region are empowered to contribute to 

decisions affecting their lives through a range of organisations. These organisations (see Table 14) also 

provide access to services and information specifically relating to the people within the Gulf and Borroloola 

areas. 

Table 14: Community Organisations 

Organisation 

Description 

Mabunji Aboriginal 

Resource 

Association Inc. 

Mabunji was established in 1982 as a resource centre to service Indigenous people and 

their homelands of the Borroloola Region, and now covers some 600 km of the Gulf 

Region and Sir Edward Pellew Islands (Mabunji Aboriginal Resource Association Inc, 

2010) 

Mabunji services 26 outstations / homelands with a total population of approximately 

400 Indigenous peoples. 

Mabunji is located in Borroloola and is the major employer of Indigenous people, 

employing over 300 Indigenous people on a Community Development Employment 

Projects (CDEP) Government- funded scheme. 

It has also become a key conduit for service organisations, enterprise development and 

facilities for which Mabunji auspices and administers grant funding. This includes the 



Organisation 

Description 

management of the Li-Anthawirriyarra Sea Rangers, the local community radio station, 

Wanula Creche, and the Waralungku Arts Centre, NAIDOC and Boonu Boonu Festivals, 

the Borroloola Beautification Landscaping Project and youth diversionary programs 

hosted by local pastoralists. 

Mabunji’s operations also include housing maintenance for 189 houses, municipal and 

essential services to 22 operational outstations and 4 Town Camps, the Safe House, 

Aged Care Centre in Borroloola, mechanical workshop, nursery and 50% ownership in 

the Malandari Partnership which operates the Borroloola Bulk Discounts store. 

Mabunji employs 135 full-time permanent staff. 

It is governed by a 23-person Board comprising: Chairperson; Deputy Chairperson; 

executive officers; one Director nominated by each of the four Town Camps and 14 

Directors representing the outstations. 

The Board decides on activities and initiatives to be pursued by the group. 

Mungoorbada 

Aboriginal 

Corporation 

(Robinson River) 

The Mungoorbada Aboriginal Corporation was incorporated in October 1990 under 

the then Commonwealth Aboriginal Councils and Associations Act. It was originally 

established as an outstation resource centre with the Robinson River community. MAC 

is based in and is now recognised as the representative organisation of the Aboriginal 

community of Robinson River and its surrounding outstations. It is responsible for the 

management, administration and operation of all activities not directly undertaken by 

Government Departments or their agents. As part of these responsibilities MAC is the 

CDEP provider for the region. 

The stated objectives of the corporation, according to its Rule Book, are to exercise its 

powers on behalf of members in need of assistance to relieve their ‘poverty, sickness, 

serious economic disadvantage and social distress’. It holds title to the land of its 

members, aiming to overcome homelessness and other disadvantages presented by 

poor housing, hygiene and social disintegration. It also aims to assist members in 

gaining access to services in the areas of housing, health, education, essential services, 

law and social services, together with increased employment opportunities and work 

training. 

The principal activities undertaken by MAC comprise: 

• Management of the community’s affairs and administration 

• Municipal services 

• Housing management and maintenance of 50 residences 

• Management of commercial activities: the community store, crèche, women’s 

centre, community infrastructure projects, Centrelink office and civil 

construction enterprise 

• Pastoral operations with chickens, goat and beef herds 

• Supporting community programs through the night patrol, school children 

round up, school nutrition program. 



Organisation 

Description 

MAC is governed by a board and management team. 

Mawurli and 

Wirriwangkuma 

Aboriginal 

Association (MAWA) 

MAWA was established in 1994 as an Aboriginal Corporation incorporated under the 

Commonwealth Aboriginal Councils and Associations Act and commenced operations 

in 1995 as a public benevolent institution to provide charitable cultural and social 

welfare support to the Aboriginal community represented by the four language groups 

in the Borroloola Region, being the Mara, Yanyuwa, Gurdanji and Garawa people. 

MAWA was created to represent and further the business development and Aboriginal 

economic advancement of the four Aboriginal language groups of the region. 

Its primary revenue generation initiatives are currently: 

• 32% share of Carpentaria Shipping Services which operates the Aburri barge 

contracted by MRM to transfer bulk concentrate to ships at sea 

• 50% share in the Malandari Partnership which operates the Borroloola Bulk 

Discounts store. 

Through profits generated from these enterprises, MAWA seeks to assist the 

Borroloola regional Aboriginal community and its members in the areas of enterprise 

and job creation, education, health, sport, culture and social welfare activities. 

In particular, MAWA has supported cultural ceremonies and festivals, seed funding for 

community based economic ventures, sporting groups, assistance to pensioners, 

emergency transport and accommodation assistance for families involved in medical 

crises, funeral costs, community radio, night patrol and Sea Ranger programs. 

The large MAWA Committee comprises six representatives of each of the four 

language groups within the region. It is supported by an outsourced Secretariat service. 

MRM Community 

Reference Group 

The MRM Community Reference Group (CRG), an initiative of MRM, has been active 

since 2006. The CRG was established to encourage a greater sharing of ideas and 

information between MRM and the communities that surround the mine. 

The group is made up of Traditional Owners from the four local language groups as 

well as a cross-section of business people and representatives from the Roper Gulf 

Shire Council, the NT government and MRM. 

Quarterly CRG meetings are an opportunity for MRM’s General Manager and senior 

management team representatives to provide information and engage in open 

discussion about MRM activities with attendees. 

CRG meetings are minuted, and involve discussions such as: 

• Mining operations 

• MRM’s environmental monitoring programs in and around the McArthur River 

and the Gulf 

• Community sponsorships 



Organisation 

Description 

• Cultural heritage and sites of cultural significance 

• Local business, employment and training opportunities 

• Community feedback on needs, priorities, ideas and views. 

Li-Anthawirriyarra 

Sea Ranger Unit 

Established by Yanyuwa traditional owners, the Li-Anthawirriyarra (people of the sea) 

Sea Ranger Unit manages the Sir Edward Pellew Islands and the riverine and coastal 

areas of the south-west Gulf of Carpentaria. The Unit is funded by the Australian 

Government Department of Sustainability, Environment, Water, Population and 

Communities (DSEWPC) ‘Working on Country’ initiative. 

The DSEWPC website states ‘Working on Country’ builds on Indigenous knowledge of 

protecting and managing land and sea country, and provides funding for Indigenous 

people to deliver environmental outcomes to the Australian Government. Their work 

will help to maintain, restore, protect and manage Australia’s environment. (Australian 

Government Department of Sustainability, Environment, Water, Population and 

Communities, 2011) 

The Sea Rangers Unit reports to Mabunji Aboriginal Resource Association. 

Alcohol 

Management 

Committee 

Managed by the NT Government, the Alcohol Management Committee is a group of 

local residents, government, Police and community organisations who are proactively 

developing a Drug and Alcohol Management Plan. The vision for the plan is to: 

• Work towards the future to make Borroloola a sustainable, viable, and vibrant 

community. 

• To encourage and support community efforts to make Borroloola a safe, 

healthy and happy place in which to live and raise children. 

• To encourage and foster tourism and create a community that is a desirable 

place to visit. 

• To encourage and foster growth in the community. 

The Plan which has been submitted to local and NT Government for approval. 

Committee meetings have attracted large numbers of interested community members 

with up to 35 people often in attendance. 

Borroloola Pool 

Committee 

The Borroloola Pool Committee includes a number of local representatives and is 

facilitated by Roper Gulf Shire Council. The Committee was set up to firstly develop 

and now oversee the –provision of the community swimming complex in Borroloola. 

Economic 

Development 

Committee 

The Borroloola Economic Development Committee is facilitated by the NT Government 

to assist in driving the economic growth of the area. 



2.2.4 Economic Organisations 

a. Local and Regional Businesses and Commercial Structures 

A detailed discussion regarding the current composition of the local economy in Borroloola and the Gulf 

Region is included in Chapter 16 – Economics in this EIS. 

A report issued in 2006 by the Department of Employment and Workplace Relations and Local Government 

Association (Australian Government Department of Employment and Workplace Relations, 2006) discusses in 

detail various businesses both public and private in the context of them being employment opportunities in 

Borroloola. 

Services identified as requiring expansion / opportunities in 2006 were: 

• expansion to nursery / market garden / landscaping supplies and services 

• transport services (i.e. bus or coach line taking residents from Borroloola to Daly Waters or Katherine 

regularly) 

• fishing ventures / tourism 

• hairdressing / community store 

• fishing licence (for commercial sale of fresh fish) 

• art centre expansion 

• working closely with MRM to assist locals in gaining employment. 

Consultation with the community revealed other opportunities had been identified as being required in the 

local area, such as a bakery or bread run and market garden. 

‘There should be a bakery... Century Mine has one. Sometimes we have to wait for a week at a time for 

bread – or the trucks – to come in. ...Maybe a market garden.’ 

2.2.5 Socio-Political Context 

Taken from meeting with Yanyuwa community members, 28 July 2011 

MRM’s operations are located within the following electoral divisions: 

• Federal — Lingiari 

• NT — Barkly 

• Local — Roper Gulf Shire Council. 

The Gulf Region exemplifies how the local impact of national, systemic issues can greatly influence 

governance and policy. 

The socio-political context within the region is inextricably linked with the history of Indigenous people in 

Australia and the current policies which aim to eliminate social disadvantage, empower Indigenous 

communities and create better futures. The agenda is dominated by the needs of the Indigenous community 

which in the NT, represent 32.5% of the total population but own 49% of the Territory’s property. 

This dynamic, as well as a new direction in government programs, are building a sense of empowerment, 

ownership and pride among Indigenous leaders to drive the socio-economic development of their 

communities. This shift in attitude and responsibility has been observed within the Gulf Region. 



There are three streams of representation that have both political and social influence: 

• elected representation through the Roper Gulf Shire Council and NT Government 

• policy and action driven through the Australian Government Department of Families, Housing, 

Community Services and Indigenous Affairs (FaHCSIA) 

• Indigenous representation through the Northern Land Council and the proposed Katherine Regional 

Land Council. 

a. Stakeholder Organisations’ Development Goals and Priorities 


Roper Gulf Shire Council headquartered in Katherine was formed in 2008 as a result of local government 

reforms implemented by the NT Government. 

These reforms were intended to allow residents to determine how their Shire evolves over time. Their aim 

was to lead social and economic development in the bush, maximise opportunities within the region and 

provide local government services to their region. The reforms saw 54 mostly Indigenous community councils 

replaced by eleven shires. This included the previous Borroloola Community Council. 

The Roper Gulf Shire Council is divided into 5 wards governed by 11 councillors and led by Mayor, Tony Jack, 

from Robinson River: 

• Never Never Ward 

• Numbulwar Numburindi Ward 

• Nyirranggulung Ward 

• South West Gulf Ward – which covers the Gulf and Borroloola SLA which are the subject of this SIA 

• Yugul Mangi Ward 

In addition, a local voluntary board with advisory powers has been established and meets regularly in 

Borroloola. 

The development goals and priorities for the Council are described within its inaugural strategic plan set for 

the 2010-2013 period. Its vision is: to be Sustainable, Viable and Vibrant. The mission is to work together as 

one towards a better future through effective use of all resources. 

The strategic goals are: 

1. Strengthen the quality of life in our Shire by working with the community and town residents and 

other organisations to identify and support priority social, cultural and recreational needs in order to 

build a stronger and healthier Shire. 

2. Move towards sustainability by building local economies, employing local people and making the 

Council economically sustainable. 

3. Care for our environment by promoting protection of the Shire’s natural environment for future 

generations, support appropriate enjoyment of lifestyles based on the natural environment and move 

towards becoming an environmentally sound organisation. 



4. Improve our infrastructure by strategically managing legacy infrastructure, plant and equipment to 

prolong its working life while concurrently lobbying for funding to repair, replace and increase 

infrastructure, fleet, plant and equipment to levels appropriate for our population and locality. 

5. Good governance by managing the Shire and its resources with professionalism, transparency and 

accountability and in the best interest of all the Shire’s people. 

NT Department of Housing, Local Government and Regional Services 

The NT Department of Housing, Local Government and Regional Services is responsible for the development 

and regulation of local government in the NT. This department provides strategic advice on regional issues, 

government support, policy and legislation, monitoring and advice on service delivery, financial management 

and operational issues, grants to Councils and administration of local government legislative requirements. 

The department also coordinates the whole-of-government approach to the Working Future policy which 

provides a vision for remote areas and is part of the Territory 2030 vision. The key priorities within this policy 

are: 

1. Developing Territory Growth Towns – the biggest remote communities (including Borroloola) will 

become proper towns, with services, buildings and facilities like any other country town in Australia 

and the economic and service deliver centres for their regions. 

2. Homelands and Outstations – Funding for services for homelands and outstations. 

3. Remote service delivery – providing services that local people need from both the Australian and 

Territory Government. Both governments will be looking at how they can work better to provide 

long-term funding so that communities can plan for the future with certainty. 

4. Employment and economic development – attracting private investment to support business and 

residential property development. This includes a long-term Indigenous Economic Development 

Strategy. 

5. Remote transport strategy - provision of regular and affordable transport to access services in larger 

towns. 

6. Closing the Gap Targets and Evaluation – Reporting against the targets set in agreement with all 

Australian governments including an evaluation of remote service delivery. 

Australian Government FAHCSIA 

While the NT is self-governing it does not have the status of a State of the Australian federation. This means 

that the Australian Government retains the power to make laws for the Territory, and can override laws of 

the Northern Territory Legislative Assembly. The Land Rights Act is a Commonwealth law which applies only 

to the Northern Territory. 

The Australian Government is also responsible for indigenous policy and programs within the NT as part of 

the Closing the Gap commitment to work towards a better future for Aboriginal and Torres Strait Islander 

peoples. 

A new document, entitled Stronger Futures in the Northern Territory discussion paper and issued in June 

2011 sets out priorities for building on the work of the NT Emergency Response. There are three priority 

areas: 

• school attendance and education achievement – ensuring all children go to school and succeed 



• economic development and employment – ensuring indigenous people are part of the Territory’s 

economy and that people have jobs 

• tackling alcohol abuse – ensuring people and communities do not go on suffering the devastation 

caused by too much alcohol. 

The government is also consulting on community safety, health, food security, housing, and governance. 

Northern Land Council 

The Northern Land Council was established in 1973 to represent traditional Aboriginal landowners and 

Aboriginal people in the Top End of the Northern Territory of Australia (NLC, 2003). 

Its vision is stated as: A Territory in which the land rights of every Traditional Owner are legally recognised 

and in which Aboriginal people benefit economically, socially and culturally from the secure possession of 

their lands and seas. 

The most important responsibilities of the NLC are to consult with traditional landowners and other 

Aborigines with an interest in the land. 

This is to make sure the landowners as a group give their informed consent before the Land Council or a 

Land Trust enters into any agreement, or takes any action affecting their land. It also ensures that affected 

Aboriginal communities and groups have the chance to express their views and that land use agreements 

entered into are reasonable. These principles are fundamental to the Aboriginal Land Rights (Northern 

Territory) Act 1976. 

The NLC also acts as a representative body for native title claimants in its area under the Native Title Act 

1993. 

The NLC provides services in six key areas: 

• Land, Sea and Natural Resource Management 

• Land Claims and Acquisitions 

• Economic Development and Commercial Services 

• Advocacy 

• Administration and Support Services 

• Native Title Services 

Katherine Regional Land Council 

A proposal has been submitted to the Australian Government pursuant to s21A of the Aboriginal Land Rights 

(Northern Territory) Act 1976 and investigated by the Office of the Aboriginal Land Commissioner for the 

establishment of a new land council in respect to the area covered by this SIA. 

This group would be called the Katherine Regional Land Council and would involve more than 25 language 

groups breaking away from the NLC governance structure. 

Information distributed in early 2011 indicated the goal of this organisation would be to promote local 

decision-making by Traditional Owners. 



The community is awaiting the decision of the Minister for Indigenous Affairs, Jenny Macklin, regarding the 

proposal. If accepted, then Australian Electoral Commission would hold a vote of all Aboriginal adults in the 

proposed area. 

b. Commitment to Development Objectives 

Throughout the four layers of governance within the community, the commitment to development objectives 

is consistent. All groups, local, Territory, federal and Indigenous, are targeting the socio-economic 

development of the Territory including the Gulf Region. 

The other aspect of these objectives that is consistent is a desire to ensure this development is driven by a 

strong, local group of Traditional Owners and Indigenous community that has a greater level of influence and 

involvement in the direction of this growth and a share in the financial outcomes. 

The commitments are summarised in the table below. 

Table 15: Summarised Commitments to Development Objectives 

Governance Social Priorities Economic priorities 

Local government • Raising the quality of life to build 

a stronger and healthier Shire 

• Environmental protection 

• Good governance 

• Sustainability – employment and 

business 

• Infrastructure provision and 

management 

Territory government • Self determination around 

homelands and Outstations 

• Improved transport infrastructure 


• Territory Growth Towns 

development 

• Employment and economic 

development 

Australian 

government 

Indigenous 

representation 

• Education 

• Drug and alcohol abuse 

• Community safety 

• Health 

• Food security 

• Housing 


• Land, Sea and Natural Resource 

Management 

• Advocacy 

• Administration and Support 

Services 

• Native Title Services 

• Employment and economic 

development 

• Economic Development 

• Commercial Services 

• Land Claims and Acquisitions 



c. Control Over Resources 

All levels of government and the NLC have representatives based within Borroloola to support the planning 

and delivery of government services. 

The key indicator of control over resources within the Gulf Region is, in reality, the accessibility to capital to 

invest. 

Due to the nature of the region and the previously mentioned influence of the dominance of public housing 

and CDEP employment, the Roper Gulf Shire Council does not draw on a revenue stream around property 

and commercial rates as is common with local governments in other regions of Australia. It is reliant on the 

funding support of the NT Government and external partners to facilitate investment. 

The funding available to the Local Implementation Plan for Borroloola as a Growth Town and other NT 

Government programs within the region competes with demands from other parts of the Territory and 

government priorities. 

At an Australian Government level, numerous grant programs are accessible to fund social, employment and 

economic programs. However, tapping these funds relies upon the capacity of the personnel in the Gulf 

community to source programs, prepare submissions and auspice the grants. 

As a result, socio-economic development activity within the Gulf Region has benefitted from the 

establishment of organisations such as the Trust and the role of non-government organisations in providing 

charitable and community services. 

d. Relationship With Other Stakeholder Groups 

The relationships between the levels of governance within the region and the private and non-government 

sector have therefore been important to achieving the desired outcomes within the community. 

For example, the Roper Gulf Shire Council Strategic Plan places considerable emphasis on partnerships with 

organisations to support economic and environmental objectives. 

The NT Government has partnered with MRM to establish the Trust to drive social and economic 

development initiatives and as a result, the total value of programs supported by the Trust has been of an 

order of magnitude of approximately four times the total amount committed. The Trust has become a 

catalyst for investment as programs supported also attract funding from the Australian and NT Governments 

and the proponent’s own contributions. 

The Australian Government draws on both the commercial and non-government sectors to support regional 

programs. For example, federally funded Indigenous employment programs have been utilised by MRM to 

support the expansion of trainee programs implemented by the mine. 

The Northern Land Council has also partnered with other stakeholder groups such as the Environment Centre 

Northern Territory to support objectives within the Gulf Region. 

2.2.6 Historical Context 

a. Historical Issues and Events (Migration, Relocation) 

The NT was first inhabited by Indigenous Australians more than 40,000 years ago, with first European 

settlement established in 1869 near Darwin. The four Indigenous groups in the Borroloola and Gulf Region 

remain prevalent, with each language group inhabiting and responsible for land as follows: 



Figure 10: Language Groups in the Borroloola and Gulf Region 

In 1889 the British courts applied the doctrine of terra nullius to Australia, finding that it was a territory that 

was ‘practically unoccupied’. In 1979, the High Court of Australia did the same, saying that Australia was a 

territory which, ‘by European standards, had no civilised inhabitants or settled law’. It was thought that in 

these circumstances, the common law doctrine of native title did not apply to Australia. (National Native Title 

Tribunal, 2011) 

Then in 1992, in the case of Mabo (No 2), the High Court of Australia made the historic decision to overturn 

the doctrine of terra nullius citing that it should not have been applied to Australia and that the common law 

of Australia would recognise native title. 

Originally, the settlement was part of the colony of South Australia (SA) and remained as such until the NT 

Surrender Act 1908 and NT Acceptance Act 1910 were passed. When these acts were passed the NT 

officially separated from SA and came under Commonwealth control and a commonwealth minister was 

appointed to administer the territory. 

Following increasing pressure and momentum for the Indigenous population of the NT to have rights to fair 

pay and land, in 1973 the Whitlam Government established the Woodward Royal Commission to inquire as 

to how land rights could be achieved within the NT. An outcome of the commission was the bill drafted on 

16 December 1976 The Aboriginal Land Rights (NT) Act 1976 and subsequently passed. This Act 

commenced on Australia Day the following year, 26 January 1977. 

The NT Gulf country is historically renowned as being a harsh and unforgiving environment, with devastating 

wet seasons and impossible droughts. For the first European explorers, such as Leichhardt, this land 

promised discovery, to adventurers like the overlanders and pastoralists, it provided a vision for future 

prosperity and to prospectors, the Gulf country was an untapped resource to unclaimed riches. However to 

the estimated 2,500 Aboriginal inhabitants, the Gulf country was their sacred place – their physical and 

spiritual home (Roberts, 2005). 

As detailed in the 2005 historical novel, Frontier Justice (Roberts 2005), prior to European settlement, large 

populations of Indigenous people occupied the Gulf Region. Traditional Indigenous practices centred on 

strong attachments to land, sites and customary land management practices, including foraging for food and 

other bush resources. Contemporary Indigenous communities maintain many of these cultural practices 

throughout the Gulf Region (Roberts 2005). 

From the 1870s, cattlemen travelled to acquire vast areas of station land and brought cattle in massive 

numbers. This process was devastating to the lagoons and fragile terrain the Indigenous groups had 



protected for thousands of years, and served only to strengthen their ties and commitment to the 

preservation of their ‘country’. 

During these early days, racial conflict often escalated to free violence and retaliation that would extend into 

the next century, displacing, and in some areas destroying, the original inhabitants. 

Since the introduction of cattle into the Gulf Region in 1869, pastoralists have operated on a number of 

stations in the area, including McArthur River Station and Bauhinia Downs. McArthur River Station was 

formed near the end of 1883 and was, at the time, Australia’s biggest ever cattle station covering some 

47,317 km 2 . The station covered almost the entire traditional land of a number of Indigenous groups, 

including the Gurdanji people. Because of its size, McArthur River Station had a significant impact on the 

Indigenous people who lived on the land. 

While pastoralists are still active within the region, land parcels within major stations were redistributed to 

traditional landholders throughout the late 20th century. 

2.2.7 Needs and Values 

a. Stakeholder Attitudes and Values Determining Whether Development Interventions Are Needed 

and Wanted 

In the past five years, there has been a significant shift in the attitudes and values of community members. 

There is a clear and determined sense of empowerment in the community – that they can drive and play a 

key role in their future and the future of their town. 

Consultation revealed a common factor in this shift was the sense of self-worth and empowerment that 

came from employment, specifically at MRM. Themes of pride, equality, and recognising and seizing 

opportunities were strong. 

“The workers get off the bus – the miners bus – and they are really happy. They walk with their head held 

high, their family waiting for them, with smiles. They are really happy.” 


The past five years have also seen significant growth in community development planning conducted in the 

Gulf Region in relation to the establishment and long term planning for the Trust, the local government 

redistribution and formation of the Roper Gulf Shire Council, and the NT Government’s Growth Town 

initiatives. 

Substantial consultation and engagement has been conducted with community members to inform the 

strategic planning of these initiatives. This has unanimously found a desire for change, for a better future for 

new generations and for improved living standards and community infrastructure – another indication that 

the community wants to take charge of their future and be involved in the planning deliverables. 

The prevailing attitudes that are evident in the planning to date are: 

1. There is general acceptance that the current living conditions of residents within the Gulf community 

are unacceptable and need to be improved. 

2. Children are the future of the region and planning must involve investment in their health and 

education to ensure the development of opportunities and a clear direction for their future in the 

region. 



3. The Gulf Region and the town of Borroloola are on the threshold of a growth phase which will bring 

improved liveability, services and economic development to the region. 

4. MRM has a defined life of mine and the community needs to be developed for its sustainability in 

the future, even after the mine has closed. 

5. Local leaders are empowered to lead change. They are taking an active role in community leadership 

based on their pride for the region and sense of commitment. 

The values that are commonly shared by residents of the region can be summarised as: 

1. Equity – that all local Indigenous language groups and non-Indigenous residents desire to have equal 

opportunities and engagement including equal say in the future of the region. 

2. Environmental protection – that the natural environment is central to the culture, lifestyle and 

livelihoods of local people and must be sustainably managed and protected. 

3. Respect – for cultural heritage, individual needs and rights and the contribution of the community in 

the planning for the future of the region 

4. Succession Planning – the grooming of new generations within families to take responsibility for 

cultural and social leadership both within their respective language groups and the community 

generally. 

2.2.8 Human Rights 

a. A Summary Of Prevailing Human Rights For Consideration 

Human rights are about equality and fairness for everyone. There are a number of basic rights that people 

from around the world have agreed on, such as the right to life, freedom from torture and other cruel and 

inhumane treatment, rights to a fair trial, free speech and freedom of religion, as well as universal rights to 

health, education and an adequate standard of living. 

These human rights are the same for all people everywhere – male and female, young and old, rich and poor, 

regardless of our background, where we live, what we think or what we believe. 

The protection of human rights is everyone’s responsibility. A shared understanding and respect for human 

rights provides the foundation for peace, harmony, security and freedom in our community. 

The Universal Declaration of Human Rights (UDHR) is generally agreed to be the foundation of international 

human rights law. (United Nations, 2011). 

Australia's system of human rights protection has evolved according to its own unique history, and alongside 

the international human rights system, during the 100 years since Federation. 

Australia has helped develop a range of international human rights laws and standards. We have also 

become signatories to them and have ratified them. 

The Australian Human Rights Commission is an independent statutory organisation established in 1986 by an 

act of the Commonwealth Parliament. Its goal is to foster greater understanding and protection of human 

rights in Australia and to address the human rights concerns of a broad range of individuals and groups. 

The Commission has statutory responsibilities under the following Australian laws: 



• Age Discrimination Act 2004 

• Disability Discrimination Act 1992 

• Racial Discrimination Act 1975 

• Sex Discrimination Act 1984 

• Australian Human Rights Commission Act 1986. 

The Australian Human Rights Commission Act covers: 

• alleged breaches of human rights by the Commonwealth (such as a Australian Government 

department) against accepted international standards 

• discrimination in employment (public and private organisations) on a range of grounds, such as age, 

religion, sexual preference, political opinion, trade union activity and criminal record. 

Respect for human rights helps build strong communities, based on equality and tolerance, in which every 

person has an opportunity to contribute. Of course, having others respect our human rights comes with the 

responsibility that we respect the rights of others (Australian Human Rights Commission, 2006). 

Social justice is about making sure that every Australian − Indigenous and non-Indigenous − has choices 

about how they live and the means to make those choices. Social justice is grounded in the practical, day-today 

realities of life. It's about waking up in a house with running water and proper sanitation; offering one's 

children an education that helps them develop their potential and respect their culture; it is the prospect of 

satisfying employment and good health. 

Social justice also means recognising the distinctive rights that Indigenous Australians hold as the original 

peoples of this land, including: 

• the right to a distinct status and culture 

• the right to self-determination 

• the right to land, which provides the spiritual and cultural basis of Indigenous communities 

(Australian Human Rights Commission, 2006). 

The Aboriginal and Torres Strait Islander Social Justice Commissioner advocates for the recognition of the 

rights of Indigenous Australians and seeks to promote respect and understanding of these rights among the 

broader Australian community. 

2.2.9 Cultural Background 

a. Cultural Norms and Practices 

Indigenous cultural norms and practices are widespread across the Borroloola and Gulf Regions, and while it 

is well-known that there is no ‘one’ Indigenous culture, there are norms within communities which are 

embedded cultural practices among many Indigenous communities. 

Land or ‘country’ is of fundamental and of significant importance to the local Indigenous people (Roberts 

2005). It is this spiritual link with the land and natural environment of their ‘country’ which gives each 

Indigenous person their sense of identity and lies at the heart of their beliefs, customs and values. In the case 

of coastal peoples, ‘country’ includes the marine environment. Currently, there are still community members 



who uphold a traditional way of life, demonstrating the deep connection the Traditional Owners have with 

their country, and the respect they have for its ability to provide them with food, water and shelter. 

With this in mind, the protection and preservation of land is fundamental to the Indigenous culture, 

specifically the identification and conservation of sacred sites. Documented historical accounts suggest 

where damage to a sacred site has occurred, the owners are held accountable and must pay compensation 

to the managers, regardless of whether they were powerless to intervene (Roberts 2005). In extreme cases, 

the penalty faced was death. Historically, these were exceedingly serious matters, and remain so today, and 

directly influence the way in which Indigenous people react to perceived environmental impacts. 

It is a cultural belief that natural disasters such as cyclones and floods, or even epidemics, were the result of 

human impact on a sacred site. For example, an influenza epidemic in 1968-69 was believed by older 

Yanyuwa members to be a consequence of cattle disturbing a sickness site on Bing Bong Station, north of 

Borroloola (Roberts 2005). When Cyclone Kathy devastated the town in March 1984, it was attributed to 

Europeans intruding on sites associated with a dangerous rainbow serpent (Roberts 2005). 

Community members of Borroloola, King Ash Bay and Robinson River are involved in cultural events and 

ceremonies relating to the Dreaming, from which stems all traditional law and lore. Of great importance to 

the people in the region is cultural preservation, including the responsibility of passing knowledge, arts and 

cultural information, performances and ceremonial practices, languages, sacred and significant sites and 

important objects through the generations. 

Activities relating to preserving local culture have received significant support. In 2009, University of 

Queensland Senior Lecturer in Aboriginal and Torres Strait Islander Studies Dr Elizabeth MacKinleay, together 

with film-maker Alieta Belle, travelled to Borroloola supported by MRM to film a documentary entitled From 

Manankurra to Borroloola. The documentary traced the heritage of local Indigenous women originally 

documented in the 2007 film, Big Women from Borroloola. 

The NAIDOC festival program and Boonu Boonu Cultural Festival are important annual celebrations of 

Indigenous cultural heritage observed in the Gulf Region. 

There is a strong artistic community in Borroloola and the Gulf Regions. The Waralungku Arts Centre was 

established in Borroloola in 2003, and continues to grow due to local and regional support. The Centre 

represents more than 40 artists from the Yanyuwa, Garawa, Gurdanji and Mara language groups. Artists at 

the Centre primarily produce paintings of Dreamtime and outback scenery and some were selected to show 

their work in the Telstra Indigenous Art Awards in 2010. As the Dreamtime stories are verbally passed down 

to the artists from their elders, the art serves a vital cultural heritage purpose. 

The Centre also receives international attention. In July 2011, the Centre held an exhibition in London, with 

two local artists and an art worker in attendance. MRM supported this through a Trust grant. 

On the death of an Indigenous community member, the period of mourning is known as ‘Sorry Business’. 

During this time and often well beyond, the deceased person’s name is unable to be spoken. Images of 

deceased Indigenous people should not be shown without warning. 

b. Places of High Cultural Value 

Within the natural environment, sites of cultural significance are located across the region related to the song 

lines and Dreaming of each language group. 

Within the built environment, the Waralungku Arts Centre and the Language Centre have become places of 

high cultural value for the role they play as gathering places for all language groups and forums for sharing 



information regarding local culture and educating young people in traditional visual and performing arts. In 

late 2011, funding for the local Language Centre ceased and the women who participated in the Language 

Centre have now moved to the Waralungku Arts Centre. 

Within the mine lease, MRM works closely with Traditional Owners to preserve the cultural heritage of the 

local Aboriginal people. This includes respect for local customs and values, together with the protection of 

sacred sites within the footprint of the mine’s operations. MRM’s commitment to cultural heritage 

management is guided by Xstrata plc’s Business Principles, which uphold and promote human rights within 

our areas of influence and respect the cultural heritage, customs and rights of communities. The way in 

which MRM delivers on this commitment is articulated in the Cultural Recognition Policy. This policy provides 

a mandate for cross-cultural respect and awareness through which MRM has established valued relationships 

with local Aboriginal people and Traditional Owners. It also ensures the workforce understands the 

traditional rights and culture of Indigenous people and oversees a number of systems and processes to 

ensure sites of cultural significance, and matters of cultural interest, are identified and preserved (MRM, 

2011) 

Extensive studies, including archaeological and ethnographic surveys, have been undertaken to identify and 

protect culturally significant sites within MRM’s lease area. These studies have identified 17 sites of cultural 

significance that either have a direct link to dreamtime stories or are important to the history and culture of 

the local Aboriginal people. These sites are registered with the Aboriginal Area Protection Authority. This 

statutory authority of the Northern Territory Government was established under complementary NT 

legislation in accordance with the Commonwealth Land Rights Act 1976. The Aboriginal Areas Protection 

Authority (AAPA) has issued authority certificates for all the mine’s operational areas in accordance with the 

Northern Territory Aboriginal Sacred Sites Act 1989 (MRM, 2011). 

MRM preserves and manages the identified sites in line with AAPA conditions. These call for: 

• entry to sacred sites to be prevented 

• no works that will disturb the ground at sacred sites 

• prevention of damage to any vegetation at sacred sites other than for specified purposes 

• no material to be stored or machinery parked near the sacred sites 

• protective fences and signage to be erected around sacred sites 

• aboriginal custodians of the sacred sites to be notified and provided with the opportunity to 

supervise any restoration works carried out on the site 

• access to the sites to be permitted for cultural purposes. 

Protection of cultural heritage was an area of interest across stakeholder groups, particularly how MRM 

would identify and preserve sacred sites through the proposed Project. Many acknowledged the work MRM 

had done to date in terms of sacred site identification and protection. The majority advised they were 

supportive of MRM’s work in cultural heritage management, and expressed desire that MRM continue 

working with Traditional Owners in this regard. 

“How will MRM protect and identify sacred sites on the mine throughout the Phase 3 Development 

Project?” 

Taken from Borroloola community meeting held on 23 March 2011. 

“You need to look out for Barramundi Dreaming. There is a spring there – you have to look after it.” 

Taken from meeting with Traditional Owner – Gurdanji Group held on 16 August 2011. 



“We are fine with cultural heritage and sacred sites, so long as Traditional Owners are working with 

MRM.” 




Taken from Government Site Tour held on 2 August 2011. 

No impact on cultural heritage sites of significance in the community or region is expected as a result of the 

Project. For further information about investigations relating to cultural heritage within the mining lease, 

please see EIS Chapter 14: Cultural Heritage. 


MRM Contributions 

3 MRM Contributions 

At various points within this SIA, mention has been made of how MRM has supported various initiatives 

within the NT and Gulf communities during the period of 2006 to 2010. 

In summary, the key contributions made by MRM have been: 

• direct economic value totalling $888 million (since 2007) 

• $446 million invested in procurement with NT and locally based goods and service providers 100% 

increase in direct employment 

• increased Indigenous workforce participation from 4% in 2006 to 21% in 2010 representing a net 

increase in the number of employees identifying as being of Indigenous origin from 6 to 59 

• the establishment of the MRM Community Benefits Trust in 2007 which has since committed $7 

million in grants 

• continuation of the mine’s sponsorship and donations program which meets short term needs within 

the community including sport, health, recreation, and cultural activities 

• active participation and in-kind support for a range of community development initiatives including 

the Borroloola Pool Committee, Economic Development Committee for Borroloola, Alcohol 

Management Committee and NT Government Growth Town Local Implementation Plan 

development 

• provision of assistance for infrastructure upgrading including Mule Creek Road and advocacy for the 

development of the McArthur River Bridge. 

This section of the SIA provides further information on the contributions generated through the MRM 

Community Benefits Trust as this was specifically formed as the vehicle for MRM to channel its support for 

the long term, socio-economic development of the Gulf Region, as well as the ongoing program of 

sponsorships and donations. 

3.1 MRM Community Benefits Trust Outcomes 

Stated objectives of the Trust are to: 

• facilitate ongoing sustainable development of the community and the region including community 

capacity building and local business enterprise development. 

• build infrastructure within the community to a level that will facilitate the creation of local jobs, 

diversity of new enterprise, beneficial social activity and improved health outcomes. 

• enhance the positive social and economic impact of MRM’s mining operations on the community 

and the region as far as is reasonably practicable. 

• create jobs and training opportunities. 

The Trust is governed by a Trustee Board which comprises two Directors nominated by NT Government and 

two Directors nominated by MRM, four Indigenous Directors each representing one of the four local 

language groups and one Director elected by local community organisations. 



3.1.1 Annual Contributions 

A legal agreement with the NT Government and MRM for the establishment of the Trust, states the Trust will 

be in operation throughout the life of the mine. Currently, this represents a commitment by MRM in the 

order of $32 million in total between the Trust’s inception and 2027. Based on the terms of the Agreement, 

it is understood that the Trust’s life would be extended with any extension to the mine life by the Project. 

MRM currently invests $1.35 million per annum into the Trust for an Initial Period of the Agreement for eight 

years. Following this eight-year period to July 2015, the contribution will be scheduled for review. In 

planning for the Trust Agreement, it was intended that after the initial period of eight years, the annual 

contribution would be $1.25 million for the life of mine subject to annual increases in CPI. 

However, under the agreement, this review of the amount committed will take into consideration: 

• any variations to the community benefits package that may be desirable 

• any variations (upwards or downwards) to the annual contributions 

• the timeframe and duration of the application of any variations 

• any other variations to this Agreement considered necessary or desirable 

• any substantial change upwards or downwards in the economics of the mine (the consideration of 

which shall in no way limit the taking into account of other relevant considerations). 

Based on current agreements and plans therefore, it is expected the Trust will be extended for another nine 

years to 2036 and will benefit from an additional contribution of at least $7.5 million over that time taking 

the total commitment of the Trust from in the order of $32 million to $43.3 million over the life of mine. 

Community consultation in relation to the Project has shown there is a high level of awareness about the 

community contributions the Trust has made in the area so far. It also raised questions regarding the 

potential to increase the amount invested in the Trust in line with the increased production planned by the 

mine. 

‘With the mine expansion, will there be an additional offload to the Trust? Is the life of the Trust to be 

extended?’ 

Taken from MRM CRG held on 11 July 2011. 

‘What about the CBT? Will that increase? Is there going to a percentage of the mine profit to go to the 

Trust?’ 

Taken from meeting with the Borroloola Clinic held on 28 July 2011. 

‘If this goes ahead, is there any other money that’s going to come out of that expansion to go on to the 

Trust?’ 


MRM’s perspective is that this request needs to be considered within the context of a formal review of the 

funding agreement as scheduled by mid 2015. Other relevant considerations that should be factored into 

this review are: 

• Xstrata Zinc’s corporate social involvement policy which commits 0.6% of earnings before tax to 

philanthropic, sponsorship and donation activity 

• the status of the Trust in achieving its objectives and commitments 



• the broader context of additional investment being attracted to the region through the NT 

Government Growth Towns initiative, Roper Gulf Shire Council planning and the potential for other 

mining companies currently investigating the opportunity to establish new operations in the region 

• the capacity of the community to manage and implement an increased level of grant programs in the 

community. 

3.1.2 Funding Commitments 

As previously indicated, the Trust aims to help achieve the community vision of creating a vibrant, thriving, 

healthy region by 2028. This vision was reached as a result of consultation conducted in 2008 to develop a 

20 Year Community Development Plan for the Trust, which is reviewed and updated annually. 

The Trust produces an annual plan in consultation with stakeholders in the local region outlining planned 

priorities for the following year. The Trust also produces an annual review that is an important part of its 

governance and transparency and reports on the outcomes of grants approved from the previous year. 

These documents are both published on the MRM website . 

Submissions for funding support are coordinated by the Trust’s Project Officer and reviewed by an Allocations 

and Investments Committee, comprising local Indigenous and community Directors and NT Government and 

MRM representatives. This Committee then recommends funding decisions to the Board where a democratic 

discussion and vote decides on approved commitments. 

The Trust has committed a total of $6.7 million to 30 grants between July 2007 and June 2011, spread 

across the identified priority areas shown below. These commitments represent an allocation of 70% of the 

available budget and as at June 2011, the Trust had approximately $3 million in unallocated funding 

(2010/2011 Annual Plan). 

Figure 11: MRM Community Benefits Trust Funding Commitments 



The Trust was raised by the community through consultation as being of great interest, with many asking 

whether the proposed Project might bring an increased funding allocation through the Trust. The 

community indicated clear support for the Trust and the benefits it provides to the community. 

‘People might be expecting more in the Community Benefits Trust, but they are quite happy to have it.’ 

Taken from meeting with the Borroloola Police held on 19 July 2011. 

‘The impact of the Project will be positive - more jobs, the Community Benefits Trust... the Trust helps the 

kids out. It’s good.’ 

Taken from meeting with Cairns Industries held on 29 July 2011 

A full list of Trust grants as at June 2011 is attached at Appendix 3. 

These have shown a strong skew to education as well as enterprise and job creation initiatives in the early 

years due to focus on pathways to employment at MRM and within the community. 

3.1.3 Outcomes Achieved 

Between 2007 and 2011, the key outcomes achieved by the grants invested by the Trust are summarised as 

follows: 

• an estimated 84 local Indigenous residents undertaking or planned to undertake nationallyaccredited 

employment training 

• a further 58 new full-time jobs created 

• improved sustainability of popular arts and culture facilities and events 

• 38 school students participating in work experience and vocational education training 

• more than 9,000 breakfasts served to school students and their families 

• MRM Indigenous workforce participation increased from 9% in July 2007 to 22% in June 2011. 

Significantly, this has been achieved while meeting key performance measures for the Trust reported as 

follows. 

Table 16: MRM Community Benefits Trust Key Performance Measures, 2011 

Area Measures Status 

Governance Compliance obligations met for MRM investment 

Obligations for reporting met 

 

Obligations for consultation met 

 



Investment 

Percentage of available funds committed to grant 

programs >85% 

157% * 

Note: This is calculated as the grants approved during 

the financial year ($2.1 million) as a percentage of the 

annual contribution by MRM ($1.35 million). This result 

reflects the significant cash balance carried forward from 

FY 09/10 and the pipeline of projects which had been 

identified by the commencement of FY 10/11. 

Percentage of funding spent on administration costs 


• offer good leveraging opportunities to build MRM brand awareness. 

Sponsorship applications are assessed on a range of criteria including: 

• Alignment with Xstrata’s Corporate Social Investment strategic objectives and Community Policy, 

whether the sponsorship enhances Xstrata’s reputation and whether sufficient funding is available. 

• The level to which the sponsorship activity benefits the local community in which MRM operates, 

whether it works alongside other sponsorships and offers value for money. 

• Whether there is an appropriate level of acknowledgement commensurate with sponsorship 

amount. 

MRM invested more than $930,000 in sponsorships and donations across community priorities between 

2006 and 2010. 

This has been distributed across the same six areas of focus as the Trust prioritises. However, the allocation 

to these focus areas has been more balanced with a higher skew to two areas: 

• Health: due to the sponsorship support of the second GP at the Borroloola Health Clinic, the high 

cost of the Borroloola Renal Unit and x-ray facilities 

• Art and culture: through MRM’s annual support for key community events such as the Borroloola 

Show, NAIDOC festivities and the Waralungku Arts Centre. 


Community Goal Analysis 

4 Community Goal Analysis 

4.1 Community Goal 

As previously indicated in section 2.2.7 Needs and Values, there has been significant community 

development planning conducted in the Gulf Region in relation to the establishment and long-term planning 

for the Trust, the local government redistribution and formation of the Roper Gulf Shire Council, and the NT 

Government’s Growth Town initiatives. 

Substantial consultation and engagement has been conducted with community members to inform the 

strategic planning of these initiatives. This has unanimously found a desire for change, for a better future for 

new generations and for improved living standards and community infrastructure. The attitudes and values 

towards the future of the community and the desire for intervention have been consistently reported in two 

key local strategies described as follows. All have demonstrated that socio-economic development 

interventions and support are needed and wanted. 

4.1.1 MRM Community Benefits Trust Planning 

In October 2007, a detailed community development exercise was conducted in line with ICMM standards. 

This revealed a long-term vision for the community which now guides all Trust activities and decisions. That 

is to, by 2027 (the then life of mine), create a vibrant, healthy, thriving community. 

An associated community needs assessment then detailed the issues and challenges to achieving this vision as 

categorised by the focus areas of the Trust: enterprise and job creation, education, health, environment, 

social and community development, art and culture. 

The resulting 20-year community development plan is summarised in Appendix 2. 

On an annual basis, the Trust Project Officers conduct consultation to test whether this vision and the 

targeted outcomes remain relevant for the community. Each year, residents, community organisation 

representatives and government business officers have confirmed that this vision and its attending objectives 

remain reflective of the needs and interests of the community. 

4.1.2 Roper Gulf Shire Council 

Following the establishment of the Roper Gulf Shire Council in 2009/2010, the management embarked on a 

strategic planning exercise to assess the vision, mission and values of the Gulf regional community. 

The vision set under the 2010-2013 Strategic Plan reflected similar values to the Trust initiative and is: to be 

Sustainable, Viable and Vibrant. 

The mission is to work together as one towards a better future through effective use of all resources. 

In developing this plan, the values the Council strives to uphold are: honesty, equality, accountability, respect 

and trust. 

The strategic goals within this plan are also in line with the long term targets for the Trust. They are: 

1. Strengthen the quality of life in our Shire by working with the community and town residents and 

other organisations to identify and support priority social, cultural and recreational needs in order to 

build a stronger and healthier Shire. 



2. Move towards sustainability by building local economies, employing local people and making the 

Council economically sustainable. 

3. Care for our environment by promoting protection of the Shire’s natural environment for future 

generations, support appropriate enjoyment of lifestyles based on the natural environment and move 

towards becoming an environmentally sound organisation. 

4. Improve our infrastructure by strategically managing legacy infrastructure, plant and equipment to 

prolong its working life while concurrently lobbying for funding to repair, replace and increase 

infrastructure, fleet, plant and equipment to levels appropriate for our population and locality. 

5. Good governance by managing the Shire and its resources with professionalism, transparency and 

accountability and in the best interest of all the Shire’s people. 

4.2 Priorities and Objectives – MRM Community Benefits Trust Planning 

The priorities and objectives generated through the Trust consultation and planning are summarised below. 

Table 17: Gulf Region Community Priorities and Objectives 

Priorities 

Objectives 

Diversity the economic profile 

of the region in order to 

generate a wider range of 

enterprise and employment 

opportunities. 

• Unemployment rate: NT average 

• Weekly gross income: NT average 

• Greater diversity of employment in semi-skilled and skilled jobs 

• Development of new industries in tourism, accommodation, 

pastoral, infrastructure, aquaculture and cultural sectors 

• Well planned land releases and development to address housing and 

commercial land tenure needs 

• Improved infrastructure planning and provision 

Focus on the children and 

their education to set them up 

for greater future 


• Literacy: NT average for the number of Grade 7s passing the 

reading test 

• Number of students graduating from Grade 10 and 12: NT average 

• School absenteeism: NT average 

• Introduce vocational education and training within local schools 

linked to economic development opportunities 

Promote social and community 

development to build a 

stronger sense of community 

and facilitate development 


• Average cost of living: NT average 

• Overcrowding in local homes: less than NT average 

• Formal youth activities: wide variety of activities 



Priorities 

Objectives 

• Sense of community and town pride: High 

• Law - offences against the person per 1,000: NT average 

• Implement drug and alcohol management plan 

Promote healthier 

communities to give children a 

good start in life. 

• Access to affordable, healthy food: High 

• Drug and alcohol abuse: Low 

• Prevalence of chronic diseases: NT average 

• Improved nutrition programs for parents and children 

• Address high rates of teenage pregnancies 

Sustainably manage and 

protect the natural 

environment particularly lands 

of cultural significance 

• Maintaining widespread cattle grazing on large pastoral properties 

• Developing sustainable recreational fishing industry 

• Establishing sustainable eco-tourism businesses 

• Support for projects/programs that enhance the natural environment 

Support the education and 

preservation of local art and 

culture recognising the unique 

language, song lines and 

stories of the region 

• Establishing sustainable traditional hunting and gathering by 

language groups 

• Generational understanding of Indigenous culture and traditions: 

Well remembered and shared 

• Providing a communal space for educating young people on the 

culture of their families 

• Establishing a variety of sustainable culture-based businesses based 

on tourism 

4.3 Borroloola LIP 

The Draft Borroloola LIP was released in June 2011 and sets out the priorities of the Borroloola community, 

including targets, actions, success measures and a timeline for achieving identified priorities. The plan 

represents a detailed agreement between all levels of government and local people on how to make 

Borroloola a better place to live. 

The plan builds on a number of existing plans and strategies, including the Growing the Gulf Regional Plan 

2000 (Gulf Regional Planning Advisory Committee, 2000) and the McArthur River Mine Community Benefits 

Trust 2010/11 Annual Plan (MRM Community Benefits Trust, 2010). It has been further developed in 

consultation with the Borroloola Local Board of the Roper Gulf Shire and the MRM Community Benefits Trust 

Women’s Group. It is understood further meetings are planned with the senior representatives of each of 

the four clan groups, together with the Youth Voice Group. In late 2011, further work occurred to establish 



the Local Reference Group who will assist with the implementation of the Local Implementation Plan. MRM 

and MRM Community Benefits Trust representatives have been identified to participate in this group. 

4.4 Priorities and Objectives – NT Government Planning 

The Council of Australian Governments and Working Future have recognised that improving outcomes for 

Borroloola requires implementing a complex approach that sees effort directed across seven key areas of 

community life, or building blocks. Improvements in one area affect results in other areas, which are 

measured annually against Closing the Gap targets, as part of the LIP. 

Identified priorities and targets as identified within the Borroloola LIP are provided in Table 18. NT 

Government et al., 2011): 

Table 18: Priorities and targets as identified within the Borroloola LIP 

Building Blocks Achieving COAG Targets Priorities 

Early childhood 

Schooling 

Health 

For an equal start in life, Indigenous children need early 

learning, development and socialisation opportunities. 

Access to high-quality early childhood education and 

care services—including preschool, child care and 

family support services such as parenting programs—is 

critical. Facilities and infrastructure, a sustainable early 

childhood education and health workforce, learning 

frameworks and opportunities for parental 

engagement are also important and require attention. 

Action on maternal, antenatal and early childhood 

health will help close the gap in child mortality as well 

as in early childhood development. 

Education is the key to future opportunity. Schooling 

that responds to Indigenous education priorities 

requires attention to infrastructure, teacher and School 

leader supply and quality, curriculum, student literacy 

and numeracy achievement, opportunities for parental 

engagement, and school-community partnerships. 

Transition pathways into schooling and into work, and 

post-school education and training are also important. 

So are lifelong learning and the development of adult 

literacy and numeracy skills. 

Access to effective, comprehensive primary and 

preventative health care is essential to improving 

Indigenous Australians’ health and life expectancy and 

reducing excess mortality from chronic disease. All 

health services play an important role in providing 

Indigenous people with access to effective health care. 

These services need to be responsive to government 

and community health priorities and accountable for 

achieving them. Closing the Indigenous health gap 

requires intense efforts in preventing, managing and 

1. Strengthen support for 

families, women, men, youth 

and children. 

2. Children are born healthy 

and stay healthy. 

1. Increase educational 


2. Provide options for young 

people who have been 

unable to succeed in the 

current education/training 

environment. 

3. Improve local and regional 

infrastructure. 

1. Strengthen support for 

families, women, men, youth 

and children. 

2. Reduce alcohol and 

marijuana abuse. 

3. Support and develop health 

care and related services. 

4. Increase leisure and 




Healthy homes 

Economic 

participation 

Safe 

communities 

treating chronic disease. Indigenous children and their 

parents need to use programs and services that 

promote healthy lifestyles. 

A healthy home is a fundamental precondition of a 

healthy population. Important contributors to the 

current unsatisfactory living conditions include 

inadequate water and sewerage systems, waste 

collection, electricity and housing infrastructure 

(including design, availability and maintenance). 

Children need to live in houses that are free from 

overcrowding and provide the infrastructure they need 

for good hygiene and study. 

Indigenous people and communities should be able to 

benefit from the mainstream economy. This includes 

real jobs, business opportunities, economic 

independence and wealth creation. Economic 

participation needs to extend to disadvantaged job 

seekers and those outside the labour market. Access 

to land and native title can be leveraged to secure 

practical benefits for Indigenous people. Economic 

participation also needs other financial assets, capacity 

building, employment and training programs, incentive 

structures, and infrastructure such as communications 

and transport. Through economic participation, adults 

can become good role models for their family and 

community. The design and delivery of welfare 

(transfer payments and services) needs to encourage 

active engagement, greater capability and positive 

social norms. Ensuring that communities have support 

to overcome barriers to engagement such as problem 

gambling is critical. 

Indigenous men, women and children need to be safe 

from violence, abuse and neglect. Meeting this need 

involves improving family and community safety 

through law and justice responses (including accessible 

and effective policing and an accessible justice system), 

victim support (including safe houses and counselling), 

child protection, and preventative measures. 

Addressing related problems such as alcohol and 

substance abuse is critical to improving community 

recreational opportunities. 

5. Support and develop health 

care and related services. 

* Priorities currently under 

development. 

1. Provide more 

accommodation across the 

region. 

2. Develop public transport 

services. 

3. Promote development of 

appropriate mining activity. 

4. Expand and diversify primary 

industries. 

5. Promote tourism in the 

region. 

6. Improve business support 

services. 

7. Improve employment and 

training opportunities. 

8. Improve local and regional 

infrastructure. 

9. Borroloola is well planned 

for future development and 

growth. 

1. Improve Community 

Harmony and safety. 




safety as well as improving health. 

Governance and 

leadership 

Strong Indigenous leadership is needed to champion 

and demonstrate ownership of reform. Effective 

governance arrangements in communities and 

organisations, as well as strong engagement by 

governments at all levels, are essential for long-term 

sustainable results. Indigenous people need to engage 

in developing reforms that will affect them. They need 

greater opportunities to build capacity in governance 

and leadership in order to play a greater role in 

exercising their rights and responsibilities as citizens. 

1. Community leaders and 

elected council members 

have the skills to effectively 

govern. 

2. The culture and art of the 

Borroloola Region is retained 

and promoted. 

Source: NT Government et al., 2011 


Social Impact Management Plan 

5 Social Impact Management Plan 

5.1 Project Impact and Opportunities Assessment 

This section identifies and assesses the potential risks, benefits and material issues to the surrounding 

communities of the Project. The risk assessment process was undertaken using a framework developed 

around the AS/NZ Risk Management standards, whereby risk and opportunity are assessed as a function of 

the likelihood of an event occurring and the consequences of such an event. The results were then cross 

referenced against the Xstrata SD Framework to inform the SEP. The next section ranks the anticipated 

impacts and potential social benefits according to these measures to determine the anticipated impact 

significance. 

5.2 Impact Identification 

Potential impacts resulting from the Project were identified by considering the likely interaction between the 

development and the people and communities that may be affected by them. This process was undertaken 

for each phase of the Project – construction and operation. 

The impact identification process was further informed by the previous experiences of the community with 

MRM and concerns or issues raised by the community throughout the consultation process. 

In identifying the impacts, it is recognised that MRM has been operating in its current location since 1995. 

Over the 16 years since the mine opened, the community’s aspirations, values and enterprises have adapted 

to accommodate the presence of the mine. The biggest impact over this time was when the mine changed 

from underground to open pit following the Phase 2 expansion in 2005. The Phase 3 expansion will see a 

doubling of production from operations remaining within the existing mine bund. This will not require any 

additional land acquisition and is expected to have limited impact on community values. However, it will 

present additional opportunities for the community, particularly around training, education, wellbeing and 

community development. A key element of MRM’s ongoing engagement with the local community will be 

around developing strategies and approaches to maximise these benefits and provide sustainable outcomes 

for the community beyond the life of the mine. 

5.3 Impact Assessment 

The assessment of potential impacts (both positive and negative) has sought to identify the likely phase 

(construction or operation) in which each possible impact will apply as well as the people that are likely to be 

affected. A number of criteria were established in order to support an objective assessment of potential 

impacts. These criteria included: 

• the likely duration of the impact and whether it is reversible or irreversible 

• the magnitude of the impact on the affected community 

• the ability of those affected by the impact to adapt and accommodate the change 

• existing strategies or programs that will help to manage the impact (mitigate or enhance). 

Having initially assessed potential impacts to determine if they are positive or negative, MRM’s approach is to 

develop mitigation/ management strategies to reduce, eliminate or offset significant negative impacts, and 

enhancement strategies to optimise potential community benefits arising from positive Project impacts. 

The impact assessment ranking is based on the framework provided in Table 19, Impact significance ranking 

framework. This framework also provides a visual summary of the anticipated Project impacts and 

opportunities as revealed through community consultation and the SIA analysis. Further information about 

these impacts can be found in the Summary Impact Assessment in Table 19, and subsequently detailed in the 

text below. 



5.4 Impact Management 

Management of a large number of the identified impacts will require coordinated efforts by MRM, the Roper 

Gulf Shire, NT Government, and the community. A number of strategies have been suggested to support this 

process. A specific focus has been placed on mitigating and enhancing impacts that are considered to be 

significant (i.e. ranked as medium or higher). MRM will also monitor other potential impacts to determine if 

there are any unanticipated effects as a result of the development. 

Initial mitigation, management and enhancement strategies have been identified by MRM and are detailed 

below. Please refer to Appendix 4, impact/benefit summary table, for more information. 

Table 19: Summary Impact Assessment 

Impact 

Phase 

Type of 


(Negativ 

e / 

Positive) 

Likelihood 

Consequence 


Si ifi 

Employment – 

Local employment 

Increased employment opportunities – local 

Con 

Ops 

Positive 

High High High 


Youth employment 

Youth Employment Opportunities – Local 

Con 

Ops 

Positive 



Impacts of 

employment 

Increased local employment leads to greater 

use of alcohol and drugs 

Con 

Ops 

Negative Med High High 


Impacts of 

employment 

Increased instance of humbugging 

Con 

Ops 

Negative High High High 

Regional 

Development – 

Community Benefits 

Trust 

Extended mine life until 2036 – increased job 

stability and extension of Community 

Benefits Trust 

Ops Positive High High High 

Regional 


Youth Opportunities 

Increased potential for youth services and 

facilities to be implemented in local area as a 

result of extended Community Benefits Trust 

life 

Con 

Ops 

Positive 

Med Med Med 

Regional 


Traffic and roads 

Increased traffic may lead to accelerated 

degradation of roads and require greater 

maintenance 

Ops 

Negative Med Med Med 

Regional 



Increased traffic may increase the potential 

for more accidents 

Con 

Ops 

Negative 

Low High Med 

Regional 


Increased transportation of lead concentrate, 

leads to increased risk of spills 

Ops Negative Low High Med 




Phase 

Type of 


(Negativ 

e / 

Positive) 

Likelihood 

Consequence 


Si ifi 


Regional 


Accommodation 

and travel 

Increased employment of local people means 

they are no longer able or wish to stay in 

their home community 

Con 

Ops 

Negative Med High High 

Regional 


Accessibility 

Increased flight schedule to MRM may lead 

to increased accessibility to and from the 

area for the community 

Positive 

Low Med Low 

Regional 


economic 

contribution 

Opportunities for local and regional 

businesses to engage with the mine 

Con 

Ops 

Positive 

Med High High 

Environment and 

rehabilitation 

Increased frequency and scope of 

environmental monitoring 

Con 

Ops 

Positive 

Low Med Med 







Tailings storage 

facility 

Increased accessibility to monitoring results 

Increased opportunities for Traditional 

Owners / Indigenous leaders to be involved 

in the rehabilitation process 

Responsible mine closure rehabilitation 

works and planning 

Perception that expanded TSF will result in 

greater likelihood of seepage contaminating 

ground and surface water 

Ops Positive Low Med Med 

Ops Positive Med Med Med 

Ops Positive Med Med Med 

Ops Negative Low High Med 

Tailings storage 

facility 

Expansion of TSF may impact on visual 

amenity 

Con 

Ops 

Negative 

Low Med Low 

Overburden 

emplacement facility 

Perception that OEF run-off may be acidic 

and pollute water sources (ground and 

surface) 

Ops Negative Low Med Med 

Overburden 

emplacement facility 

Expansion of OEF may impact visual amenity 

Ops 

Negative Med Med Med 

Cultural heritage 

Disturbance of cultural heritage sites due to 

project activities during construction and 

operation 

Con 

Ops 

Negative 

Low Med Med 




Phase 

Type of 


(Negativ 

e / 

Positive) 

Likelihood 

Consequence 


Si ifi 


Increased involvement by Traditional Owners 

in cultural heritage management activities 

Con 

Ops 

Positive 

Med Med Med 

Bing Bong Increase in barge movement at Bing Bong – 

impacting people / cultural activities (eg. 

fishing) 

Bing Bong Increase in barge movement at Bing Bong – 

impacting marine life 

Ops Negative Low Low Low 

Ops Negative Low Med Med 

Project - General 

Human rights breaches – personnel and 

community 

Con 

Ops 

Negative 

Low High Med 

Project - General 

Increased mine production may lead to 

further resources to increase consultation / 

support / communication between MRM and 

community 

Con 

Ops 

Positive 


5.4.1 Employment 

a. Local Employment — Increased Employment Opportunities - local 

Type of Impact: Positive 

Impact Significance Ranking: High 

Consultation revealed employment was the key area of interest for community members, with feedback 

indicating the Project was seen as an opportunity to increase local employment (and Indigenous employment) 

at MRM. This sentiment was supported by people who had family members working at the mine who 

expressed a sense of achievement and pride in their comments and responses, and were therefore keen to 

see this trend and experience continue with other members of their community. 

The proposed Project will require an increased operational workforce of approximately 40%. This represents 

a creation of approximately 110 additional permanent employees. Currently about 18.5% of the workforce is 

sourced from the local community, however there is potential for this to increase if the baseline skills and 

work readiness of local residents improve. 

Currently approximately 22% of all MRM employees are Indigenous, suggesting that Indigenous employment 

benefits both the local community (Borroloola and the Gulf region) as well as the NT more broadly. 

Therefore, in sustaining the existing Indigenous workforce participation rate, at least 23 jobs for Indigenous 

people will be created. 

The expansion is expected to increase the mine life by nine years until 2036, providing the local community 

with enhanced job security, as well as increased opportunity for mine jobs as baseline skills improve. 

Consultation revealed local and Indigenous employment is seen by many stakeholders as a key benefit of the 

Project and opportunities will be further explored by MRM. 



As well as providing employment to local residents (incorporating Indigenous locals), the Project has the 

potential to provide additional income to local property holders should they be employed at the mine, 

providing them with greater stability, particularly during times of business-cycle downturn. For example, 

because of the shift rosters on mines, pastoralists may be able to secure mine employment while still working 

on the property during their rostered break, or representatives from environmental organisations, such as the 

Sea Rangers, may be able to be engaged to assist with environmental monitoring work. 

Enhancement 

MRM will continue to support local skills development and training through its ongoing employment 

strategy, which includes the Indigenous Employment and Training Strategy, Pathways to Employment. 

Activities undertaken to date include: 

• a trainee program offering entry-level opportunities, providing training for jobs in mining, hospitality, 

environmental management and administration 

• ongoing career development tailored to individuals, aimed at helping retain Indigenous employees 

• support to the NT Government’s pathways program to provide effective learning pathways for 

remote and very remote students 

• provision of work experience, trainee and apprenticeship programs and support to VET programs. 

Consideration will also be given to developing community partnerships allowing more flexible work place 

arrangements in support of greater engagement of Indigenous personnel. These will be explored in 

consultation with the MRM CRG, Traditional Owners, Roper Gulf Shire Council (Borroloola) and ISA. 

While MRM will continue to base employment on skills and capacity, it is committed to sourcing a willing and 

able workforce locally. As a result of programs already in place, it is anticipated the pool of people 

considered to be ‘work ready’ will increase, thereby providing long-term community benefits. Consultation 

indicated that engagement with the local community is an important part of ensuring there is a high level of 

awareness about employment opportunities at MRM. 

“There needs to be more promotion of the type of jobs you can get when working on the mine to 

promote understanding and interest...” 

Taken from meeting with local agencies held on 21 July 2011. 

In response to this, MRM will review its communication processes to ensure advice about employment 

opportunities is provided in a timely manner, and that local people are provided with support to develop their 

skills and become better positioned to maximise employment opportunities. Organisations and local service 

providers such as Centrelink, ISA, MRM CRG, MAWA and the school will be targeted as key channels for 

sharing employment information with the community, with initial communication enhancements including: 

• poster displays advertising upcoming employment, traineeship and apprenticeship opportunities 

• presentations to Centrelink, ISA and the school to promote understanding of the employment 

opportunities at the mine and what the pre-requisites are 

• increased access to MRM staff to discuss existing and upcoming employment opportunities 

• use of the local radio station to promote employment opportunities. 

MRM’s Indigenous Employment Coordinator will play a key role in liaising with job agencies to enhance local 

knowledge about mine employment opportunities. 

In terms of encouraging local staff retention, proactive mentoring has been identified by the community and 

stakeholders as a critical element to achieving higher retention rates. MRM’s Human Resource Department 



provides support to staff, with the recent employment of the MRM Indigenous Employment Coordinator to 

assist Indigenous employees with resolving issues. Staff retention programs will be regularly reviewed 

drawing on lessons learned from both MRM experience and international best practices. Support staff, such 

as the Indigenous Employment Coordinator will be able to assist personnel in understanding MRM employee 

support and grievance mechanisms. Such mechanisms will be clearly outlined during employee induction 

programs. 

b. Youth Employment — Increased Youth Employment Opportunities 



Currently there are limited employment opportunities for young people living in Borroloola and surrounding 

communities apart from those that exist at, or as a result of, the mine. Consultation revealed a key reason 

why stakeholders and community members support the Project is due to its potential to increase employment 

opportunities for young people. These opportunities exist both during construction and over the longer term 

throughout the operation phase. Consultation with a wide range of community members showed creation of 

job opportunities for local youth which are transferrable within the industry, was an expected benefit of the 

proposed Project. 

Enhancement 

The key element to enhancing this benefit is developing a suitable skills base and developing work readiness 

among the local youth population. This requires a focus on improving numeracy and literacy levels, providing 

basic workplace readiness and expanding workplace mentoring programs for young Indigenous employees. 

As mentioned in the SIA, MRM is currently involved in a number of DET initiatives, including the Strong Start, 

Bright Future: Borroloola School Pathways to Employment Project, a three-year program for better vocational 

education and training (VET) within the school system. The Program will receive a grant of $1 million over 

three years from the MRM Community Benefits Trust, which will contribute to a series of initiatives to be 

delivered in partnership between DET, Borroloola School and MRM. The program has been proven in other 

NT communities to help provide a pathway toward education and training from birth, through school, to 

employment, and involves initiatives such as a frequent attendance program, incentives for students and VET 


Funding will also support apprenticeships each year and improvements to the quality of VET instruction. This 

program aims to increase school attendance to 90% of all eligible students, increasing the amount of time 

spent at school to 90% and above, and helping to equip students with skills necessary to sustain 

employment, whether at MRM or in an associated industry. 

This program will work within the current education system and students will be able to achieve 

matriculation through participation in this program. 

Initial discussions have also occurred as to expanding facilities and resources to provide opportunities outside 

of school hours that will support those young people and other community members to access further 

education opportunities locally. It has been acknowledged that this will be further developed following the 

initial school based initiative to ensure that the model is robust and is able to support the current identified 

needs within the school system. 

In addition, the Trust also will continue to support skills development initiatives for local youth. A process to 

support the ongoing monitoring, mentoring and review of the success of these programs will be developed 

in consultation with the community and stakeholders and documented in the SEP. 

This plan will document a range of mechanisms to support more proactive dissemination of information 

about the nature, timing and scope of youth employment and training opportunities associated with the 

Project, and ongoing life of mine. Mechanisms for doing this will be via the existing Strong Start, Bright 



Future program, local school visits to the mine, work experience programs, trainee programs, mentoring 

feedback, cultural awareness training and other Trust-supported education programs. 

c. Impacts of Employment — Increased Local Employment Leads To Greater Use Of Alcohol and 

Drugs 

Type of Impact: Negative 

Impact Significance Ranking: Medium 

The increased workforce requirements associated with the Project provide an opportunity for more 

employment among the local community. While this is largely considered to be positive, consultation results 

indicate there is a level of concern among community members, particularly Indigenous elders and women, 

that higher levels of employment and income lead to increased drug and alcohol use in the community. It 

was acknowledged that this may not affect employees while working at the mine, however when they return 

to the community with their income, the pressure and temptation to become involved in drug and alcohol 

abuse is heightened. 

Mitigation 

MRM undertakes regular drug and alcohol testing of all personnel and has a zero tolerance policy concerning 

breaches. This will support effective management of drugs and alcohol in the workplace (i.e. on site). 

To address the concern at a community level (i.e. off site), MRM will continue to support community health 

initiatives through the Trust as well as sponsorships and donations. Such initiatives may include drug and 

alcohol education programs and substance abuse support services. Consideration will also be given to 

exploring other initiatives in consultation with the MRM CRG, local Indigenous representative groups, Roper 

Gulf Shire Council, police and community health services. 

To support the community-based work, MRM will also investigate incorporating more substantial drug and 

alcohol management education on site as part of induction and/or training initiatives to encourage behaviour 

that can be replicated when back in the community. 

d. Impacts of Employment – Increased Humbugging 



Humbugging is a term applied to various forms of begging – the term refers primarily to the practice of 

demanding money from relatives on a regular basis. Consultation revealed that humbugging is a common 

and serious issue faced by the employed Indigenous community in Borroloola, particularly those employees of 

MRM. 

While it was widely agreed the employment opportunities the Project would deliver to the community were a 

key benefit, the humbugging associated with the income received was an issue. 

Mitigation 

While humbugging is not directly related to the Phase 3 Development Project, it can be classified as an 

associated impact, and therefore, an impact which needs to be addressed and mitigated (as appropriate) by 

MRM. 

MRM will therefore explore ways of reducing the potential disincentives to gaining employment imposed by 

social problems (such as humbugging) on the growth of Indigenous employment at MRM. Strategies for 

overcoming these issues need to be reached in consultation with NT Government, however may include 

investigating new models for the payment of salaries (such as setting up two bank accounts for staff), 



undertaking community education programs, and providing support to workers who are experiencing 

humbugging. 

5.4.2 Regional Development 

a. Community Benefits Trust — Extended Mine Life Until 2036 – Increased Job Stability and 

Extension Of MRM Community Benefits Trust 



The Project is expected to extend the mine life by nine years to 2036. This will prolong the mine’s benefits for 

the community including providing extended job security and employment opportunities. Additional training 

opportunities for youth and opportunities for local businesses to engage with the mine and deliver services 

are recognised by the community. 

Importantly, extending the life of the mine means the life of the Trust will also be extended, representing a 

further estimated $11.23 million in funding (subject to formal review), and bringing the total funding 

allocation over the life of the mine to approximately $43.3 million. The extension of the life of the Trust will 

be of particular benefit to the community of Borroloola, and was a positive benefit widely recognised by the 

community. 

Enhancement 

As previously indicated, the Trust agreement is currently scheduled for review in 2015. This review will 

consider the contribution levels made by the Trust to community development in Borroloola and the local 

region and will determine the level of ongoing annual financial commitment. 

During consultation, some stakeholders indicated uncertainty about: 

• the types of initiatives and projects the Trust could fund 

• the distinction between the mine and the Trust 

• how to correctly make grant applications 

• how funding was allocated. 

A Trust Project Officer visits Borroloola on a regular basis to provide assistance to individuals and groups 

regarding the above information. To enhance the value of this resource, the Project Officer’s visiting times 

and location will be promoted on a wider basis across the community. The success of this will be measured 

on the number, quality and types of grant applications made to the Trust, and monitoring will assist the Trust 

in identifying whether further resources need to be applied to ensure wide-spread awareness about the 

above points. 

b. Youth Opportunities — Increased Potential For Youth Services and Facilities To Be 

Implemented In Local Areas As A Result Of Extended Community Benefits Trust Life 



The possibility of increased youth opportunities linking with provision of more services, facilities and social 

infrastructure for youth through the Community Benefits Trust was raised across a range of stakeholders 

through consultation. The extended life of the Trust in line with an extended life of mine increases the 

potential for funding to be directed toward supporting community initiatives which will improve life for 

young people in the region. 



Enhancement 

MRM has no direct control over allocation of grant funding, however, can feed information back to the Trust 

Board via the Trust Project Officer. MRM will provide consultation results to the Trust through this channel to 

be addressed through the Trust administration, promotion and management activities. 

A community hub, including indoor sports facilities, has already received in principle agreement from the 

Trust for a $1 million grant with a further $440,000 being contributed by the Australian Government. 

This proposal was originally initiated by the Roper Gulf Shire Council however there was extensive concern 

from the community in relation to the proposed site and the lack of consultation in relation to the needs of 

the community for this facility. Through the ongoing and annual consultation process of the Trusts Project 

Officer, further clarity has been obtained in relation to community expectations of the facility. A formal 

meeting has also been conducted through the NLC with the local traditional owners and other effected 

peoples (as required by NLC guidelines) to identify a suitable location for the facility. This meeting was able 

to agree on a location and NT Government representatives have been undertaking related investigations for 

this land to be made available. 

Once land tenure has been confirmed further development can occur in relation to the design, construction 

and ongoing management of the facility. 

c. Traffic and Roads — Increased Traffic May Lead To Accelerated Degradation Of Roads and 

Require Greater Maintenance 



The Project will result in increased heavy vehicle traffic movement, particularly between the mine site and the 

Bing Bong loading facility along the Carpentaria Highway and Old Bing Bong Road. Consultation identified 

concern with the condition of the existing road surface and this was confirmed by the traffic study. These 

deficiencies have been outlined in the traffic study and require investigation, regardless of whether the 

Project proceeds. As such, this assessment has been completed based on the assumption that the road 

improvements currently required will be made prior to commencement of the Project. If this does not 

happen, the potential ranking of the impact will increase. 

The findings of the traffic study indicated while there will be an increase in traffic volume as a result of the 

Project, the increase is expected to be negligible in relation to the traffic capacity of the existing road, with no 

additional mitigation required. However, without addressing the existing deficiencies in the road surface, the 

potential for further deterioration exists. These deficiencies have the potential to damage vehicle suspension, 

requiring increased vehicle maintenance and travel times. They could also pose a road safety hazard. 

Mitigation 

The Carpentaria Highway and the Old Bing Road are NT controlled roads and are therefore the responsibility 

of the NT Government. To support this process, MRM will work with the NT Government to highlight the 

importance of undertaking an upgrade to the existing road, whether the Project proceeds or not. If this road 

upgrade is undertaken in a timely manner, the impact of increased traffic as a result of the expansion is 

considered negligible. 

As a means of assisting and supporting the community, MRM has committed to continuing maintenance of 

Mule Creek Road, which was a topic raised several times in consultation. 



d. Traffic and Roads — Increased Traffic May Increase The Potential For More Accidents 



As traffic increases, the likelihood of an accident occurring also increases. While the likelihood of a serious 

accident occurring is considered to be low, the potential consequences of an accident between a road train 

carrying concentrate and a passenger vehicle are considered to be high and include fatalities. While the road 

connecting MRM with Bing Bong bypasses the Borroloola community, it is also the primary access route to a 

number of smaller Indigenous outstations and King Ash Bay. 

The traffic study identified the current road has a number of deficiencies from a safety perspective including: 

• water damage and pot holes representing increased safety risk for both large haul and private 

vehicles 

• uneven surfaces and reverse cambers on the road causing road trains to swing off the road or onto 

the opposite carriageway 

• narrow sections on the road resulting in increased potential for road trains to roll over, particularly if 

the vehicle leaves the sealed carriageway. 

The traffic study also identified that approximately 30 personnel travel to and from Borroloola to the site (a 

distance of 60 km) on a daily basis. Given this commute follows a 12-hour shift there is the potential for 

driver fatigue to result in increased accidents. 

As the road provides access to the King Ash Bay fishing region, which is popular with elderly retirees and 

other tourists, the risk is considered to be significant where a tourist, who is unfamiliar with the region and 

traffic conditions, uses the road. 

Using the assumption applied above that the road will be upgraded prior to any Project work commencing, 

the potential for an accident to occur will be reduced. Although the magnitude of a potential impact is high, 

the chances of such an accident happening are low because of the limited traffic utilising the road, meaning 

that the impact ranking is medium. If the road is not upgraded, the likelihood of a serious accident occurring 

may increase, increasing the significance ranking of the impact. 

Mitigation: 

It is difficult to reduce the potential magnitude of a serious accident on those involved and their families. 

However, it is possible to reduce the likelihood of occurrence of such accidents through a range of mitigation 

strategies that will be developed in consultation with the MRM Community Reference Group and community 

stakeholders. MRM will engage with road safety authorities and the community to develop and support road 

safety programs which may be implemented, such as pedestrian education programs, driver education 

programs and reduced speed limits in critical areas close to communities. 

MRM has also taken steps to provide a bus in / bus out service for personnel who live in Borroloola, which 

will work toward reducing potential impact of fatigue for drivers. Other fatigue management strategies will 

continue to be enforced and monitored as part of MRM operations. 



e. Traffic and Roads — Increase In Transportation Of Lead Concentrate Leads To Increased Risk Of 

Spills 



The Project will result in the transportation of almost double the amount of lead concentrate between the 

mine site and Bing Bong. As with the transportation of any hazardous material, there is the potential for spills 

or accidents, resulting in injuries to the public or environmental impacts such as contamination of surface or 

ground water. 

While the community did not raise this as a specific issue requiring response in consultation, so as to ensure 

focus has been given to all possible risks, MRM has considered the potential for this issue to arise and has 

allocated mitigation techniques accordingly. 

MRM has in place a strict hazardous material handling policy that will be applied to the transportation of 

additional material to site. This policy includes a comprehensive emergency response and clean-up plan that 

will be activated in the event of any such accident. This policy has been tested, with a spill occurring in early 

2011 between the mine and Bing Bong which was cleaned up quickly and effectively according to 

procedures, and for which accolades were received from stakeholders in the community during the 

consultation process. 

Given the low population density along the transport corridor, the likelihood that an accident involving 

hazardous materials or a chemical spill could directly impact on communities is considered rare. Regardless, 

the potential magnitude is very high, meaning the impact ranking will also be very high. 

Mitigation 

Mitigation strategies include: 

• maintenance and on-going review of the existing lead concentrate handling and transportation 

policy 

• maintenance of the existing emergency response plan including longer term rehabilitation 

requirements 

• disclosure policy ensuring that government and community stakeholders are made immediately 

aware of any incidents involving hazardous material. 

f. Accommodation / Travel — Increased Employment Of Local People Means They Are No 

Longer Able Or Wish To Stay In Their Home Community 



The vast majority of housing in Borroloola is social housing owned either by community groups or the NT 

Government. Such housing is provided under the Remote Public Housing Framework which sees houses in 

Indigenous communities managed by Territory Housing under the NT’s public housing model. Public housing 

eligibility is determined based on gross weekly incomes, with the limit for a single person household set at 

$670 per week, increasing with each additional resident up to $1,452 per week. As such, Indigenous 

employees are generally no longer eligible for public housing once they receive a trainee wage or higher. 

As there is almost no private housing available in Borroloola, this means local people who gain employment 

in the mine have to or choose to find alternative accommodation or move away from the community and 

their families. Often this is exacerbated by social issues employees often face relating to ‘humbugging’ 

(harassment or abuse for money) and an environment with a high level of drug / alcohol use. 



Presently MRM is supporting these employees as requested by them by moving them to a FIFO roster, which 

allows them to relocate and rent houses in Darwin. This approach, however, means they are separated from 

their extended families and removed from their home community and culture. It also means, as one member 

of the community advised, ‘they spend their money in other places,’ taking much-needed economic 

contribution away from the local region. 

Mitigation 

MRM will continue to provide Indigenous workers with the option to transfer to FIFO and relocate to Darwin 

where they can secure rental accommodation. Opportunities to secure housing within Borroloola and 

surrounds will also be explored and consideration will be given to providing FIFO employees with scope to 

spend time in Borroloola around their shift rotations. 

MRM will also work with Territory Housing to highlight the limitations the social housing policy is posing on 

expanding Indigenous employment as lack of available housing serves as a disincentive to local Indigenous 

people to seek, or continue in mine employment. A key element of this engagement will be to identify 

alternative models for access to public housing for Indigenous mine employees in Borroloola in the absence 

of sufficient private housing being made available. 

Opportunities to encourage private developers to enter the community and develop private accommodation 

options will be explored in consultation with government, and community consultation will be undertaken to 

identify potential solutions to the housing issues. It is important to note that any private development will 

first require the government to negotiate long-term secure tenure of land and to provide services such as 

water, electricity and sewerage to this land. Input in this area will also be sought from Northern Land Council 

regarding land tenure issues in the Borroloola area. 

MRM will also work with the MRM Community Benefits Trust to identify proactive opportunities to work with 

the NT Government in increasing private housing. 

g. Accessibility — Increased Flight Schedule To MRM May Lead To Increased Accessibility To 

And From The Area For The Community 


Impact Significance Ranking: Low 

MRM’s airport is fully functional, with regular flights in and out to service the mine’s FIFO workforce. Flights 

are occasionally made available for members of the community, however due to the workforce level, flights 

are difficult to obtain. 

While the NT Government currently provides a charter flight to airlift elderly health patients for treatment at 

Darwin via Katherine, the community identified during consultation that the current situation relating to 

airlifting elderly patients via charter was not ideal, as the inability of the jet to take patients directly to 

Darwin, meaning they also required a 5-hour bus trip from Katherine, increased discomfort and risk of 

further health issues for patients. 

Outside this NT Government airlift service for patients, there are no other options for air travel for general 

members of the community in or out of the area. 

In consultation, a potential benefit of the Project identified by a high number of stakeholders in the area was 

the possibility of more flights being made available to the community. 

Unfortunately, due to the increased number of workers required for the Project and ongoing operations of 

the mine, the likelihood of a significant number of flights being made available on a regular basis is low, 

therefore the benefit impact is low. 



Enhancement 

MRM currently makes a small number of seats available per week for non-personnel on flights in and out of 

the area each week / month. Community members need to book flights directly through the flight operator, 

Airnorth. 

MRM will work to make as many flights available for community members as possible, and will work with 

Airnorth and the community in considering ways to communicate the flight availability and schedule to 

people in the region. 

With regard to the flight issue raised regarding airlifting elderly patients by charter flight, MRM will engage 

with NT Health to develop an improved means and process of providing a comfortable means of travel direct 

to Darwin using Airnorth’s services. 

h. Economic contribution — Opportunities for local and regional businesses to engage with the 

mine 



MRM has a procurement policy which commits the mine to using local businesses where they are technically 

capable and commercially competitive. Through this policy, MRM has encouraged businesses to establish 

operations in the NT, creating employment and career opportunities for NT residents. The local procurement 

program has also enabled existing local businesses to expand their offerings to include services such as 

transport and freight logistics, labour hire and specialised maintenance services in a bid to maximise benefits 

from engagement with the mine. 

It is important to note that MRM does not procure from a business purely because they have a local 

presence. All suppliers are required to obtain accreditation from MRM before they can enter into a service 

contract. The accreditation process ensures that MRM is entering into agreements with businesses which: 

• enforce high health and safety standards among employees and contractors 

• consider the environment when manufacturing, packing or transporting their goods 

• respect human rights 

• carry an appropriate level of insurance 

• provide products or services that are fit for purpose. 

In 2010 the value of MRM’s local procurement program was $7 million to local Borroloola businesses and 

$60 million to local NT businesses (Xstrata Zinc Australia Sustainability Report, 2010). 

Enhancement 

The local procurement program will continue to underpin MRM operations throughout the proposed Project. 

A key element of the SEP moving forward will be to ensure that local businesses are aware of the company’s 

expectations and requirements for accreditation. Opportunities to work with business and industry groups to 

support local procurement will also be explored. This may include support for businesses to link together to 

develop their capacity and to provide more comprehensive supplies to MRM. 

MRM will continue to report the success and development of the local procurement program through the 

MRM CRG, relationships with MAWA and Mabunji Aboriginal Resource Association, Mungoorbada 

Aboriginal Corporation supplier meetings, the MRM website, annual reports and other community and media 

engagement tools. 



5.4.3 Environment and Rehabilitation 

a. Frequency and Scope Of Environmental Monitoring — Increase Frequency and Scope Of 

Environmental Monitoring 

Type of Impact: Positive: 


Consultation with stakeholders and community members revealed that should the proposed project 

continue, the frequency and scope of the current monitoring process needs to increase, specifically in relation 

to water testing at identified locations. 

MRM currently undertakes environmental monitoring which is reviewed by an independent environmental 

monitor (IEM) on an annual basis, with the key results available for community viewing on the IEM website. 

This area of interest is driven by community and stakeholder concerns that the increased production at the 

mine may result in environmental impacts occurring more quickly, so more frequent monitoring will allow for 

any changes in the environment to be established early and appropriate mitigation/management tools 

implemented. 

Enhancement 

In addition to continuing the current annual independent monitoring, MRM will investigate the potential to 

increase the frequency of monitoring at key locations, such as Surprise Creek. 

b. Accessibility to Monitoring Results — Improve Accessibility to Monitoring Results 



MRM’s current process for communicating monitoring results relies on community members and key 

stakeholders referring to the MRM website or reading the factsheets distributed. It was highlighted through 

consultation that community members and stakeholders want greater access and transparency with these 

results. 

“We request more transparency with monitoring results.” 

Taken from MRM CRG held on 11th July 2011 

While community members acknowledge the monitoring information is released and communicated by 

MRM, they want more detailed information (i.e. not just the overall monitoring results) together with an 

opportunity to discuss these more detailed results with MRM representatives to develop a greater 

understanding of what they mean and what needs to be addressed. 

Enhancement 

MRM will consider providing the community and key stakeholders with increased access to and more detailed 

information on the monitoring results achieved. This could be achieved by expanding the amount of 

information that is included in written materials to provide more depth and context to the monitoring results, 

together with increased access to MRM environmental representatives to discuss the results at MRM’s office 

in Borroloola. 

It must be recognised that the monitoring results provided to MRM are of a technical nature and can 

predominantly only be understood and accurately interpreted by people qualified in the area of 

environmental science and management. Providing all of this technical information to the community may 

not be appropriate as it may be difficult to understand, thus promoting more confusion. The strategy for 



MRM will be to achieve a balance of access to information – increase the depth and amount of information 

on the monitoring process and results achieved, while ensuring it does not overwhelm stakeholders and the 

community with unnecessary technical jargon. 

c. Involvement In Rehabilitation Works — Increase Community and Traditional Owner 

Involvement In Rehabilitation Works 



The local community has a strong connection with the country and there are potential benefits around 

involving the Indigenous community in the ongoing and post mining environmental management and 

rehabilitation of the area. This will both support continuation of cultural ties with the country, strengthen 

current and ongoing environmental management, as well as improving the relationship between MRM and 

the local community. 

“Are there any nursery opportunities for the future?” 

Taken from meeting with the Roper Gulf Shire Council (Borroloola) held on 18 April 2011. 

“The Sea Rangers could be involved in the patrols, looking at the river systems, looking after the country. 

Could be an ongoing thing – gives pride and joy looking after this.” 


Enhancement 

MRM will provide the community with detailed information about its ongoing environmental monitoring and 

management programs, including water and soil monitoring, mine site rehabilitation and impact mitigation 

approaches. This will be done through communication channels such as: 

• MRM website 

• Written materials (including factsheets and Memorandum) 

• MRM CRG. 

MRM will explore opportunities to engage a Gurdanji ranger group to be actively involved in environmental 

management and care for country around the mine in conjunction with MRM environmental personnel. 

MRM will investigate the potential to support the Gurdanji proponents to prepare a funding submission to 

the Trust, to support the establishment and short-term sustainability of the ranger group. 

Consideration will also be given to establishing a formal environmental education program in conjunction 

with Borroloola School to engage students in the establishment and management of rehabilitation work or 

other MRM environmental initiatives, such as the proposed Glyde River Preservation Area. Students already 

have the opportunity to undertake a Certificate 1 Environmental Studies and could have the opportunity to 

participate in an Industry Placement program at MRM as part of the Strong Start, Bright Future initiative. 

As well as improving the community’s understanding of the environmental management of the region, this 

approach will provide a sustainable outcome for the area beyond the life of the mine, and will support the 

local Indigenous community to maintain their strong links with country. 



d. Mine Closure — Responsible Mine Closure Rehabilitation Works and Planning 



The topic of mine closure was raised during consultation, specifically in relation to community members 

wanting to understand what responsibilities MRM had to rehabilitate the area after the closure of the mine. 

Discussions revealed some community members and stakeholders would like to see the area ultimately return 

to cattle country after the closure of the mine. 

The rehabilitation of the site has been addressed in the Mine Closure Plan in the 2005 EIS and it is important 

this information is discussed again with the community and key stakeholders so they understand the 

direction being taken in terms of rehabilitation responsibilities in the lead up to mine closure. 

Enhancement 

Reviewing the way MRM communicates with the community and key stakeholders was a key theme to come 

out of consultation. While it was generally agreed that MRM does proactively communicate with the 

community and stakeholders, there is a need to introduce increased communication in some areas, 

supported by more ‘face time’ at the MRM office in Borroloola. 

With this in mind, MRM will investigate avenues to communicate their rehabilitation plans with the 

community in preparation for mine closure and beyond, with a view to involving community members 

(particularly Traditional Owners) in the rehabilitation works as appropriate. 

This enhancement strategy will closely link with others outlined previously in the environment and 

rehabilitation section as it covers increased communication and information provision to the community, 

together with involvement as appropriate. 

5.4.4 Tailings Storage Facility 

a. Tailings Storage Facility — Perception That Expanded TSF Will Result In Greater Likelihood Of 

Seepage Contaminating Ground and Surface Water 



The Project requires expansion of the current Tailings Storage Facility (TSF). There was minimal perception 

among community members that the expanded TSF may bring with it greater risk of seepage into ground 

and surface water surrounding the TSF, however some felt more monitoring would be required. 

“When you do the mining, does anything go back into the river?” 

Taken from meeting with King Ash Bay community members held on 26 July 2011. 

“Will the expansion increase the number of tailings? If yes, there needs to be more testing done.” 

Taken from MRM CRG held on 11 July 2011. 

Previously, seepage has been found in Surprise Creek located adjacent to the now decommissioned Cell One 

of the TSF. Surprise Creek is a tributary of the McArthur River which is an important fishing area for local 

residents and tourists. Through a monitoring program, MRM has been able to confirm that while low levels 

of sulphate resulting from the seepage have been found in Surprise Creek, this contamination has sufficiently 

diluted by the time it has reached the McArthur River where testing indicates that water flows are clean. 



Mitigation 

Since 2006, MRM has invested more than $10 million to continuously improve the performance and 

management of the TSF. Cell One (the cell closest to Surprise Creek) of the TSF has now been 

decommissioned and is undergoing rehabilitation. This process is being used to inform the future seepage 

management and TSF development plans. 

The expanded TSF has been a significant area of study under the EIS (Refer to Appendix E1 – Tailings Storage 

Facility Management Plan). 

It was identified that the management process for the TSF and findings of the ongoing monitoring must be 

communicated to stakeholders in a transparent, effective way on a proactive and regular basis. MRM will 

endeavour to increase the number of site tours provided to the community each year, allowing them to see 

the TSF and surrounds for themselves. MRM will also identify proactive means of communicating results on a 

one-on-one basis to interested stakeholders. 

b. Tailings Storage Facility — Expansion of TSF May Impact on Visual Amenity 

Type of impact: Negative 

Impact significance ranking: Low 

While the community and stakeholders advised they are currently able to view the outer wall of the TSF from 

the Carpentaria Highway, there were no negative sentiments about this. Additionally, the likelihood of the 

TSF impacting visual amenity as a result of the proposed Project is minimal, as expansion works will occur 

behind the TSF and will not be visible from the road. 

Mitigation 

MRM will continue ongoing consultation with the community and stakeholders throughout construction and 

operations of the Project to monitor and address community views. 

5.4.5 Overburden Emplacement Facility 

a. Overburden Emplacement Facility — Perception that OEF Run-Off May Be Acidic and Pollute 

Water Sources (Ground and Surface) 



While not directly raised as a concern or issue during consultation, there was a high level of interest in 

environmental management performance, together with waterway management. The OEF, being an integral 

part of mining operations, and being a large man-made land mass set to be expanded as a result of the 

Project, could foreseeably be perceived as a risk to water sources. The increased size of the OEF may result in 

increased risk that potentially-acid forming (PAF) materials will be exposed to rain and runoff, leading to 

contamination of ground and surface water, including the local river systems. 

Mitigation 

MRM will continue to use existing procedures, which have been proven successful to date, to minimise the 

potential for PAF contamination of runoff. These procedures include ensuring that each section of ore and 

the different types of rocks are collected separately by diggers and transferred to trucks. Trucks identify 

whether they are carrying PAF, non-acid forming (NAF) or ore and these classifications determine where the 

load is deposited. Only NAF materials are used in the external faces of the mine structures such as the TSF, 

mine levee walls and OEF to ensure that any runoff into the McArthur River is not contaminated by contact 

with PAF material. MRM has undertaken long-term studies into the material stored in the OEF and these 

findings were considered in the design of the OEF to ensure best environmental management. 



In addition to continuing these existing strategies to mitigate against PAF contamination, MRM will increase 

the level of information provided to the community about OEF management and MRM procedures. This 

material will be delivered in a format appropriate to the community to maximise understanding and alleviate 

community concerns. Such communication may include fact sheets, community meetings, regular updates 

and information sessions. 

Ongoing monitoring of surrounding water courses will continue to be undertaken to ensure there is no 

evidence of contamination and the findings of this program will be widely distributed among stakeholders. 

b. Overburden Emplacement Facility — Expansion of OEF May Impact Visual Amenity 



The expansion will see the OEF double in size, both in terms of additional area and height – increasing from 

40 m to 80 m, in line with the pre-approved height. The current OEF at 40 m high can be seen from the 

Carpentaria Highway as it passes by the mine site, and will be more noticeable from a greater distance once 

the size is increased. Community consultation has indicated there is a minor level of concern about the 

impact this will have on the visual amenity of the area. 

Mitigation 

‘The expectation is that it’ll be an eyesore, not necessarily a good thing for the area.’ 

Taken from meeting with the Borroloola Health Clinic held on 28 July 2011. 

‘You can see (the OEF) a little now, but there’s nothing you can do about it. It’s a sight for sore eyes.’ 

Taken from meeting with Traditional Owner - Yanyuwa Group held on 28 July 2011. 

Because of the importance of the OEF in managing the environmental impacts of overburden, there is limited 

capacity to reduce the size of the OEF required to support the mine expansion. Instead MRM will investigate 

a range of strategies for contributing to local environmental enhancement to offset the impact on visual 

amenity of the higher profile OEF. These strategies will include ongoing exploration of the potential to 

establish a voluntary conservation zone on the Glyde River as a biodiversity offset to the unavoidable impact 

of MRM’s open pit operations. Under this initiative MRM is proposing establishing the Glyde River 

Preservation Zone, a 10,000 hectare area that will be protected from further development and restored to its 

former environmental integrity by preventing pastoral activities and seasonal fires. The preservation of the 

area will be funded and managed by MRM for the life of the mine. MRM will also undertake to promote the 

biodiversity and natural beauty of this remote area of the NT. 

MRM will also undertake extensive consultation to engage with the community on rehabilitation activities for 

the OEF, both throughout the life of the mine and at closure. This process will be undertaken through the 

MRM CRG and through formalised and ongoing engagement with Traditional Owners and other 

stakeholders. 

MRM will increase opportunities for the community to take part in mine site tours to view the OEF (and other 

parts of the mine) and see progress of rehabilitation. 



5.4.6 Cultural Heritage 

a. Cultural Heritage — Disturbance of Cultural Heritage Sites Due To Project Works During 

Construction Works and Operation. 



The identification and protection of sacred sites or sites of cultural significance is very important to Traditional 

Owners, and the process of how MRM will identify and protect these sites throughout the EIS process and 

beyond was a key topic of discussion during consultation. 

Extensive studies, including archaeological and ethnographic surveys, have been undertaken to identify and 

protect culturally significant sites within MRM’s lease area. These studies have identified 17 sites of cultural 

significance that either have a direct link to dreamtime stories or are important to the history and culture of 

the local Aboriginal people. 

In terms of the Project, there have been Indigenous cultural heritage artefacts identified at the rear of the 

current accommodation camp. This area has been designated as the preferred place for the extension and 

construction of the new operational camp facilities required to support the expansion. Construction on this 

site may result in disturbances to the artefacts and the cultural heritage site, which has the potential to result 

in some level of anxiety among Indigenous owners and the artefact managers, who are ultimately deemed 

responsible for the site. 

In moving forward, it is critical MRM continue to identify and protect culturally significant sites. 

Mitigation 

MRM will maintain its commitment to cultural heritage management which is guided by Xstrata plc’s 

Business Principles and articulated in MRM’s Cultural Recognition Policy. 

A cultural heritage study has been undertaken to review the site and confirm the presence of artefacts in 

consultation with archaeologists and Gurdanji Traditional Owners. The study identified that while artefacts 

were present, they were not considered to be significant and therefore the recommended management 

strategy is to document and remove the artefacts as per a process agreed with the Traditional Owners. 

b. Cultural Heritage — Increased Involvement by Traditional Owners in Cultural Heritage 

Management Activities 



Involvement in cultural heritage or caring for country was highlighted during consultation. Community 

members expressed their interest in being involved in cultural heritage management activities, and saw the 

Phase 3 Development Project as an opportunity to action this involvement. 

The opportunity for involvement was of significant importance to the elder women, for two key reasons: 

1. Connection: involvement will provide them with an opportunity to care for country, giving them a 

spiritual and physical connection to the land. 

2. Youth: involvement will provide young Indigenous people with the opportunity to develop and 

deepen their understanding of the significant role caring for country plays in their culture. 



Enhancement 

MRM recognises caring for country is very important to the Indigenous culture – both spiritually and 

physically – and will investigate additional ways for Traditional Owners to be involved in cultural heritage 

management processes. 

Again, this enhancement strategy is closely linked to increasing the involvement of Traditional Owners in 

appropriate MRM management strategies, for example, in areas such as environment and rehabilitation 

works. In particular, consideration will be given to an idea raised in consultation to allow Gurdanji Traditional 

Owners to undertake a ranger program. The establishment of a Gurdanji Ranger program has been discussed 

with the Trust’s Project Officer and work is continuing to identify potential experts and funding options to 

assist with the establishment of this group. 

MRM will also investigate how cultural heritage management programs and processes can be further 

communicated with the community to promote understanding and awareness. This could be done through 

the school, the MRM CRG, and other community-based information sessions which will involve people in the 

process via information sharing. 

5.4.7 Bing Bong 

a. Bing Bong — Increased Barge Movement at Bing Bong May Potentially Impact People / Cultural 

Activities (e.g. Fishing) 


Impact Significance Ranking: Low 

The increase in ore production will result in a doubling of barge movements, taking the bulk concentrate 

from Bing Bong to a loading facility located 20km offshore. Currently there is one barge, the Aburri, which 

undertakes an average of 2.5 return trips per week from the Bing Bong loading facility to the offshore 

loading area. This area is a popular fishing area for local Indigenous people, particularly residents of the Sir 

Edward Pellew Islands. Barge movement can restrict the access of these people to certain areas around Bing 

Bong and along the barge route, and can pose some health and safety issues as most fishing is done using 

small vessels such as dinghies and canoes. 

The increase in barge movements will not require any upgrades or further dredging to the Bing Bong port 

facilities as the area currently operates below capacity. 

In consultation, while many stakeholders were interested in environmental management and results within 

the Bing Bong area, there were no concerns raised about proposed additional barge movements. 

Mitigation 

There have not been any significant impacts to the communities and their fishing activities identified to date, 

nor has this been raised as a potential issue throughout consultation. While the increase in barge 

movements is not expected to significantly change, it will be important to ensure that the community is made 

aware of barge schedules and routes. This will be undertaken through ongoing engagement with the 

community, the distribution of information as well as the provision of effective channels for community 

members to raise any concerns and highlight any emerging issues. 



a. Bing Bong — Increased Barge Movement at Bing Bong May Potentially Impact Marine Life 



While the number of weekly trips made by the Aburri barge is expected to increase to 5, the channel and 

route will not change, and there is not expected to be a high impact on marine life, in line with 

environmental results to date. The community, however, showed interest in monitoring marine life such as 

turtles to ensure impacts on their health and habits are minimised. 

Mitigation 

‘Do you do any testing of them mangroves? Need more tests on the oysters.’ 

Taken from Women’s Site Tour held on 10 August 2011. 

‘I reckon the mine should do heavy metal testing on turtles and look at the health of sea animals.’ 

Taken from meeting with the Borroloola Clinic held on 28 July 2011 

There was a high level of interest shown by Indigenous care for country groups regarding becoming involved 

with monitoring activities in the Bing Bong area. MRM will work closely with these groups to investigate 

opportunities to become involved in annual monitoring programs and address any potential impacts on 

marine life, and will collaborate on agreements for ongoing involvement with environmental management in 

the area. 

5.4.8 Project - General 

a. Project - General — Human Rights Breaches – Personnel and Community 



While there are a number of mechanisms in place to minimise the potential for human rights breaches, 

including national legislation and MRM corporate policies and procedures, and while not raised in 

consultation as an issue, the potential for the infringement of human rights still exists. To assess this risk, the 

SIA has drawn upon the IFC’s documented list of 35 human rights to assess which could be subject to a 

potential breach as a result of the Project’s activities. 

It is important to note that those issues which are the responsibility of the State are beyond the Project’s 

control. However, there may be scope for MRM to act as a ‘champion’ for the community, engaging with 

government and other stakeholders to support improved human rights outcomes. 

Existing Mitigation and Management Strategies 

MRM is bound by a number of Australian Government laws designed to ensure the protection of 

fundamental human rights. Many of these laws have been designed to meet Australia’s obligations as a 

signatory to the United Nation’s Universal Declaration of Human Rights. It is however important to note, that 

international declarations are not legally binding, but rather carry a moral weight of obligation because they 

are adopted by the international community. 

MRM has a number of human resource policies and procedures in place that ensure compliance with both 

Australian Government legislative requirements and international best practices. The protection of employee 

and host community human rights are ensured through these policies and procedures. As such, no additional 

mitigation is required. 



b. Project - General — Increased Mine Production May Lead To Further Resources To Increase 

Consultation / Support / Communication between MRM and Community 



Consultation efforts undertaken during this period were well-received by the community, with many viewing 

it as a ‘new era’ in involving the community and people in the region at a high level in the mine’s decisionmaking 

process. 

“Community engagement with us locals at Borroloola is important for MRM, and it would be good to have 

a full-time local MRM representative in the Borroloola MRM office to assist providing information...” 

Taken from meeting with the Savannah Way Motel held on 19 July 2011. 

“It is good Ettienne is talking with us now. Jane [Trust Project Officer] also comes around and talks with 

us.” 

Taken from meeting with Traditional Owner – Garrawa Group held on 18 August 2011. 

There has consistently been an MRM community relations representative employed at the mine, spending an 

average of 1 day per week working out of the Borroloola-based MRM office. Many of those consulted 

identified they would like to see an increased ‘face time’ presence from MRM located in the town of 

Borroloola to provide information about mine activities and employment. 

The proposed Project may lead to an increased level of resources available to improve the level of face-to-face 

consultation with the community. This would have the added benefit of tailoring consultation and 

communication to increase suitability for the audience (i.e. low levels of numeracy / literacy in the community 

means fact sheets and the newsletter may not be well-read locally, however the opportunity to provide 

information and discuss potential issues face to face would improve communication and consultation results). 

Enhancement 

Consideration will be given to ways of improving communication and consultation with the community to 

ensure information is provided in a way that is best-suited to the audience, including identifying whether 

additional community relations resources can be made available. 

An increase in site tours, public meetings and attendance at community group / NGO meetings will also be 

considered, with a calendar developed to ensure MRM is represented at key group meetings. 

The SEP provides a full overview of communication strategies moving forward. 

5.4.9 Cumulative Impacts 

There are h a number of significant resource projects at various stages of development across the NT. The NT 

Department of Resources – Minerals and Energy website lists the NT’s major producing mines (and the region 

in which they are located) as: 

• Alcan Gove Mine (Gove Peninsula in East Arnhem) 

• Bootu Creek Manganese Project (approximately 125 km north of Tennant Creek in Barkly) 

• Frances Creek Mine (approximately 180 km south of Darwin in Rest of Darwin statistical region) 

• Gemco Mine (Groote Eylandt in East Arnhem) 

• Ranger Mine (Jabiru, 260 km east of Darwin in Rest of Darwin statistical area) 



• The Granites Gold Mine / Tanami Operations (560 km north west of Alice Springs in the Central 

NT/Alice Springs region) 

• Western Desert Resources Roper Bar Iron Ore Project (approximately 160km north west of Borroloola 

in the Gulf SLA). 

There are also a number of new projects, or expansions to existing projects proposed across the NT. These 

projects are details in Table 20 below. 

Table 20: Recent, Pending and Planned Resource Projects 

Project Location Product Development Stage * 

Gemco Refirb Groote Eylandt Manganese Plant Upgrade Recent 

Brocks Creek Pine Creek Gold Reopen Mine Recent 

Howley Pine Creek Gold Reopen Mine Recent 

Union Reefs Pine Creek Gold Reopen Mine Recent 

Bootu Creek Tennant Creek Manganese Secondary Plant Recent 

Tiwi Islands Tiwi Islands Zircon Reopen Mine Recent 

Princess Louise Pine Creek Gold New Mine Recent 

North Point Pine Creek Gold New Mine Recent 

Spinifex Bore Alice Springs Garnet Sands New Mine Pending 

SILL80 Roper River Fe, Ti, V New Mine Pending 

Ranger Heap Leach Jabiru Uranium Expansion Pending 

Browns Oxide Batchelor Cu, Co & Ni New Plant Pending 

Area 55 Batchelor Cu, Co & Ni Satellite Pit Pending 

Lethbridge Sth Tiwi Islands Zircon New deposit Pending 

Wonarah Tennant Creek Phosphate New mine Pending 

Redbank Gulf Copper New pits & plant Pending 

Nolans Arunta REO, P, U New mine Potential 

Browns Sulphide Batchelor Cu, Co, Ni, Pb, Zn New mine Potential 

Cosmo Deeps Pine Creek Gold Underground Potential 

Bigrlyi Ngalia Basin U, V New mine Potential 

Ranger 3 Deeps Jabiru Uranium Underground Potential 

Merlin Gulf Diamonds Reopen mine Potential 

Callie Deeps Tanami Gold Expansion Potential 

Roper Iron Ore Roper River Iron Ore New mine Potential 

Tanami Central Tanami Gold Reopen mine Potential 

Moyhil Alice Springs Mo, W Reopen mine Potential 

Roper Bar Roper River Iron Ore New mine Potential 

Mt Todd Gold Project Katherine Gold Reopen mine Potential 

Rover Tennant Creek Gold, Cu New Mine Potential 

* Recent (approved in past 24 months), Pending (next 12 months), Potential (next 12-36 months) 



Source: Ore-Struck Mining Developments NT (NT Government 2010) 

In addition, new projects by Western Desert, Armour Energy and Redbank Copper within the Gulf region 

have the potential to generate social impacts for the same community associated with the Project. 

In addition to the above mining projects, oil and gas development is progressing in the NT. In particular, the 

proposed INPEX Browse LNG Project, which intends to construct an LNG processing plant in Darwin, piping 

the gas from the Browse Basin off the North West Coast of Australia, will provide significant income and 

employment to the NT. 

The primary benefits of the Project relates to regional economic improvements, government revenue, 

employment opportunities and housing. 

The 2008-09 financial value of mining to the NT was $4,325 million, contributing 26.5% of the NT’s Gross 

State Product (GSP). In addition to this, there are a number of recently approved, pending and potential 

projects which may develop over the next 12-36 months. With these further developments and increased 

exploration activities, the resource extraction industry is considered critical to the future growth of the NT. In 

addition to economic benefits, resource projects have the potential to bring social development benefits to 

the people of the NT, particularly in remote and regional areas through royalty payments, employment and 

infrastructure development resulting in greater access to social services. The potential revenue the resource 

sector represents to the NT Government also means greater capacity to provide services and develop 

infrastructure in communities. 

New mining developments can increase sustainability of employment in the resource sector. For example, a 

skilled mine workforce in Borroloola may be able to convert to FIFO and service other developments across 

the region. 

A potential negative impact emerging from the development is the imposition of increased demand on 

housing and accommodation. Darwin, the base for many of the region’s FIFO operations, already has a 

shortage of accommodation resulting in high rental and housing prices. The growth in employment 

opportunities will compound this, unless employees are engaged from outside the area or housing 

development is accelerated. As with other communities across the NT, housing development in Darwin is 

constrained by limited availability of construction workers and land tenure issues which limit potential 

expansion of the city into areas of Aboriginal Freehold Land. 

To address this, MRM will participate in any collaborative committees established by the NT Government to 

assess housing requirements for the resource sector. Consideration will also be given to supporting a limited 

number of FIFO workers to travel from outside of the NT to limit the impact on an already constrained 

housing market in Darwin. Potential industry skills shortages need to be acknowledged as a potential impact 

due to the growth of resources projects in the NT. To address this, MRM will continue its commitment to 

traineeships and apprenticeships to develop key skills. It is noted that the Century Mine in the lower Gulf 

area of Queensland is scheduled to close in 2015. Large numbers of Aboriginal people from the communities 

of Doomadgee and Mornington Island have been trained at Century, and these communities could be a 

source of trained workers in relatively close proximity to Borroloola. 


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Appendix 1 

Appendix 1 — MRM Phase 3 Development Project, Community Consultation 

Report



SIA Consultation Report 

SEPTEMBER 2011

Contents 

Contents ....................................................................................................................................................... 2 

Tables ........................................................................................................................................................... 3 

Figures .......................................................................................................................................................... 3 

Appendices .................................................................................................................................................. 3 

Executive summary ..................................................................................................................................... 4 

Methodology .................................................................................................................................................. 4 

Key findings ................................................................................................................................................... 5 

Letter from the General Manager ............................................................................................................... 8 

Introduction .................................................................................................................................................. 9 

Consultation guidelines and principles applied .................................................................................... 10 

Xstrata Zinc Worldwide Guidelines for Stakeholder Engagement .............................................................. 11 

Industry best practice approach .................................................................................................................. 11 

Consultation team principles ....................................................................................................................... 12 

Our approach ............................................................................................................................................. 13 

General operational consultation and communication activities ................................................................. 13 

Methodology .............................................................................................................................................. 14 

Stakeholder identification and analysis ....................................................................................................... 14 

Goal ............................................................................................................................................................. 16 

Objectives .................................................................................................................................................... 16 

Location of consultation ............................................................................................................................... 16 

Consultation timeframe ............................................................................................................................... 16 

Communication tools and activities ............................................................................................................. 18 

Special considerations ................................................................................................................................ 19 

Constraints to consultation .......................................................................................................................... 20 

Consolidation of results ............................................................................................................................... 21 

Consultation outcomes ............................................................................................................................ 22 

Community and stakeholder participation ................................................................................................... 22 

Summary - areas of interest identified during consultation ......................................................................... 23 

Areas of interest – detailed analysis ........................................................................................................... 27 

Appendix 1: Consultation plan ................................................................................................................ 47 

Appendix 2: IAP2 Core Values ................................................................................................................. 48 

Appendix 3: IAP2 Spectrum ..................................................................................................................... 49 

Appendix 4: Communication tools .......................................................................................................... 50 

Appendix 5: Stakeholder Analysis .......................................................................................................... 51

Tables 

Table 1: Stages of consultation ................................................................................................................. 4 

Table 2: Stakeholder engagement objectives .......................................................................................... 7 

Table 3: Consultation team principles .................................................................................................... 12 

Table 4: Milestones for consultation ....................................................................................................... 16 

Table 5: Consultation program ................................................................................................................ 16 

Table 6: Communication tools and activities ......................................................................................... 18 

Table 7: Community and stakeholder participation............................................................................... 22 

Table 8: Areas of interest raised by stakeholder groups ...................................................................... 24 

Figures 

Figure 1: MCA Power vs Interest table .................................................................................................... 14 

Figure 2: Stakeholder classifications ...................................................................................................... 15 

Figure 3: Areas of interest ........................................................................................................................ 25 

Appendices 

Appendix 1: Consultation Plan 

Appendix 2: IAP2 Core Values 

Appendix 3: IAP2 Spectrum 

Appendix 4: Communication tools 

Appendix 5: Stakeholder analysis 

© Rowland 2012 Page 3

Executive summary 

Almost 300 people have been reached through 130 points of contact in a comprehensive consultation 

program conducted as an input to the Social Impact Assessment for the McArthur River Mine (MRM) 

Phase 3 Development Project (Project). 

The consultation found genuine interest in and support for the Project and support for the methodology 

undertaken to equitably involve a large number of stakeholders representing a diverse range of local, 

regional and cultural interests. 

This report provides a detailed overview of results collected during consultation and summarises all areas 

of interest to stakeholders based on their perceived potential positive or negative impacts or opportunities 

as well as the threats or barriers to their success. 

Consultation was undertaken in accordance with requirements and objectives stated in the Northern 

Territory (NT) Government’s Department of Natural Resources, Environment, the Arts and Sport 

(NRETAS) Draft EIS Guidelines released on 23 July 2011 and complies with the final guidelines released 

in late August 2011. 

The purpose of consultation was to provide information to regulatory agencies, to inform the public of the 

scope, impacts and mitigation measures of the Project, and to facilitate genuine feedback from 

communities and stakeholders potentially impacted or benefited by the Project. 

The goal of the community and stakeholder consultation conducted during this period was to share 

information in an open, equitable, all-inclusive and comprehensive way and to encourage community 

feedback and input into the process. 

Methodology 

Three stages of consultation were conducted. 

Table 1: Stages of consultation 

Milestone 

Stage 1 Inform – community and stakeholders informed about proposed project and 

upcoming EIS process 

Stage 2 Consult – community and stakeholders consulted about proposed project 

through EIS drafting process 

Stage 3 Involve and collaborate – community and stakeholders provided feedback and 

opportunity to become involved in mitigation steps moving forward 

Commencement date 

March 2011 

July 2011 

September 2011 

Stage 3 (Involve and collaborate) commenced in September 2011 and is continuing, with this report 

capturing all consultation up to and including 14 September 2011. An overview of consultation activities 

undertaken through these stages is provided below: 

● A total of 293 individuals were consulted on a one-to-one basis, with a number consulted more than 

once throughout the process. 


● The majority of consultation took place via private meetings, set up via outgoing phone calls, indicating 

consultation was individualised, took into account cultural requirements and allowed for privacy. 

● Around 56 people attended site tours of the mine site, which took into consideration a preference held 

by many Traditional Owners to be provided an opportunity to view the site first-hand. 

Key findings 

There is a clear and determined sense of empowerment in the community – that they can drive and play 

a key role in their future and the future of their town. This attitude contributed to the success of this 

consultation program in engaging with a large number of stakeholders and community members as they 

wanted to be part of the consultation process. Their feedback reflected a future-focussed town looking to 

capitalise on opportunities. 

Consultation involved an intensive period of one-on-one and focus group-style sessions with community 

and stakeholders to gain an understanding of their thoughts and feelings towards the proposed project. 

These meetings were supported by reference tools including maps, diagrams and factsheets to facilitate 

discussion which was oriented around a line of questioning designed to comply with the requirements of 

Social Impact Assessments and the specific Project Terms of Reference. 

Following is a summary of the outcomes of discussions on the key topics tested through consultation and 

in order of priority as determined by the frequency of comments received. 

- Job Opportunities: Employment and associated matters was the most frequently discussed 

area of focus of interest to all stakeholders. There was strong support for the proposed Project 

based on its potential to provide increased local employment opportunities which delivered 

benefits for the worker as well as the wider community. Opportunities for youth employment and 

the chance to provide the next generation with a more rewarding future was particularly raised. 

- Community Benefits: There is clear support in the community for the MRM Community Benefits 

Trust and the benefits it provides in the community, particularly through programs targeting youth. 

Community members also expressed curiosity about the decision making process, the types of 

programs the Trust will support and the level of support available through the Project Officer, 

demonstrating an interest in greater communication and participation. The most consistent 

question raised however, was whether the amount invested in the Trust annually by MRM would 

increase and the life of the Trust extended in line with the Project. 

- Traffic: There were no concerns about the increase in traffic on the highway. Stakeholders were 

more concerned about the current state of maintenance of roads and the influence on road 

safety. 

- Rehabilitation: There was a high level of interest expressed by the Gurdanji community about 

being involved in the rehabilitation of the rivers and site. 

- Bing Bong Loading Facility: There was no concern raised regarding the increase in ship 

movements in the Gulf of Carpentaria and loading via the Aburri barge at sea, only interest in 

environmental monitoring along the Bing Bong coast and nearby Sir Edward Pellew Islands. 

- Economic Contribution: The potential for increased requirements of goods and services from 

suppliers as a result of the Project was recognised positively by the stakeholders consulted. 

- Tailings Storage Facility: There was a high level of satisfaction with how the Tailings Storage 

Facility (TSF) performed in the last wet season although there is a level of concern about the 


TSF, its design, impact on Surprise Creek and its function. However this topic ranked low in the 

priorities reflected by the frequency with which stakeholders were keen to discuss them. 

- Accommodation and Travel: There was recognition that housing accommodation for workers, 

humbugging, drugs and alcohol were key factors in the success of either retaining employees in 

the community and retaining local jobs. Significant feedback was also raised regarding the 

difficulties created by patients seeking more advanced levels of medical care than is available 

within Borroloola and the inhibitors to long distance travel to obtain it, 

- Environmental Monitoring: There was a desire for greater frequency, scope and transparency 

of information on environmental monitoring results at the mine and Bing Bong loading facility. 

- Overburden Emplacement Facility: There were no concerns about the proposed increase in 

height of the overburden emplacement facility, only interest in how it would be ultimately 

rehabilitated at completion. 

- Cultural Heritage Management: The work MRM has done to protect cultural heritage 

management to date was acknowledged. Questions were raised around the potential impact of 

the Project on sites of cultural significance, particularly Barramundi Dreaming. There was also a 

lot of interest in conducting caring for country initiatives on the MRM site by Traditional Owners. 

Figure: Frequency of topics of focus for consulted stakeholders (% of times raised in consultation 

meetings) 

Compensation / royalties 

Procurement 

1% 

Design Construction 1% 

Loading / shipping 

2% 

1% 

2% 

Dust / Air quality 

3% 

Overburden Emplacement 

Facility 

4% 

Flora 

2% 


3% 

Water management 

4% 

Monitoring / surveys 

4% 

Consultation 

1% 

Employment 

11% 

MRM Community 


10% 


8% 

Fauna 

1% 

Accommodation and travel 

4% 


5% 

Economic contribution 

6% 

Bing 

Bong 

6% 

Rehabilitation 

6% 

Youth 

opportunities 

7% 

General 

8% 


Consultation was conducted by MRM General Manager, Ettienne Moller supported by Northern Territory 

based consultant and Indigenous woman, Vicky Nangala. Their overall observation of the outcomes of 

the meetings conducted was that there was a genuine interest and support for the Project and support for 

the consultation process undertaken. A strong theme that came through the consultation feedback was a 

desire for better opportunities for the future of the community and more particularly, the next generation of 

young people. 

In summary, it was assessed the objectives of the consultation expressed in the following table were 

effectively achieved. 

Table: Stakeholder engagement objectives 

Objective 

Result 

● Ensure consultation was 

comprehensive, all 

inclusive, equitable 

and thorough 

● Help inform decision 

making on the project 

to mitigate risk and 

maximise opportunity 

● Further develop 

relationships with 

stakeholders to help 

inform strategies to 

develop effective 

future engagement 

and sustainable 

development 

initiatives. 

● 293 people were involved in the consultation process, many on more than one 

occasion due to many leaders having multiple roles. 

● This group included a wide cross section of stakeholders in the community. 

● While some constraints were experienced within the community, alternative 

arrangements were able to be scheduled on most occasions. 

● A variety of consultation tools were offered to ensure cultural sensitivity. 

● The average length of consultation meeting was three (3) hours reflecting the 

comprehensive nature of the subject matter discussed. 

● Project managers from the consultation team were involved in a preliminary risk 

assessment as part of the planning for the EIS and community-based interests 

were raised and factored in. 

● Results from the consultation program have been regularly communicated to the EIS 

Project team for consideration within further technical studies. 

● 

● Feedback during consultation was favourable regarding the extent of engagement 

conducted, the availability of information and the involvement of the MRM General 

Manager. 

● The outcomes of the consultation program will also inform forward planning for 

MRM’s annual stakeholder engagement strategy developed and implemented in 

line with Xstrata’s Sustainable Development Framework. 

● Ideas generated regarding local procurement and community programs will also 

inform future planning for the supply team and MRM Community Benefits Trust. 


Letter from the General Manager 


Introduction 

In March 2011, Rowland was engaged to independently manage the community consultation and 

engagement program for the Phase 3 Development Project on behalf of McArthur River Mining (MRM). 

Rowland is an Australian corporate communication consultancy headquartered in Brisbane. The firm has 

had a consulting relationship to MRM since 2005 when it was first engaged to support the communication 

of the Draft EIS (August 2005) for the conversion from underground to open pit mining and subsequently 

on ongoing community relations activities. 

Rowland was supported to conduct this consultation by Darwin-based consultant, Vicky Nangala, 

associated with Creative Options Pty Limited. Vicky is a Northern Territory Indigenous woman with 

significant experience in journalism, government and community relations. 

All consultation meetings were managed and attended by Vicky with MRM General Manager, Ettienne 

Moller. Ettienne’s presence at all points of information provision and consultation was important to 

demonstrating to our stakeholders the seriousness with which their feedback was taken and the value 

that MRM places on its relationships. 

This consultation team provided a mix of culturally sensitive support, executive leadership and objective 

third party analysis of the findings. 

This report provides a detailed overview of the results collected during consultation with community and 

key stakeholders undertaken as part of SIA for the EIS for the MRM Phase 3 Development Project. 

Consultation captured in this report was undertaken between March 2011 and September 2011, and this 

report describes the approach and process, activities undertaken, consultation areas of interest, 

outcomes and next steps. 


Consultation guidelines and principles applied 

Stakeholder consultation is recognised as an essential element in the EIS process. From the Project 

perspective, it ensures an open, all-inclusive, equitable and comprehensive approach to information 

sharing and feedback gathering, with results contributing (as appropriate) to the design of the project. It 

also provides communities and key stakeholders with ownership over proposed projects that will impact 

them in some way. 

As part of the EIS process, EIS guidelines were developed by the NT Government’s Department of 

Natural Resources, Environment, The Arts and Sport. The consultation guidelines (objectives) for the EIS 

included: 

● Acknowledge and discuss the full range of risks presented by the proposed action including those of 

special concern to the public. 

● Demonstrate that consultation between MRM and stakeholders, which should include acknowledging 

and responding to stakeholders’ concerns, has taken place on the closure and rehabilitation of the 

site. 

● Demonstrate that stakeholders have been consulted about the locations, size and visual impacts 

associated with the proposed expansion 

● Community liaison and consultation is to include identification of, and ongoing consultation with, 

stakeholder groups to ensure the full range of community viewpoints are sought and considered. 

MRM is to outline its current and proposed methods for community consultation, including how it will 

respond to community feedback, questions and concerns in a formal, publicly accessible 

communication plan for the project. 

● The EIS has an important role in informing the public about this proposal. It is essential that the 

proponent demonstrates how any public concerns were identified, and will influence the design and 

delivery of the proposal. Public involvement and the role of government organisations should be 

clearly identified. The outcome of any surveys, public meetings and liaison with interested groups 

should be discussed including any changes made to the proposal as a result of consultation. Details 

of any ongoing liaison should also be discussed. 

● An outline of negotiations and discussions with local government and the NT Government should be 

provided. 

● Consultation with local communities affected by transport impacts 

● Provide details of planned community engagement activities including expected benefits to the local 

and wider Territory community. 


Xstrata Zinc Worldwide Guidelines for Stakeholder Engagement 

The Xstrata Sustainable Development Framework, specifically Standard 12 – Stakeholder Engagement 

Guidelines and its associated policy and procedures at Xstrata Zinc commodity business and MRM site 

levels, was referenced during this consultation period, and will continue to be a key set of documents 

influencing the ongoing delivery of community and stakeholder engagement. They outline Xstrata Zinc’s 

approach to best practice consultation and engagement, and provide a solid foundation for baseline 

requirements. 

Xstrata believes stakeholder engagement provides a framework to successfully manage challenges, find 

innovative solutions and to preserve the social license to operate. 

Overarching objectives of effective stakeholder engagement include: 

● Support lasting improvement in the quality of life of the communities in the mining areas and 

operations. 

● Facilitate community empowerment through participatory development processes build local 

capacities and development resources. 

● Foster constructive working relationships among Xstrata Zinc, communities and governments. 

The main principles guiding Xstrata Zinc’s stakeholder engagement conduct include: 

● Uphold and promote human rights. 

● Respect culture and heritage of communities as defined within local, national and international laws. 

● Adopt a strategic approach of social impacts and risks of Xstrata Zinc’s activities and concerns and 

needs of existing and future communities through overall stages of projects. 

● Develop engagement with all communities within an operation’s area, prioritising vulnerable groups. 

● Enhance the social and economic competence and well-being of the communities involved with 

Xstrata Zinc’s operations, avoiding dependency and promoting the sustainable development of 

business. 

Industry best practice approach 

The International Association for Public Participation (IAP2) is an internationally recognised organisation 

that seeks to promote and improve the practice of public participation in relation to individuals, 

governments, institutions, and other entities that affect the public interest. 

The IAP2 approach to consultation, informed by their core values (see Appendix 2), is considered best 

practice consultation. 

The IAP2 has developed a public participation spectrum to demonstrate the levels of public participation 

available as part of a project’s stakeholder engagement approach. The spectrum demonstrates that the 

differing levels of participation are legitimate depending on the goals, timeframes, resources and level of 

concern in the decision to be made. 

The model shows increasing levels of participation as stakeholder engagement activities move from 

inform to consult, involve, collaborate and finally empower. 

A copy of the spectrum is available in Appendix 3. 


The IAP2 model was used to influence MRM’s stakeholder engagement activities during consultation 

about the Phase 3 Development Project. Consultation activities occurred at the ‘inform, consult and 

involve’ levels, with some aspects of ‘collaboration’ and ‘empowerment’ used where appropriate. 

Consultation team principles 

The policies and guidelines established through the EIS Terms of Reference, the Xstrata Sustainable 

Development Framework and the IAP2 model have been interpreted into a set of principles which were 

considered particularly critical for the Project. These are summarised in Table 3 and outlined in further 

detail in the Project’s Consultation Plan (Appendix 1). 

Table 3: Consultation team principles 

Principle 

Comprehensive 

All-inclusive 

Equitable 

Thorough 

Description 

Thorough in subject matter, covering all generic areas of study expected under an SIA as well 

as all specific matters relevant to the design, planning and potential execution of the Phase 3 

Development Project. 

Recognising the diversity of interests within the Gulf Region: Indigenous and non-Indigenous, 

residents and businesses, local, Territory and Australian Government and a range of 

organisations with an influence and interest in the future growth of the region. It also ensured 

that two-way communication was encouraged with both those who take a high profile and have 

prominent positions and community members with traditionally quiet voices. 

Providing a range of methods for engaging with the diverse range of stakeholders to ensure all 

had equitable access and opportunity to be heard. This included ensuring stakeholders had 

ample opportunities to be informed about the Project and EIS, and to ask questions and 

receive answers. 

Disciplined approach to conducting meetings, capturing feedback and reporting the outcomes 

within an effective management system to ensure all responses are accurately reported. This 

was important to ensuring the trusted relationship with MRM as a primary source of information 

and the feedback conduit in the EIS was maintained. 


Our approach 

General operational consultation and communication activities 

MRM currently undertakes robust communication and community relations activities to maintain strong, 

positive relationships with key stakeholders and the community. Current activities include one-on-one 

and group meetings, site tours, briefings to schools, MRM Community Reference Group meetings, 

quarterly release of the MRM newsletter, Memorandum, maintenance of a website, information line and 

email address and informal discussions with a wide range of stakeholders both internal and external. 

The mine’s community relations staff have regular interactions with community groups. To assist this 

process MRM maintains an office in Borroloola where community members can come to seek 

information, provide feedback or raise concerns. Members of MRM’s management team and community 

relations team are in regular contact with the community through their long-standing active participation in 

a number of local community organisations. This includes serving on the Roper Gulf Shire Council 

Board.. MRM’S Indigenous Employment Coordinator has ongoing involvement with ISAustralia (the local 

Job Services Australia provider), Mabunji Aboriginal Resource Association Inc. (local provider of the 

Community Development and Employment Program) and the Borroloola School to provide and support 

local people looking at gaining employment at MRM. In addition to this, members of MRM’s 

environmental management team work with community groups such as the Li-Anthawirriyarra Sea 

Rangers and Traditional Owners throughout the year. 

MRM also has a significant level of involvement with the community through the work of the MRM 

Community Benefits Trust. With the support of a Project Officer, the Trust has a high level of 

engagement with the community through consultation supporting the development of its Annual Plan and 

ongoing communication to test and reveal community needs and vision. 


Methodology 

Stakeholder identification and analysis 

Stakeholders were identified and classified according to their interest in and influence on the proposed 

project. 

The identification criteria used to collate the targeted list of stakeholder to be consulted were based on: 

○ Responsibility: The people for which the operation is responsible 

○ Influence: Stakeholders with influence or decision-making power Proximity: Stakeholders who 

interact most with the operation 

○ Dependency: Stakeholders directly or indirectly dependent on Xstrata Zinc or dependent on 

Xstrata Zinc for other issues 

○ Representation: Stakeholders that can claim to represent a constituency 

○ Strategy intent: Stakeholders addressed directly or indirectly through Xstrata Zinc policies or value 

statements or provision of early warning on emerging issues. 

Once identified, every stakeholder was assessed by rating their power over and influence on the 

proposed project utilising the Minerals Council of Australia’s model shown in Figure 1. 

Figure 1: MCA Power vs Interest table 

Source: Socioeconomic Benefits and Impacts: an assessment and planning toolkit 

As a result of the assessment, the stakeholder groups were ranked in terms of engagement levels 

required. Stakeholders perceived to have the highest level of power and interest were managed more 

closely than those perceived to have comparatively lower influence. In practice, this means that while all 

stakeholders had an equitable opportunity to participate, priority was placed on those with high levels of 

influence. Any stakeholder has the potential to move from one classification to the other, therefore, 

flexibility and constant review of stakeholder classifications is essential. 


The constraints of every stakeholder were identified – this may be due to capacity (e.g. time, money, 

access to IT) or to competency (e.g. language, expertise). These constraints were taken into 

consideration when developing the consultation tactics. 

The following figure (Figure 2: Stakeholder classifications) provides detail on the classification of each 

stakeholder identified relevant to the Project. Appendix 5 provides further detail on the stakeholder 

analysis. 

Figure 2: Stakeholder classifications 

KEEP SATISFIED 

MANAGE CLOSELY 

Local business organisations 








Indigenous / local services 

and NGOs 

POWER 

MONITOR 

Pastoralists 

Darwin business organisations 

KEEP INFORMED 

Employees 


NT Government and agencies 

Australian Government 

INTEREST 


Goal 

The goal of the consultation plan was to achieve open, equitable, all-inclusive and comprehensive 

engagement and consultation with the community and key stakeholders. 

Objectives 

At a high level, the EIS communication and stakeholder consultation objectives were to: 

● Involve as many people as possible in the engagement and consultation process 

● Help inform decision making on the project to clearly address concerns 

● Collaborate with the community to look at ways to reduce identified project risks and enhance benefits 

and opportunities 

● Inform strategies to develop effective partnerships with local business to achieve economic outcomes 

for the region. 

Location of consultation 

Consultation opportunities were available to all stakeholders within the Gulf Region including the township 

of Borroloola, King Ash Bay and Robinson River. 

Information provision components of the engagement program were also implemented in Darwin. At all 

times, information on the Project was available through the MRM website. 

Consultation timeframe 

The milestones for consultation are summarised in Table 4. 

Table 4: Milestones for consultation 

Milestone 



Stage 2 Consult – community and stakeholders consulted about proposed project through 

EIS drafting process 



Timing 

March – July 2011 

July – September 2011 


Further detail on the specific activities undertaken as part of each of these stages is provided in Table 5 

with communication tool examples demonstrated in Appendix 4. 


Table 5: Consultation program 

Stage Stakeholder groups Activities Tools or references 

Stage 1 Inform 

Provide an overview of 

the planned project and 

EIS phase, ensuring 

stakeholders and 

community are 

aware/understand their 

feedback and input is 

important. 

All stakeholders were 

targeted through various 

touch points. 

Media announcement 

Briefings with: 

- Australian Government 

Department of Resources, 

Energy and Tourism 

- NT Ministers and advisers 

- AFANT 

- ECNT 

- MAWA Board 

- MRM CRG 

- Roper Gulf Shire Council 

- NLC (invited) 

- Traditional Owners 

Community meetings in 

Borroloola and Robinson 

River 

Information collateral 

distribution 

Information stand at 

Borroloola Show 

Various phone calls and 

emails to key stakeholders 

● Fact sheet 1 – Project 

introduction 

● Project presentation 

● MRM Newsletter 

Memorandum 

Stage 2 Consult 

Provide in-depth 

information about 

proposed project 

Consult and obtain 

feedback about proposed 

project, impacts, benefits, 

issues 

Share this information 

with the EIS project team, 

with feedback fed into the 

design process. 

All stakeholders were 

targeted through various 

touch points. 

One-on-one consultation 

sessions with groups and 

individuals 

Group meetings (focus 

group style) 

Site tours 


distribution 

● Fact sheet 1 – Project 

introduction 

● Fact sheet 2 – Tailings 

Storage Facility 

● Fact sheet 3 – 

Overburden 

● Other general MRM fact 

sheets on 

Cultural Heritage 

Management, Regional 

Development, 

Rehabilitation of 

McArthur River and 

Barney Creek, Marine 

Monitoring, Pathways to 

Employment 

● Meeting guidelines 


Stage Stakeholder groups Activities Tools or references 

Stage 3 Involve and 

collaborate 


Provide feedback on the 

outcomes of the 

consultation process. 

Work with key 

stakeholders to gain input 

into proposed risk 

mitigation and opportunity 

maximisation strategies. 


(Borroloola) 



MAWA 



Communities – General 

MRM CRG 


Resource Association 

Meetings with key groups 

Community meetings – 

Borroloola, Robinson River 

● All fact sheets 

● Presentations 

● Meeting guidelines with 

consultation report notes 

Communication tools and activities 

Copies of the fact sheets and project newsletters are available at Appendix 4 and a general description of 

each is summarised in Table 6. 

Table 6: Communication tools and activities 

Type 

Communication 

tool / activity 

Detail 

Project Fact sheets ● Used as a means of providing general information and proactively 

communicating about anticipated areas of interest, or issues which 

repeatedly arise through consultation 

● Phase 3 Fact sheet 1 – Project introduction 

● Phase 3 Fact sheet 2 – Tailings storage facility 

● Phase 3 Fact sheet 3 – Overburden 

● Other MRM fact sheets available – Cultural Heritage Management, 

Regional Development, Rehabilitation of McArthur River and Barney 

Creek, Marine Monitoring, Pathways to Employment. 

Presentations 

● Master presentation used at community meetings / information sessions. 

Hotline / email ● Information line number - 1800 211 573 

● Project email – mrmprojeng@xstrata.com.au 

● Both managed by Rowland. 

Website 

Site visits 

Newsletter 

● General MRM website contained a section on the Phase 3 Development 

Project, including fact sheets and general project information. 

● Site visits were a key tool for targeting stakeholders in the ‘Manage 

Closely’ category, showing mining operations first hand, and using 

physical references to explain the Project. 

● Memorandum is MRM’s quarterly newsletter and provided information 

updates on the project in the April and October editions. 


Type 

Communication 

tool / activity 

Detail 

Positioning strategy ● Key messages – see Section 7 

● Questions & Answers (Q&As) – see Section 8 

● Important tools for general project communication and issues mitigation. 

Community 

Relations 

Consultation 

Community 

meetings 

MRM Community 

Reference Group 

One-on-one 

meetings 

Meeting guides 

Images, diagrams, 

maps 

● Minutes or notes recorded and entered into CMS*. 

● Regular March meeting was used as an opportunity to provide information 

about the Project. 

● June meeting was used as a focus group to consult on the Project. 

● September meeting was used as part of the involve and collaborate stage 

3 of consultation. 

● Main activity undertaken during consultation process 

● Notes taken during / immediately after discussions captured. 

● Standard line of questioning to prompt consultation with stakeholders to 

ensure each meeting or focus group comprehensively covered all 

subjects required generally for a social impact assessment and 

specifically for the Terms of Reference and perceived issues and 

opportunities relevant to the Project. 

● Visual communication tool used during meetings / presentations / informal 

discussions to provide information about project. 

*CMS (Consultation Manager System) is an online stakeholder data management software program that captures and stores all 

contact with indentified stakeholders, allowing easy access to information for analytical and informative purposes. 

Special considerations 

Cultural awareness 

When conducting consultation with Indigenous communities, the Project team acknowledged various 

considerations to ensure the consultation process was culturally sensitive and appropriate. The team 

recognised that Indigenous culture is unique, with its own history, beliefs and values, and when engaging 

in consultation, these cultural and historical factors were recognised and respected. 

Consultation was delivered in line with local Indigenous customs. This demonstrated respect for the 

Indigenous people, their customs and their country – the consultation team were guests in their 

community, and our approach reflected this appreciation. 

In the region where consultation was conducted, there were four language groups to engage, so the 

approach was tailored to ensure each group was consulted in the most appropriate way to meet the 

needs of the individuals and language groups. A ‘one size fits all’ approach to consultation simply would 

not have worked, and would have been regarded as a disrespectful approach to consultation. 

Respect was of the utmost importance – respect for elders, the land, animals and ancestors are 

fundamental aspects of the Indigenous culture, and the consultation team acknowledged this in various 

ways during consultation: 


● The consultation team requested permission to meet with the Traditional Owners of each language 

group, and meetings were established on days and at locations that were convenient to them 

● The consultation team did not go into language group communities unless invited by the Traditional 

Owners. 

● Women’s business and men’s business were respected, with some consultation occurring in gender 

specific groups. 

● Consultation was founded in oral communication, with some written materials/diagrams/maps to 

support discussion. This ensured the consultation was clear and easy to understand, which promoted 

and encouraged involvement and feedback. 

● Consultation also involved site tours to give the Indigenous community a visual understanding of the 

areas the consultation would focus on. For example, while on site at MRM, visitors were taken to see 

the tailings storage facility, the overburden emplacement facility and the rehabilitation works at 

McArthur River. 

● All people involved in consultation were asked permission for the sessions to be recorded so accurate 

documentation of the consultation could be developed. 

● On the unfortunate occasions that deaths in the community occurred, the Project team sombrely 

respected cultural commitments which needed to be undertaken as part of ‘sorry business’. 

To further demonstrate respect for the Indigenous community, consultation was undertaken by Ettienne 

Moller, the General Manager of MRM, together with Vicki Nangala, a qualified communications 

professional and Indigenous woman from the NT. Having the General Manager involved in the 

consultation process was MRM’s way of demonstrating the significance of meeting with the Indigenous 

community, and the importance of receiving their comments and feedback. Vicky’s connection with the 

community was important to ensuring cultural considerations were respected. 

Constraints to consultation 

There were four key constraints to consultation: 

1. Sorry business 

The consultation team respects the level of involvement and cultural commitment required by family 

members following the passing of another family member (sorry business). Unfortunately, there were a 

number of occasions where community members were unable to be involved in the consultation process 

due to sorry business. The team has utmost respect for this cultural practice, and consultation activities 

were rescheduled wherever possible. 

2. Consultation fatigue 

During the period of March through to August 2011, there were a number of other project consultation 

activities occurring in the region which contributed to a level of consultation fatigue within the community. 

These consultation activities were being conducted by organisations including the Department of 

Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) and the MRM Community 

Benefits Trust. Wherever possible and appropriate, consultation on the Project was held at the same 

location and directly pre or post the above other consultation activities to provide an efficient and effective 

use of community member time/availability. 


Even with these other commitments, we were pleased to have been able to reach a large number of 

community stakeholders which was a measure of the level of interest in the Project. 

3. Accessibility 

Due to a number of other events and cultural activities occurring in the region, accessibility to community 

members and stakeholders was sometimes difficult. For example, the Mount Isa Rodeo (13-15 August 

2011) attracted a number of visitors from the target region, and the NAIDOC festival (3– 10 July) was an 

important celebration which also reduced accessibility to key community members and stakeholders due 

to involvement. 

4. Availability 

Due to a number of community members and key stakeholders having employment responsibilities and 

other commitments, availability became another constraint to consultation. Again, wherever possible and 

appropriate, consultation was structured around this constraint to ensure as many people as possible 

were given the opportunity to be involved in the process. This meant, for example, some meetings were 

held before and after normal working hours or during employee break periods (such as morning/afternoon 

tea and lunch). 

Consolidation of results 

The results of all consultation were consolidated into regular reports and relayed to the EIS project team 

for consideration into the project design and decision making process. Mitigation and enhancement plans 

were developed to manage impacts and improve the benefits of the project for the community. 


Consultation outcomes 

Community and stakeholder participation 

Table 7 below provides a summary of stakeholder participation in consultation activities undertaken 

during the EIS consultation period (March to August 2011). It includes details of participation in public 

and private meetings, site visits, phone calls and emails. 

Table 7: Community and stakeholder participation 

Stakeholder group 

Number of 

stakeholders 

consulted* 

Site visit 

Meeting 

Community 

meeting 

Phone – outgoing 

Phone – incoming 

Email – outgoing 

Email – incoming 

Australian Government 4 0 3 0 0 0 0 0 

NT Government, agencies and 

services 

21 1 7 0 7 0 1 0 

Roper Gulf Shire Council (Borroloola) 14 0 7 1 17 0 1 1 

Traditional owners (of area) 39 3 16 1 20 1 1 1 

Communities – Gurdanji 19 3 7 0 7 0 1 0 

Communities – Yanyuwa 22 2 10 1 12 1 1 0 

Communities – Garrawa 27 3 13 1 12 0 1 1 

Communities – Mara 16 2 7 0 2 0 0 0 

Local business organisations 19 1 8 0 17 0 1 0 

Community groups 35 3 19 1 30 1 2 1 

Indigenous / local services and nongovernment 

organisations 

41 3 19 1 23 0 1 0 

Other surrounding communities 18 1 10 0 9 0 1 1 

* Stakeholders that are part of two or more stakeholder groups are counted in each group. 

It is important to note, many of the private meetings were held with Traditional Owners and Elders within 

the four Indigenous language groups reflecting their high level of priority. It is understood that Indigenous 

customs require meetings to be held with Elders initially, and it is then their role to pass information on to 

other group members. 

While this approach is acknowledged and respected, it is impossible to gain an accurate measure on the 

wide ranging reach of consultation during this period as many more Indigenous community members 

would have been informed about the proposed project (by their Elders) than consultation records indicate. 


Likewise, members of community groups like the MRM Community Reference Group have a 

responsibility to act as a conduit to the broader community to ensure applicable information is shared with 

the broader community. 

In addition, it is important to note there was an additional meeting set up with Katherine-based 

representatives of the Roper Gulf Shire Council in early July 2011, however this meeting was cancelled 

(at the request of RGSC representatives) but not rescheduled. 

Summary - areas of interest identified during consultation 

While all consultation meetings utilised the same line of questioning, the stakeholders involved naturally 

chose to concentrate on certain topics of most interest to them. A diversity of subjects were raised 

through consultation phase as demonstrated in Table 8. 

The table outlines the number of times a topic of interest was raised by each stakeholder group. For 

example, for community organisations, the most frequently raised area of interest was employment, 

followed by the MRM Community Benefits Trust and Bing Bong loading facility. 

It is clear from these statistics that overall, employment was the primary area of interest for all stakeholder 

groups within the Borroloola region. The topic of youth opportunities was closely linked to the topic of 

employment, particularly among Traditional Owners, who were focussed on discussing employment 

opportunities for their children. 

Between March and September 2011 MRM conducted a total of 130 points of community and 

stakeholder engagements . 

In 11% or 21 of these engagements, employment was raised as a specific matter of interest. The MRM 

Community Benefits Trust was raised 18 times and Traffic and roads 16 times. This analysis also shows: 

- Government (Federal and NT) are more interested in Bing Bong loading facility than communitybased 

stakeholders 

- Gurdanji and Mara community members are most interested in mine rehabilitation. 

Key for Table 8: 

Most-raised area of interest for the stakeholder group 

Second-most raised area of interest for the stakeholder group 

Third-most raised area of interest for the stakeholder group 


Table 8: Areas of interest raised by stakeholder groups 


Accommodation 

and travel 

Bing Bong 

MRM Community 


Compensation / 

royalties 

Construction 

Consultation 


Design 

Dust / air quality 

Economic 

contribution 

Employment 

Fauna 

Flora 

General 

Loading / 

shipping 

Monitoring / 

surveys 

OEF 

Procurement 


TSF 


Water 

management 

Youth 

opportunities 

Australian Government 0 3 1 0 1 0 0 0 1 0 2 0 0 1 1 2 2 0 1 2 2 1 2 

NT Government / agencies 2 5 3 0 2 0 0 2 2 1 5 0 1 1 3 2 3 0 4 4 3 1 4 

Roper Gulf Shire Council (Borroloola) 0 3 4 1 1 0 2 0 1 2 7 0 1 0 2 2 2 0 4 2 3 3 5 

Traditional owners of area 6 7 11 1 1 0 4 0 4 7 12 1 4 2 3 5 4 0 9 6 10 5 11 

Language group – Gurdanji 4 6 6 1 1 0 3 0 4 2 7 0 2 0 3 3 3 0 7 5 6 2 5 

Language group – Yanyuwa 5 5 6 0 1 0 2 0 2 6 7 1 4 2 2 3 3 0 6 4 7 2 7 

Language group – Garrawa 5 7 9 0 1 1 3 0 4 5 10 1 3 3 3 5 4 1 7 6 9 4 8 

Language group – Mara 4 5 5 1 1 0 2 0 3 2 6 0 2 0 2 3 2 1 6 4 6 2 4 

Businesses 1 2 6 0 1 0 1 0 2 2 7 0 0 7 3 2 3 1 3 2 5 3 3 

MRM community groups 7 9 13 1 1 0 4 1 5 6 15 0 2 0 3 3 3 1 7 5 6 2 5 

Indigenous / local services / NGOs 7 7 12 1 1 1 3 1 4 6 12 0 3 6 3 4 4 6 6 5 10 3 8 

Other surrounding communities 2 4 7 0 1 0 0 1 3 3 6 1 1 3 2 4 3 1 4 5 5 3 3 


In summary, the areas of interest and their relative level of importance to all stakeholders is reflected in 

Figure 3. As previously indicated, the most frequent topics raised were in relation to employment, the 

Trust, traffic and roads. 

Figure 3: Frequency of topics of focus for consulted stakeholders (% of times raised in 

consultation meetings) 


2% 

Dust / Air quality 

3% 


3% 

Water management 

4% 

Overburden Emplacement 

Facility 

4% 

Flora 

2% 

Compensati 

on / 

royalties 

1% 


4% 

Design 

2% 

Construction 

1% 

Procurement 

Consultation 

1% 

1% 

Employment 

11% 

Fauna 

1% 

MRM Community 


10% 


8% 


4% 

General 

8% 


5% 


6% 

Bing Bong 

6% 


6% 

Youth 

opportunities 

7% 

Employment 

Employment matters were raised by every stakeholder group and mostly focused on the positive 

opportunities presented through the Phase 3 Development Project. The increase in Indigenous 

employment over recent years was also noted as a positive contribution by MRM. 

The Traditional Owners, language groups and Indigenous / local services and non-government 

organisation stakeholder groups also commented on the associated positive impacts of increased local 

employment and said they would like to see more opportunities made available for their young people. 

“For those members of our town who work at MRM, there is a real sense of pride, both for the 

individual worker and the township as a whole.”

“MRM workers get off the bus – the miners bus – and they are really happy. They walk with their heads 

held high, their family waiting for them, with smiles. They are really happy.” 

Taken from Safe House meeting held on 20 July 2011. 

Some concerns raised with employment were associated with housing, as employees’ income puts them 

outside the eligibility criteria for housing in Borroloola and with no private housing available, workers 

choose to move to Darwin and fly-in and fly-out. 

Other associated concerns include the increased affordability of alcohol leading to social problems in 

town once workers are on days off. 

Despite these negatives, all stakeholders agreed the increased employment opportunities were a good 

thing for the people, the town of Borroloola and other surrounding communities. 

MRM Community Benefits Trust 

The MRM Community Benefits Trust was raised by most stakeholder groups as a matter of interest with 

stakeholders interested to know if MRM contributions to the Trust would increase as a result of the 

expansion. 

“If the mine is expanding, then the slice that goes to the Trust should go up too.” 

Taken from Sea Rangers meeting held on 4 August 2011. 

The Trust was well regarded by most stakeholders; however there was some uncertainty about how it 

was separate to MRM and how grants were approved. 

Some stakeholders/stakeholder groups, including the Borroloola Clinic, Cairns Industries, Traditional 

Owners (Gurdanji and Yanyuwa), and the Sea Rangers had suggestions for how Trust funds could be 

allocated however, as this is a matter for the MRM Community Benefits Trust Board, enquiries were 

redirected as appropriate. 


Most stakeholder groups enquired about the additional traffic movements likely to be generated by the 

Project. No concerns were raised when told the proposed project would double truck movements. 

Stakeholders consistently raised concern about the condition of the main roads connecting the mine with 

Borroloola, Bing Bong and King Ash Bay. A majority of stakeholders specifically raised concerns about 

the condition of the roads during the wet season. 

“The roads and road conditions are a concern.” 

Taken from Mabunji Board meeting held on 3 August 2011. 

Most stakeholders acknowledged that the condition of the roads was the responsibility of the government, 

however some stakeholders would like to see MRM involved in lobbying the NT Government to draw 

attention to this issue. 


Areas of interest – detailed analysis 

Employment 

Employment was the most significant area of discussion during the consultation phase. It was an area of 

specific focus in 11% of all consultation. The topic of employment was covered by discussing four key 

areas: 

1. Local employment 

2. Youth employment 

3. Employment communication/advertising 

4. Impacts of employment. 

Local employment 

Consultation revealed strong support for the Project based on its potential to provide increased local 

employment opportunities which delivered benefits to the sole worker and also the wider community. 

“More employment is a positive, and it provides more structure to the lives of the locals.” 

Taken from Borroloola Police meeting held on 19 July 2011. 

The consultation captured input from people who had family members working at the mine, and there was 

an obvious sense of achievement in their comments and responses. 

“For those locals who work at MRM, there is a real sense of pride, both for the individual worker and 

the township as a whole.” 


It was clear through the feedback received that local employment linked very closely with regional 

development (below) as stakeholders and community members drew correlations between the 

experience and knowledge gained through employment at MRM and the future development and 

sustainability of their town. Employment was also closely linked to housing and accommodation, which 

was highlighted as a key issue for the town. It was raised that if you have gainful employment, you are no 

longer eligible to rent public housing, yet can’t purchase your own home due to lack of housing availability 

and land. 

“The main issue is that those employed at the mine can’t use that income to buy their own house. 

There is a lack of houses, a lack of available land.” 

Taken from Borroloola Clinic meeting held 28 July 2011. 

Youth employment 

Consultation revealed youth employment was the key priority for a number of community members, and 

one of the driving factors behind their support for the Project. 

“The most important thing to come out of this project is employment for our children.” 

Taken from Traditional Owner - Yanyuwa Group meeting held on 29 July 2011. 

A significant number of community members raised their concerns for the youth of the community, 

specifically, the current lack of employment opportunities that would provide a rewarding future. MRM and 


the Phase 3 Development Project were seen as an option for youth and a way to grow and develop the 

next generation. 

Employment communication/advertising 

The need for more information, communication and advertising of MRM employment opportunities was 

highlighted as an action by community representatives. These comments are directly linked to the topics 

of local and youth employment – community members want to ensure employment opportunities are 

offered (as appropriate) to locals initially through heavy promotion at the school and other key areas 

around town. 

“There needs to be more promotion of the type of jobs you can get when working on the mine to 

promote understanding and interest...” 

Taken from general community and local services meeting held on 21 July 2011. 

Community members also raised the importance of ensuring locals were aware and understood that 

employment at MRM could be different and varied – for example, consultation revealed a number of 

community members saw truck driving as the only work available to locals at MRM. 

“There are other job opportunities at MRM – IT as well as truck driving.” 

Taken from Traditional Owner - Yanyuwa Group meeting held on 16 August 2011. 

Impacts of employment 

While the positives of employment were clearly highlighted, the perceived negatives or impacts on the 

community were also discussed. These impacts can be captured under two broad headings: 

1. Humbugging 

2. Alcohol management. 

Humbugging 

Humbugging is a term applied to various forms of begging – the term refers primarily to the practice of 

demanding money from relatives on a regular basis. It was learned through the consultation process that 

humbugging is a common and serious issue faced by the employed Indigenous community in Borroloola, 

and particularly those employees of MRM. 

“...there are sometimes issues when employees return to town with crowding and humbugging from 

family members to give them money.” 

Taken from Savannah Way Motel meeting held on 19 July 2011. 

While humbugging is not directly related to the Project, it can be classified as an associated potential 

impact, as well as an identified concern within the community. 


Alcohol management 

Stakeholders raised alcohol as a general issue for the community, and this issue is further enhanced by 

community members with a disposable income. 

“Employees need assistance to manage their wages, particularly relating to spending money on alcohol.” 


“We are concerned about alcoholism in town. There needs to be more education around alcohol – a lot 

of MRM workers blow their money on beer.” 


Impacts and opportunities — Employment 

Impact – Positive 

Opportunity 

● Local employment 

● Youth employment 

● 

Impact – Negative 

● Alcohol management education 

● Less school drop-outs and more gainful employment 

● Benefits to both employees and the wider community. 

Threats 

● Humbugging 

● Alcoholism/drug use in town 

● Accommodation / housing availability. 

● 

● Insufficient awareness of job opportunities 

● Lack of land availability for new housing development 

● Lack of private house availability for rent or acquisition 

Regional development 

The topic of regional development was covered by discussing five key areas: 

1. MRM Community Benefits Trust 

2. Youth opportunities 

3. Traffic and roads 

4. Accommodation and travel 

5. Other. 

A broad number of topics of interest and issues were raised relating to regional development and 

sustainability, with the outstanding area of interest being the MRM Community Benefits Trust. Other 

issues raised included extensive discussion about road conditions in the area, opportunities for young 

people as the future of the region, and housing and accommodation concerns. 


A number of stakeholders in the community were interested in discussing potential opportunities for the 

Trust, understanding how grant applications could be made, and recognising the contributions the Trust 

had already made toward the sustainability of the local area. In relation to the proposed Project, 


stakeholders wished to know whether there would be additional funding allocations to the Trust in line 

with additional outputs from the mine. 

‘With the mine expansion, will there be an additional offload to the Trust? Is the life of the Trust to be 

extended?’ 

Taken from MRM CRG meeting held on 11 July 2011 . 

‘What about the CBT? Will that increase? Is there going to a percentage of the mine profit to go to the 

Trust?’ 

Taken from Borroloola Clinic meeting held on 28 July 2011. 

‘If this goes ahead, is there any other money that’s going to come out of that expansion to go on to the 

Trust?’ 


The project team advised the life of the Trust would be extended in line with the life of the mine, however 

were unable to provide an answer about whether yearly funding allocations would increase. The 

community were advised that under the Agreement for the establishment of the Trust, the funding 

commitments are scheduled to be reviewed in 2015 to consider any appropriate change in the amount 

invested subject to a number of considerations. 

Questions were asked regarding how funding was allocated and how grant applications could be made, 

which indicated a low level of general understanding and awareness about the Trust funding process. 

Many were also unaware that an MRM Community Benefits Trust Project Officer visited the region on a 

regular basis to provide support and assistance in making grant applications. 

‘If people could talk with us about the Community Benefits Trust to help us to fill applications out 

properly and make sure we do things the right way... lots of people don’t know the mine and the Trust 

are separate. Who do we go through at the mine? We don’t know how much we can get.’ 


‘It would be good to get the guidelines to access the Community Benefits Trust. It would be good to 

have these protocols available.’ 


The opportunity to increase the promotion of the Trust’s function and the role and availability of the 

Project Officer will be a key consideration for MRM as a result of this consultation period. 

There was also uncertainty raised about the type of projects or initiatives the Trust could fund, with 

questions raised as to why the Trust could not fund improved sewerage in the town of Borroloola, and 

whether the Trust could fund a Gurdanji Traditional Owner to undertake caring for country duties at and 

around the mine. The project team explained the Trust was unable to fund infrastructure which was 

otherwise the responsibility of government authorities, but encouraged enquiries to be made to the MRM 

Community Benefits Trust Project Officer as to whether initiatives (such as the caring for country initiative) 

may be supported. 

Overall, the community indicated clear support for the Trust and the benefits it provides to the community. 

‘People might be expecting more in the Community Benefits Trust, but they are quite happy to have it.’ 



‘The impact of the Project will be positive - more jobs, the Community Benefits Trust... the Trust helps 

the kids out. It’s good.’ 

Taken from Cairns Industries meeting held on 29 July 2011 

Impacts and opportunities — Regional development (MRM Community Benefits Trust) 


Opportunity 

● Extended life of the MRM Community Benefits Trust, 

taking the amount of allocated funding to the order of 

$40 million over the life of the mine 

● Recognition of the benefits the Trust has provided the 

local area to date. 


● Review to be conducted of Trust funding allocation in 

2015 

● High level of interest in how the Trust works and how it 

can be accessed means an education campaign / 

increased promotion will be well-received by the 

community, leading to an increase in suitable grants 

● Positive potential opportunities for Trust funding were 

identified during consultation, to be followed up by 

the Trust Project Officer. 

Threats 

● Local capacity to prepare submissions and manage 

potential Trust funding opportunities may not be 

available 

● Low level of awareness or understanding about the 

how the Trust works, the types of projects it funds 

and how to access grants. 

Youth opportunities 

A significant amount of concern and interest in the future of youth in the region was shown by 

stakeholders and the community during consultation. General sentiments held that the proposed Project 

would build on opportunities for young people, particularly relating to employment, but also linking with 

provision of more services and social infrastructure for youth through the MRM Community Benefits Trust. 

There was a high level of positivity about support for youth across the four language group leaders. 

‘There are a lot of things we want for our young people.’ 


‘The (Borroloola Swimming Pool) was a good thing; we would like more things for our young ones. If 

the mine could bring things for the children, it would be good. ... We would like a drop-in centre for 

teenagers. If we have our own hostel, another softball oval... At the moment we have basketball and 

netball together, what we need is our own basketball court. What we need is things like that for our 

young people in Borroloola.’ 


‘We want to set up a kids’ camp out on the (Sir Edward Pellew Islands). The young fellas need 

somewhere for the old people to teach them, to get out of town. We’ll get together and work out which 

Island – for troubled kids.’ 



Such comments indicated a strong sense of concern and a vision for the types of additions to the area 

needed to create a stronger future for the youth. Some stakeholders also saw the MRM Community 

Benefits Trust as being a vehicle with which to create these outcomes, with encouragement provided by 

the project team for stakeholders to approach the Trust for funding if applications were not already 

underway. 

Interest was shown by Roper Gulf Shire Council (Borroloola) in working with MRM on possible programs 

for diversion of youth away from succumbing to social issues, such as drug and alcohol abuse, into 

obtaining meaningful employment. 

Concern was also shown by stakeholders regarding education of young people about money 

management, particularly relating to avoidance of spending large sums of money on drugs and alcohol. 

The project team discussed that money management is part of the MRM induction process and preemployment 

training for new apprentices and trainees. This includes assisting Indigenous people to set 

up bank accounts. 

Stakeholders commented that young people needed encouragement to attend schooling for their longterm 

security. 

‘If only we could get some more young people who don’t go to school – get them motivated to get 

training, to get their school work done. You know – something for them. I spoke with the school about 

getting someone from the mine to talk with them.’ 


‘You should be looking at getting kids interested in the mining industry, letting them know about the 

different jobs available.’ 


While clear support was shown for the employment opportunities the mine presented for local youth, 

stakeholder comments indicated there was a lack of awareness about programs and initiatives in place or 

under discussion to address this issue, including a Vocational Education Training program aimed at 

attracting youth, and the MRM Community Benefits Trust-funded NT Government Bright Start, Strong 

Future program (launched post consultation on 29 August 2011). 

Across the board, many felt the mine presented positive opportunities for young people. 

‘It’s an opportunity for young people. They get home after high school, just fighting and getting on the 

grog. They need some motivation; they need something to do...’ 


‘The young people ask us elders, ‘you get anything from the mine?’ We tell them if you want a house 

or a motor car, well, there is work at the mine for them to get those things for themselves. We, as 

leaders, have to encourage our young people to work. (The mine) is going to be there for awhile, so 

they have got to take that opportunity.’ 

Taken from Traditional Owner - Gurdanji Group meeting held on 16 August 2011. 


Impacts and opportunities — Regional development (Youth opportunities) 


Opportunity 

● Increase in youth opportunities relating to employment 

and training 

● Potential for increase in services and facilities for youth 

through MRM Community Benefits Trust 

● Strong level of support and drive shown by community 

leaders in encouraging youth involvement in 

employment and other opportunities. 


● High level of community support for mine initiatives 

relating to youth opportunities 

● Invitation to work with Roper Gulf Shire Council on 

youth diversion strategy 

● Numerous ideas identified with community members 

about facilities to improve way of life for youth, 

leading to opportunity for Trust Project Officer to 

proactively engage with appropriate stakeholders 

● Promotion about MRM’s involvement in educational 

programs and initiatives may help raise awareness. 

Threats 

● Education on money management required on an 

ongoing basis to assist youth employed at the mine 

to overcome social issues 

● Low level of awareness about programs with MRM 

involvement relating to vocational education training 

and other school-based initiatives. 

● Need to motivate young people - Social issues such as 

drug and alcohol abuse, humbugging, overcrowding 

mean youth may be disengaged and uninterested in 

opportunities available to them. 


The EIS Guidelines requested particular consultation with stakeholders and the community about 

potential impacts of additional trucks travelling between the mine site and the Bing Bong loading facility, 

together with additional trucks servicing the mine. 

Consultation revealed that while there were no concerns relating to the proposed increase in truck 

activities, concerns were prevalent across the region relating to poor road conditions resulting from 

general traffic, truck traffic, the wet season and a low level of maintenance. There was a level of 

understanding indicated that road maintenance was the responsibility of the NT Government, however 

stakeholders still questioned whether the mine could offer any improvements to roads. 

‘At the end of the day, the drivers are tested, they are licensed and the trucks are roadworthy. I don’t 

have any problems with extra trucks on the road. The only thing that worries me – but I know it’s not 

your responsibility – is the roads and allocation from Main Roads for maintenance. The wet season 

impact.’ 


‘The roads need to be fixed, the highway.’ 


Specific queries related to particular roads stakeholders wished to have improved, and MRM’s capacity to 

undertake this work. 


‘Can the Mine improve the road to Bing Bong?’ 


‘What about Mule Creek Road? I like to go out there to fish, but the road is very rough. Can you help 

out with that?’ 


The community were advised discussions had commenced with the NT Government regarding the issue 

of road maintenance, and this will form part of ongoing investigations and discussions, and the 

community would be advised of the outcomes. This is a priority for the MRM management team as a 

result of this consultation. MRM were also able to commit to continuing maintenance of Mule Creek Road 

for ongoing safe access in the area. 

Road safety was broached by stakeholders as being a minor issue, particularly relating to people drink 

driving or laying drunk on the road, and increased signage. 

‘We worry about people drunk on the road.’ 

‘Drive carefully, more signage.’ 

Both quotes taken from Women’s site tour held on 10 August 2011. 

Impacts and opportunities — Regional development (Traffic and roads) 


Opportunity 

● MRM has made an ongoing commitment to 

maintaining Mule Creek Road on request of the 

community. 


● Engagement with NT Government about potential road 

impacts may result in improved maintenance of the 

roads in the area 

● Engagement with local community and NT 

Government regarding road safety programs and 

initiatives may bring wider-spread benefits to ensure 

community safety outside of MRM truck operations. 

Threats 

● Increased truck movements may further damage roads 

which are already in poor condition. 

● No action to improve current status of the roads prior 

to potential Project commencement 

● Safety of all drivers using the roads. 


The severe housing shortage in Borroloola, together with concern about local MRM employees obtaining 

reliable transport to and from work, were raised as issues through consultation. 

While overcrowding and associated health and social problems were raised as general ongoing issues in 

the local area, there were particular areas of concern relating to accommodation for local people who 

work at the mine. Many spoke about local workers facing eviction or disproportionate rental increases 

from their public houses as a result of increased income levels; they indicated that with no other rental 

options available in the community, people faced issues with obtaining alternative accommodation or 


eing no longer eligible to receive public housing. Some also discussed that local workers experienced 

transport issues travelling to work each day, in that the daily bus currently in operation is designated only 

for trainees. 

‘Housing, overcrowding is a problem. Do you reckon you can build houses? We have to wait for 

another two years to get new houses here… can you build them faster than these other mob (the NT 

Government)?’ 


‘A key issue, a main issue, is that people employed at the mine can’t use that income to buy their own 

house.' 


‘There is a bus…but that’s only for trainees. When they come off that they seem to be on their own.’ 

Taken from Centrelink / ISA meeting held on 26 August 2011. 

Stakeholders and community members further discussed that local workers faced social issues when 

having to return home to live in overcrowded houses, including being persuaded to take part in drug and 

alcohol abuse, and being ‘humbugged’ for money or work. 

‘You know, there’s overcrowding and sometimes problems when local employees come back to town - 

maybe give them somewhere (to live) at the mine. You can see that some of them are trying hard to 

keep their jobs, but they get humbug from family with the extra money they bring back.’ 

Taken from Savannah Way meeting held on 19 July 2011. 

‘There are people who get humbugged for the extra money.’ 

Taken from Centrelink / ISA meeting held on 26 July 2011. 

Many expressed concern with a trend that young local MRM workers were relocating away from their 

local community to Darwin and taking up FIFO roles with MRM, which they felt removed them from their 

families and decreased the potential for long-term sustainability of future generations in the area. 

‘Then there’s the housing issue, when they get a job at the mine, they lose their house, and there’s 

nowhere to rent here, there’s no support for child care, no housing to rent, the incentives... it’s hard. 

That’s probably why they go to Darwin.’ 

‘Land is an issue…land is tied up…it’s a merry go round, those people go away they spend their 

money in other places…can this place really get ahead?’ 

Both quotes taken from Centrelink / ISA meeting held on 26 July 2011. 

Stakeholders and the community accepted that MRM was unable to directly undertake work to address 

the housing shortage in terms of constructing houses, and appreciated the challenges associated with 

land tenure issues currently being experienced in the area. However, community members indicated they 

would like to see MRM take a role in lobbying the government for assistance in resolving this issue. 

Others suggested MRM and its local employees may benefit from constructing a ‘single workers’ quarters’ 

in the township, providing a safe, clean and local place to live. 

‘When miners come to town, they should have their own little units, and most of them are single.’ 



‘Is there any way that we could have a plan where employees of the mine, especially Indigenous ones, 

have facilities for them in Borroloola that are like work camps? Facilities for them to come back to so 

they can be comfortable in their own environment.’ 


Impacts and opportunities — Regional development (Accommodation and travel) 


Opportunity 

● Local employees on FIFO arrangements are avoiding 

the social issues of town, saving money and growing 

independence. 


● Continue to address the housing issue with the NT 

Government and Local Government in developing a 

collaborative solution. 

● Consider provision of a daily bus service to Borroloola 

to assist local workers in ensuring safe transport to 

and from the work site. 

Threats 

● Potential for increasing local employment is 

compromised by issues associated with losing 

housing benefits, housing availability, overcrowding, 

humbugging, drug and alcohol abuse. 

● Allowing local workers to FIFO to Darwin potentially 

leading to broken family connections and 

connections to culture. 

● Australian and NT Government Strategic Indigenous 

Housing and Infrastructure Program is not due to 

provide any benefit to Borroloola and surrounds until 

at least 2014 

● Land tenure issues need to be resolved before land is 

released for private housing development. 

● Cost of building houses due to remote location makes 

development economically challenging. 

Other 

There were several other topics raised or issues discussed relating to regional development, particularly 

regarding health, accessibility and economic contribution. 

An issue facing health providers in the local area relates to providing flights for elderly patients from 

Borroloola to Darwin for treatment. Currently, the NT Government provides a private chartered flight, 

which must land at Katherine, thus requiring patients to make a further 5-hour bus trip to Darwin. This 

results in elderly patients suffering from tiredness and potentially increases the risk for further health 

complications. MRM identified an opportunity to work with the NT Government regarding assisting 

patients to fly directly from the MRM mine site to Darwin – a 1-hour flight which would provide increased 

comfort for patients. 

Many community members also expressed interest in the potential for further flights to be made available 

to locals from the MRM site, which was noted by MRM. 

In terms of economic contribution, local people were most interested in identifying business opportunities 

to be involved with the mine. This particularly related to supplying seeds and labour for rehabilitation 

works. The project team indicated being strongly open to looking at all opportunities to provide support to 

local businesses, and that the MRM Community Benefits Trust was well-placed to provide grants to 

suitable applicants interested in providing such services. MRM is nominating this as a key area of 

development focus post the EIS period. 


Many recognised that with the CDEP program due to end in 2012, there would be a requirement to 

ensure other businesses could grow in the area to ensure employment was sustained. 

‘The CDEP is going to close next year and we need something to go on. Like a business, so we can 

create work, jobs.’ 

Taken from Robinson River meeting held on 10 August 2011. 

Impacts and opportunities — Regional Development (Other) 


Opportunity 

● Increased requirement for goods and services, 

meaning local enterprise opportunities for suppliers 

may increase 

● Local business development may lessen the impact of 

CDEP cessation in 2012 

● Increased flights in and out of mine may mean 

somewhat increased accessibility for locals. 


● Engagement with NT Government regarding flights for 

elderly patients may lead to an improved experience 

for patients 

● Identified enterprise creation opportunities provide 

potential for proactive consultation by Trust Project 

Officer and MRM administration team 

● Supporting local suppliers to partner with other 

businesses to deliver MRM requirements. 

● MRM support is able to be provided for local 

businesses seeking to supply the mine, particularly 

helping them to meet Xstrata plc supply 

requirements. 

Threats 

● 

● Local capacity for developing competitive small 

businesses to supply the quality required to meet 

mine requirements may be limited. 

● Flights into MRM are generally full with employers and 

contractors so flight accessibility may be limited. 

Environment and rehabilitation 

Environment and rehabilitation were two areas of interest that received comment throughout the 

consultation process, however did not receive as much interest as other topics such as employment, road 

condition and the MRM Community Benefits Trust. 

The topic of environment raised two key areas of interest for stakeholders and community members: 

1. Frequency and scope of monitoring 

2. Accessibility to monitoring results. 

Frequency and scope of monitoring 

During consultation, community members suggested that should the proposed Project go ahead, the 

frequency and scope of the current monitoring process needs to increase, specifically in relation to water 

testing at identified locations. Surprise Creek was highlighted as a key location where monitoring needs to 


e increased to ensure any impacts from the Phase 3 Development Project are captured early and 

addressed. 

“If the expansion continued, would there be an option to expand the water testing regime?” 

Taken from MRM CRG meeting held on 11 July 2011. 

Accessibility to monitoring results 

MRM’s current process for communicating monitoring results with stakeholders and community members 

was raised, with consultation revealing stakeholders and the community want more information, on a 

more regular basis. The topic of more transparency and greater access to monitoring results was 

common to a number of stakeholder groups, particularly the Traditional Owners as they felt information 

was not as readily available to them. 

“We request more transparency with monitoring results.” 

Taken from MRM CRG meeting held on 11th July 2011 

There was acknowledgment of the auditing that was being undertaken by the independent environmental 

monitor and the monitoring undertaken by the Australian Institute of Marine Science, and consultation 

revealed that community members were happy with this process as it demonstrated MRM’s ongoing 

commitment to effective environmental management. 

“I see people out doing the testing in the waters and that’s good. I come across every morning for work 

and I see them. That’s really good.” 


Consultation also generated commentary regarding the rehabilitation of the McArthur River, with the 

majority of comments coming from the Elder Women who attended a site tour on 10 August 2011. Their 

comments were emotive as they saw the results of rehabilitation works along the banks of the river, and 

suggested ways to be involved in continuing to plant up the river banks. Signs of marine life (e.g. fish) 

also generated positive comments from the Elder Women. 

Further to this, the topic of rehabilitation generated three other key areas of interest, including: 

1. Future amenity of the OEF 

2. Involvement in rehabilitation (e.g. local procurement) 

3. Mine closure. 

Future amenity of the OEF 

The topic of the OEF will be discussed later in this section, however with regards to the rehabilitation of 

the facility and future amenity, this was raised as an area of concern as community members wanted to 

ensure the design was conducive to future planting. While there were very few issues raised regarding 

the current visual amenity of the OEF, consultation revealed community concern resided with the future 

amenity (or future look of the OEF) together with the future use of the facility. 


Involvement in rehabilitation 

Community involvement in the rehabilitation process was an area of interest for a number of 

stakeholders. Cultural connection to the land and local enterprise generation opportunities were key 

drivers for this interest. 

“Are there any nursery opportunities for the future?” 

Taken from general community meeting held 18 April 2011. 

“The Sea Rangers could be involved in the patrols, looking at the river systems, looking after the 

country. Could be an ongoing thing – gives pride and joy looking after this.” 

Taken from Traditional Owner - Yanyuwa Group meeting held 29 July 2011. 

This discussion was closely linked to the topics of employment, youth opportunities and cultural heritage, 

with involvement in the mine remaining a significant theme for many community members and 

stakeholders. MRM is nominating this as a key area of development focus post the EIS period. 

Mine closure 

The topic of mine closure was also raised in relation to rehabilitation works. More specifically, community 

members were interested to learn what responsibilities MRM has to rehabilitate the area after the closure 

of the mine. The consultation process encouraged community members to highlight their own thoughts on 

the future use of the site following the mine closure, with some community members confirming their 

preference for the site to ultimately return to cattle country. 

In terms of rehabilitation, it was unanimous that stakeholders and community members believed it was 

MRM’s responsibility to rehabilitate the country once the mine was closed. 

“It is the responsibility of the mining companies to rehabilitate country.” 


Impacts and opportunities — Environment and rehabilitation 


Opportunity 

● 

● Greater understanding of monitoring results by 

community and key stakeholders. 

● Increase Traditional Owner (Gurdanji) involvement in 

the rehabilitation process 

● Involve local businesses in the rehabilitation and 

monitoring process e.g. Sea Rangers 

● Improve relationships with community through more 

information giving and sharing. 

● Desire for greater water monitoring and for these 

results to be shared 



Threats 

● Technical expertise required to undertake some 

monitoring processes/procedures. 


Consultation regarding the TSF was a specific area of discussion in line with the Terms of Reference for 

the EIS. However, results indicate that this topic, while important and thoroughly discussed, was not as 

widely raised as other areas of interest, such as local youth employment and the condition of the roads in 

the region. 

The key areas of discussion regarding the TSF were in relation to the management and mitigation of 

seepage into Surprise Creek, the monitoring of Surprise Creek, and the potential increase in size to the 

TSF. 

There were some comments received that indicated a level of community interest/concern regarding the 

TSF, its design, and current/future impacts on the surrounding environment, specifically Surprise Creek. 

These comments were in relation to seepage and water testing and monitoring. 

“When you do the mining, does anything go back into the river?” 

Taken from King Ash Bay meeting held on 26 July 2011. 

“Will the expansion increase the number of tailings? If yes, there needs to be more testing done.” 


These comments indicated to the consultation team that community members still did not fully understand 

the role of the TSF. Where this was the case, to ensure clarity for the community, the team took the time 

to go through the TSF factsheet and answer questions with as much detail as possible to increase their 

knowledge and understanding. 

There were other comments made in relation to the TSF which suggested a degree of contentment with 

the current facility, together with comments made in relation to the project as a whole. 

“The TSF had no issues during the substantial 2010/2011 wet season and we feel pretty safe with it.” 

Taken from Government site tour on 2 August 2011. 

“If the size of the project doesn’t impact o the environment, it is fine.” 


It was clear from these comments that although the community was still concerned about the existence of 

the TSF and its impact on their country, there was acknowledgment of the current management and 

monitoring strategies in place to address their concerns. It was also clear through the consultation 

process that community members wanted to be kept informed of monitoring results throughout the life of 

the mine. 


The consultation team did raise other potential areas of interest in relation to the TSF, including visual 

amenity and the impact this currently has (and may potentially have) on community members, however 

consultation results indicate these were not areas of particular concern. 

Impacts and opportunities — Tailings Storage Facility 


Opportunity 

● Acknowledgment of the current management 

strategies to mitigate TSF seepage into Surprise 

Creek 

● Acknowledgment of the design of the TSF to withstand 

the wet season. 


● Increase communication regarding water testing and 

monitoring 

● Review the rehabilitation process and involve 

community members where possible and 

appropriate. 

Threats 

● Seepage into Surprise Creek 

● Flow on effects the seepage has downstream 

● Impact seepage into Surprise Creek has had on flora 

and fauna. 

● Misunderstanding of the role and function of the TSF. 

Overburden Emplacement Facility 

As with the TSF, the OEF was a particular topic requiring consultation with the community through the 

EIS drafting period, particularly relating to its visual amenity (as required by the NT Government in its EIS 

Guidelines). 

Advice was provided by the project team that the OEF may be built higher than its current height of 40 m 

(though not higher than the pre-approved height of 80 m), and direct questioning occurred about the 

community’s thoughts and concerns on this. The majority of those who took part in consultation did not 

raise any concerns or issues about the OEF. 

Several questions were asked relating to how the OEF worked, what it would look like during the mine life 

and treatments intended to be applied following mine closure. This signalled there was a level of interest 

in the OEF generally, and indicated there had not previously been a high level of awareness about this 

aspect of the mine’s operation. 

While there were very few issues raised regarding the visual amenity of the site, a small number (1 – 2) 

commented the current OEF and potential for extra overburden would be unattractive to look at. 

‘The expectation is that it’ll be an eyesore, not necessarily a good thing for the area.’ 

Taken from Borroloola Health Clinic meeting held on 28 July 2011 . 

‘You can see (the OEF) a little now, but there’s nothing you can do about it. It’s a sight for sore eyes.’ 


There was, however, an indication that stakeholders understood the OEF was a requirement of the 

mining process. 


There was also further interest shown regarding the preferred design for the OEF, specifically relating to 

the project decision to construct the OEF higher rather than wider. The project team took the opportunity 

to discuss that it was preferable to take the OEF higher than wider so as to reduce the footprint and 

environmental impact. The design choice struck a balance between minimising environmental impact, 

while minimising impacts to visual amenity at the location. The community were assured the OEF would 

not be taken higher than the previously approved height of 80 metres, in line with the height of 

‘Barramundi Dreaming’ (a site of cultural significance), and did not indicate any issues relating to this 

design decision. 

The project team also discussed the long-term plans for the OEF, advising that the mine closure and 

rehabilitation plans were designed to ensure the OEF would eventually blend in with the surrounding 

environment post-life of mine. Stakeholders indicated they understood the mine closure plans in relation 

to the OEF. In line with other comments relating to rehabilitation, there was interest in ongoing 

community involvement in this work. 

Impacts and opportunities — Overburden Emplacement Facility 


Opportunity 

● Understanding of the role of the OEF in mine 

operations 

● Recognising the mine would work within approvals to 

ensure the OEF would be not be constructed higher 

than a site of cultural significance. 


● Involve community in ongoing and mine closure 

rehabilitation of the OEF where possible 

● Conduct site tours to show community progress of the 

OEF construction and rehabilitation 

● Educate the community about how the OEF works, its 

design and rehabilitation. 

Threats 

● Visual amenity of the OEF during mine operations. 


Cultural heritage was an area of interest across a number of stakeholder groups, in particular, the 

process of how MRM would identify and preserve sacred sites (or sites of cultural significance) 

throughout the EIS process and beyond. Specific reference was made to Barramundi Dreaming as a 

place of cultural significance and a sacred area that needed to be protected from any impact. There was 

also discussion surrounding the TSF and OEF and their potential impact on sacred sites, with questions 

raised on how the design of these facilities would be developed to mitigate any impacts (discussed in TSF 

and OEF sections above). 

Community members acknowledged the work MRM had done to date in terms of sacred site identification 

and protection, however they expressed their concerns regarding the size of the Project and the potential 

impact it could have on these sites. There was a strong need for the project team to clearly demonstrate 

and articulate their cultural heritage management processes to confirm sacred sites would not be 

impacted. 


“How will MRM protect and identify sacred sites on the mine throughout the Phase 3 

Development Project?” 

Taken from general community meeting held on 23 March 2011. 

“You need to look out for Barramundi Dreaming. There is a spring there – you have to look after it.” 

Taken from Traditional Owner - Gurdanji Group meeting held on 16 August 2011. 

In response to these comments, MRM provided stakeholders information on the 17 sites of cultural 

significance which have been previously identified by Traditional Owners, archaeologists and the 

Aboriginal Area Protection Authority. These sites are protected by MRM. 

In moving forward, there was acknowledgement from community members that any new sites of cultural 

significance would be protected under MRM’s Cultural Heritage Management Plan, which followed 

MRM’s Cultural Recognition Policy. 

Involvement in cultural heritage or caring for country was another topic discussed in detail during the 

consultation phase. Community members expressed their keen interest in being involved in cultural 

heritage management activities, and saw the Phase 3 Development Project as an opportunity to action 

this involvement. 

“We are fine with cultural heritage and sacred sites, so long as Traditional Owners are 

working with MRM.” 


It was clear from the consultation that caring for country was very important – both culturally and 

spiritually – for community members as it provided an opportunity to be ‘hands on’ with their country and 

share stories with the younger generation. Consultation revealed that ongoing involvement in cultural 

heritage management was very important to the community. 



Taken from Government site tour held on 2 August 2011. 

Impacts and opportunities — Cultural Heritage 


● Sacred sites/sites of cultural significance are identified 

and protected 

● Phase 3 Development Project does not impact on any 

sacred sites or sites of cultural significance. 

● Community members given access to sacred 

sites/sites of cultural significance. 


● Potential impact on sacred site or site or cultural 

significance around the TSF or OEF raised by the 

community. 

Opportunity 

● Community members to become more involved in 

cultural heritage management activities 

● The Phase 3 Development Project provides an 

opportunity to increase cultural heritage knowledge 

among MRM staff through a continuation of Cultural 

Awareness Training. 

Threats 

● Proximity of Project infrastructure to sites of cultural 

significance. 


Bing Bong 

Consultation was undertaken across all stakeholders and members of the community to ascertain 

potential concerns about an increase in barge movements in the Bing Bong area, and understand other 

issues associated with loading and shipping activities. 

While many stakeholders were interested in environmental management and results within the area, 

there were no concerns raised about proposed additional barge movements, indicating this was an area 

of low interest for stakeholders. Of environmental management, stakeholders were generally interested 

to know about monitoring results, with specific concern raised regarding the dredging spoils area, oyster 

and mangrove health. 

‘What about the black stinking mud at Bing Bong – it seems to be spreading, the weeds look like 

they’re spreading as well, but it may have something to do with less cattle being there these days. I 

lived there 30-odd years ago, and it seems to be coming across further. I’ve noticed the changes, but it 

may be less cattle, the stopping of dog baiting.’ 


‘Do you do any testing of them mangroves? Need more tests on the oysters.’ 

Taken from Women’s site tour held on 10 August 2011. 

‘I reckon the mine should do heavy metal testing on turtles and look at the health of sea animals.’ 

Taken from Borroloola Clinic meeting held on 28 July 2011 

The project team provided stakeholders with detail about annual marine monitoring conducted by the 

Australian Institute of Marine Science, however, it was identified that further proactive steps could be 

taken to educate the community and stakeholders about environmental management outcomes. 

Stakeholders raised concern about the condition of the road leading to Bing Bong (discussed in ‘traffic 

and roads’ section above), and were interested to know whether employment opportunities existed in the 

barge area. The project team advised the Aburri barge and transhipment services are managed by 

Carpentaria Shipping Services, and queries about employment should be directed to MAWA, one of the 

shareholders in the company. 

The majority of stakeholders expressed they had no concerns about proposed additional barge 

movements. 

‘(Ship loading) is a far way out…. No local people go out that far anyway.’ 

Taken from Women’s site tour held on 10 August 2011. 


Impacts and opportunities — Bing Bong 


● 


● Concern about management of dredge spoils 

● Concern about environmental impact of loading on 

marine animals and mangroves. 

Opportunity 

● Proactive communication about environmental 

management outcomes in the Bing Bong area will 

help to increase awareness and understanding about 

health of marine life. 

Threats 

Lack of awareness about monitoring programs and 

results in the Bing Bong area. 

Project – General 

The consultation process for the proposed project encouraged stakeholders and community members to 

raise their questions, concerns, benefits and opportunities to be official captured and documented. The 

majority of the discussions centred around the topics of interest including the TSF, OEF, environment and 

rehabilitation, regional development, cultural heritage, Bing Bong and employment, however there was 

some feedback and discussion that did not fit under these topics – these have been captured in this 

section. 

Broadly, there was genuine interest in and support for the Project, MRM currently, and the consultation 

process being undertaken. 

“The impact of the project would be positive for the town. There would be more jobs, the Trust, there 

would be more work. The Trust helps kids outs. The mine is generally good for the area.” 

Taken from Cairns Industries meeting held on 29 July 2011. 

“I have attended the previous community consultations and the level of information being provided has 

been good. I’ve only heard positive feedback and comments with regard to the expansion...the feeling 

is that there is something for everybody and that everyone will be better off.” 

“Am I happy with the mine? My son is doing very well at MRM. He left school and is now doing an 

apprenticeship. You can’t get better than that!” 

Both quotes taken from general community and local services meeting held on 21 July 2011. 

There were lots of other opportunities, suggestions and ideas put forward by stakeholders and community 

members on what they perceived was needed to ensure the Project delivered benefits to them and their 

family/community: 

“What about a crèche to ensure children are looked after?” 

“It would be positive to have improved liaison with the mine, to manage people’s expectations and help 

get people job ready.” 

Both quotes taken from Centrelink / ISA meeting held on 26 July 2011. 

There was also a general theme which became apparent as the consultation progressed, and that was 

the community members’ desire to have more contact with MRM representatives. There was positive 


feedback on the role of the Senior Community Relations Advisor and their work/contact in Borroloola. 

Having access to mine representatives to talk to/ask questions is important. 

“Community engagement with us locals at Borroloola is important for MRM, and it would be good to 

have a full-time local MRM representative in the Borroloola MRM office to assist providing 

information...” 


“It is good Ettienne is talking with us now. Jane [Trust Project Officer] also comes around and talks with 

us.” 

Taken from Traditional Owner - Garrawa Group meeting held on 18 August 2011. 

Impacts and opportunities — Project – General 


Opportunity 

● Local employment opportunities. 

● Local business / enterprise opportunities. 


● Increase face-to-face contact with community 

members. 

● Guidance to small businesses on partnering with 

others to become MRM suppliers. 

● Consider the current contract arrangements and 

opportunities that could be provided as the 

community of Borroloola expands through the NT 

Growth Towns Strategy 

Threats 

● 


Appendix 1 

Appendix 1: Consultation plan

McArthur River Mine 


Environmental Impact Assessment 

Stakeholder Engagement Plan 

March – September 2011

Glossary 

Contents 

Contents ....................................................................................................................................................... 2 

Glossary........................................................................................................................................................ 4 

1 Introduction ....................................................................................................................................... 5 

1.1 Project overview ........................................................................................................................... 5 

1.2 Project and communication context ............................................................................................. 5 

1.3 Project scope ................................................................................................................................ 6 

1.4 Location ........................................................................................................................................ 6 

2 Purpose, Goal and Objectives .......................................................................................................... 8 

2.1 Purpose of Stakeholder Engagement Plan .................................................................................. 8 

2.2 Goal .............................................................................................................................................. 8 

2.3 Objectives ..................................................................................................................................... 8 

3 Roles and responsibilities ............................................................................................................... 10 

4 Communication principles .............................................................................................................. 12 

Xstrata Zinc Worldwide Guidelines for Stakeholder Engagement .......................................................... 12 

4.1 Industry best practice approach ................................................................................................. 13 

5 Approach ........................................................................................................................................ 16 

5.1 Planning Considerations ............................................................................................................. 16 

5.1.1 Stakeholder perspectives and drivers .................................................................................... 16 

5.1.2 MRM 360 Degree Survey results ........................................................................................... 17 

5.1.3 Phase 2 Development – expansion history ............................................................................ 19 

5.1.4 Environmental issues – including known issues .................................................................... 19 

EIS timeframe and milestones ......................................................................................................... 21 

5.2 Consultation Method ................................................................................................................... 21 

5.3 Communication Tools and Activities .......................................................................................... 23 

5.4 Stakeholder Engagement Strategy Overview ............................................................................ 25 

6 Key Messages ................................................................................................................................ 26 

1. This development builds on the success of the conversion to open pit mining. ............................ 26 

2. This development secures a new market for MRM bulk concentrate and the future of the mine. . 27 

3. There would be no change to the McArthur River channel. ........................................................... 28 

7 Project Q&As .................................................................................................................................. 29 

Stakeholder engagement ........................................................................................................................ 29 

Planning .................................................................................................................................................. 29 

Issues ...................................................................................................................................................... 31 

8 Stakeholder and Issues Identification ............................................................................................. 32 

8.1 Issues classification .................................................................................................................... 32 

8.2 Stakeholders ............................................................................................................................... 34 

9 Issues Management ....................................................................................................................... 35 

10 Media Management ........................................................................................................................ 36 

10.1 Media policy ................................................................................................................................ 36 

Phase 3 Development Project ----- Social Impact Assessment 

2

10.2 Standard script for media enquiries ............................................................................................ 36 

11 Project Controls .............................................................................................................................. 38 

11.1 Recording consultation and community feedback ...................................................................... 38 

11.2 Reporting consultation findings .................................................................................................. 38 

12 Evaluation ....................................................................................................................................... 39 


Glossary 

Glossary 

Term 

Definition 

EIS 

Environmental Impact Statement 

FIFO Fly-in fly-out 

IAP2 International Association for Public 

Participation 

MRM McArthur River Mining 

NT 

Northern Territory 

OEF Overburden Emplacement Facility 

SEP Stakeholder Engagement Plan 

SIA Social Impact Assessment 

The Project The proposed MRM Phase 3 


TO 

Traditional Owner 

TSF Tailings Storage Facility 


Glossary 

1 Introduction 

1.1 Project overview 

Xstrata Zinc is completing an Environmental Impact Statement (EIS) for the proposed McArthur River 

Mine, which will involve increasing bulk concentrate production using ore extracted from an expanded 

open pit mining operation. 

Development of the mine builds on works completed in 2009 to convert the McArthur River Mine (MRM) 

from underground to open pit operations. 

During 2010, a scoping study was conducted to assess the potential expansion which would increase the 

mine’s production rate to approximately 5 million tonnes per annum, expanding the life of mine from 2027 

to 2033. 

The EIS phase of the project is now underway to determine options and explore mitigation of potential 

environmental aspects associated with the following operational requirements: 

● Expanded open pit mining 

● Overburden Emplacement Facilities (OEF) 

● Water management 

● Tailing Storage Facility (TSF) upgrade 

● Processing plant 

● Power supply 

● Building a temporary construction camp and extension to the existing accommodation facility. 

1.2 Project and communication context 

MRM, wholly owned by Xstrata Zinc, is one of the world’s largest providers of zinc in ‘bulk concentrate’ 

form, containing zinc and lead. In 2010, the mine produced 2.2 million tonnes of ore and 384,000 dry 

metric tonnes of bulk zinc / lead concentrate. 

Communication and consultation activities will be carried out taking into account the mine’s wellestablished 

and functional communication channels which are benchmarked by the Xstrata Zinc 

Guidelines for Stakeholder Engagement under the Xstrata Zinc Sustainable Development framework. 

Further development of the mine is now imperative due to two drivers: 

1. Changes in the smelter market, requiring Xstrata Zinc to seek a new market for their bulk concentrate 

product. 

2. A newly identified opportunity to develop MRM as part of an integrated plan involving Xstrata Zinc’s 

European Smelters and the Canadian Lead Smelter. 

The project has now reached EIS phase. The Notice of Intent (NOI) was lodged on 11 March 2011. This 

will be followed by a thorough consultation and community engagement process, with the EIS expected to 

be submitted late 2011. 


The NT Government EIS Guidelines have provided detailed information about expectations and 

requirements for the consultation aspect of EIS preparation. This consultation plan has been prepared to 

ensure the Guideline requirements are met. 

1.3 Project scope 

Current information and testing indicates that the ore body can support and achieve better resource 

utilisation through a large-scale project. It is envisaged that the expanded pit will be developed in stages 

with the current open pit mine being expanded to a total annual capacity of approximately 5 million tonnes 

(Mt) of ore mined and 800,000 tonnes (t) of bulk zinc / silver / lead concentrate produced. 

The estimated project development cost is AU$270 million. 

Key project features include: 

● Expanding the existing open pit mining operation within the bund through an expanded fleet of 

conventional shovels / excavators and large haul trucks 

● Increasing the capacity of the existing Tailings Storage Facility (TSF) 

● Generating approximately 500 million tonnes of additional waste rock to be sent to overburden 

emplacement facilities (OEF) 

● Upgrading the processing plant 

● Expanding the power station requirements at the mine site 

● Building a temporary construction camp and expanding the existing accommodation facilities 

● Increasing MRM’s mineable reserves from 53 million tonnes to 115 million tonnes, extending the life of 

mine to 2033 at the proposed higher rate of production. 

A scoping study conducted in 2010 has confirmed the development project would not expand the open pit 

beyond the current boundary of the bund wall and there is no requirement for further diversions to the 

McArthur River or Barney Creek channels. 

1.4 Location 

MRM is located in the Northern Territory (NT), approximately half-way between Darwin and Mount Isa. 

The mine is around 60km south-west of the township of Borroloola, 120km south of the Bing Bong 

loading facility on the Gulf of Carpentaria and 900 km south-east of Darwin in the Gulf Region of the NT. 


Figure 1 shows the location of MRM and associated facilities: 


Glossary 

2 Purpose, Goal and Objectives 

2.1 Purpose of Stakeholder Engagement Plan 

The Phase 3 Development Project Stakeholder Engagement Plan (the Plan or SEP) provides an 

overview of communication and consultation activities to be undertaken during the drafting of the EIS for 

McArthur River Mining (MRM) . 

Stakeholder consultation is essential for the successful development of the Project, and will be a key 

element in assessing the Project’s potential impacts on and benefit to the community. This will take into 

consideration opportunities for socio-economic development based on the needs and aspirations of the 

people within the Gulf region. 

The Plan will outline how EIS stakeholder engagement objectives will be approached and met, including: 

● identifying stakeholders and members of the public who must be informed of the proposed project and 

the EIS process 

● communication methods and tactics 

● recording and analysis of stakeholder interactions 

● reporting of stakeholder interaction outcomes 

● evaluation of stakeholder consultation effectiveness. 

As a result of implementing this Plan: 

● The EIS chapter including the Social Impact Assessment (SIA) and the Consultation Report will be 

developed and produced, along with an adapted Stakeholder Engagement Plan which draws on 

learnings during consultation. 

2.2 Goal 

The goal of the consultation plan is to achieve open, equitable, all-inclusive and comprehensive 

engagement and consultation with the community and key stakeholders. 

2.3 Objectives 

At a high level, the EIS communication and stakeholder consultation objectives are to: 

● Involve as many people as possible in the engagement and consultation process 

● Help inform decision making on the project to clearly address concerns 

● Collaborate with the community to look at ways to reduce identified project risks and enhance benefits 

and opportunities 

● Inform strategies to develop effective partnerships with local business to achieve economic outcomes 



During the EIS phase, communication and stakeholder consultation objectives will ensure: 

● Stakeholders are aware and accurately informed about: 

○ the proposed project – what to expect during construction and long-term operation 

○ why the project is required 

○ potential benefits and impacts of the project to the community 

○ Monitoring and environmental issue mitigation strategies 

○ The EIS period – how to contribute 

○ The consultation process through MRM’s submitted EIS. 

● Stakeholders are proactively provided with opportunities to ask questions, provide input and receive 

answers throughout the EIS process 

● Stakeholders and MRM work together to identify and address issues in a timely manner 

● All questions are answered and feedback is considered in EIS submission 

● MRM fosters positive relationships conducive to open, two-way communication with stakeholders 

● MRM develops sustainable communities. 


3 Roles and responsibilities 

Xstrata Zinc has engaged MetServe to conduct the EIA and produce the EIS, and Rowland to produce 

the appropriate outcomes for the EIS relating to the Social Impact Assessment (SIA) and stakeholder 

consultation. 

Figure 2 details roles and responsibilities of key project communication staff: 

Name Role on project Responsibilities 

Drew Herbert 

Xstrata Zinc 

Joanne Pafumi 

Fran Rossberg 

Xstrata Zinc 

Project Manager 

Advisors – SIA & 

Consultation 

● Project manager 

● Manage EIS process 

● Oversee development of SIA 

● Oversee communication and consultation activities 

● Review and approve key consultation strategies and 

materials 

● Provide direction for ‘on-the-ground’ MRM consultation 

team 

Ettienne Moller 

MRM 

Vicky Nangala 

Creative Options 

Amanda Wild 

Director – Stakeholder 

Engagement 

Rowland 

Holly Williamson 

Manager – 

Stakeholder 

Engagement 

Rowland 

Jessica Bogaart 

General Manager 

‘On-the-ground’ Community 

Liaison Officer 

SIA and Consultation Plan 

Director 


Manager 


● Attend and speak one-on-one consultation meetings 

● Project spokesperson 

● Provide assistance in obtaining responses to consultation 

issues 

● Manage and conduct ‘on-the-ground’ consultation 

● Provide accurate notes and records of stakeholder 

contact for Rowland 

● Provide timely response to communication queries 

● Provide input for drafting of Consultation Plan 

● Inform Rowland team of progress and issues 

● Support analysis of consultation results 

● Provide assistance in obtaining responses to consultation 

issues 

● Oversee, draft and manage SIA and Consultation Plan 

strategy and implementation 

● Develop and produce consultation materials, e.g. fact 

sheets 

● Manage and analyse consultation results 

● Coordinate responses to consultation issues 

● Input consultation notes to Consultation Manager (CMS) 

● Coordinate consultation activities during delivery of plan 


Name Role on project Responsibilities 

Coordinator 

Rowland 

Consultant 


Glossary 

4 Communication principles 

Stakeholder consultation is an essential element in the EIS process. From the Project perspective, it 

ensures an open, all-inclusive, equitable and comprehensive approach to information sharing and 

feedback gathering, with results contributing (as appropriate) to the design of the project. It also provides 

communities and key stakeholders with ownership over proposed projects that will impact them in some 

way. 

The goal of the community and stakeholder consultation conducted during this period is to facilitate the 

sharing of information and encouragement of community feedback with a view to engaging and 

collaborating with identified community members and key stakeholders during the EIS process. 

As part of the EIS process, EIS guidelines have been developed by the NT Government’s Department of 

Natural Resources, Environment, The Arts and Sport. Rowland will ensure specific consultation 

requirements are addressed in our methodology. 

The Guidelines require the following in regard to consultation: 

● Demonstrate that stakeholders have been consulted on the size, location and visual impacts 

associated with the proposed project 

● Describe the broader social impacts the project is expected to have to the local community, including 

positive and negative impacts that may arise from the project and additional time to the life of mine 

● Provide information about impacts that additional road and sea transport may have on the community 

and consult with local communities potentially affected by these impacts 

● Detail to the community local employment programs currently in place, and whether programs will be 

expanded in line with the proposed project 

● Community liaison and consultation is to include identification of, and ongoing consultation with, 

stakeholder groups to ensure the full range of community viewpoints are sought and considered. 

MRM is to outline its current and proposed methods for community consultation, including how it will 

respond to community feedback, questions and concerns in a formal, publicly accessible 

communication plan for the project 

● Consultation must identify and discuss expected regional, Territory or national benefits and costs 

associated with the proposed project, including those than cannot be adequately described in 

monetary or physical terms, such as effects on cultural and aesthetic amenity in the short and long 

term 

● Public concerns with the proposed project must be identified, and the EIS must show how concerns 

will influence the design and delivery of the proposal. 

Xstrata Zinc Worldwide Guidelines for Stakeholder Engagement 

Xstrata Zinc’s Sustainable Development Framework, specifically Section 12 – Stakeholder Engagement 

Guidelines, will be referenced during this consultation period, and will continue to be a key document 

influencing the ongoing delivery of community and stakeholder engagement. This document outlines 

Xstrata Zinc’s approach to best practice consultation and engagement, and provides a solid foundation 

for baseline requirements. 


Xstrata believes stakeholder engagement provides a framework to successfully manage challenges, find 

innovative solutions and to preserve the social license to operate. 

Overarching objectives of effective stakeholder engagement include: 

● Support lasting improvement in the quality of life of the communities in the mining areas and 

operations. 

● Facilitate community empowerment through participatory development processes build local 

capacities and development resources. 

● Foster constructive working relationships among Xstrata Zinc, communities and governments. 

The main principles guiding Xstrata Zinc’s stakeholder engagement conduct include: 

● Uphold and promote human rights. 

● Respect culture and heritage of communities as defined within local, national and international laws. 

● Adopt a strategic approach of social impacts and risks of Xstrata Zinc’s activities and concerns and 

needs of existing and future communities through overall stages of projects. 

● Develop engagement with all communities within operation’s area, prioritising vulnerable groups. 

● Enhance the social and economic competence and well-being of the communities involved with 

Xstrata Zinc’s operations, avoiding dependency and promoting the sustainable development of 

business. 

4.1 Industry best practice approach 

The International Association for Public Participation (IAP2) is an internationally recognised organisation 

that seeks to promote and improve the practice of public participation in relation to individuals, 

governments, institutions, and other entities that affect the public interest. 

The IAP2 approach to consultation, informed by their core values, is considered best practice 

consultation. 

The IAP2 has developed a public participation spectrum to demonstrate the levels of public participation 

available as part of a project’s stakeholder engagement approach. The spectrum demonstrates that the 

differing levels of participation are legitimate depending on the goals, timeframes, resources and level of 

concern in the decision to be made. 

The model shows increasing levels of participation as stakeholder engagement activities move from 

inform to consult, involve, collaborate and finally empower. 

The IAP2 model will be used to influence MRM’s stakeholder engagement activities during consultation 

about the Phase 3 Development Project. Consultation activities will primarily focus on the ‘inform, consult 

and involve’ levels, with some aspects of ‘collaboration’ and ‘empowerment’ to be used where appropriate 

later in the consultation period. 

Table 3: Consultation team principles 

Principle 

Description 


Principle 

Comprehensive 

All-inclusive 

Equitable 

Thorough 

Description 

Thorough in subject matter, covering all generic areas of study expected under an SIA as well 

as all specific matters relevant to the design, planning and potential execution of the Phase 3 

Development Project. 

Recognising the diversity of interests within the Gulf Region: Indigenous and non-Indigenous, 

residents and businesses, local, Territory and Australian Government and a range of 

organisations with an influence and interest in the future growth of the region. It also ensures 

that two-way communication is encouraged with both those who take a high profile and have 

prominent positions and community members with traditionally quiet voices. 

Providing a range of methods for engaging with the diverse range of stakeholders to ensure all 

have equitable access and opportunity to be heard. This included ensuring stakeholders have 

ample opportunities to be informed about the Project and EIS, and to ask questions and 

receive answers. 

Disciplined approach to conducting meetings, capturing feedback and reporting the outcomes 

within an effective management system to ensure all responses are accurately reported. This 

will be important to ensuring the trusted relationship with MRM as a primary source of 

information and the feedback conduit in the EIS is maintained. 

The Minerals Council of Australia (MCA) Socioeconomic Benefits and Impacts: an assessment and 

planning toolkit will also be used to collate the consultation findings into the SIA. 



5 Approach 

5.1 Planning Considerations 

The following diagram represents various inputs considered in planning stakeholder engagement and 

communication activities for the Phase 3 Development Project EIS. Figure 5 shows variables that may 

have an impact on the communication objectives and strategy: 

MRM 

operational 

consultation 

and 

communication 

activities 

Stakeholder 

perspectives 

and drivers 

MRM Phase 2 

Development 

project history 

Xstrata 

Sustainable 

Development - 

Standard 12: 

Stakeholder 

Engagement 

Phase 3 EIS 

stakeholder 

consultation 

approach 

Environmental 

issues – 

including 

known issues 

NT 

Government 

EIS Guidelines 

Federal and 

NT 

Government 

requirements 

EIS timeframe 

and milestones 

MRM 360 

Degree Survey 

results 

5.1.1 Stakeholder perspectives and drivers 

A stakeholder and issues matrix is included as part of this document at Section 9.3. This section 

describes some of the stakeholder perspectives and drivers that will inform the way consultation is 

undertaken during the EIS phase. 


Early, proactive and ongoing contact with Traditional Owners (TOs), including the jungai (caretakers), is 

critical in ensuring accurate information is communicated, and two-way consultation is adequately 


undertaken. It is vitally important to maintain and build on the positive relationships that already exist 

between MRM and individual TOs so as to maintain trust and minimise the possibility of profligate 

misinformation. There are four major language groups located in the region: Gurdanji, Yanyuwa, Mara 

and Garawa. All groups will receive the same level of consultation, which will continuously occur 

throughout the EIS phase. Equity of information and consultation among the TOs is critical. 

Borroloola township 

MRM is located in a remote part of Australia with the close-knit, sensitive and influential township of 

Borroloola close by. As the overall level of literacy in the township is relatively low, communication with 

the township will be mostly verbal. Information (and misinformation) traditionally spreads quickly 

throughout the community. Proactive and accurate two-way communication of information and 

consultation is imperative with project stakeholders. 

Concerns were raised in the 2010 MRM 360 degree survey (see Section 6.1.2) suggesting Borroloola has 

been declared a town rather than an Aboriginal community, but does not get access to some of the 

funding that it should as a ‘recognised town’. Many residents, businesses and community members in 

the Borroloola town ship believe the town does not receive the growth benefits it should, which is 

hindering growth and tourism. 

During consultation, a high priority will be placed on communication that shows how the mine already 

contributes to and supports Borroloola and the local region, and opportunities associated with the Phase 

3 Development Project. 

Government 

Strong relationships with all levels of government will be important for successful project delivery. 

Regular meetings with the Roper Gulf Council, and the NT and Australian Governments will establish 

clear objectives, ensuring issues are openly discussed and managed. 

Individual advocates and opponents 

Many influential individuals are part of groups such as the MRM Community Reference Group, which 

assist in ensuring the community is informed and consulted as a priority, and then involved in helping 

make decisions. 

5.1.2 MRM 360 Degree Survey results 

In 2010, MRM carried out a 360 Degree Survey, providing a snapshot view of MRM’s performance, 

covering: 

● the most important issues facing MRM 

● performance on environment and safety 

● performance on working with communities and stakeholders 

● awareness of MRM’s Sustainable Development policy 

● reputation 

● communication. 

Fifty percent or more of stakeholders rated MRM’s performance as good or very good on nine of ten 

measures to track sustainable development performance. The survey showed improvements could be 


made to transparency on environmental performance, more regular meetings with the community, greater 

transparency and information about the Community Benefits Trust and increased economic and 

employment benefits to the community. 

Figure 6 shows how consultation for the Phase 3 Development Project EIS phase has been planned with 

findings from the MRM 360 degree stakeholder survey taken into consideration: 

Aspect 360 Degree Survey findings Consultation considerations 

Environment 

Safety 

Community 

Performance 

Communication 

58.6% agreed MRM minimises impacts on the 

environment 

51.7% agreed and 41.4% could not comment 

on MRM’s commitment to safety and safety 

performance 

69% agree MRM is committed to development 

in the NT. 

65.5% agree that MRM makes a positive 

contribution to the local region 

51.7% agree MRM communicates openly on 

issues that affect the local community. 

79.3% agree MRM has fair and considerate 

business practices 

58.6% agree MRM is proactive rather than 

reactive in dealing with important issues 

58.6% agree MRM has a positive reputation in 

the area 

27.6% agree MRM has communicated with the 

community on important issues 

Key messages and materials developed about 

project environmental management 

Early, targeted information and consultation 

about environmental management. 

All consultation / site tours will be conducted in 

accordance with safety requirements. 

Lift profile and reputation using key messages 

relating to how the Phase 3 Development 

Project will further boost development in the 

local region and NT. 

Fact sheets and key messages contained within 

meeting guidelines about economic and 

employment benefits to local area. 

Early, targeted consultation with key 

stakeholders and community, which occurs 

promptly to ensure two-way communication and 

information-sharing takes place. 

Relevant to suppliers 

Build on strong performance reputation by 

making this a focal point of key messages 

relating to economic benefits of project. 

Reinforce MRM’s proactivity through 

implementing the strategy in a timely manner. 

Enhance reputation through proactively 

addressing potential and current issues openly 

and honestly. 

Improve this statistic through a) communicating 

openly and proactively about Phase 3 

Development Project EIS phase, and b) 

implementing a robust evaluation and feedback 

strategy to measure perceptions about the 

communication process. 


Aspect 360 Degree Survey findings Consultation considerations 

55.2% agree MRM has communicated with 

their particular organisation on important issues 

The Plan will be all-inclusive through providing 

all stakeholders and community members with 

the information they need to fully understand the 

proposed project, and proactive opportunities to 

provide feedback and input. 

44.8% rate MRM publications as ‘good to very 

good’ to read 

27.6% agreed the MRM publications keep the 

community informed of key information 

10.3% agree MRM keeps the community 

informed of key information through providing 

information to the media 

58.6% agreed MRM meets their organisations’ 

communication and information needs. 

MRM publications, including Memorandum and 

website, to include information about the 

project. Additional specific information will be 

provided via communication materials during 

the consultation phase. 

MRM publications will play a supporting role in 

providing key information, but primary 

communication will be through one-on-one and 

group meetings, site visits and project-specific 

publications. 

Local radio has been identified as the local 

media player with the highest impact, so 

community radio announcements will form an 

important aspect of the plan. 

The EIS phase is a two-way communication 

process designed to meet the communication 

and information needs of the community, 

township and key stakeholders. 

5.1.3 Phase 2 Development – expansion history 

Section 2.2 of this Plan provides detail regarding the context of the Phase 3 Development Project in 

relation to the mine’s development history and communication context. 

5.1.4 Environmental issues – including known issues 

● General ongoing consultation through normal MRM operations has revealed there are ongoing 

community concerns likely to be raised during the consultation phase for the Project, including: results 

of ongoing rehabilitation efforts for the McArthur River and Barney Creek re-channelling works 

● managing seepage at the TSF 

● managing the OEF 

● marine monitoring at the Bing Bong and Sir Edward Pellew Islands areas 

● cultural heritage management. 

The 2010 360 Degree Survey showed the most important issues facing MRM included addressing 

environmental concerns of the community and maintaining a high level of performance on environmental 

aspects. 

The survey revealed provision of clear, easily understandable information about environmental 

management is constrained by the barriers of distance and site access. 


Additional environmental concerns raised by the community via the survey include: 

● reports that revegetation is behind schedule 

● dead wallabies and dingoes reportedly found at Bing Bong – raising concerns about contamination of 

wastewater 

● concern about contaminants and the impact of the mine’s operations on the environment 

● concern about environmental impact due to diversion of McArthur River and other waterways 

● concern about lead and zinc dust and floods which may spread the dust onto the flood plain 

● concern regarding welfare of dugongs and sea turtles at Bing Bong. 

In addition, there was a general comment that more information needed to be shared with the community 

on the overall environmental performance of the mine. 

Traditional Owners in particular reported feeling not enough validation is given to their knowledge of the 

land, which means MRM may benefit from consulting with TOs about environmental management. 

Phase 3 Development Project consultation and communication tools will have a specific focus on 

environmental management to address the above concerns. 


EIS timeframe and milestones 

The EIS is expected to be submitted in late 2011. Milestones for consultation are outlined in Figure 7 

below: 

Milestone 



Stage 2 Consult – community and stakeholders consulted about proposed project through 

EIS drafting process 



Commencement date 

March 2011 

July 2011 


EIS submitted Late 2011 

Inform / consult / involve / collaborate – following EIS submission, MRM to continue working 

closely with community and stakeholders for the life of mine 

Ongoing 

5.2 Consultation Method 

Consultation will be carried out throughout the drafting phase of the EIS, and will continue after EIS 

lodgement and beyond, in line with Xstrata’s Sustainable Development Standard 12: Stakeholder 

Engagement. 

Leading up to EIS lodgement, consultation will roughly follow the method shown in Figure 8, below: 

Stakeholder groups Consultation approach General program overview Communication tool 

All 

Presentations 

Community meetings 

(Borroloola and Robinson 

River) 


groups style) 


distribution (including 

newsletters, Memorandum, 

and factsheets) 

One-on-one meetings 

Information stand at 

community event 

Phone calls and emails to 

key stakeholders 

Stage 1 Inform 

March 2011 

Provide an overview of the 

planned project and EIS 

phase, ensuring stakeholders 

and community are 

aware/understand their 

feedback and input is 

important. 

● CRG meeting 

● Fact sheet #1 – Project 

introduction 

● Project presentation 

● MRM Newsletter 

Memorandum 


Stakeholder groups Consultation approach General program overview Communication tool 

All 

One-on-one consultation 

sessions with groups and 

individuals 


group style) 

Site tours 


distribution (factsheets) 

Stage 2 Consult 

July – August 2011 and 

ongoing 

Provide in-depth information 

about proposed project 

Consult and obtain feedback 

about proposed project, 

impacts, benefits, issues 

Share this information with 

the EIS project team, with 

feedback fed into the design 

process. 

● Fact sheet #1 – Project 

introduction 

● Fact sheet #2 – Tailings 


● Fact sheet #3 – 

Overburden 

● Other general MRM fact 

sheets including 

(Cultural Heritage 

Management, Regional 

Development, 

Rehabilitation of 

McArthur River and 

Barney Creek, Marine 

Monitoring, Pathways 

to Employment) 

● Meeting guidelines 

NT Government 


(Borroloola) 



Communities – MAWA 



Communities – General 

MRM CRG 


Resource Association 

Meetings with key groups 

Community meetings – 

Borroloola, King Ash Bay 

and Robinson River 

Stage 3 Involve and 

collaborate 


Provide feedback on the 

outcomes of the consultation 

process. 

Work with key stakeholders to 

gain input into proposed risk 

mitigation and opportunity 

maximisation strategies. 

● All fact sheets 

● Presentations 

● Meeting guidelines with 

consultation report notes 


5.3 Communication Tools and Activities 

Figure 9 shows communication tools and activities to be used throughout the project: 

Type 

Communication tool / activity Detail 

Project Fact sheets ● Use as a means of providing general information and 

proactively communicating about anticipated areas of 

interest, or issues which repeatedly arise through consultation 

● Phase 3 Fact sheet 1 – Project introduction 

● Phase 3 Fact sheet 2 – Tailings storage facility 

● Phase 3 Fact sheet 3 – Overburden 

● Other MRM fact sheets available – Cultural Heritage 

Management, Regional Development, Rehabilitation of 

McArthur River and Barney Creek, Marine Monitoring, 

Pathways to Employment. 

Presentations 

● Master presentation used at community meetings / information 

sessions. 

Hotline / email ● Information line number - 1800 211 573 

● Project email – mrmprojeng@xstrata.com.au 

● Both managed by Rowland. 

Website ● General MRM website contained a section on the Phase 3 

Development Project, including fact sheets and general 

project information. 

Site visits 

Newsletter 

● Site visits were a key tool for targeting stakeholders in the 

‘Manage Closely’ category, showing mining operations first 

hand, and using physical references to explain the Project. 

● Memorandum is MRM’s quarterly newsletter and provided 

information updates on the project in the April and October 

editions. 

Positioning strategy ● Key messages – see Section 7 

● Questions & Answers (Q&As) – see Section 8 

● Important tools for general project communication and issues 

mitigation. 

Community Community meetings ● Minutes or notes recorded and entered into CMS*. 

MRM Community Reference 

Group 

● Regular March meeting was used as an opportunity to provide 

information about the Project. 

● June meeting was used as a focus group to consult on the 

Project. 

● September meeting was used as part of the involve and 

collaborate phase 3 of consultation. 

Consultation One-on-one meetings ● Main activity undertaken during consultation process 

● Notes taken during / immediately after discussions captured. 


Type 

Communication tool / activity Detail 

Meeting guides 

Images, diagrams, maps 

● Scripts / guides in place to prompt consultation with 

stakeholders to ensure it comprehensively covered all 

subjects required. 

● Visual communication tool used during meetings / presentations 

/ informal discussions to provide information about project. 

*CMS (Consultation Manager System) is an online stakeholder data management software program that captures and stores all 

contact with indentified stakeholders, allowing easy access to information for analytical and informative purposes. 


5.4 Stakeholder Engagement Strategy Overview 

What is our end outcome? 

GOAL 

To achieve open, equitable, all-inclusive and comprehensive engagement and consultation with the community and key stakeholders. 

What do we want to achieve? 

OBJECTIVES 

● 

● 

● 

Involve as many people as possible in the engagement and consultation process 

Help inform decision making on the project to clearly address concerns 

Collaborate with the community to look at ways to reduce identified project risks and enhance benefits and opportunities 

I f t t i t d l ff ti t hi ith l l b i t hi i t f th i 

How will we communicate and manage relationships with 

stakeholders and the community to achieve our objectives? 

OUR APPROACH 

1. Develop and produce a best-practice Social Impact Assessment in line with national and international industry guidelines 

2. Implement a transparent and comprehensive communication program, appropriate for a variety of audiences 

3. Use every point of contact to proactively address issues. 

Stakeholders, communication tools and materials 

METHODOLOGY 

1. SIA 

● Desktop research – gather facts and baseline data 

● Consultation – conduct consultation to test points of 

Project impact and explore issues, concerns and 

opportunities 

● Drafting – Includes SIA chapter and Consultation 

Report compliant with MRM Stakeholder 

Engagement Plan (Standard 12) 

2. COMMUNICATIONS PLAN 

● Project – fact sheets, presentations, hotline / email, 

website, site visits, positioning (Q&As and key 

messages) 

● Community – community meetings, radio, CRG 

● Consultation – one-on-one meetings, meeting 

guides, photos and plans. 

3. MEDIA AND ISSUES MANAGEMENT STRATEGY 

● Media relations 

○ Launch of NOI 

○ 

○ Lodgment of EIS 

○ Reactive as required 

● Issues 

○ Position on anticipated issues (Q&As form foundation) 

○ Issues register 

○ Monitoring / tracking emerging issues 

○ Workshop outcomes with MetServe 

● Mitigation. 

How will we measure success? 

EVALUATION 

Success will be measured in line with objectives through a range of methods including: 

● Project approval 

● Public reaction to EIS and submissions received 

● Enquiries closed out in agreed timeframes 

● High level of awareness and satisfaction about the company and Project 

● Formal and informal feedback received through advertised channels / Project team members 

● Recognition of Project positioning 

● Effective development of stakeholder database and data capture to support future Stakeholder Engagement Strategies. 


6 Key Messages 

1. This development builds on the success of the conversion to open pit mining. 

Supporting facts: 

● MRM received approval to convert to open pit operations and mine 43 million tonnes establishing an 

estimated life of mine to 2027. 

● During 2009, the mine produced 2.1 million tonnes of ore and 358,000 dry metric tonnes of bulk 

zinc/lead concentrate. 

● Current estimates for 2010 calendar year results indicate around 9% growth in mine production. 

● The full capacity of the processing facility is 2.5 million tonnes. 

● Open pit mining has enabled MRM to meet targeted objectives on employment, environment and 

socio-economic benefits. 

● MRM has maintained the mine’s good record for environmental management, invested over $7 million 

in community benefits and increased Indigenous employment from 9% of the workforce to 20%. 

● The proposed expansion of the mine offers significant strategic benefits: 

○ It enables us to maximise the value of the MRM zinc resources which are ranked as the third 

largest in the world. 

○ It provides a new market for MRM bulk concentrate in addition to existing customers in Asia and 

Europe and which importantly, would take the expanded volume produced. 

○ It has the potential to result in a 20% reduction in unit costs through greater efficiencies of 

production. 

○ This cost reduction supports the conversion of a large share of resources into reserves and 

extends the life of mine. 

● In mid 2009, MRM’s mineable reserves were measured at 45 million tonnes. Based on preliminary 

planning we expect reserves to increase to 115 million tonnes supporting a life of mine of 23 years 

until 2033 at the increased production rate. 

● Other opportunities are created through: 

○ increasing employment within all aspects of the mine’s operations 

○ increasing exports of zinc concentrate 

○ continuing support for a wide range of NT based suppliers 

○ continuing support for the social and economic development of the Gulf region. 

© Rowland 2012

2. This development secures a new market for MRM bulk concentrate and the future of the 

mine. 


● A USD900 million integrated development plan within Xstrata Zinc’s global business involves: 

○ The expansion of MRM to increase the production rate from 2.5 million tonnes to approximately 5.0 

million tonnes per annum in a development currently estimated to cost USD270 million. This would 

result in an increase in MRM bulk concentrate volume from 358,000 dry metric tonnes per annum 

to 800,000 tonnes per annum. 

○ The installation of Xstrata’s proprietary hydrometallurgy technology within the European smelters to 

take the expanded volume of MRM bulk concentrate. 

○ The potential to supply lead by-products from the hydrometallurgy technology smelters as a 

feedstock to the Brunswick Lead Smelter in Canada. 

● There is now a genuine urgency to implement Xstrata Zinc’s strategic plan. 

● A demonstration plant was commissioned in July 2010 at the San Juan de Nieva Smelter in Spain and 

another will be commissioned in Nordenham, Germany in early 2011. These developments are still 

undergoing feasibility analysis. 

● The two demonstration plants represent an investment of USD19 million. The full cost to expand the 

two smelters using the new technology is estimated at USD650 million. 

● The decision to proceed with the MRM expansion requires the successful conclusion of feasibility 

studies and technology trials in Europe as well as positive outcomes from the MRM feasibility study 

and environmental impact assessment. 

● MRM produces a mixed zinc and lead concentrate known as “bulk concentrate”. Due to its high 

content of lead, this product cannot be processed regularly in conventional electrolytic zinc plants 

which are the most common type of zinc process. 

● Over 90% of zinc produced globally is produced by electrolytic smelters. 

● The only smelters that can treat bulk concentrates are the ones with Imperial Smelting Furnaces (ISF). 

Unfortunately, during the last decade the ISF process became less competitive than electrolytic 

smelters mainly due to its high labour intensity and escalating metallurgical coke prices. 

● A number of ISF’s were forced to close down in the past years mainly in Europe reducing the share of 

zinc produced by this process to less than 6% of primary global zinc. The recent closure of the 

Shaoguan ISF by Chinese authorities for environmental reasons only worsens this trend of growing 

difficulties to sell the output of MRM bulk concentrates. 

● This shrinking market situation together with a still high operating cost at MRM poses a serious risk for 

the future viability of MRM. In order to solve this problem Xstrata Zinc intends to implement a strategic 

plan involving the expansion of MRM to reduce its unit operating cost to make it competitive with other 

zinc mines and at the same time expand its European smelters with a direct leaching stage developed 

in-house which can process the bulk concentrates produced at MRM. 

● Previous efforts to install this new technology in Gladstone were unsuccessful due to the elevated cost 

of capital involved in a Greenfield site. 


3. There would be no change to the McArthur River channel. 


● Planning for the open pit operation took into consideration the significant potential reserves within the 

ore body and consequently civil works were carried out in such a way to facilitate the mine’s future 

expansion subject to approvals. 

● This expansion would see MRM maximising mining operations within the bund area. 

● There is no intention of further diversions to the McArthur River or Barney Creek channels. 

● The EIS will investigate all environmental, infrastructure and operational requirements associated with 

the expansion. 


7 Project Q&As 

Stakeholder engagement 

Q. What discussions have you had with the NTG regarding the proposed development? 

We have spoken with government regarding this opportunity to build on the success of the conversion to 

open pit mining. 

Q. What was their reaction? 

There is recognition in government that the open pit operation has been successful. It has achieved 

production targets, maintained the mine’s good record for environmental management and invested over 

$7 million in community benefits. Importantly, Indigenous employment has also increased from 9% of the 

workforce to 20%. The proposed expansion is an opportunity to build on this success. 

Q. Has the local community been consulted about the expansion plan? 

We will be conducting a thorough community consultation program as part of the EIS process. 

Q. Do you anticipate significant opposition to the plan given the difficulties in getting the open pit 

conversion approved? 

Everyone is entitled to their own opinion and we will be conducting a thorough community consultation 

program to ensure all views are heard. 

The key difference with this development is that it will not require any change to the McArthur River or 

Barney Creek channels which have now been established as the permanent water courses for these 

sections of the river system. 

Q. After the issues with the last development, you must expect though that there will still be 

opposition to anything MRM does? 

Everyone is entitled to their own opinion and we will be conducting a thorough community consultation 

program to ensure all views are heard. 

It is also important to acknowledge there are many community members who see the open pit operation 

as successful, particularly due to our work through the MRM Community Benefits Trust and with 

Indigenous employment. 

Planning 

Q. Why is this development necessary so quickly after the open pit development was completed? 

This is mainly due to two drivers. One is the change in the smelter market. Over 90% of zinc produced 

globally is produced by electrolytic smelters. The market MRM supplies – the Imperial Smelting Furnaces 

– is less cost competitive and now produces less than 6% of the world’s primary zinc and is in decline. 

We need to find a new market for our bulk concentrate as it cannot be used by electrolytic smelters. 

We now have an opportunity to develop MRM as part of an integrated plan involving Xstrata Zinc’s 

European Smelters and the Canadian Lead Smelter. Xstrata’s proprietary hydrometallurgy technology 


smelters are able to use MRM bulk concentrate as a feedstock. This creates a new market for MRM’s 

expanded production in addition to the current customers in Europe and Asia. 

Q. Did you know when you were getting the open pit approved that this development would be 

possible? 

It was always understood that there are significant potential reserves within the orebody mined by MRM. 

The civil works for the open pit conversion were done in such a way to facilitate the mine’s future 

expansion subject to approvals. This proposed development builds on the success of the open pit 

conversion. 

Q. Why are the feasibility study and EIS being conducted at the same time? 

There is a real urgency to progress with this plan and find a solution for MRM markets. The timing is also 

linked to ongoing feasibility studies and technology trials in Europe at the smelters. 

Q. When do you plan to start mining at the higher rate? 

All the developments within the integrated plan are aiming for a 2013 indicative start up. This is subject to 

the successful conclusion of all the feasibility studies, technology trials and environmental impact 

assessment. 

Q. How much ore would be left in the deposit after mining the 115 million tonnes? 

The ore body at MRM is a large deposit, and at this early stage, it is hard to provide an exact answer as 

further studies will be required. 

Q. Can the mine be expanded any more after this? 

We are continuing to expand our reserves but any further development plans would again, be subject to 

approval. 

Q. Are you mining the open pit faster than initially planned? 

We have approval to mine 43 million tonnes. This opportunity is to build on the success of the open pit 

operation to date and increase production. 

Q. You initially had approval for a production rate of 1.8 million tonnes. You are already doing 

more than that. How is that possible? 

MRM operates with regulatory approval for our annual mine management plans. The open pit operation 

has to date, achieved all production targets. The development opportunity is to now build on that 

success. 

Q. Will you be releasing the Mine Management Plan for the expanded operation as part of the EIS 

process? 

The MMP is not relevant to the environmental impact assessment. This is a regulatory document the 

details our operational plan. 

Q. Did you consider building your own smelter in Australia? 

Yes we investigated a site in Gladstone however it proved to be unviable to develop a Greenfield site 

compared to brownfield expansions to our European smelters. 


Issues 

Q. How much bigger will the tailings dam need to be and how can you be sure it will not leak? 

The planning for the tailings dam and other infrastructure will be conducted as part of the EIS and 

feasibility study. It is important to recognise that MRM has to date, maintained a record of no adverse 

impact on the environment since mining commenced in 1995. 

Q. How many additional jobs will be created by this development? 

The workforce planning will be conducted as part of the EIS and feasibility study. 

Q. Will you need to expand Bing Bong and/or dredge a second channel for ships or another 

barge? 

There is no requirement to expand the Bing Bong facilities or dredge a second channel as there is 

currently adequate capacity to manage the increased production levels. 

Q. Your Mine Management Plan is approved for a production rate of 2.1 million tonnes per year, 

however in 2010, you produced 100,000 tonnes more. Why? 

There is a timing difference between when production results are calculated. The Mine Management Plan 

period records production achieved from October through to September, whereas our production rates 

are based on results achieved during a calendar year. 

Q. What rehabilitation has been done of the McArthur River in the past year? 

Since the 2007/08 wet season, MRM has planted more than 40,000 seedlings and direct-seeded more 

than 18 different tree, shrub and grass species across more than 120.4 hectares of land surrounding the 

Barney Creek and McArthur River channels. 


8 Stakeholder and Issues Identification 

8.1 Issues classification 

Figure 10 shows categories and details of issues anticipated to be raised during the project: 

Grouping Issue Potential concerns 

Environment Bing Bong 


Dust / air quality 

Flora 

Fauna 


Rehabilitation – general 

Rehabilitation – 

McArthur River / 

Barney Creek 

Water monitoring 

● Extra barge movements and potential impacts on surrounding coast 

environment / Sir Edward Pellew Islands area 

● Impact of more ships on the Gulf 

● Safety of boating 

● Impact of increased barge and ship movements 

● Levels of metals / dust in swing basin 

● Ongoing preservation of cultural heritage 

● Identification and protection of sites of cultural significance and sacred 

sites 

● Concern about dust from site / tailings / overburden / loading and barge 

movements at Bing Bong 

● Protection of local species 

● Propagation of local species in rehabilitation works 

● Marine, freshwater, land – concern about endangered and threatened 

species 

● Contamination of traditional food sources 

● Querying results of Independent Environmental Monitor’s report and 

Australian Institute of Marine Science reports 

● Ongoing monitoring throughout mine life and after mine life 

● Relating to mine closure, tailings storage facility, overburden facility, 

open pit 

● Concern about whether further re-channelling will be required for project 

● Ongoing rehabilitation results 

● Local assistance / employment in area of rehabilitation 

● Any potential impacts on local water courses. 

● Metal content in water – McArthur River and Barney Creek 

● Ensuring water quality is not compromised 

● Monitoring changes in waterway systems. 

Project Construction ● Length of time for construction 

● Number of workers required on site 

● Expense of construction 

● Break-down for where project funding will be allocated (i.e. plant 

upgrades, power station upgrades) 


Grouping Issue Potential concerns 

Social 

Design 

General 


OEF 

TSF 

Traffic and transport 

Community Benefits 

Trust 

● Design of various facilities – pit, overburden emplacement facility, 

tailings storage facility 

● Issues unable to be classified in other areas 

● Whether extra dredging or development will be required at Bing Bong 

● Potential dust impacts on the coastal area 

● Whether any additional OEFs are required and where they will be 

located 

● Changes to be made to current OEF 

● Concern about potential environmental impacts 

● Visual amenity 

● Will TSF be made higher / wider 

● How is seepage being managed 

● Concern about potential environmental impacts 

● Visual amenity 

● Impact of double the truck movements between the mine and Bing Bong 

● Impact of more freight trucks required to service mine 

● Road maintenance. 

● Will the MRM allocation of funding for the CBT increase with increased 

production 

● How can organisations access the fund 

● How are grants approved? 

Compensation / royalties ● Will TOs and Indigenous groups receive compensation as a result of 

increased production 


Employment 

Procurement 

Youth opportunities 

Consultation 

● Potential for extra economic contribution to local area 

● Opportunities for increased employment as a result of the proposed 

project 

● Issues with retention 

● Local issues such as humbugging, alcohol and drug management, low 

literacy / numeracy, housing shortages – how will MRM manage these to 

ensure there are good incentives for employment? 

● Increased opportunities for local suppliers 

● Opportunities for youth to be involved in employment and other mine 

initiatives e.g. sponsorship 

● Community and stakeholders wish to be consulted more during mine 

operations and be involved in decision-making 


8.2 Stakeholders 

A broad list of stakeholder groups is contained below. All require consultation. The list will be developed 

further as a consequence of consultation. 

Broad stakeholder groups 

● Federal Government 

○ Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) 

● NT Government 

○ Department of National Resources, Environment, the Arts and Sport (NRETAS) 

○ Department of Land and Planning 

○ Department of Housing, Local Government and Regional Services 

○ Centrelink 

○ Parks and Wildlife Borroloola (Gulf District) 

● Roper Gulf Shire Council 

● Traditional Owners – Gurdanji, Yanyuwa, Garawa, Mara 

● Communities of Borroloola, Robinson River, King Ash Bay 

● Community organisations and interest groups 

○ MRM Community Reference Group 

○ Community Men’s and Women’s Groups (Community Benefits Trust) 

○ Northern Land Council (NLC) - Borroloola 

○ Environment Centre Northern Territory (ECNT) 

○ Li-Anthawirriyarra Sea Rangers 

○ Mungoorbada Aboriginal Corporation (Robinson River) 

○ Mabunji Aboriginal Resource Association Inc. (Borroloola) 

○ Borroloola Health Clinic 

○ Borroloola NAIDOC Committee 

○ Boonu Boonu Festival organisers 

○ Aboriginal Areas Protection Authority 

○ NT Chamber of Commerce 

○ Economic Development Committee 

○ Mawurli and Wirriwangkuma Aboriginal Association (MAWA) 

○ Industry Services Australia (ISA) 

● Borroloola residents and business owners 

● Borroloola school and other services 

● Regional community members 

● Individual opponents 

● Individual advocates 

● Pastoralists (e.g. McArthur River Station) 

● Local radio station 

● Employees and suppliers. 


9 Issues Management 

Management of issues is imperative through all communication activities. 

All issues or potential issues relating to key stakeholder or community members must be reported to the 

communications team immediately. The project team will then assess the issue, determine the potential 

impact and mitigation measures, and act appropriately. 

Issues will be managed as shown in Figure 11 below: 

Activity Detail Responsibility 

Clear positioning 

Points of contact 

Issues register 

Monitoring / tracking 

issues 

Workshop outcomes 

Mitigation 

All project team members will have an understanding of 

MRM’s positioning on anticipated issues. 

MRM’s position is based on responses provided in Q&A. 

Every point of contact with stakeholders and the community 

will be used as a means of proactively addressing anticipated 

issues using positioning messages. 

Every opportunity will be taken to obtain feedback on 

anticipated issues. 

A register will be maintained outlining all issues raised by 

stakeholders and within the media. 

Updates on progress of resolution / feedback sent to project 

team members. 

CMS will be used to monitor progress of issues resolution, and 

track emerging issues. 

Issues and outcomes will be workshopped with MetServe for 

inclusion as appropriate within EIS draft. 

Issues will be mitigated as much as possible as they arise 

Mitigation techniques will be communicated to stakeholders as 

appropriate. 

Drafting positioning – 

Rowland 

Communicating positioning – 

Ettienne Moller & Vicky 

Nangala 


Vicky Nangala 

Joanne Pafumi 

Brian Hearne 

Rowland 

Rowland 

MetServe 

MRM / Xstrata Zinc 

Rowland 


Vicky Nangala 


10 Media Management 

The media holds a large amount of influence over public opinion, particularly in the NT. Maintaining 

awareness of and anticipating potential coverage and issues raised in the media will allow the project 

team to be able to respond appropriately and proactively where possible. 

Media will be managed as shown in Figure 12 below: 

Activity Detail Responsibility 

Media relations 

Media monitoring 

Local radio 

Media statements will be issued at the following project 

milestones: 

● Launch of Notice of Intent 

● Lodgement of Environmental Impact Statement and 

commencement of public review period 

Media relations will also occur as an issues management strategy 

when required. 

Media coverage will be monitored through Xstrata Zinc’s media 

monitoring processes. 

Negative media / issues will be responded to where it is deemed 

appropriate. 

Monitoring of coverage will also be used to evaluate effectiveness 

of communication and consultation activities, and public 

awareness of the project. 

Local radio in Borroloola is a primary means of communicating 

broadly with community and township members. 

Community announcements will be broadcast via this medium. 

Where necessary, interviews will be broadcast with the project 

team members to provide information. 

Joanne Pafumi 

Rowland 

Joanne Pafumi 

Fran Rossberg 


Vicky Nangala 

10.1 Media policy 

No MRM / Xstrata Zinc or MetServe employee or contractor should communicate with any representative 

of the media about any aspect of the project. All media enquiries should be referred to the 

communication team, and Joanne Pafume (Xstrata Zinc) will respond. 

10.2 Standard script for media enquiries 

The following script should be used by all project team members when approached by representatives of 

the media: 

“I’m the not the best person to answer your query, but I will take down your details and arrange for 

someone from Xstrata Zinc to contact you.” 

The Project team member should ask the following questions to ensure they can respond to the 

journalist’s questions in a timely, appropriate manner, and then provide this information to the 

communications team immediately: 


● What is your name? 

● Where are you (calling) from? 

● What is the best number to contact you on? 

● What information do you require? 

● What is your deadline? 


11 Project Controls 

11.1 Recording consultation and community feedback 

All interactions with community and township members and key stakeholders will be recorded in the 

Consultation Manager (CMS) database by Rowland to ensure details of all stakeholders and their issues 

regarding the project are included in the EIS, and that feedback is provided to stakeholders as to how 

their input has been considered. Recording in CMS provides the following benefits: 

● Recording of issues and resolutions 

● Opportunities for issues tracking and analysis 

● Identification of appropriate communication methods and materials 

● Various reporting functions to provide a wide range of data able to be analysed. 

11.2 Reporting consultation findings 

During implementation of the Plan, summary reports will be provided on a weekly basis to MetServe and 

Xstrata Zinc. The report, generated from CMS and analysed by the Rowland EIS team, will include a 

summary of all stakeholder and community member contact during the week, together with issues raised. 

A draft technical report will detail preliminary findings based on results of consultation activities, and will 

be provided immediately following completion of the second round of consultation. 

Reports, including all figures and appendices, will be provided in electronic format (draft and final reports 

in both MS Word and Adobe Acrobat format). 


12 Evaluation 

Evaluation will allow the project communication team to track the effectiveness of the Stakeholder 

Engagement Plan in meeting objectives, and if necessary, inform modification of the strategy to ensure 

the Plan continues to meet objectives. 

Figure 13 shows objectives, measurable outcomes and measurement tools: 

Objective Measurable outcome Measurement tool 

● 

Stakeholders are aware 

and accurately informed 

about: 

○ the proposed project – 

what to expect during 

construction and long-term 

operation 

○ why the project is required 

○ potential benefits and 

impacts of the project to 

the community 

○ Monitoring and 

environmental issue 

mitigation strategies 

○ The EIS period – how to 

contribute 

○ The consultation process 

through MRM’s submitted 

EIS. 

Stakeholders are proactively 

provided with opportunities to 

ask questions, provide input 

and receive answers 

throughout the EIS process 

● All identified stakeholders are 

provided information about the 

project 

● Feedback received from 

stakeholders demonstrates an 

understanding of the project / 

benefits / EIS / consultation 

process 

● Unsolicited project queries and 

feedback is high and comes via 

advertised channels, e.g. MRM 

hotline or email address. 

● Minimal reports of stakeholders 

feeling they were not proactively 

provided opportunities to 

comment / provide feedback 

● High level of clear, constructive 

feedback received 

● Feedback received within 

advertised consultation period in 

a timely fashion. 

● CMS – cross-check records against the 

Plan to ensure all identified stakeholders 

have been contacted / met with and 

provided with written documentation 

● CMS – analysis shows feedback 

provided demonstrates understanding 

● Media coverage – minimal clippings with 

stakeholders claiming to be a) unaware 

of the project, b) not given opportunity to 

provide feedback. 

● CMS – analysis shows minimal 

complaints about consultation process 

● CMS shows stakeholders have provided 

feedback 

● Positive anecdotal feedback is received 

about the consultation process. 

Stakeholders trust and refer to 

MRM as their primary source of 

project information 

● Low level of misinformation in 

circulation 

● High level of MRM project 

materials in circulation 

● Unsolicited project queries and 

● CMS – analysis shows high level of 

stakeholder understanding about project 

● CMS – meeting records show type of 

materials provided to track circulation 

● CMS – analysis shows feedback comes 



Stakeholders and MRM work 

together to identify and address 

issues in a timely manner 

MRM fosters positive 

relationships conducive to open, 

two-way communication with 

stakeholders 

MRM’s reputation is protected 

and enhanced 

MRM develops sustainable 

communities 

feedback comes via advertised 

channels 

● Media coverage with 

stakeholders claiming limited to 

no project knowledge is minimal. 

● Stakeholders work with MRM 

through consultation process to 

identify and address issues 

● Relationships are strengthened 

and enhanced through the 

consultation process 

● MRM’s portrayal in the media is 

predominantly balanced, neutral 

or positive 

● Stakeholder and community 

sentiment towards MRM is 

predominately balanced, neutral 

or positive. 

● A high level of community respect 

and trust in MRM is in place 

● The local community reaches 

growth objectives. 

via in person, telephone, email or 

community meeting 

● CMS – number of Project enquiries 

● Media analysis – number of media clips 

with stakeholders and community 

members claiming limited or no Project 

knowledge are minimal. 

● Community Reference Group (CRG) - 

used as an issues management and 

resolution tool 

● Anecdotal feedback from the CRG 

regarding the engagement and 


● CMS – analysis shows stakeholders 

provide feedback and work 

constructively with MRM through 


● Project reporting highlights potential 

issues raised by stakeholders, and 

management/mitigation strategies 

● Implementation of the Stakeholder 

Engagement Plan results in feedback for 

SIA and Consultation Report. 

● Anecdotal feedback from stakeholders 

and the CRG regarding the timeliness of 

communications resources and 

satisfaction with the information provided 

● The next 360 Degree Survey to be 

undertaken shows improved results in 

effectiveness and performance. 

● Analysis of media clips show balanced, 

neutral or positive reporting about MRM 

and the project is high 

● Anecdotal feedback from the CRG 

regarding how MRM is viewed in the 

community is positive / neutral 



perceptions about MRM. 



community sustainability. 

Negative sentiment is minimised 

● Questions and feedback provided ● CMS – detail of feedback / input shows 



and all feedback is considered in 

EIS submission 

in first round of consultation are 

answered adequately in second 

round of consultation 

● High level of support and 

endorsement. 

stakeholders feel queries have been 

adequately answered. 


Appendix 2 

Appendix 2: IAP2 Core Values 

As an international leader in public participation, IAP2 has developed the "IAP2 Core Values for Public 

Participation" for use in the development and implementation of public participation processes. 

These core values were developed over a two year period with broad international input to identify those 

aspects of public participation which cross national, cultural, and religious boundaries. 

The purpose of these core values is to help organisations, decision makers and practitioners make better 

decisions which reflect the interests and concerns of potentially affected people and entities. 

1. The public should have a say in decisions about actions that could affect their lives. 

2. Public participation includes the promise that the public's contribution will influence the decision. 

3. Public participation promotes sustainable decisions by recognizing and communicating the needs and 

interests of all participants, including decision makers. 

4. Public participation seeks out and facilitates the involvement of those potentially affected by or 

interested in a decision. 

5. Public participation seeks input from participants in designing how they participate. 

6. Public participation provides participants with the information they need to participate in a meaningful 

way. 

7. Public participation communicates to participants how their input affected the decision.

Appendix 3 

Appendix 3: IAP2 Spectrum 

IAP2's Public Participation Spectrum is designed to assist with the selection of the level of participation 

that defines the public's role. The Spectrum show that differing level of participation are legitimate 

depending on the goals, time frames, resources and levels of concern in the decision to be made. 

However, and most importantly, the Spectrum sets out the promise being made to the public at each 

participation level.

Appendix 4 

Appendix 4: Communication tools



Factsheet 1. Project Introduction 

11 March 2011

Factsheet 1. Project Introduction 

McArthur River Mine Phase 3 Development Project 

Xstrata Zinc is conducting studies into the third phase of 

development at McArthur River Mine (MRM) following its 

commencement as an underground mine in 1995 and later 

conversion to open pit mining in a project completed in 2009. 

The proposal involves increasing MRM mine production 

to approximately 5 million tonnes per year resulting in an 

increase in bulk zinc/lead concentrate volume to 800,000 

tonnes per annum. Concentrate would continue to be 

trucked to the Bing Bong loading facility, with product 

loaded via the existing offshore barge facility. 

The indicative cost of the project is $270 million. Subject 

to the completion of studies and internal Xstrata and 

government approval, works on the project would 

commence in 2012. 

A notice of intent for an environmental assessment of the 

project was lodged with the Northern Territory Government 

on 11 March 2011 (www.nt.gov.au/nreta/environment/ 

assessment/index.html). 

Map of current MRM operations and base case for 

assessment for MRM Phase 3 Development Project 

The key features of the proposed development comprise: 

• expanding the existing open pit mining operation within 

the bund through an expanded fleet of conventional 

shovels/excavators and large haul trucks 

• increasing the capacity of the existing Tailings Storage 

Facility (TSF) 

• generating approximately 500 million tonnes of additional 

waste rock to be sent to overburden emplacement 

facilities (OEF) 

• upgrading the processing plant 

• expanding the power station requirements at the 

mine site 

• building a temporary construction camp and expanding 

the existing accommodation facilities 

• increasing MRM’s mineable reserves from 53 million 

tonnes to 115 million tonnes, extending the life of mine 

to 2033 at the proposed higher rate of production. 

A scoping study conducted in 2010 has confirmed the 

development project would not expand the open pit beyond 

the current boundary of the bund wall and there is no 

intention of further diversions to the McArthur River or Barney 

Creek channels. The map below provides the baseline concept 

for the development project. 

Basecase 

TSF 

Upgrade 

Existing 

TSF 

Basecase 

OEF 

Extension 

Existing 

North 

OEF 

Mill 

Camp 

Existing 

Pit 

Pit 

Expansion 

Airstrip 

Bund 

McArthur River Channel

The proposed Phase 3 Development Project follows the 

conversion to open pit mining which has enabled MRM to 

meet all targeted objectives on production, employment, 

environmental management and socio-economic benefits 


In the years since initial open pit mining approvals were 

received in October 2006, MRM has maintained its record of 

good environmental performance, committed over $7 million 

to support the development of the Gulf region through the 

MRM Community Benefits Trust and increased indigenous 

workforce participation in the operation from 9% to 21%. 

MRM achieved a 7% increase in ore mined from 2.1 million 

tonnes in 2009 to 2.2 million tonnes of ore in 2010 and a 

10% increase in zinc in concentrate from 166,467 to 

183,517 tonnes. The volume of bulk concentrate produced 

was 384,000 dry metric tonnes. 

Development project features 

Item 

Resource 

Current Approved Project 

53 million tonnes measured indicated and 

inferred 

Proposed McArthur River Mine Phase 3 


Likely mining reserve of 115 million tonnes total 

Mine Life Estimated 21 years from 2006 approvals (2027) Additional 6 Years to 2033 

Mining method 

Open Pit 

Dimensions 

Mining Rate 

Capacity 

Tailings 

Overburden 

Emplacement 

Facility 

Processing 

Open pit mine using conventional drilling, 

blasting, loading and haulage methods 

Length – 1500 metres 

Width – 800 metres 

Depth – 210 metres 

Overall footprint – 103 hectares 

2.5 million tonnes of ore per annum 

Tailings discharged to Tailings Storage Facility 

(TSF) 

185 million tonnes overburden emplacement 

facility 

Grinding and flotation to produce zinc 

concentrate 

No Change 

Length – 1500 metres 

Width – 1500 metres 

Depth – 410 metres 

Overall footprint – 203 hectares 

Approximately 5 million tonnes of ore per 

annum 

Extension to existing TSF or increase height of 

existing TSF to create additional capacity. 

Extra 500 million tonnes of overburden to be 

emplaced in additional sites to be investigated 

against a range of criteria. 

No Change 

Power 20 Mw from a gas fired power station Estimated extra 20 Mw required 

Product/year 

Transport 

Water Management 

Workforce 

Zinc concentrate – 360,000 dry metric tonnes 

(166,000 tonnes of zinc in concentrate) 

Concentrate trucked to Bing Bong Loading 

Facility and barged offshore for transfer 

and shipment 

Bore fields supply (if required) 

Mine water collected and utilised in the process 

Emergency discharge licence in place 

440 employees and contractors 

Zinc concentrate – 800,000 dry metric tonnes 

(368,000 tonnes of zinc in concentrate) 

No change in method. 

Approximate doubling of concentrate volume 

trucked to Bing Bong for shipment 

To continue. 

Existing water management structures to be 

upgraded. 

Construction – peak 900 personnel 

Operation – approximately 550 personnel 

MRM Phase 3 Development Project

Integrated plan 

The MRM Phase 3 Development Project is part of a 

$900 million (USD900 million) integrated plan involving 

MRM and Xstrata Zinc’s European and Canadian 

smelters. The plan aims to secure the long-term future 

of MRM in the face of a decline in the traditional 

international markets for the bulk zinc-lead concentrate 

it produces. 

The plan involves the increase in mine production at 

MRM, the installation of proprietary hydrometallurgy 

technology in Xstrata Zinc’s San Juan de Nieva smelter 

in Spain and Nordenham smelter in Germany, and 

potentially, further improvements in the Brunswick 

Lead Smelter in Canada. 

It is by increasing production at MRM and reducing unit 

costs that the overall project is financially viable. 

The Imperial Smelting Furnaces which currently consume 

MRM bulk concentrate now produce less than 6% of the 

world’s primary zinc and this market is declining. Over 

90% of zinc produced globally is produced by electrolytic 

smelters which cannot use bulk concentrate. 

Xstrata’s proprietary hydrometallurgy technology smelters 

are able to use MRM bulk concentrate as a feedstock. 

The integrated plan therefore creates a new market for 

MRM’s expanded production in addition to the current 

customers in Europe and Asia. 

The decision to proceed with the proposed development 

is subject to the outcomes of ongoing feasibility studies 

and associated technology trials in Europe as well as the 

environmental assessment for MRM. 

Contact Details 

Xstrata Zinc Australia, GPO Box 1421 Brisbane, Queensland Australia 4001, Telephone: +61 7 3295 7588 

McArthur River Mine, PO Box 36821 Winnellie, Northern Territory Australia 0821, Telephone: +61 8 8975 8149 

Website 

www.xstrata.com 

www.mcarthurrivermine.com.au


Factsheet 2: Tailings 


July 2011 

Ongoing investments in TSF management 

MRM’s dedication to ensuring the mine causes no adverse 

impact on the river or Gulf environments has seen significant 

investments made in managing the TSF since 2006. 

MRM has invested more than $10 million in the TSF to 

protect the environment, including: 

• decommissioning and commencement of rehabilitation 

of Cell One to minimise risk of seepage into the waterway, 

including geochemical assessment of tailings 

Cell One is undergoing rehabilitation work, which has included 

installation of a 500mm clay cap. 

MRM has invested more than $10 million 

since 2006 to continuously improve the 

performance and management of the 

Tailings Storage Facility (TSF). 

Tailings are water-based waste products generated through 

MRM’s open pit mining operations. Waste water and 

solids from the MRM processing plant are currently taken 

by pipeline to the TSF on the west side of the Carpentaria 

Highway, south of Surprise Creek. 

Divided into parts, Cell One of the TSF, which is closest 

to Surprise Creek, has been decommissioned and is now 

undergoing rehabilitation. The successful rehabilitation 

of Cell One serves to inform MRM’s future seepage 

management and development plans. 

• installation of a sump to intercept surface leachate 

draining toward Surprise Creek 

• installation of a geo-polymer fill as a physical barrier to 

prevent further seepage 

• installation of an additional five peizometers within the 

TSF embankments for monitoring 

• ongoing monitoring of Surprise Creek, ensuring average 

zinc, lead, copper and cadmium concentrations at 

monitoring locations remain within stipulated guidelines 

• undertaking electromagnetic surveys to locate and 

manage potential seepage points 

• developing additional protection with emergency spillways 

• continuing the monitoring program to assess tailings 

content, seepage, and integrity of the embankment walls, 

pipe and infrastructure. 

Cell Two is now used for tailings deposition, with water 

re-drawn to the processing plant and recycled for use. 

In 2010, MRM increased its recycled water usage by 

17% on the previous year to more than 95% of all water 

used onsite. 

Cell Three is not currently in use for tailings purposes. 

It is used as a water management dam for fresh water and 

as an overflow point for Cell Two. 

For the proposed Phase 3 Development Project, the design of 

the expanded TSF will be a key priority of the environmental 

assessment. 

Surprise Creek is monitored weekly.

MRM – Phase 3 Development Project 

TSF considerations for the Phase 3 


MRM will undertake a thorough environmental assessment 

as part of the proposed Phase 3 Development Project 

Environmental Impact Statement (EIS). 

This will include studies into the best methods to manage 

and contain tailings for the expanded operations. 

MRM will investigate all options to determine the most 

sustainable tailings management design and operational 

strategy, taking into account all environmental factors. 

REHABILITATION OF CELL 1 

Work is underway to rehabilitate Cell 1 in line with 

the natural surroundings. This involves placing layers 

of clay, rock and other materials on the cell closest to 

Surprise Creek (as shown below). On completion, 

the rehabilitation layers will be as shown: 

MRM’s Tailings Storage Facility 

GRASS SEED 

TOP SOIL – 100mm 

CLEAN ROCK –1500mm 

CLAY CAP – 500mm 

TAILINGS 

CELL 1 

Closest to Surprise Creek, this cell is 

no longer in use, and is currently 

undergoing rehabilitation. 

CELL 2 

Active. Tailings are pumped 

into Cell 2 through pipes situated 

around the edges, so water 

is situated in the middle 

away from walls. 

SURPRISE CREEK 

CELL 2 

CELL 1 

CARPENTARIA HIGHWAY 

Tailings are pumped from 

MRM’s processing plant 

CELL 3 

Not currently in use 

for tailings purposes. 

Used as a water 

management dam 

for fresh water catchment 

and as an overflow point 

for Cell 2. 

CELL 3 

Water is pumped from the 

tailings storage facility back to 

the processing plant to be recycled. 


Xstrata Zinc Australia, GPO Box 1421 Brisbane, 

Queensland Australia 4001, Telephone: +61 7 3295 7588 

McArthur River Mine, PO Box 36821 Winnellie, Northern 

Territory Australia 0821, Telephone: +61 8 8975 8149 

Website 


www.mcarthurrivermine.com.au 

For further information contact MRM on: 

mrmprojenq@xstratazinc.com.au 

Telephone: 1800 211 573


Factsheet 3: Overburden 

July 2011 

Overburden is the term used to describe 

the waste material surrounding the zinclead 

ore. The overburden includes some 

topsoil, clay and a variety of rocks. For 

every tonne of ore mined at MRM, there 

are five tonnes of overburden mined. 

2. Potentially acid forming (PAF) materials – are the types of 

rock that, when exposed to air and water, can generate 

an acidic water, soluble metals or salts that could impact 

the environment. 

Overburden is not subject to any mineral processing at the 

mine. The different types of overburden have different uses 

at the site: clay may be used for building pads and dams; 

small rocks used for building roads; large rocks used for 

armouring against erosion; and topsoil used for rehabilitation. 

Some materials are temporarily stored in stockpiles. Unsuitable 

or excess overburden is permanently stored within areas 

called Overburden Emplacement Facilities (OEFs). 

The proposed Phase 3 Development Project is expected 

to generate an extra 500 million tonnes of overburden. 

A number of options for its storage, including an expansion 

of the existing North OEF, are under review as part of the 

environmental planning. 

Storing of overburden 

OEFs are designed to protect against any environmental 

impact. To do this, they must be physically stable in the 

long term. The position, height and slope of the OEFs are 

important factors in their physical stability. 

The most important chemical property of the overburden 

is linked to what happens when it oxidises through contact 

with air and water. Oxidation of rocks may produce a liquid 

called leachate. The nature of this leachate determines which 

category of overburden the rock belongs to: 

1. Non-acid forming (NAF) materials – about 80% of the 

rocks – are chemically stable. When wet with rain, they 

will not generate any by-products that could impact 

on the environment. Only NAF material is used on the 

external faces of all mine structures such as the bund wall. 

Rocks are classified 

Identifying the ore, overburden and the different types of rock 

is important for both the mining operation and environmental 

protection. 

Geologists check each stage of mining using extensive 

studies, geochemical testing, maps, surveys and samples. 

They physically walk the face to be mined and mark it up with 

coloured paint and tape to differentiate between the ore and 

types of overburden. 

Separated while digging 

Each section of ore and the different types of rock are scooped 

up separately by the diggers, and placed into the back of large 

trucks. The trucks also identify whether they carry PAF, NAF or 

ore material. The type of rock determines where their load is 

deposited.


Most goes to the North OEF 

The North OEF is where most of the overburden is currently 

stored. This area has the capacity to store 185 million tonnes 

of waste rock over a 255 hectare footprint to a previously 

approved height of 80 metres. 

Options are under review to increase the total OEF capacity, 

which will examine expansions to the North OEF as well as 

additional OEF locations. 

The PAF rock is placed in specially constructed cells inside the 

core of the North OEF. The cells are completely surrounded 

by layers of clay that minimises the amount of air and water 

contacting the PAF rock. A layer of NAF material then further 

protects the cell from oxidation and erosion. The PAF cells 

are located above the 1-in-100 year flood level to ensure 

they don’t get wet from floodwaters. The multiple layers of 

protection isolate the PAF rocks from the weather and protect 

the environment. 

The OEFs are extensively monitored 

MRM’s environmental monitoring program has demonstrated 

the mine has had no adverse impact on the McArthur River 

or Gulf environments. The performance of the overburden 

facilities is monitored to check: 

• water quality and sediments in the North OEF run-off 

ponds to make sure rocks are being categorised correctly 

and the management strategies are working 

• groundwater quality through monitoring bores installed 

around the mine site 

• physical stability against wind and water erosion. 

Specialist testing is also underway to help future management 

of overburden. Called a ‘Kinetic Column Leach Test’, this 

process simulates the natural weathering of rocks. From 

this, MRM can better plan strategies to keep improving the 

performance of the overburden facilities. 

Cultural heritage is protected 

NORTH Overburden 

Emplacement Facility 

Archaeological 

Site MRM4 

The shape of the North OEF has been 

designed to ensure an archaeological site 

is protected. This is the site of a stone 

artefact quarry. Custodial elders and 

Traditional Owners of the Gurdanji people 

and an archaeologist inspected this site 

before the North OEF was developed. It is 

now protected as a site of archaeological 

significance. 

C reek 

Barney 

Creek 

B 

McArthur 

R iver 






Website 





Telephone: 1800 211 573


Management 

August 2011 

McArthur River Mine (MRM) is situated 

on the traditional lands of the Gurdanji, 

Binbinga and Yanyuwa people. Today, 

these lands continue to be important to 

these and other local traditional language 

groups including Garawa, Mara and 

Alyawa people. 

MRM is an active member of the community and works closely 

with Traditional Owners to preserve the cultural heritage of the 

local Aboriginal people. We respect local customs and values and 

safeguard sacred sites within the footprint of our operations. 

MRM’s commitment to cultural heritage management is guided 

by Xstrata plc’s Business Principles, which uphold and promote 

human rights within our areas of influence and respect the 

cultural heritage, customs and rights of communities. 

The way in which we deliver on this commitment is articulated 

in our Cultural Recognition Policy. This policy provides a mandate 

for cross-cultural respect and awareness through which MRM 

has established valued relationships with local Aboriginal 

people and Traditional Owners. It also ensures our workforce 

understands the traditional rights and culture of Indigenous 

people and oversees a number of systems and processes to 

ensure sites of cultural significance, and matters of cultural 

interest, are identified and preserved. 

MRM’s policy to contribute to the social and economic 

development of the communities in which we operate also 

defines our commitment to working openly, closely and 

transparently with our stakeholders throughout the lifecycle of 

our operations. 

17 sites of cultural significance 

Extensive studies, including archaeological and ethnographic 

surveys, have been undertaken to identify and protect 

culturally significant sites within MRM’s lease area. These 

studies have identified 17 sites of cultural significance that 

either have a direct link to dreamtime stories or are important 

to the history and culture of the local Aboriginal people. 

These sites are registered with the Aboriginal Area Protection 

Authority. This statutory authority of the Northern Territory 

Government was established under complementary NT 

legislation in accordance with the Commonwealth Land 

Rights Act 1976. The AAPA has issued authority certificates 

for all of the mine’s operational areas in accordance with the 

Northern Territory Aboriginal Sacred Sites Act 1989. 

MRM takes its responsibility seriously for the care and protection 

of scared sites or sites of significance located within its operations. 

These areas are fenced and sign posted, as shown in the image above.

Cultural Heritage management 

Management initiatives 

MRM preserves and manages the identified sites in line with 

AAPA conditions. These call for: 

• Entry to sacred sites to be prevented 

• No works that will disturb the ground at sacred sites 

• Prevention of damage to any vegetation at sacred sites 

other than for specified purposes 

• No material to be stored or machinery parked near 

the sacred sites 

• Protective fences and signage to be erected around 

sacred sites 

• Aboriginal custodians of the sacred sites to be notified 

and provided with the opportunity to supervise any 

restoration works carried out on the site 

• Access to the sites to be permitted for cultural purposes. 

Clearing permits are required by any employee or contractor 

undertaking works which may disturb the ground or vegetation. 

This requires workers to complete an ‘Application and 

Authorisation for Proposed Land Clearance’ form, which 

then requires approval from MRM’s Community Relations, 

Environment and Survey Departments. As a further safeguard, 

sacred and significant sites are clearly signposted throughout 

the lease area. 

Cultural awareness training 

All staff at MRM have an important role to play in cultural 

heritage management. Cross Cultural Awareness Training is 

mandatory for all employees and contractors. 

This specially designed course developed by the mine, in 

consultation with Gurdanji Traditional Owners, provides 

information on the history, beliefs, traditions, music and 

sacred sites, in addition providing cultural awareness of the 

other three language groups within the region. To ensure 

we provide the best possible training our course is delivered 

by a local Indigenous person from Borroloola. It also clearly 

outlines the expectations and responsibilities of all employees 

and contractors in managing cultural heritage, respecting and 

understanding cultural norms of their Indigenous workmates 

and their relationships within the local community. 

As part of this program, MRM commissioned a DVD 

production which recorded three senior Gurdanji Traditional 

Owners telling stories of the ‘Kudjiga’ – the Dreamtime – 

for their country. This DVD is an intergal part within the 

training program. 

Site access for cultural purposes 

MRM understands that access to these sites is an important 

part of preserving the cultural heritage of the local Aboriginal 

people and we work closely with Traditional Owners to 

organise regular site visits. 

As an operational mine, the health and safety of all employees 

and visitors is our highest priority. Therefore, anyone seeking 

access to the mine site for cultural purposes is asked to provide 

at least 48 hours notice of the visit to the MRM Community 

Relations department. That way, we can make sure it is safe 

to enter the area nominated or can make arrangements when 

necessary. 

Cultural heritage management initiative 

Number of employees undertaking Cross Cultural 

Awareness Training 

Number of incidents of disturbance of cultural 

heritage sites 

Number of meetings with mine executive and 

Traditional Owners including site visits 

Requests (and approvals) for access for 

cultural purposes 

Sponsorships and donations supporting cultural heritage activities: 

• NAIDOC Week celebrations 

• Boonu Boonu Cultural Festival 

• Women’s Business trip. 

Barramundi dreaming 

2010 results 

Barramundi Dreaming is one of the sacred sites located on the mine 

site. Its story is shared with all staff and contractors through our 

Cross Cultural Awareness Training so they better understand, and 

respect, the cultural and historical significance of the area to the local 

language groups. 

This dreaming story about the Barramundi begins in a location 

known by its bush name as Kamkamka. In the story, the Barramundi 

travelled down to Damalani, Bibibi and lligidini, before arriving at the 

place where he now rests. 

The Barramundi held a ceremony on the site, and afterwards he said; 

“I’ve got a ceremony here, and I will stay here to protect it.” So the 

Barramundi stayed, as did the ceremony. 

When people visit the location they must sing and dance the 

Barramundi ceremony - they must follow that dreamtime story for 

the Barramundi. 

Extract of the story told by Traditional Owner, Billy Coolibah, on 

Gurdanji cultural heritage DVD. 

38 

0 

8 

0 






Website 





Telephone: 1800 211 573

Regional 

Development 

August 2011 

As one of the largest mining operations in 

the Northern Territory, McArthur River Mine 

(MRM) has been a catalyst for economic 

and social development in the region. 

We are committed to the social and economic development 

of sustainable communities associated with our operations. 

This commitment is founded in Xstrata’s Business Principles 

and guided by the group’s Sustainable Development Policy. 

Through this policy we balance the social, environmental and 

economic considerations in how we manage our business. 

In relation to regional development, we specifically aim to 

ensure our activities contribute to the sustainable growth of 

our local communities so they may flourish independently 

even after mining operations cease. We achieve this through 

sourcing goods and services from local companies, providing 

training and employment opportunities for local people, 

investing in community programs and promoting local business 

development. 

Benefits 

With MRM’s support, the targeted economic benefits for the 

region include: 

• increased local employment including traineeships for 

Indigenous people 

• an expanded economic base to include new viable local 

enterprises. 

At a social level, the advantages targeted include: 

• improved health outcomes through higher-quality local 

medical facilities 

• improved quality of life through a safer, healthier 

community environment 

• higher education attendance and completion rates 

• effective management and where desired, preservation, 

of the natural environment 

• the maintenance and protection of traditional culture. 

Local procurement 

It is our policy to use local businesses where they are technically 

capable and commercially competitive. We also prefer to 

work with companies who share our values to work ethically, 

responsibly, openly and to work together and with others. 

All suppliers need to be accredited by MRM before contracts are 

issued. Accreditation is a form of agreement between MRM and 

the supplier and ensures we are partnering with organisations who: 

• enforce high standards of occupational health and safety 

for their employees and contractors 

• have regard to environmental considerations when 

manufacturing, packing or transporting their goods 

• respect human rights 

• are appropriately insured 

• are providing products or services that are fit for purpose. 

Our procurement procedures are typical of business practice and 

generally involve a tendering and negotiation process, 

and contract management. 

There are already good examples of how MRM’s operations 

have encouraged organisations to establish operations in the 

Northern Territory and, in turn, create employment and career 

opportunities for local people. MRM has also enabled local 

businesses to expand their service offerings to supply specific 

services such as transport and freight logistics, labour hire and 

specialist maintenance services. 

Grant funding from the MRM Community Benefits Trust is 

supporting the commercial development of local art.

REGIONAL DEVELOPMENT 

Corporate Social Involvement programs 

MRM’s longstanding community partnerships have been a 

catalyst for positive regional growth, linking MRM activities to 

the long-term social development objectives of the Borroloola 

community. These range from sponsoring sporting and cultural 

events, to the development of new community infrastructure. 

The purpose of these partnerships is to strengthen the capacity 

of the local community through action in the areas of enterprise 

development and job creation, education, arts and culture, 

health, environment and social and community issues. Our 

primary vehicle for achieving these outcomes is the MRM 

Community Benefits Trust, which aims to address the issues 

and needs to build the long-term sustainability of the 

Borroloola region. MRM also provides annually a range of other 

sponsorship and community donations which address shortterm 

needs and opportunities. 

For more information, please see the MRM Community 

Benefits Trust Project Funding Guidelines available online. 

Employment and education 

MRM is focused on building capacity within the region by 

training and sourcing employees from Borroloola and other 

communities in the Northern Territory. Our involvement in 

building a job-ready base of local employees commences 

while young people are still in the school system, partnering 

with government and community organisations to deliver 

work experience programs, school-based apprenticeships 

and a tertiary scholarship program. MRM has developed an 

Indigenous employment and training strategy to help people 

gain real jobs with the mine. For more information, please see 

MRM’s Pathways to Employment and Indigenous Traineeship 

brochures available online. 

Borroloola local Marlene Karkadoo has established a new business 

to provide cultural awareness training at MRM. 

LOCAL PARTNERSHIPS: 

MARLENE KARKADOO AND MRM 

MRM engaged Borroloola local Marlene Karkadoo to undertake 

Cross Cultural Awareness Training at the mine. 

The training program supports the mine’s Indigenous Employment 

Strategy by creating a working environment in which there is 

greater understanding of local culture. 

Marlene is now delivering this program as an external contractor, 

demonstrating one of the way’s MRM supports the development 

of new small business enterprises in the Gulf Region. 

MRM General Manager Ettienne Moller said Marlene’s input into 

the training sessions had supported the continued improvement 

of the program. 

“We have a strong, dedicated base of Indigenous workers at 

the mine and these sorts of training programs help us all to 

understand each other.” 

Marlene said she was enjoying the opportunity to work with 

MRM in this area. 

“It’s a good chance to put my studies into practice and to share 

knowledge of local customs and beliefs with the employees and 

contractors from MRM. The opportunity to continue to develop 

my career is invaluable.” 

2010 Outcomes 

Regional development initiatives 

2010 results 

Local procurement: Borroloola 

Local procurement: Northern Territory 

Local training and education 

$7 million 

$60 million 

13 apprenticeships 

20 trainees (Certificate II in Entry into Mining) 

% of Indigenous workforce participation 21% 

Direct benefit to the Australian economy 

Corporate Social Involvement programs 

Government taxes and charges 

$138 million 

$1.4 million 

$4.2 milion 






Website 





Telephone: 1800 211 573

Pathways to 

Employment 

August 2011 

Trainee program 

MRM has developed an Indigenous 

employment and training strategy that 

helps people to gain real jobs with the mine. 

This strategy details a pathway that begins with programs 

to get ready for work and moves on to entry-level or formal 

training and career development. It also reflects opportunities 

for skilled workers to seek employment with MRM. 

The strategy is founded on Xstrata’s global Sustainable 

Development Standards, and research into best practice at 

both a national and international level. It has been developed 

in association with the Traditional Owners, Borroloola School, 

Northern Territory and Australian Governments, training 

providers and recruitment services. 

Our goal is to sustain and grow Indigenous workforce 

participation at MRM above 20 percent of the total permanent 

employee base. 

MRM’s trainee program offers entry-level opportunities and 

training that qualifies people with the skills and experience 

needed for jobs within the national mining industry. We look 

for men and women who are: 

• Unskilled or semi-skilled workers 

• School leavers 

• Currently unemployed 

• Interested in furthering their literacy and numeracy skills 

• Interested in and determined to work. 

The program opens up nine alternative career paths within 

MRM in mining, environmental management, administration 

and services such as catering. For trainees and their community, 

involvement brings better education, lifestyle and health 

improvements, confidence and pride in achievement. 

MRM is committed to developing relationships of mutual 

understanding and respect with the Indigenous people of the 

Gulf region. We recognise the desire of Indigenous people to 

participate in the regional economy and will actively facilitate 

employment and training opportunities. 

We acknowledge a responsibility, as the major employer in 

the region, to increase Indigenous workforce participation 

and in so doing, provide benefits both to the community and 

to the mine. 

Our strategy targets Indigenous residents of the region including 

the Gurdanji, Mara, Garawa and Yanyuwa people, as well as 

Indigenous residents of other regions on a fly-in, fly-out basis. 

There are two key ways to obtain work at MRM: 

1. Trainee program 

2. Direct recruitment for job vacancies. 

Once employed, there are numerous pathways to interesting 

jobs and careers within a global mining company. 

MRM’s Heavy Machinery Simulator in use in the trainee program.

pathways to employment 

The program involves: 

• Pre-employment: Getting people work-ready with the 

skills, experience and confidence needed to move into a 

full time job. This includes work experience, work-ready 

induction training and cultural awareness programs. 

• Entry-level training: Paid, on-the-job training with MRM 

that provide trainees with experience in a range of roles 

on site from which they can then decide the direction 

they would like to pursue in a permanent position. This 

includes time on the popular heavy machinery simulator 

to see if operating big vehicles and equipment is what 

interests them most. 

• Career development: Mentoring and support programs 

to help retain Indigenous employees at MRM and build 

careers. 

At the end of the trainee program, trainees are offered 

permanent positions in the areas for which they are both 

best suited and have an interest in. For some, this has 

included moving into apprenticeships to gain formal trade 

qualifications. 

Direct recruitment for job vacancies 

These positions suit skilled and experienced workers including 

professionals, trades apprentices, certificate or skill-based 

ticket holders and operators, or men and women with work 

experience in mining or related industries. 

Positions available within MRM are advertised online 

(www.xstrata.com/careers) and in newspapers. They are 

also available through selected recruitment consultancies. 

Locally, opportunities are posted on community noticeboards. 

In addition, MRM’s participation in local events such as the 

Borroloola Show and relationships with local organisations 

also aims to raise awareness of the growth occurring at MRM, 

the job opportunities arising and the process to apply. 

Recruitment processes have been designed to be culturally 

appropriate. Our recruitment assistance package helps 

Indigenous applicants through the process and MRM’s 

Indigenous Employment Coordinator works both directly 

with applicants and external recruitment consultancies to 

offer additional support. 

Once employed, MRM is committed to helping Indigenous 

employees stay with the mine by ensuring policies reflect 

the cultural diversity and needs of the workforce, providing 

cultural awareness training for all employees and contractors 

and coaching supervisors on effective leadership techniques. 

Long term, MRM takes into account individual interests, 

strengths and needs to support career development for all 

employees. This includes: 

• preparing individual career development plans that are 

reviewed each year 

• participating in industry, Northern Territory and Australian 

Government development programs 

• encouraging tertiary or certificate studies where possible 

or further professional development. 

For more information or to submit an application please contact: 

08 8975 8882 or go to www.mcarthurrivermine.com.au/ 

employment_overview.cfm 

MRM’s Indigenous recruitment strategy provides up to nine career paths, including environmental management. 






Website 



Information 


Telephone: 1800 211 573

Marine monitoring 

August 2011 

Each year, the seawater, seagrass, sediments 

and various molluscs from around the Bing 

Bong coast and Sir Edward Pellew Islands 

are tested to see if MRM’s operations have 

impacted in any way. 

The results from the latest round of studies in November 

2010 show their quality is high and safe when compared 

with national health and food standards. 

This is consistent with previous years’ results from the 

monitoring which has been undertaken annually since 1998, 

with early monitoring occurring in 1992 and 1993, before the 

mine began operations. These early results set background 

benchmark levels that samples are now compared against. 

Copper, zinc, cadmium, lead, nickel and arsenic are all 

naturally occurring substances within this region. 

Independent scientists from the Australian Institute of Marine 

Science (AIMS) collected samples from 14 sites around the Gulf, 

including seven around the Islands as recommended by local 

Traditional Owners. Their report also acknowledges the 

cooperation of representatives of the Lianthawirriyarra 

Sea Rangers. 

Overall, the study found there was no measurable impact on 

seawater, surface sediments, oysters or seagrass along the 

Bing Bong coast, Sir Edward Pellew Islands and the eastern 

beach area adjacent to the swing basin. 

The marine monitoring program is one of a number of 

programs conducted each year by MRM to ensure the health 

of the Gulf environment. Others include the annual migratory 

bird survey, a more detailed seagrass study, and site based dust 

and water management programs. 

109 

Rocky Reef 

SEPI 12 

SEPI 9 

SEPI 10 

Centre Island 

SEPI 11 

I N D I A N O C E A N 

G u l f of C a rpe n t a r i a 

8 

BB 

West 

BB 

East 

North Island 

SEPI 8 

Transhipment 

area 

117 

105 

104 

Crocodile 

Point 

Sir Edward Pellew Group 

SEPI 1 

107 

SEPI 3A 

Figure 2: Sites in the Sir Edward Pellew Islands where samples are annually collected 

for testing. 

GB 

Bing Bong 

loading facility 

Figure 1: Sites along the Bing Bong coast and Sir Edward Pellew Islands where 

samples are annually collected for testing.

Concentration 

Seawater 

Unfiltered and filtered seawater is collected from a depth of 

around 50 centimetres. The samples show the quality of the 

water was the same as natural background levels and typical 

for inshore marine waters and estuaries in the late dry season. 

Importantly, this included the concentration of metals in the 

water (nickel, zinc, cadmium and lead) which was well under 

the Australian and New Zealand Environment Conservation 

Council (ANZECC) (2000) default trigger values for 99% 

protection – the highest level of ecosystem protection. 

The trend results show that these concentrations have 

remained below this protection level since 1998. 

100 

10 

1 

0.1 

0.01 

0.001 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

TSS mg/L 

Copper ug/L 

Zinc ug/L 

Cadmium ug/L 

Lead ug/L 

Figure 3: Annual average total metal concentrations and total suspended 

solids (TSS) in unfiltered seawater samples from Bing Bong coastal sites 

1998 to 2010. No studies were conducted in 2006 due to access issues. 

Sediment 

Seafloor and beach sediments showed metal, arsenic and 

lead isotope ratios are the same as natural levels and 

well below the ANZECC (2000) Interim Sediment Quality 

Guideline – Low values. 

The concentrations of copper, zinc, cadmium and lead in 

sediment from the beach east of the Bing Bong loading 

facility were the lowest since annual marine monitoring 

began in 1998. 

The beach immediately to the west of the man-made swing 

basin had higher levels of these metals but they are still 

lower than the ANZECC quality guideline. Improvements 

in dust monitoring and management at Bing Bong loading 

facility, the replacement of the roof of the Aburri barge in 

2010 and planned improvements to the storage shed in 

2011 are expected to help reduce levels of metals within 

this western beach area in the future. 

Similarly, lead isotope ratios from the western beach 

sediments show they contain lead and zinc derived from 

the MRM bulk concentrate. However, the levels are still 

lower than the quality guideline. 

Lead isotopes in other Bing Bong and all Sir Edward Pellew 

Island sediments were at natural background values meaning 

lead found in these areas is not sourced from the MRM 

deposit upstream or bulk concentrate. 

1000.00 

100.00 

Concentration (mg/kg dry wt) 

10.00 

1.00 

0.10 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

Copper ug/L 

Zinc ug/L 

Cadmium ug/L 

Lead ug/L 

Figure 4: Annual average metal concentrations in surface sediments 

(

Oysters 

Oysters are collected from rocks using a hammer and chisel 

at sites where local people regularly gather them for food. 

The metal concentrations in the two types of oysters tested were 

in line with previous monitoring programs. The cadmium, lead 

and inorganic arsenic concentrations from all sites were below 

the ANZ Food Standards (2009) Maximum Levels for molluscs. 

The annual average concentrations of copper, zinc, cadmium 

and lead in oysters from Bing Bong have remained constant 

since they were first identified and tested in 2007 and less 

than those levels first recorded in 1998. 

There were no differences in the range of metal concentrations 

between oysters from the Bing Bong and Sir Edward Pellew 

Islands sites except for higher copper and zinc concentrations 

on the islands. 

The concentrations of cadmium and lead in both species of 

oysters at all sites were below the ANZ Food Standards Code 

(2009) Maximum Levels. The lead concentrations at all sites 

were too low to determine isotope ratios and therefore 

their source. 

100.00 

10.00 


1.00 

0.10 

0.01 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

Copper ug/L 

Zinc ug/L 

Cadmium ug/L 

Lead ug/L 

Figure 5: Annual average metal concentrations in Bing Bong oysters 

1998 – 2010. No studies were conducted in 2006 due to access issues.

Molluscs 

Two types of molluscs are tested and both are shell bound 

sea snails: Terebralia semistriata, which is also known as a 

‘mud creeper’, and Telescopium telescopium, or ‘telescope 

snail’. They are taken from the mangroves on the beach west 

of the Bing Bong loading facility. Interestingly, these molluscs 

are not found on the beach east of the loading facility. 

This year’s results showed the molluscs had elevated levels 

of lead and zinc which tests show comes from the MRM 

bulk concentrate. The cadmium, lead and inorganic arsenic 

concentrations in molluscs were, however, below the ANZ 

Food Standards (2009) Maximum Levels for molluscs. 

Seagrass 

Seagrass collected from three sites along the Bing Bong 

coast found that metal, arsenic and lead isotope ratios in 

leaves and roots were within the ranges reported since 

2002 for this and two other species. The lead isotope 

ratios were in line with background seawater in the 

Bing Bong area. 

Since the loss of the seagrass beds in the 2001 cyclones, 

the seagrass community structure has been re-establishing 

at these sites which has meant it has not always been 

possible to collect an appropriate amount of the same 

species for sampling each year. 

100.00 

Concentration (mg/kg wet wt) 

10.00 

1.00 

0.10 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

Copper ug/L 

Zinc ug/L 

Cadmium ug/L 

Lead ug/L 

Figure 6: Metal concentrations in Terebrailia semistriata from mangroves west 

of loadout facility, 1998 – 2010. No studies were conducted in 2006 due to 

access issues. 






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Telephone: 1800 211 573

Rehabilitation of McArthur 

River and Barney Creek 

August 2011 

Two years after completion of the project 

to convert from underground to open pit 

mining operations, McArthur River Mine 

has undertaken all initial rehabilitation 

of the McArthur River and Barney 

Creek channels as part of a long-term 

rehabilitation strategy. 

In an effort to further assist rapid re-establishment of the 

riverine habitats, we are continuing to plant more seedlings 

and conduct more direct seeding of the channels. 

While the Phase 3 Development Project will not require 

further rechannelling of McArthur River or Barney Creek, 

our committment to return the environment to the form 

and function of its original state is best demonstrated with 

rehabilitation works done to date. 

MRM’s intensive rehabilitation program continues to show 

positive results. 

Key facts 

• 80,000 tube-stock plants have been planted along the 

diverted McArthur River and Barney Creek, more than 

double the 35,000 originally planned. 

• More than 15,000 fish representing 46 species have been 

captured and tagged since 2006 and there is evidence that 

migration is occurring in the channels. 

• The rechannelling has been effective in establishing a 

habitat supportive of the endangered Freshwater Sawfish 

and a wide variety of other species. 

• More than 48,380 riparian bird observations have been 

made since 2006 involving 138 bird species, including 

the purple-crowned fairy wren and the buff sided robin. 

The rehabilitation of McArthur River and Barney Creek 

remains a high priority for MRM, with the following key 

activities already completed to re-establish the ecosystems: 

• Large woody debris was placed along the channel bed 

in an additional 35 locations in 2010 to provide microhabitats 

for fish. Improved diversity, size and composition 

of fish species were found as a result. 

• The river banks were revegetated using seeds and 

seedlings from local species already growing along the 

banks such as Melaleucas, Eucalyptuses and Casuarinas. 

• Appropriate soils and fine sediments were used on the 

channel banks to promote root development. 

• Rocky crevices and banks were recreated. 

• Plants and weeds were maintained, monitored and 

replaced as necessary. 

10 steps in rehabilitation strategy 

1. Site surveys 

2. Site clearing 

3. Topsoil and vegetation recovery 

4. Topsoil infilling of the rock lined batter slopes 

5. Placement of large woody debris 

6. Planting of seeds and tube-stock from a selection 

of local species 

7. Fertiliser application 

8. Maintenance activities 

9. Monitoring 

Two years on from the successful diversion of the McArthur 

River, MRM’s intensive rehabilitation program is continuing to 

show positive results. 

Since 2008, direct seeding of the McArthur River channel 

has occurred twice and approximately 80,000 tube-stock 

planted. This figure is more than double the 35,000 tubestock 

originally committed as part of the project’s Public 

Environmental Report for the open pit project. 

In the Barney Creek area alone, MRM has planted 

approximately 27,000 trees since 2007, with some plants now 

up to nine metres in height after having the benefit of one 

more growing year than the McArthur River rehabilitation.


Monitoring to check progress 

The re-alignment of the McArthur River channel was 

constructed to imitate the form and function of the existing 

river as closely as possible, and annual monitoring results 

confirm the area is improving each year with MRM’s 

rehabilitation efforts. 

MRM is starting to see a positive trend of animal and plant life 

returning, which is now populating the beds and banks of the 

new river alignment. Importantly, fish monitoring has shown 

that Freshwater Sawfish and other species are travelling 

through the new channel. 

1. Rehabilitation is successfully underway at the McArthur River and Barney Creek channels. 

Barney Creek early 2008 

Barney Creek early 2011 

McArthur River early 2008 McArthur River early 2011 

2. More than 80,000 tube-stock plants and trees have been 

planted along the McArthur River and Barney Creek 

banks, which is double the 35,000 originally planned. 

3. Monitoring results show the 

areas being rehabilitated are 

improving each year. 

The river banks are planted using seeds 

and seedlings grown in MRM’s nursery. 

MRM plants local species that already 

grow along the banks. 

MRM now uses special ‘irrigation sleds’ to 

water tube-stock which allows planting in 

the dry season and gives rehabilitation the 

best possible start. 

Water quality and sediment monitoring is 

undertaken regularly. More than 15,000 

fish from 45 species have been tagged and 

monitoring shows the fish are migrating 

along the waterways. 






Website 





Telephone: 1800 211 573

COMMUNITY 

MEETING 

Ettienne Moller, General Manager of McArthur River 

Mine, extends an invitation to members of the Borroloola 

community to attend a meeting to hear about the latest 

developments at the mine including: 

• Phase 3 development project 

• environmental monitoring 

• community benefits 

• Indigenous employment 

Where: Breezeway, Roper Gulf Shire Offices 

When: Tuesday, 22 March 2011 

Time: 9:30 am 

For further information visit www.mcarthurrivermine.com.au or phone 

Senior Community Relations Advisor, Kirsty Hogarth on (08) 8975 8179. 

MRM is committed to working in partnership with employees, suppliers, 

customers, the community of the local Borroloola region, the Northern Territory 

and Australian Governments and all other stakeholders based on integrity, 

cooperation, transparency and mutual value creation.

MEMORANDUM 

mrmprojenq@xstratazinc.com.au MAY 2011 EDITION 17 

Phase 3 Development Project: securing MRM’s future 

People 

In March, Xstrata Zinc announced it is 

investigating an integrated development 

plan involving its European and 

Canadian smelters to increase capacity 

at McArthur River Mine (MRM) in the 

Northern Territory, Australia. The plan 

aims to secure the long-term future of 

the operation in the face of a decline in 

the traditional international markets for 

the bulk zinc/lead concentrate produced 

by the mine. 

IN THIS edition 

MRM’s 15 year club joined by 

Robert James and Greg Bateson 

4 

Environment 

5 

Migratory bird and seagrass surveys 

complete 

The $900 million plan involves an increase in mine production 

at MRM, the installation of proprietary hydrometallurgy 

technology in Xstrata Zinc’s San Juan de Nieva smelter in Spain 

and Nordenham smelter in Germany, and potentially, further 

improvements in the Brunswick Lead Smelter in Canada. 

Xstrata Zinc Australia Chief Operating Officer Mr Brian Hearne 

said the feasibility of this integrated plan is dependent on the 

development of MRM. 

“It is only by increasing production at MRM and reducing unit 

costs that the overall project is financially viable,” Brian said. 

“We are prepared to increase smelter capacity and invest in this 

plan in order to create a new, guaranteed market for MRM bulk 

concentrate and extend the life of mine by six years to 2033.” 

The proposal involves increasing MRM mine production to 

approximately 5 million tonnes per year resulting in an increase in 

bulk zinc/lead concentrate volume to 800,000 tonnes per annum. 

Economy 9 

Careful planning results in strong 

mill performance 

(continued on page 3) 

Community 

$1.6 million in new grants 

committed by MRM Community 


11

A message from the General Manager 

In March, Xstrata Zinc announced 

its plans to investigate the further 

development of MRM. 

Various options have been canvassed over the years for establishing 

a refinery to process MRM bulk concentrate. In 2001, a range 

of studies were conducted into the possibility of a refinery on site 

at MRM which would have also necessitated a power station and 

a weir on the Glyde River. 




This plan was developed by previous MRM owners, MIM, in joint 

venture with ANT Minerals, and was subsequently reviewed and 

rejected by Xstrata when it acquired MIM in 2003. 

By 2008, we were investigating an alternative to establish a 

greenfield refinery in Gladstone in Queensland and a brownfield 

project in Germany. A site was selected and studied in Gladstone 

and discussions were held with the Queensland and Australian 

Governments regarding potential economic support, but again, this 

proposal did not stack up from a feasibility perspective. 

The result was, however, the beginning of the idea to develop an 

integrated plan involving the Xstrata Zinc smelters in Spain and 

Germany, and potentially, Canada. 

I think it is highly significant that Xstrata Zinc is prepared to 

invest such a substantial figure in order to secure the future 

of MRM, which is now ranked as the world’s second largest 

zinc resource. 

The announcement in March was just the start of a process of 

environmental assessment and feasibility studies. As part of this, 

a comprehensive community consultation plan will be conducted 

to ensure all members of the region have an opportunity to provide 

feedback on the proposal. 

I look forward to providing you with further updates as the 

proposal progresses through the next phase of planning. 

Production ahead for the year 

Despite the weather and the wet 

conditions, the mining team has 

achieved above targeted levels of 

production for the first two months 

of this year. 

“We now have two experienced operators, who are able to provide 

on-site training to new and existing personnel. Based on the 

success of having our new trainers on-site and in the field with our 

operators, we are moving to put four additional personnel through 

the same course this year. This will include a shot firer to improve 

training for the blast crews.” 

An extra million tonnes of waste has been moved during the 

period to take the planned production rate to 3.8Mt above the 

budget of 2.9Mt. 

“This is a great start to the year and the crews need to be 

commended for their efforts, especially considering the conditions 

they have been working in,” said Mining Manager Karissa Grenfell. 

Other exciting news for the mining department is the successful 

completion of the Certificate IV in Training and Assessing by Stephen 

Pond and Paul Fletcher. 

Karissa Grenfell said both Stephen and Paul are congratulated 

on the successful completion of their studies and what they have 

implemented within the Mining Department since then. 

“These guys are experienced operators, who were put through this 

training as part of our ongoing commitment to providing career 

opportunities for personnel on site,” she said. 

2 

McARTHUR RIVER MINING APRIL 2011 – EDITION 17

Phase 3 Development Project: securing MRM’s 

future (continued) 

The indicative cost of this part of the integrated plan is 

$270 million. During 2010, MRM produced 2.2 million tonnes 

of ore and 384,000 dry metric tonnes of bulk concentrate. 

Brian said the Imperial Smelting Furnaces, which currently 

consume MRM bulk concentrate, now produce less than 6% 

of the world’s primary zinc and that this market is declining. 

“Over 90% of zinc produced globally is produced by electrolytic 

smelters which cannot use bulk concentrate,” he said. 

“This is why the opportunity to supply Xstrata Zinc smelters 

using new technology that can consume MRM’s bulk concentrate 

is essential.” 

Brian said this is the third phase of development at MRM after 

commencing as an underground mine in 1995 and converting to 

open pit mining in a project completed in 2009. 

“The open pit operation has already enabled MRM to meet all 

targeted objectives on production, employment, environmental 

management and socio-economic benefits for the region,” 

he said. 

A notice of intent for an environmental assessment of the 

proposed MRM development has been lodged with the Northern 

Territory Government. 

This assessment and a concurrent economic feasibility study, will 

investigate the environmental, infrastructure and operational 

requirements associated with the proposed development at 

MRM. Brian said a scoping study conducted in 2010 has already 

confirmed the proposed development would not expand the 

open pit beyond the current boundary of the bund wall and there 

is no intention of further diversions to the McArthur River or 

Barney Creek channels. 

“It has always been understood that MRM held significant 

potential reserves so the civil works were planned in such 

a way to enable the mine’s future expansion subject to 

approvals,” he said. 

Brian said the decision to proceed with the proposed 

development is subject to the outcomes of ongoing feasibility 

studies and associated technology trials in Europe, as well as the 

environmental assessment for MRM. 

Since MRM commenced its transition to open pit mining 

in 2006, it has maintained its record of good environmental 

performance, committed over $7 million to support the 

development of the Gulf region through the MRM Community 

Benefits Trust, and increased Indigenous workforce participation 

from 9% to 21%. 

For more information visit http://www.mcarthurrivermine.com.au/ 

userfiles/file/MRM-Phase3-ProjectIntroduction.pdf 


Key features of proposed MRM 

Phase 3 Development Project: 

• Expanding the open pit mining 

operation within the bund through 

an expanded fleet of conventional 

shovels/excavators and large haul 

trucks 

• Increasing the capacity of the existing 


• Generating approximately 

500 million tonnes of additional 

waste rock to be sent to overburden 

emplacement facilities 

• Upgrading the processing plant 

• Expanding the power station 

requirements at the mine site 

• Building a temporary construction 

camp and expanding the existing 

accommodation facilities 

• Increasing MRM’s mineable 

reserves from 53 million tonnes to 

115 million tonnes, extending the 

life of the mine to 2033 at the 

proposed higher rate of production. 

Base 

case 

TSF 

Upgrade 

Existing 

TSF 

Camp 

Airstrip 

Mill 

Base 

case OEF 

Extension 

Existing 

North 

OEF 

Existing 

Pit 

Pit 

Expansion 

Bund 

McArthur River Channel 

Map of current MRM operations and base case for assessment for MRM Phase 3 Development Project 

McARTHUR RIVER MINING APRIL 2011 – EDITION 17 

3

Two more inductees for 15 year club 

Two staff have been recognised for 

achieving 15 years service to MRM: 

Robert James and Greg Bateson. They 

join the five inaugural inductees to the 

15 year club, established in 2010. 

Rob started at the mine as an underground machinery operator for 

seven years and reached the position of Jumbo driller. 

He then moved into an underground training role as a mine 

production officer. He remained in this position during the switch 

from underground to open cut and has since performed various 

roles with a strong focus on safety and training. He is currently the 

Mining Department’s Sustainable Development Mining Coordinator. 

Rob’s first impressions of MRM came when he flew in from Mount 

Isa for his interview to be met at the Airport by the four “huge” 

guys who were going to interview him. 

“Back then you were interviewed by the team you would work 

with. The first question they asked me was, “What brings you to 

McArthur River?”, and I replied, “The week off”. Back then not 

many mines offered lifestyle rosters like that,” Rob said. 

“When I first started here I had a five year plan to stay, but MRM 

changed that. What keeps me here is the career progress. I have 

been able to get new challenges and changes in roles and positions. 

The other key element to this is my current role in Mining – we 

all share information and I have open and honest communication 

between my peers.” 

Greg is a fitter who joined MRM as an operator maintainer for 

the Larox filters that filter and de-water concentrate prior to it 

being trucked. 

Greg’s current role is Mechanical Electrical Planner for the 

Metallurgy Department. 

Greg’s first impressions were of a small close knit workforce. 

“When we started we were a self-managed workgroup. This meant 

we had to organise our own crews to get all the jobs done. It was 

good way to learn your way around the plant and understand how 

the equipment operated and how to repair it,” Greg said. 

Greg became a supervisor of a maintenance crew and in this role, 

experienced one of the jobs he is most proud of when removing 

all the underground equipment as part of the conversion to open 

pit mining. 

“The safety culture of the crew, which included contractors I 

was in charge of during this time, allowed for the safe removal 

of equipment from the underground mine to be incident-free. 

Considering the large volume of equipment like roof beams, 

crushers, conveyor belts (in fact we removed 2kms of CB3), this was 

a big achievement,” Greg said. 

“The workforce is still fairly close in the mill, and this helps with 

retaining knowledge, which is valuable.” 

“Watching the improvements and the changes from when we 

were underground to open pit has been interesting. The face has 

changed from a little plant on the top of a hill to a big open pit, 

with haul roads, large equipment and big piles of dirt. There is so 

much more visible activity compared to the underground days.” 

Robert James 

Greg Bateson 

4 


Environment Update 

Migratory Birds and Seagrass Surveys 

In line with the Commonwealth 

Government’s requirements and MRM’s 

commitment to environmental performance, 

the first of the 2011 migratory bird surveys 

has been conducted for this year, and the 

annual seagrass survey is complete. 

Migratory Birds 

The survey is made up of aerial and ground counts between Rosie 

Creek and Robinson River in the Gulf. This assists in assessing the 

shorebirds utilising habitats on the northern Australian coastline 

during the Austral summer period. 

The study area has been recognised as an important area for 

migratory shorebirds and other birds, including a number of species 

that are listed as migratory species under the EPBC Act. 

A total of 6,702 migratory shorebirds, resident shorebirds and other 

wetland birds from 46 species were counted during ground counts 

at the 19 study sites. In comparison, a total of 14,204 migratory 

shorebirds, resident shorebirds and other wetland birds from 49 

species were recorded during the aerial surveys. 

In general, numbers of shorebirds observed during the summer 

of 2011 were higher than those observed during the summer 

2010 count. In addition, some changes were also noted in species 

composition. There are a variety of factors that may have influenced 

changes in the proportions and abundances of the shorebirds 

observed during the surveys. These may include northern hemisphere 

habitat conditions and breeding success, local and regional habitat 

condition, and seasonal/climatic characteristics that may alter the 

local distribution, foraging and roosting behaviour of shorebirds. 

The surveys indicate that the location of important foraging areas 

for shorebirds within the Port McArthur area vary significantly 

depending on the distribution of available foraging substrates. 

A Stone Curlew was identified 

as part of MRM’s 2011 migratory bird surveys. 

Annual Seagrass Survey 

Since 2003, MRM has undertaken annual seagrass surveys at its Bing 

Bong loading facility. These studies are part of MRM’s commitment 

to sustaining positive environmental performance, and are also a 

Northern Territory Government requirement to assess potential effects 

operations may have on seagrass communities. 

“Seagrasses are important feeding grounds for dugong and provide 

habitat for many marine organisms, so continual monitoring of 

these sea grass species is important to the mine” 

said Gary Taylor, MRM’s Health, Safety and Environment Manager. 

Initially, monitoring focused on potential effects of dredging 

operations, however, the current focus is on broad scale distribution 

of seagrass species within the mineral lease area. 

In November and December 2010, MRM undertook its annual 

seagrass survey at the mine’s Bing Bong loading facility. 

The report was received in the first quarter of this year and 

shows an increase in the number of seagrass species since the 

2009 survey. 

Similar to the previous year’s findings, the survey highlighted that 

seagrass cover is more dominant in shallow waters than in deep water. 

The results were also consistent with all post cyclonic surveys. 

Pioneer species H. uninervis and H. ovalis had the greatest 

distribution and cover density within the study area. 

Aburri barge in the swing basin 

at Bing Bong loading facility 

where samples of seagrass have 

been collected and tested. 


5

360 degrees of feedback 

MRM recently completed its first formal survey of stakeholder perceptions, which 

revealed that the majority involved saw the mine as a company committed to the 

development of Borroloola and the Gulf region, and which operates with fair and 

considerate business practices. 

100 

Summary of Performance McArthur River Mining 

(Percentage who Agree or Strongly Agree or rate performance as Good to Very Good) 

80 

60 

58.6 

51.7 

69 

65.5 

79.3 

58.6 58.6 

51.7 

58.6 

40 

20 

0 

Environment 

Safety 

Committed to development 

Borroloola & Gulf region 

Makes a positive contribution 

to local community 

Fair and considerate 

business practices 

Is proactive when dealing 

with important issues 

Has a positive reputation 

in the area 

Communicates openly 

with community 

27.6 

Community communication 

on important issues 

Meets your 

communication needs 

2010 

The 360 Degree Stakeholder Survey conducted in late 2010 involved 

29 stakeholders representing the community, government and 

suppliers. The results provided a snapshot of our performance in 

some key areas, including environment and safety, working with 

communities and stakeholders, Sustainable Development policy, 

reputation, and communication. 

The survey also gave participants an opportunity to outline what they 

saw as the most important issues facing MRM, and the challenges 

facing the community. 

A key finding was that 65% perceive that MRM makes a positive 

contribution to the local community and that almost 60% believe 

MRM has a positive reputation in the area. 

A key area for improvement identified by the survey was that while 

generally, MRM is meeting the communication needs of almost 60% 

of participants, less than 30% thought communication on important 

issues was effective. 

The findings of this study have been taken into consideration in 

planning Community Relations activities for 2011 and in particular, 

will be reflected in the stakeholder engagement plans supporting the 

Phase 3 Development Project. 

Thank you to everyone who participated in the 360 Degree 

Stakeholder Survey. For further information contact MRM Senior 

Community Relations Advisor, Kirsty Hogarth, on (08) 8975 8216 

or khogarth@xstratazinc.com.au 

Community challenges identified by the 

stakeholder survey: 

• Education 

• Equity for Indigenous and non-Indigenous 

• Health issues 

• Isolation and flow-on issues such as 

affordable travel 

• Funding for infrastructure 

• Drug and alcohol abuse 

• Lack of housing or overcrowding in Borroloola 

• Lack of freehold land for development 

• Activities and resources for young people 

• Thriving town of Borroloola 

• Economic and tourism growth. 

6 


7 Emu’s Team Assisting Rehabilitation Activities 

The 7 Emu’s team and MRM are working together to rehabilitate the McArthur River (top right) and Barney Creek (bottom left) channels 

Over the last two months, MRM has been working closely 

with a team of local sub-contractors from 7 Emu’s Station 

who have been contracted to provide assistance to the 

Environment Department with rehabilitation activities on 

site and at Bing Bong. 

The team from 7 Emu’s consists of Damien O’Keefe, Ian Mawson, 

Angus Kidd, Alfred Anderson, Hayden Ward and Marissa Shadforth. 

Initially, they were employed in the nursery to propagate native 

plants such as River Red Gums, River She-Oak, Cane Grass, 

Australian Vetiver Grass and Silver-Leaved Paperbark, which are 

all common to the McArthur River area. While in the nursery they 

were assisted by McArthur River’s expert environmentalist in plant 

revegetation, Jason Desmond. 

Gary Taylor, MRM Heath, Safety and Environment Manager said, as 

part of MRM’s commitment to working with local contractors and 

businesses, we were able to provide practical on-site training to the 

7 Emu’s team from the nursery to the field, which has been a win-win 

situation for both. 

“They provide local knowledge and labour and we apply best practice 

scientific knowledge,” Gary said. 

From the greenhouse, the 7 Emu’s crew moved to work on MRM’s key 

rehabilitation areas: the McArthur River and Barney Creek channels. 

Here the crew direct seeded native grass species by hand and planted 

native tube stock from MRM’s on-site nursery. 

Gary said working closely with locals has provided benefits to our 

environment team. 

“Jason has appreciated the local knowledge he has gained of the 

area and its associated vegetation communities as well as local fauna 

identification,” he said. 

As part of the mine’s progressive rehabilitation program, the 7 Emu’s 

team also worked with Jason on the Bing Bong dredge spoils . MRM 

is conducting specific trials on coastal grasses, in an effort to identify 

which native species will flourish in the coastal region. The crew 

also provided weed management services in the area to remove the 

identified weed, Parkinsonia. 

So far this year, approximately 1000 plants have been planted along 

Barney Creek and the McArthur River channels, with an additional 

8000 plants ready for planting in the site nursery. Planting will increase 

at the end of the wet season when access is easier and tracks are 

re-established. 

Currently, additional tube stock is being grown in MRM’s site nursery 

with more plants to be ordered. 

Direct seeding has also occurred on approximately 14 hectares at Bing 

Bong on the dredge spoils, and 30 hectares on cell one of the Tailings 

Storage Facility following the completion of clay capping. 

Weed management to date has mostly focused on Parkinsonia 

and Devils Claw, with large areas around the dredge spoil at 

Bing Bong being treated. Inspections have noted that the current 

management techniques applied at both Bing Bong and MRM have 

been highly effective. 


7

Safety Report 

MRM continues to reduce the Total 

Recordable Injury Frequency Rate 

(TRIFR), and is now undertaking 

assessments to further reduce instances 

of medically treated injuries (MTIs). 

Recent analysis of MTIs during 2010 and 2011 indicates that a 

majority of cases resulted in stitches to the hands or fingers. As a 

direct result of this, MRM is undertaking an assessment of knives 

used on site, with new safety rules being put in place for the 

mandatory use of cut resistant gloves. 

During March, a new Injury Management Advisor was also employed 

at MRM. Jessica Rush, who previously worked with Xstrata’s Oaky 

Creek Coal operations, will primarily be focused on preventing 

injuries on site. Jessica is a treating physio and will work with 

the development of injury prevention projects, injured worker 

rehabilitation, return-to-work planning and ergonomic projects. 

She will provide this through education and awareness training and 

advice on fitness programs and physical education on site. 

Risk management has also played a major role in the first quarter 

of 2011 with risk assessments being conducted for main 

departmental areas. 

Frequency 

18 

15 

12 

9 

In addition, assessment was undertaken with the annual 

catastrophic risk review conducted by managers, superintendents 

and operational and safety personnel. All updated risks from 

this process are updated into CURA, the site's database for the 

management of risks. As part of this risk process, verifications are 

also conducted by risk and control owners, and information fed 

back into the CURA system, with the ultimate aim of improving risk 

management on site. 

10.8 10.5 10.1 9.9 

Total Recordable Injury Frequency Rate 

6 

3 

1 0 0 0 0 0 0 1 0 1 1 0 0 0 1 0 0 1 0 0 0 1 0 1 

0 

Apr10 May10 Jun10 Jul10 Aug10 Sep10 Oct10 Nov10 Dec10 Jan11 Feb11 Mar11 

Employee 

10.5 10.2 

8.2 

Contractor 

9.0 8.9 

7.1 7.0 6.9 

TRIFR 12MMA* 

* Total Recordable Injury Frequency Rate 12 monthly rolling average for the 

past 12 months 

3 

2 

# of Injuries 

1 

0 

MRM associates supporting sustainable business practices 

MRM is working closely with suppliers, 

partners and contractors to achieve its 

objective of sustainable development in 

all day-to-day business practices. 

Administration Manager Mike Williams, said we are working 

cooperatively to ensure we understand each other’s needs in order 

to meet this objective. 

“Xstrata works to a set of business principles that define how 

we work ethically, responsibly, openly and together with others,” 

Mike said. 

“Each operation also works under a Sustainable Development 

Framework which balances economic, environmental and social 

considerations. It is important for our associates to understand these 

corporate requirements, as complying with these requirements is an 

essential part of our accreditation of service providers.” 

As an example, suppliers are expected to meet standards to ensure 

goods are: 

• Manufactured, stored and distributed having regard for the 

health and safety of employees, contractors and customers 

• Manufactured, packed and transported having regard for the 

environment 

• Manufactured in and supplied from countries where human 

rights are recognised 

• Fit for purpose. 

During the last couple of months, the Administration Team has 

been working diligently with suppliers, contractors and partners, 

renewing agreements to ensure that sustainable development 

policies and standards are in place. 

An accreditation survey is conducted of new suppliers, contractors 

and partners to evaluate the organisations’ sustainable 

development practices. 

Where a supplier cannot demonstrate a robust process and is 

unable to meet minimum standards, MRM works with them to 

develop a program providing policies and standards to interpret 

and adapt to suit their particular businesses needs. The same 

process applies to MRM should an organisation have more in-depth 

procedures and policies. 

“There is continual evaluation and modification to improve existing 

standards. By working together we continue to raise the bar in 

sustainable business practices,” Mike said. 

“In accrediting our suppliers in Sustainable Development, we engage 

in open and honest dialogue based on ethical business practices in an 

effort to strengthen our current business partnerships.” 

8 


Mill Report 

The mill continues to meet and exceed 

milestones in relation to production, 

performance and safety according to 

Metallurgy Manager, Sam Strohmayr. 

Three scheduled shutdowns during February were completed safely 

and on time even though nature tried its best to stop work with 

Cyclone Yasi. 

Sam said he was particularly pleased with the efforts that went into 

the job planning activities. 

“It provided an opportunity for improved identification and 

management of hazards to ensure we are working safely,” he said. 

“Congratulations to all involved in the refit work and particularly 

to Cory Spicer and Garry Solly for their involvement in the planning 

and supervision of the job.” 

The rebuild of Filter 2 surpassed expectations and the filter is 

now producing dry cake (concentrate or product) on a new filter 

cloth at 8.5 minute cycles, at roughly 10 tonnes per drop, which is 

a fantastic result. 

Before the refit the filter process produced wet-cake (concentrate) 

with average moisture content above the preferred band of 12% 

to 13%. The production cycle was also slower at 11 to 12 minutes 

each cycle, so the refit has enabled a saving of two to three minutes 

per cycle. 

On 20 February the mill achieved a throughput record of 

7717 tonnes per hour for a 24 hour shift. This is a significant 

achievement and much of this is a direct result of the design work 

the metallurgists undertook in the re-design of the lifter profile for 

the SAG mill liners. It has produced a more efficient grind with an 

immediate impact on mill throughput. 

“Past experience had shown that there is usually two to three 

months of milling hardship before the liners bed in,” Sam said. 

“But with the recent shutdown for maintenance, the lifter angle was 

spot on and the mill is now producing at record rates. The impacts 

of a steady milling circuit and properly operating filter are already 

being evidenced in the clean-up and housekeeping improvements 

being achieved in the milling and filter areas in particular.” 

Safety records show that in February, the Metallurgy Department 

reached its lowest Total Recordable Injury Frequency Rate (TRIFR) in 

four years. Hand injuries remain the main cause of incidents and as 

a result, gloves are now mandatory PPE for all processing personnel. 

“I encourage everyone to remember to wear their gloves, as these 

will prevent or reduce the injury severity, should something go 

wrong,” he said. 


9

The Old Girl retires 

Since 1998, Lindsay Pilgram has worked for 

Hamptons as one of their drivers, transporting 

MRM bulk concentrate to the Bing Bong loading 

facility. He is affectionately known as “Father” 

to Hampton’s team here at MRM, and his J80 

truck is commonly known as ‘the old girl’. 

During that time, Lindsay has come to know the Bing Bong route 

extremely well, having now clocked up 3 million kilometres or about 

12,500 round trips. Having reached that milestone, Hamptons are 

now retiring J80 as an old and reliable friend. 

J80 and Lindsay have played an important role in safety here at 

the mine. During the wet season, J80 has always been the first truck 

off-site of a morning as Lindsay provides the mine with the earliest 

road condition and flooding reports. 

Leon McMillan, Hampton’s MRM Manager said “we appreciate 

the effort and the commitment that Lindsay has provided Hamptons 

and to have reached 3 million kilometres in the same truck is a big 

effort.” 

“Lindsay has mixed emotions about his new truck but we are 

positive he will make another 3 million kilometres.” 

Lindsay farewelled J80 ensuring ‘the old girl’ was washed, polished 

and shining when she left the mine site for the last time. 

Lindsay Pilgram and 

‘the old girl’, J80, 

have safely clocked up 

3 million kilometres 

together for MRM. 

MRM salutes an NT young achiever 

This year's winner of the NT Young Achiever McArthur River 

Mining Regional and Rural Initiative Award was Rebecca 

Healy from Tennant Creek. Rebecca received her award at a 

gala presentation dinner on Saturday 2 April at the Holiday 

Inn Esplanade, Darwin. 

Growing up in a remote part of the Territory, Rebecca completed her 

schooling through the Katherine School of the Air and purchased 

her first house at age 19. At 25, Rebecca has become a respected 

supporter of the Barkly Region youth community. Her past experiences 

guide other young people, teaching them about the importance of 

independence and planning to secure a rewarding future. 

Rebecca’s passion for the community has seen her become an 

influential spokesperson and representative for disadvantaged youth 

in the Region. Rebecca has been involved in a variety of forums, 

including the Chief Ministers Round Tables of Young Territorians, 

the Youth Justice Advisory Community, the Northern Territory Youth 

Affairs Network, the Youth Justice Advisory Committee, and the Barkly 

Shire Councils Local Advisory Board – all of which have helped shape 

Rebecca into the person she is today. 

Rebecca is in the process of establishing a virtual assistance business, 

focusing specifically on regional and rural business development. 

MRM salutes NT Young Achiever Rebecca Healy on her outstanding 

work for the youth community in the Barkly Region. 

MRM is proud to sponsor the NT Young Achiever Awards which, 

in recognising people like Rebecca, are encouraging the qualities 

of initiative, commitment, teamwork and success that are important 

for business and the Territory. 

Congratulations Rebecca! 

10 


Trees and training through Trust grants 

A fresher, brighter Borroloola is in store, while the local community will receive 

more education, training and employment opportunities with grants valued at over 

$1.6 million approved by the MRM Community Benefits Trust in February. 

After a four-year 

apprenticeship with MRM, 

Damien Baker now has an 

Engineering Fabrication 

Certificate 

Grant recipient: Mabunji Aboriginal Resource Assn. 

The Beautifying Borroloola Project being undertaken by Mabunji 

Aboriginal Resource Association will receive $26,000 to cover 

landscape design costs for the town. Borroloola’s entrance will be the 

focus, aiming to make the town welcoming to tourists, and to build 

a sense of pride amongst town members. 

The landscaping design grant supports the Trust’s environment 

objective to preserve and celebrate the local environment. It also 

contributes to a positive, highly visible project as a way to showcase 

the kinds of things that can be achieved through applying for funding 

from the Trust. 

Grant recipient: Department of Education and Training 

A significant grant has also been awarded to the Department of 

Education and Training’s Bright Start, Strong Future program, with over 

$1 million to be provided over three years. This will contribute to the 

cost of a $4.5 million series of initiatives to be delivered in partnership 

between the department, Borroloola School and MRM. 

The program has been proven in other NT communities to help provide 

a pathway toward education and training from birth, to school, 

through to employment and involves: 

• Frequent attender program and incentives for students 

• Provision of 5 computers to the Year 7 class 

• New vocational education and training opportunities involving work 

placements for students from the age of 14 years and up to 10 

school based apprenticeships per year 

• Improved quality of VET facilities and engagement of a trainer with 

a background in engineering and construction. 

General Manager of NT Department of Education and Training’s 

Participation and Pathways Division, Tony Considine, said research 

shows attendance at school is at the heart of effective learning. 

“This program sits squarely with the aims of the department in getting 

more students to attend school, and to stay at school longer. 

To ensure students are properly equipped to make the most of 

future job opportunities, research shows we’ve got to get them there,” 

said Tony. 

The program will work towards increasing school attendance to 90% 

of all eligible students; to increase the amount of time they spend at 

school to 90% and above; and to equip students with skills necessary 

to sustain employment at MRM or an associated industry. 

Grant recipient: MRM 

A $600,000 grant was awarded to support the extension of MRM’s 

Indigenous Employment and Training Strategy and help meet an 

important objective of the Trust. 

The focus of the program is to facilitate an effective recruitment 

process, increase retention rates of Indigenous trainees and improve 

career development for existing Indigenous employees. 

MRM General Manager, Ettienne Moller, said MRM’s commitment 

to increase Indigenous employment to 20% is a specific objective 

of the Trust. 

“Without the support of the Trust’s funding, we would not have been 

able to achieve the increase in Indigenous employment from 9% to 

21% in four years,” he said. 

“Having achieved our target of 20%, we are now focusing on at least 

maintaining and preferably increasing this percentage by both retaining 

and developing the Indigenous employees we have and continuing to 

bring in new entry level personnel. 

“A key change in the strategy is to recruit new Indigenous employees 

for specific job opportunities, rather than just a general trainee intake. 

That way, we can get our entry level personnel into real jobs faster.” 

Ettienne said the grant represented only a proportion of the total cost 

of the Indigenous employment program. 

“In 2011, MRM plans to invest $1.4 million in Indigenous employment 

and training which is a significant investment within 

the business,” he said. 


11

Brisbane 

West Island 

Sir Edward Pe lew Islands 

Centre 

Island 

Watson 

Island 

North 

Island 

McArthur River 

Mouth 

Vanderlin 

Island 

Centre 

Island 

Watson 

Island 

North 

Island 

McArthur River Mine dominated this year’s North Australian 

Vanderlin 

Island 

Ben Ki lick (Rescue Officer 2), Geoff 

visiting schedule 2011 

Staff survey to improve on-site communication 

MRM will be looking at new and improved ways of communicating 

with our staff, contractors and suppliers in 2011 to ensure we 

are providing information in an interesting, accessible and 

convenient way. 

These improvements are being driven by the results of the internal 

communication survey conducted in 2010, which captured 

feedback and ideas on how we communicate, and what we 

communicate about. 

A key finding of the survey was that staff at MRM prefer to receive 

information through face-to-face communication such as Tool Box 

talks, supported by communication tools such as the MemoRanduM 

newsletter and the ‘State of the Nation’ addresses by the General 

Manager. The survey also found that while the intranet and website 

are important sources of information, improvements can be made 

to content, ease of use and ease of reading. 

What you said 

MemoRanduM 

MRM website 

Intranet 

Performance 

The survey found the newsletter is well regarded, with staff 

rating its performance as good or very good in regards 

to look and layout (70.9%), content (60.6%) and ease of 

reading (70.7%). 

According to the survey feedback, staff rated the website’s 

performance as good or very good in the areas of content 

(56%), ease of reading (54.9%) and ease of use (54%). 

The MRM intranet is also valued by staff as an important 

communication tool. Survey results show that 44.7% of 

staff enjoy the content and 43.8% find it easy to read. 

These lower results also reflect the more complex material 

located on the intranet compared with the website. 

Areas for improvement 

Staff are interested in receiving more information on 

innovation, performance, staff updates, environment 

and community. 

The main improvements staff said they would like to see 

include updating the user interface and the provision of 

on-site web navigation training. 

The survey found only 38.3% of staff found the intranet 

content easy to use and this will be reviewed in the year 

ahead. Other suggestions included providing current 

information such as general notices/bulletins and news 

stories from each department. 

Darwin 

MEMORANDUM 

www.mcarthurrivermine.com.au mrmprojenq@xstrata.com.au 1800 211 573 OCTOBER 2010 EDITION 15 


Mining 

We Won! 

The ERT members who represented 

MRM at the competition are: Back row, 

left to right: Julie McGinnigle (Medic), 

Alan Jarrett (Rescue Officer 3), Ed Doerr 

(Vice Captain), Kane Harte l (Captain), 

NORTHERN 

TERRITORY 

Brisbane 

McCumstie (Senior Representative and 

Team Manager). Front row, left to right: 

Graham Howard (Rescue Officer Reserve) 

and Aaron Homan (Rescue Officer 1). 

Australia 

Safety first: MRM wins top honours at the 

Northern Australian Emergency Rescue Competition 

Emergency Rescue Competition, winning four of the six events 

and taking home the Best Overall Team award. 

“The ERT regularly tests and updates MRM’s Site Emergency Response 

Plan to prepare response strategies for potential emergencies,” Gary 

The competition, held at the Hidden Valley race track in Darwin 

said. “At present, the team comprises 25 staff members, seven of 

from 9 – 12 September, tested the safety response and rescue 

capabilities of Emergency Response Teams (ERT) from four mine 

whom competed in the mine rescue competition. 

sites including Rio Tinto’s Argyle Diamonds (WA), BHP Billiton 

Cannington (QLD) and Newmont’s Tanami Operations (NT). 

“To enter the competition, the team completed a number of basic 

training modules including vertical rescue, Hazmat, breathing 

MEMORANDUM 

www.mcarthurrivermine.com.au mrmprojenq@xstrata.com.au 1800 211 573 JULY 2010 EDITION 14 

The competition supersedes the Northern Territory Mines Rescue 

Competition run by the former NT Resources Council. It tests teams 

and individual team members in scenarios that simulate real life 

experiences without the actual trauma. 

MRM General Manager Ettienne Moller said the result was 

a testament to the team’s hard work and discipline. 

“The results say it for themselves – no other team came close to 

MRM this year,” Ettienne said. “This is a great result for the entire 

mine, one we are very proud of. It was a superb effort and we 

congratulate the team wholeheartedly.” 

MRM won the team events in the disciplines of Hazmat, Road 

Sir Edward Pellew Islands 

apparatus, search and rescue techniques, occupational first aid and 

fire fighting. 

“In addition to their own individual training, the team also trained 

intensively leading up to the competition to ensure their skills were 

of the highest standard.” 

Gary said the most commonly required emergency response skill is 

the use of breathing apparatus. 

“This is required across a number of emergency response scenarios 

including fire fighting, search and rescue in smoke, underground 

rescues and in situations where chemicals have spilt,” he said. 

The 2010 North Australian Emergency Rescue competition was 

Thank you to everyone who participated in the survey last 

year – we value your feedback. 

If you have a story idea for MemoRanduM, please contact 

MRM Senior Community Relations Advisor, Kirsty Hogarth, 

on khogarth@xstratazinc.com or phone (08) 8975 8216. 

Darwin 


Mining 

NORTHERN 

TERRITORY 

Australia 

Accident Rescue, First Aid, Search and Rescue in Smoke and Best 

Overall Team. The team also scooped a number of individual 

awards, with Graham Howard winning Best Individual, Julie 

McGinnigle awarded Best Medic 

and Kane Hartell winning the title of Best Captain. 

MRM Health, Safety and Environment Manager Gary Taylor said 

the awards not only highlighted the skills of the ERT, but also 

demonstrated the importance of health and safety awareness 

and training onsite. 

Economy Community 

Economy 

MRM contributes to a strong 

half-year performance 

MRM continues good record of no impact on the Gulf 

Traditional Indigenous foods co lected from along the Bing Bong 

coast and the Sir Edward Pe lew Islands in the McArthur River 

estuary are safe to eat according to a report by the Australian 

Institute of Marine Science (AIMS). 

The independent report, produced as part of the Institute’s 

2009 Annual Marine Monitoring Program, confirms that MRM’s 

operations have had no detrimental impact on seawater, seagrass, 

surface sediments and several species of oysters and mo luscs. 

MRM Health, Safety and Environment Manager, Gary Taylor said 

the annual marine monitoring program has now been running 

for 17 years including two benchmark years before the mining 

operations commenced. 

“Throughout a l these studies, there has been no evidence of 

environmental harm by the mine,” Gary said. 

“The monitoring program is purposefu ly designed to assess traditional 

food sources for the people of the Sir Edward Pe lew Islands. In 2009, 

we doubled the number of sampling sites to include seven around the 

Islands identified in consultation with Traditional Owners. 

“We understand that food safety is critical to the health of the 

Island communities and the results of the monitoring program 

should give confidence to community members.” 

Metal concentrations in oysters and molluscs were a l within 

an acceptable range based on Australian and New Zealand 

food standards. 

AIMS found that metal and arsenic concentrations and lead 

isotope ratios in seawater and surface sediments were a l under 

the recommended guidelines set by the Australian and New 

Zealand Environment Conservation Council (ANZECC 2000) and 

the Food Standards Australia New Zealand (FSANZ 2009). 

The results also showed cadmium, lead and inorganic arsenic 

concentrations in oysters from a l sites were well below the FSANZ 

(2009) levels for molluscs. Importantly, they also showed that metal 

Economy 

Community 

15 years of growth and partnerships 

Bing Bong loading facility 

Bing Bong loading facility 



Borroloola 

West Island 

Sampling sites for the annual Marine Monitoring Program 

along the Bing Bong coast and the Sir Edward Pellew Islands. 

Borroloola 

concentrations in seawater were at or substantia ly lower than the 

ANZECC (2000) default trigger values for 99% protection, the 

highest level of ecosystem protection. 

judged and adjudicated by specialists and training consultants in 

each field including Northern Rescue Training, Draeger, St John 

Ambulance and Australian Mine Rescue Consultants. 

Awards won: 

Team: 

Hazmat 

Road Accident Rescue 

First Aid 

Search and Rescue in Smoke 

Best Overall Team 

Individual: 

Best Individual 

(Graham Howard) 

Best Medic (Julie McGinnigle) 

Best Captain (Kane Hartell) 

3 5 

7 People 

Trust sets priorities for the 

Mill Report 

New Starters 

year ahead 

Xstrata_Memorandum_October10_V4.indd 1 18/10/10 4:32 PM 

AIMS concluded that there was no measurable impact by MRM on 

seawater, surface sediments or oysters along the Bing Bong coast 

and Sir Edward Pe lew Islands. 

For more information about MRM’s marine monitoring programs 

and other environmental initiatives, visit www.mcarthurrivermine. 

com.au/environment_monitoringprograms.cfm. 

MRM minesite leases 

MRM minesite leases 

25 kilometres 

* No studies were conducted in 2006 due to access issues to the islands. 

** The FSANZ 2009 maximum accepted level for cadmium and lead is 2 mg/kg. 

Environment 


Mouth 

Annual average metal concentrations in Bing Bong 

oysters 1998–2009* 

Copper mg/Kg Cadmium mg/Kg** 

Zinc mg/Kg Lead mg/Kg** 

4 7 

9 People 

CRG profile: MAWA Chairman 

Birds shore up for long flight 

Keith Rory 

25 kilometres 

Sharing the journey: MRM's 

longest serving staff 

A successful exhibition in London by 

local artists and greater capacity to 

implement environmental programs 

around the Gulf are among the 

objectives of two new grants 

approved by the MRM Community 

Benefits Trust Board in December. 

The Waralungku Arts Centre has been invited to stage an exhibition 

in central London by the Rebecca Hossack Art Ga lery which over 

the past 22 years has pioneered the introduction of Aboriginal and 

Torres Strait Islander artwork into the United Kingdom. 

Paintings, prints and wooden sculptures by at least eight local artists 

wi l be featured in the exhibition this year. 

Local artists Nancy McDinny, Stewart Hoosan and Artworker 

Madeline Dirdi from the Waralungku Arts Centre plan to attend the 

exhibition for two weeks in June/July and approached the Trust for a 

$5,000 grant to help cover costs. 

6 

MEMORANDUM 

www.mcarthurrivermine.com.au mrmprojenq@xstrata.com.au 1800 211 573 FEBRUARY 2011 EDITION 16 

From local to London 

Given the opportunity however to promote local art and culture 

and build the commercial market for our regional artists, the Trust 

has agreed to this request but also offered an additional $45,000 

to support additional investment in marketing and website 

development. 

the public’s awareness of the facility, to showcase their works and 

drive sales at both a national and international level. Ga lery owner 

Rebecca Hossack considers work from Borroloola to be “some of 

the most exciting to come out of Australia in recent years”. 

A second grant approved in December was to support the 

Li-Anthawirriyarra Sea Rangers. The group wi l receive funding of 

$160,124 for two new vehicles, including maintenance costs over 

three years. The Li-Anthawirriyarra Sea Ranger Unit is a caring for 

country initiative of the Yanyuwa people of the southwest Gulf of 

Carpentaria. 

There are currently 13 rangers relying on only two vehicles and 

three boats. Through this grant, they wi l double the number of 

vehicles available and in so doing, a low the group to improve and 

extend their strategic patro ling activities and potentia ly, commence 

additional environmental research programs. 

The Board saw advantages in this proposal as an environmental 

initiative which also provides greater training, development and 

experience opportunities for the Rangers. 

In addition to these new grants, work is continuing with planning 

for priority projects under the 2011 Annual Plan. 

A meeting held in January with Traditional Owners and the Northern 

Land Council progressed the consideration of sites within the 

community for the planned business hub, multi-purpose community 

centre and student hostel accommodation. 

4 

In granting this additional funding, the Board’s aim is to help 

provide a platform for the Arts Centre and its artists to increase 

These major infrastructure developments wi l take time to complete 

but with the support of the community and Northern Territory and 

Australian Governments, are progressing. 

People 

New Starters 

4 

Environment 

McArthur River rehabilitation 

continuing to yield positive results 

5 

Economy 7 Community 

Mi l Report 

Project Officer - Borroloola 

Xstrata_Memorandum_February2011_FINAL.indd 1 8/02/11 5:09 PM 

8 

12 


MEMORANDUM 

mrmprojenq@xstratazinc.com.au AUGUST 2011 EDITION 18 

MRM trainee, Tommy-Lee Jack, has been a competitor 

in the Annual Borroloola Rodeo and Camp Draft, 

which is a community event sponsored by MRM. 

More than $138 million generated in economic benefits 

The release of Xstrata Zinc Australia’s annual Sustainability Report 

highlights MRM’s good performance in 2010, which included generation 

of $138 million in direct economic contribution, a 37% increase 

in permanent employees and substantial improvements in safety 

performance. 

Covering 1 January 2010 to 31 December 2010, the Sustainability 

Report provides an overview of how Xstrata Zinc Australia’s operations 

have performed against the sustainable development strategy and 

framework. In particular, it reports on how the company manages its 

most important issues for stakeholders and its businesses. 

A full copy of the 2010 Xstrata Zinc Australia Sustainability Report is 

available online at http://www.xstratazinc.com/EN/Publications/Pages/ 

SustainableDevelopment.aspx. 

A snapshot of MRM's performance in 2010 showed: 

Sustainability strategy and governance 

• There were no fines or sanctions for non-compliance with laws 

and regulations. 

• There were no legal actions taken for anti-competitive behaviour, 

anti-trust or monopoly practices. 

• There were no incidences of corruption or fraud. 

Health and safety 

• Lost Time Injury Frequency Rate (LTIFR) was 0.9 as at December 2010, 

declining by more than 50% since 2009. 

• Total Recordable Injury Frequency Rate (TRIFR) was steady at 8.9. 

• Disabling Injury Severity Rate (DISR) was 85 in 2010, decreased 

from 189 in 2009, showing a 55% improvement. 

Our people 

• The number of permanent employees increased by 37% from 

2009 to 282. 

• Indigenous workforce participation target of 20% was surpassed, 

increasing from 9% in 2006. 

• An 82% Indigenous workforce retention level was achieved, 

on par with the non-Indigenous workforce. 

• 18.5% of employees were from the local Borroloola area. 

• 13 apprentices were employed at MRM in fields including carpentry, 

electrical, plumbing, fitting and boiler-making. 

Environment 

• No adverse impact was caused by mining operations to the 

surrounding environment. 

• There were no environmental breaches, fines, penalties or prosecutions. 

• Rehabilitated land area was four times greater than in 2009, including 

significant rehabilitation work on McArthur River and Barney Creek 

channels. 

• 40,000 native species were planted, more than double the amount 

planted in 2008 and 2009 together. 

• The first of three stages to rehabilitate Cell One of the tailings storage 

facility was completed, with a 500mm clay cap now covering the 

surface. 

• Local fauna continued to be well-supported, as shown through a 

range of biodiversity monitoring programs. 

Our communities 

• A direct economic contribution of $138 million was generated by MRM, 

an increase of 4% from 2009. 

• Local procurement within the Gulf region was valued at $7.2 million. 

• Procurement in the Northern Territory was valued at $60 million, 

an increase of 23% from $49 million in 2009. 

• The MRM Community Benefits Trust continues to commit $1.35 million 

annually to support programs which benefit environment, health, 

enterprise and job creation and cultural objectives. 


Training 2 Community 

Environment 

Meet MRM’s new Cross Cultural 

Awareness Trainer 

Community Reference Group 

update 

3 

Latest results for Bing Bong and 

Sir Edward Pellew Islands annual 

marine monitoring program 

7 

People 

9 

Innova suggestion system a success

Local focus for cultural awareness training 

Yanyuwa/Garawa local Marlene Karkadoo has been engaged as MRM’s Cross Cultural Awareness 

Trainer to help all mine staff understand local beliefs and customs. 

MRM’s new Cross Cultural Awareness Trainer Marlene Karkadoo 

undertakes training sessions at the mine site every month. 

The training program, which used to be delivered by in-house 

personnel, supports the mine’s Indigenous Employment Strategy 

by creating a working environment in which there is greater 

understanding of local culture. Now delivered by an external 

contractor, the initiative has become an example for the way MRM 

can support the development of new small business enterprises in 

the Gulf region. 

Marlene, who is also the radio broadcaster for Voice of the Gulf 

Radio 102.9FM, is contracted to help all MRM employees gain a 

stronger understanding about customs and beliefs of Indigenous 

people in the Gulf Region. Day-to-day examples are used in the 

training to show how a cultural belief can change the way people 

behave in different situations. 

Marlene said she was enjoying the opportunity to work with MRM 

in this area. 

“It’s a good chance to put my studies into practice and to share 

knowledge of local customs and beliefs with the employees and 

contractors from MRM,” Marlene said. 

“The opportunity to work close to home and to continue to develop 

my career is invaluable,” she said. 

MRM General Manager Ettienne Moller said Marlene’s input into the 

training sessions had supported the continued improvement of the 

program and had received positive feedback from people who had 

taken part. 

“Our employees and staff are talking about how much they are 

learning from Marlene,” Ettienne said. 

“We have a strong, dedicated base of Indigenous workers at the 

mine and these sorts of training programs help us all to understand 

each other.” 

Training is compulsory for all employees and contractors. Marlene 

comes to the mine on the last Thursday of every month to provide 

the training. 

The program has been developed in consultation and with the support 

of Gurdanji Traditional Owners Billy Coolibah, Ronnie Raggett and 

Bruce Joy, together with other Traditional Owners in the Gulf Region. 





Xstrata Zinc Australia’s recently 

released 2010 Sustainability Report 

demonstrates the commitments 

delivered to the communities where 

we operate. 

For MRM, the report showed our contribution to the economy last 

year was more than $138 million, while procurement in the Northern 

Territory was valued at $60 million. 

We are appreciative of the top quality suppliers available to us in the 

Territory. If we can play our part in helping them grow into more 

sustainable businesses themselves, it’s a ripple effect to other 

communities and businesses – the returns are felt for generations 

to come. 

Closer to home, our local Borroloola employment figure is tracking at 

18.5%, demonstrating that our Pathways to Employment program 

continues to work well, bringing real local benefits. We continue to see 

outstanding performers drawn from our local community and again, 

I’m grateful for the opportunity to work alongside our locals. 

As we continue investigations into the proposed Phase 3 Development 

Project, spending time in the local community and talking face-to-face 

with people will be important. In July and August 2011, I will continue 

to be on the road with my team, consulting with the community about 

the proposed project. 

So far, the most common questions fielded have been about 

employment and training opportunities at the mine, management 

of MRM’s Tailings Storage Facility, and other benefits the Phase 3 

Development Project would bring. 

I would like to thank the communities for the great level of involvement 

at local information sessions and meetings. 

As we further our studies, we will continue to meet and consult with 

local communities and individuals. This is an important part of ensuring 

stakeholders are provided an opportunity to have their voices heard and 

for us to present the facts. 

2 

McARTHUR RIVER MINING AUGUST 2011 – EDITION 18

Community Reference Group update 

MRM’s proposed Phase 3 Development 

Project was the number one discussion 

topic at the Community Reference 

Group (CRG) meetings in March and 

July 2011, held at the Savannah Way 

Motel in Borroloola. 

Chaired by Syd Rusca, the meetings are designed to keep the local 

community updated with information about MRM’s activities and 

for the community to provide feedback to the mine on local interests 

and issues. 

At the meetings, CRG members asked whether the proposed Phase 

3 Development Project would provide more jobs for the region. 

Attendees were also interested in how MRM was managing water 

at the mine during the wet season. 

The group was advised the Phase 3 Development Project would provide 

an estimated 110 new jobs at the mine on construction completion, 

with many more available throughout the construction period. 

MRM General Manager Ettienne Moller also confirmed the McArthur 

River habitat was re-establishing quickly. 

Since the meeting in March occurred, the Northern Territory 

Government confirmed the expansion requires an Environmental 

Impact Statement which will invite public comment. 

Other CRG discussion points were: 

• the Glyde River Biodiversity Offset proposal, which MRM feels 

would be a positive opportunity to work closely with Traditional 

Owners in managing the offset zone 

• the employment of local contractor Marlene Karkadoo to provide 

Cross Cultural Awareness Training at the mine 

• updates to MRM’s Pathways to Employment program. 

At the March meeting, the CRG was invited to attend a site tour, 

which took place in mid-April 2011 with a high level of attendance. 

CRG members are encouraged by MRM to provide information 

and feedback from meetings to respective community groups and 

organisations and members of the community. 

May Raggett, Ronnie Raggett and Chairman of the MRM CRG, 

Syd Rusca, attended the meeting in March 2011. 

The MRM CRG site tour in April 2011 was well attended, with Ettienne 

Moller hosting the group. Stan Allen, shown, is both a CRG member 

and a Director of the MRM Community Benefits Trust. 

Community Benefits Trust – grants discussed in June 2011 

Grants for NAIDOC Week celebrations and Boonu Boonu Cultural 

Festival were among several applications discussed at the most 

recent MRM Community Benefits Trust Board meeting held in 

June 2011. 

Grant recipient: Mabunji – NAIDOC Week Celebrations and 

Boonu Boonu Cultural Festival 

A $25,000 grant was approved, making the Trust the largest 

financial contributor to the Festival in 2011. The funding, which 

supports the Trust’s culture and art objectives, will help build 

the event as the only traditional Indigenous dance festival in the 

Northern Territory. Future funding opportunities are also being 

considered. 

Grant recipient: Barkly Regional Arts Inc – Borroloola and 

McArthur River Song People Sessions 

A grant of more than $73,000 was approved for development and 

recording of traditional songs and stories in a music CD. The Song 

People Sessions, a project aimed at preserving and maintaining the 

Indigenous language of the Gurdanji, Garawa, Mara and Yanyuwa 

people, is being undertaken in partnership between Barkly Regional 

Arts, the Winanjjikari Music Centre from Tennant Creek, the 

Waralungku Arts Centre and Li-Kurlurluwa Language Centre. 

Grant application: Borroloola Business Hub 

Identified as a priority in the MRM Community Benefits Trust 

Annual Plan 2011, the Trust Project Officers continue to work 

with stakeholders in relation to establishment of a business hub 

in Borroloola. To date, the Trust has established a joint working 

relationship with the Northern Territory and Federal Governments, 

worked with the Northern Territory Governments to identify land 

options, tenancy arrangements, infrastructure requirements and 

a 100-year flood survey, and held meetings with Northern Land 

Council, Traditional Owners, Mabunji and MAWA to discuss 

preferred sites. 

McARTHUR RIVER MINING AUGUST 2011 – EDITION 18 

3

MRM employees get fitter, healthier 

and more active 

Prevention is the key to maintaining a 

safe and healthy working environment, 

with MRM Injury Prevention Advisor 

Jessica Rash taking up the challenge to 

help employees achieve better health. 

Jessica’s appointment at MRM has brought a renewed focus to 

improving the health and wellbeing of employees. 

A qualified physiotherapist, Jessica is reviewing the MRM work 

environment, ultimately aiming to vastly improve the physical and 

mental health of employees. 

Some of the initiatives which MRM has recently adopted or is about 

to introduce include: 

• Continued safety surveillance to identify, monitor and control 

potential health hazards in the workplace. 

• Completion of the latest Occupational Noise Survey, a study 

carried out every five years under the Northern Territory 

Government’s Workplace Health and Safety Act. 

• Undertaking baseline assessment of cadmium levels on site. MRM 

is committed to meeting Australian Standards for cadmium, which 

is a heavy metal detectable in mineral deposits containing zinc. 

It is primarily taken into the body via the lungs and by the digestive 

system. The assessment involved volunteers providing urine 

samples, which have been sent to a lab for analysis. 

New Starter – Jessica Rash 

Injury Prevention Advisor 

What experience and skills do you bring to MRM? 

I am a qualified physiotherapist and have worked in the coal mining 

industry for the past 2.5 years. This has involved helping rehabilitate 

employees back to work and working with other health advisors 

and occupational therapists on site-based injury prevention projects. 

My role will enable MRM to shift some focus to the ‘occupational 

health’ side of OH&S. 

• Undertaking work organisation, safe work practice and fatigue 

management assessment, which helps ensure all employees 

continue to present as ‘fit for work’. 

• Providing on-site physiotherapy treatment to rehabilitate injured or 

ill workers, with the aim of assisting workers return to their normal 

duties as quickly as possible. 

• Tailoring exercise programs to assist individual employees to reach 

specific goals. Programs take into account existing injuries and, in 

the case of injured workers, current injuries. 

• Providing core strength and stability classes through the 

gym, which take place every Wednesday evening at 6.45pm 

and 7.30pm. 

Jessica said classes at the gym had so far proven popular with MRM 

employees. 

“The number of people attending classes each week continues to 

increase. Participants report having improved their abdominal, back, 

buttock and leg strength, as well as their posture and balance,” 

she said. 

“Improved core strength reduces the passive strain on joints 

by improving muscular control. The bottom line is, a stronger 

core reduces injury risk. It even helps employees stand and sit 

up straighter!” 

For more information about MRM’s health and mobility initiatives, 

contact Jessica on 8975 8141 or email jrash@xstratazinc.com.au. 

What brought you to MRM? 

MRM provided an opportunity to progress from a ‘practitioner’ level 

role into an advisor role. The opportunity to work with a progressive 

company will enable me to gain more knowledge and increase 

practical skills. 

What would you like to achieve in your role during your 

time at MRM? 

I hope to have a big impact on health and wellness at MRM. I’d like 

to see regular training for topics relating to occupational health, 

particularly intervention strategies to reduce injury and illness. I’d like 

to see an increased focus on ‘fitness for work’ in terms of fatigue 

management, physical fitness and exercise. Ultimately, I’d love to 

see our recordable injuries and injury frequency rates reach zero! 

Of course, as a physiotherapist, I’m also enjoying providing physio 

treatment when injuries happen so our workers can sustainably 

return to work. 

What is something you enjoy doing on weekends? 

I love going to my aerobics classes on the weekend. It’s an 

opportunity to take the back seat with exercise, while having so 

much fun. After living in small mining towns for the past 2.5 years, 

I have missed this activity so much. 

If you found $100, how would you spend it? 

I would take my fiancé out for a nice night. 

What are you currently reading? 

Wedding magazines and property investment magazines. 

4 


Award-winning MRM Emergency Response 

Team back in training 

McArthur River Mine’s ERT undertaking a mock rescue in the Roadside Accident Training. 

Last year’s success at the North 

Australian Emergency Rescue 

Competition has seen MRM’s 

Emergency Response Team (ERT) 

return to training harder than ever in 

preparation for the 2011 competition. 

Further training with Hazardous Material and Vertical Rope Rescue is 

also underway, helping ensure the ERT is fully skilled in all areas. 

The ERT members participating in these courses were: Ed Doerr, Paul 

Fletcher, Josh Dean, Graham Howard, Steven Hogarth, Aaron Homan, 

Anthony Koursaris, Julie McGinnigle and David D’Antoine (Borroloola 

local police). 

In 2010, the MRM team won four of the six events and took home 

the Best Overall Team prize in the competition. These achievements 

demonstrate the team’s readiness and ability to swing into action 

using best practice emergency response methods if the need arises. 

MRM Health, Safety and Environment Manager Gary Taylor said the 

team worked closely with local authorities to ensure their response 

strategies were fully coordinated. 

“The Borroloola police play an important role in our planning and 

training, ensuring our region has the best emergency response 

possible. We feel this provides a great benefit not only for MRM, 

but for the wider Gulf Region,” he said. 

Occupational First Aid training was conducted in April 2011, followed 

by Road Accident Rescue training, which involved David D’Antoine 

from the Borroloola police station. 


5

Environment update 

An additional 3,000 plants are 

now growing successfully along 

the McArthur River, following a 

concentrated rehabilitation focus 

by the MRM environmental team. 

MRM Health, Safety and Environment Manager Gary Taylor said more 

plants were on their way from Darwin nurseries and more seedlings 

were being propagated in the site nursery. 

“The rehabilitation efforts have been successful so far. We’re seeing 

grass and tree species growing to more than two metres high out by 

the river and nine metres by the creek,” he said. 

Last year, MRM used an irrigation sled with sprinklers, which was 

purpose-built and designed by the Mining Infrastructure team to plant 

tube stock. 

“This meant tube stock could be planted in the dry season and 

remain unaffected by access problems associated with the wet 

season,” Gary said. 

This approach will be used again in 2011, with a second sled under 

construction. 

In addition to the priority focus on rehabilitation, weed management 

activities have continued successfully. 

Large areas have been sprayed by a helicopter to manage Devil’s Claw 

on the southern side of the river. 

Traditional Owner Billy Coolibah worked with MRM’s Environment 

Department to ensure the program of work did not have any impact 

on local cultural sites of significance. 

MRM Health Safety and Environment Manager Gary Taylor 

inspects the successful replanting of native grasses along 

McArthur River in May 2011. 

New trees and plants along the Barney Creek channel are 

well established. 

Mine report 

In an historic first for MRM, the first drill rig ever purchased 

by the mine arrived on site in May 2011, removing the need 

for MRM to work with contracted machines. 

Drill rigs, used in the open cut mine as part of everyday operations, 

allow essential quality testing work to be carried out on the ore body. 

By drilling into the ground, a core sample can be taken. This allows 

MRM’s mining engineers to assess the lay of the ore, thereby 

helping them in planning ongoing mining operations. 

MRM Mine Manager Karissa Grenfell said the purchase of the 

MRM’s first drill rig represented a commitment by MRM to up-skill 

employees, together with an opportunity to reduce costs and 

increase control over drilling operations. 

“MRM is on its way to owning and operating its own drill fleet. 

It means our own employees have exposure to learning skills in 

production drilling and represents new employment and training 

opportunities,” Karissa said. 

“It also means MRM’s mining operations can be carried out more 

efficiently.” 

Three more drill rigs are due to arrive on site by the end of 2011. 

Outside of drilling work, water management continues to remain 

a big focus for the Mining Department. The Mining Infrastructure 

team has designed and built a new water evaporation facility to aid 

in evaporating water from the open cut pit during the critical drier 

months prior to the wet season. Works to construct the pump and 

pipe, which will deliver pit water to the facility, are now underway. 

MRM’s Mining Department continues to be on track for production 

targets in 2011 and has maintained a high level of safety throughout 

this time. 

6 


Annual Marine Program 

MRM’s environmental management 

at Bing Bong and the Sir Edward 

Pellew Islands continues to meet 

the Australian and New Zealand 

Environment Conservation Council 

Interim Sediment Quality Guidelines 

(ANZECC ISQG) as well as Australian 

and New Zealand (ANZ) Food Standard 

Guidelines. 

Each year, independent scientists from the Australian Institute of Marine 

Science (AIMS) monitor the Bing Bong and Sir Edward Pellew Islands 

areas to test if MRM’s operations have impacted the environment. 

The annual program assesses the quality of the seawater, seafloor 

sediments, and the health and population of seagrass and molluscs, 

with data collected from 14 sample collection sites around the islands 

and the beach. 

Results of the 2010 monitoring and survey work conducted by AIMS 

provide evidence that mining and related operations at MRM are 

not measurably impacting on seawater, surface sediments, oysters or 

seagrass along the Bing Bong Coast, Sir Edward Pellew Islands and the 

eastern beach area adjacent to the swing basin. 

Results confirm zinc and lead concentrations in the Bing Bong swing 

basin are within set Australian Guidelines and lead concentrations in 

the marine food chain have not exceeded food standard guidelines. 

Results of metal concentrations in sediment at the Bing Bong 

western beach site continue to show elevated levels of lead and zinc, 

however, concentrations remain lower than the ANZECC (2000) 

ISQG guidelines. 

The AIMS report highlights the efforts MRM has put into improvements 

for dust management during loading and unloading operations and 

control measures put in place, which include the new roof built for 

the Aburri barge – a measure intended to bring the elevated levels of 

lead and zinc in sediment at the Bing Bong site down for the 2011 

AIMS report. 

Annual average metal concentrations in Bing Bong molluscs 

1998 – 2010* 


1000.00 

100.00 

10.00 

1.00 

0.10 

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 

Copper ug/L 

Zinc ug/L 

Cadmium ug/L** 

Lead ug/L** 

* No studies were conducted in 2006 due to access issues to the islands. 

**The FSANZ 2009 maximum accepted level for cadmium and lead is 2 mg/Kg. 

Marine scientists tested oysters in the Sir Edward Pellew Islands area 

and found zinc/lead concentrations were within Australian and New 

Zealand Food Standard guidelines. 


7

Mill report 

The Mill team has achieved great results over the past few months to install a 

more efficient filter completed earlier than planned. 

Metallurgy Manager Sam Strohmayr said MRM’s processing mill 

requires two major filters, which are an important step in processing 

the ore body to produce zinc/lead bulk concentrate. 

The recent installation of a new Filter 1 complements work to 

rebuild Filter 2 earlier this year. Both filters are now more efficient. 

“In particular, the new Filter 1 has a greater capacity than its 

predecessor and has a reduced need for maintenance. This makes 

the mine production process more efficient and helps to minimise 

costs,” he said. 

Sam said installation of the new Larox filter ahead of schedule was 

a result of a great team effort. 

“The fantastic work to get the new filter operational as quickly as 

possible, without any safety incidents, was a credit to all involved. 

Thanks must go to the team for this achievement,” he said. 

The project to install and commission the new Filter 1 involved a 

number of complex tasks. 

It took the crew 24 days to remove the old filter, modify the 

structural steel and concrete supports, construct a new hydraulic 

room and install the filter, bringing the project in four days ahead 

of schedule. 

The filter is a new version of the Larox pressure filter technology. 

It has 20 plates and 65mm chambers, which means the filter 

provides 15% more capacity than its predecessor. Additionally, 

the filter has four fewer plates, which means maintenance 

requirements are reduced. 

The new filter is raised from the floor, which streamlines the 

cleaning process. 

It also has an upgraded hydraulic system, which further reduces 

the cycle time and increases production. 

While works were underway to install and commission Filter 1, 

Sam said Filter 2, which had been recently rebuilt, performed 

well and had filtered the majority of bulk concentrate production 

in May 2011. 

“This was a record for a single filter in a month and further 

demonstrates that the work we put into the filter area in the past 

months is starting to pay dividends,” Sam said. 

In the background, works are advancing with the Heavy Medium 

Plant (HMP) project. The design work is well advanced and tenders 

have been let for longer lead-time items, such as vibrating screens, 

thickener and magnetic separators. 

Overall, production for the last quarter was in line with expectations, 

with better-than-expected performance in the second half of April 

and all of May 2011, having offset a slow start to the quarter. 

A new record was achieved in May 2011, with milled tonnage 

reaching 216,718 tonnes, eclipsing the previous record in 

December 2009. 

A tidier plant and a strong focus on lead hygiene in the last quarter 

is showing results, with decreases in blood-lead levels achieved 

across the concentrator teams. 

“The first-class efforts of the safety team to educate staff through 

safety briefs and presentations have had a real effect on improving 

our hygiene habits,” Sam said. 

“This, along with project initiatives such as installation of the second 

air scrubber for the filter area, will have a lasting impact on further 

improving the environment we work in.” 

The new Larox Filter 1 is now installed and operational at the Mill. 

Filter cloth is installed on the new Filter 1 by Jim Rego from Outotec 

and Scott Walter from Blue Sea Cranes. 

8 


Innova suggestions bring innovative 

improvements to MRM 

The Xstrata Zinc Innova Suggestion System has proven successful, 

with around one in every three employees at MRM contributing to 

improved business operations. 

Innova was launched in June 2010 and encourages employees to 

submit ideas that could help save time and costs, prevent injuries or 

help our operations succeed, not only on-site, but across the Xstrata 

Zinc group worldwide. 

MRM General Manager Ettienne Moller said the aim was to build a 

continuous improvement culture in Xstrata Zinc. 

“Our employees know best what needs to be done to help us 

continuously improve,” Ettienne said. 

“The number of suggestions generated by employees is fantastic, 

but more importantly, I’d like to highlight that a large percentage of 

suggestions have either been adopted, or are in the process of being 

adopted,” he said. 

More than 100 suggestions have been received, with 34 

implemented and 34 budgeted for next year. Some suggestions are 

still being reviewed and a small number declined. 

Suggestions, big and small, have included: 

• ways to improve living arrangements and health and fitness facilities 

at Bing Bong such as the expansion of the gym 

• increasing storage space around the mine site 

• adding resources such as the installation of a water heater in the 

laboratory 

• improving safety with better signage and comfort with aluminised 

heat protection tape for Cobra helmet visor carriers 

• reducing energy consumption across the board. 

In the operational area, Technical Superintendent Dan Smith made 

a suggestion relating to the ore processing and grinding procedure, 

which has already led to a 30% reduction in power usage for this 

section of the mine. 

The suggestion was to allow the trialling of ceramic media in the 

regrind mills. Grinding, which involves breaking coarse ore material 

into finer particles, is part of the process of recovering the valuable 

zinc/lead bulk concentrate from ore mined in everyday operations. 

Inside the grinding mills, silica sand has previously been used as a 

‘grinding media’, which helps to break the ore into much smaller 

pieces. Dan’s suggestion was to introduce ceramic beads as media 

instead, which had been proven effective in other mills. 

“Not only were ceramic beads more affordable, but they may also 

offer ‘wear-life’ improvements, which means they may last for 

longer. Importantly, this step has already seen impressive reductions 

in power use, leading to lower production costs,” Ettienne said. 

“It was a great suggestion and has helped improve efficiency of 

our processes at the mine.” 

A sustainable development target at MRM is to generate one 

suggestion per employee per year. For every idea, Xstrata Zinc 

donates 2 Euros to the United Nations Children’s Fund whether 

the suggestion is adopted or not. 

“We are interested in everyone’s suggestions,” Ettienne said. 

“Everyone plays a part in the success of production and operations 

at MRM. We encourage every MRM employee to come forward 

with their suggestions – it might make a real difference to the way 

we do things.” 

So what’s your idea? To put forward a suggestion, contact Julie 

Savage on 08 8975 8149 for an application form, or simply go 

to the Innova link on the MRM intranet. 

Innova suggestions received 

Planned 

38 

Implemented 

34 

Under review 

19 

Declined 

15 

Note: Total Number of suggestions 106 


9

New starters 

Max MacRae 

Management Accountant 

working in MRM’s Finance 

team. 


I enjoy getting out and about in Darwin, socialising and sightseeing. 

Cooking, gambling and motorbike riding are some hobbies I have 

fun doing. I also love to travel and am currently saving up for a trip 

to Canada and New York. 


I’d take a trip to the casino. Obviously, I’d need to triple that $100! 


I’m not a huge fan of reading. I’d prefer to watch movies. I recently 

watched Source Code, which was pretty good. 


I am a qualified accountant. 


MRM presented an opportunity to move from the Graduate Program 

with Xstrata in Mount Isa into my current role. 

Kree Turner 

Administrative Officer 

and Travel Coordinator 

for MRM. 

What would you like to achieve in your role during your time 

at MRM? 

I would like to gain a strong understanding of MRM’s business 

fundamentals and focus on improvements to the finance function. 


I like breakfast at the Parap Markets. 


I’d buy lotto tickets and see if my luck continued. 


Paul Carter’s This is Not a Drill: Just another glorious day in the 

oilfield and Loren C. Steffy’s Drowning in Oil: BP & the reckless 

pursuit of profit. 

Nici Scotton 

Accounts payable 

clerk working in 

MRM’s Finance team. 


I have been working in accounts for about 7 years now, having 

started from the basics and worked my way up. Prior to MRM, 

I worked for Xstrata Coal in its Brisbane head office. 


Having moved from Brisbane to Darwin in August 2010, this job 

happened to open up just at the right time. As I’d worked for 

Xstrata Coal in Brisbane previously, it was easy to jump straight into 

my new role at MRM. 


at MRM? 

The thing I enjoy most about my job is that it’s so diverse. It keeps 

me busy and on my toes every day, with each day bringing different 

duties and more problems to solve. I like to treat this as a challenge, 

which is always fun. I’m happy in my current role and look forward 

to staying in accounts payable. 


I have more than 20 years experience in Executive Secretarial and 

Personal Assistant roles in Australia and overseas. My most enjoyable 

role was as the PA to the General Manager of Banyan Tree Hotels in 

the Maldives and Indonesia. My most frantic role was as Executive 

Secretary to the Structural Division of Connell Wagner in Adelaide. 

My most settled role was four years as PA to the Director of 

Information Management, Queensland Police Service. 


It’s been a long-term goal of mine to get into the mining industry. 

In two years, I’ve fallen in love with the Northern Territory, so a site 

close to ‘home’ was definitely high on my priority list. The hippy in 

me was drawn to the idea of a ‘green camp’. 


at MRM? 

I’d really like to develop the travel role as the operation grows 

and becomes busier. I’d like to streamline and integrate some of 

our systems and I constantly strive to make sure that the ‘movement’ 

of our employees and contractors makes them want to come back. 


I’m happiest in a pair of overalls and Blundies, knocking stuff 

down (read: renovating!). I should definitely have shares in 

Bunnings, given the amount of time I spend there. Unfortunately, 

I can’t do much more on my current home, an ’81 Denning coach, 

but am always looking for the next project. 


Right now, I’d ‘de-mine’ myself with a manicure, pedicure and 

massage. Better make it $500! 


The Tao of Poo and the Te of Piglet... again. 

10 


Safety report 

The emphasis on safety at MRM has produced good results, with recent figures 

showing the Total Recordable Injury Frequency Rate (TRIFR) continues to decline. 

At the end of June 2011, the Lost Time Injury Frequency Rate (LTIFR) 

was 0.8 and the TRIFR fell from 6.9 in March 2011 to 6.7 at the end of 

June 2011. 

Both outcomes are in line with MRM’s targets for 2011, which are 

0.9 for LTIFR and 8.9 for TRIFR. 

MRM Health, Safety and Environment Manager Gary Taylor said 

improved communication on site had contributed to these results. 

“Good work and open communication from the safety team has led 

to increased awareness among MRM employees and contractors about 

working safely on site,” he said. 

In the past months, MRM has undertaken a review of its catastrophic 

hazards. As part of increasing safety awareness about these hazards, 

new posters have been developed and displayed in prominent areas 

around site. 

In addition, reviews of risk and risk verifications across the departments 

were undertaken through use of Xstrata Zinc’s corporate risk 

management database, CURA. 

Continued analysis of injuries show the main types were cuts to hands. 

“MRM is taking a proactive approach to managing this type of injury 

through trialling different types of cutting implements used on site. 

This aim is to ultimately provide a set list of approved items for site, 

hopefully reducing cut injuries,” Gary said. 

Gary said it was now mandatory for employees and contractors to 

wear gloves when in any operational working environment, such as 

the open cut pit area and the processing mill. 

“This proactive approach makes gloves a standard part of site Personal 

Protective Equipment (PPE),” he said. 

“The uptake on this is great to see.” 

Frequency 

18 3 

15 

12 

9 

6 

3 

0 

Jul 10 

Aug10 

Sep10 


Employee 

Oct10 

Nov10 

Dec10 

Contractor 

Jan11 

Feb11 

Mar11 

Apr11 

TRIFR 12MMA 

May11 

Jun11 

2 

1 

0 

# of injuries 


11

Borroloola Golden Heart Awards Night 

MRM was a sponsor for the inaugural Borroloola Golden Heart 

Award Night, recognising the work volunteers undertake in the 

community. 

The event was held at the Savannah Way Motel in Borroloola on 

1 May 2011. 

The Golden Heart Award was presented to Glenn Thompson, long 

time coach of the Borroloola Cyclones and supporter of the healthy 

development of local children. 

Member for Barkly and Northern Territory Government Minister 

the Hon Gerry McCarthy, with Val Sieb who received a certificate 

of recognition for services to the community at the Golden Heart 

Awards. Val is the mother of Samantha Sieb, Maintenance Service 

Team Supervisor at MRM. 

Roz Kerr of MRM's Maintenance Service Team won a certificate of 

recognition for services to the community. The award was accepted 

by her mother, Mavis Kerr (shown). 

25 th Annual Borroloola Show 

MRM held a display at the 25 th annual Borroloola Show on 24 – 25 June 2011 at the Borroloola Showgrounds. The display provided 

information about employment opportunities, environmental management, the proposed Phase 3 Development Project and more. 

Borroloola School Grade 4-5 student Kayla Gallar 

won first prize in the MRM Kenny the Kookaburra 

Colouring Competition, which received more than 

150 entries from local Borroloola children. 

MRM Community 

Relations Advisor 

Kirsty Hogarth, 

second prize winner 

Blake Coolwell 

and local artist 

Alan Baker. 

Second prize – Blake 

Coolwell, Grade 4–5 

Borroloola School. 

12 


Third prize – 

Braithan Baker, 

Transition, 

Borroloola School. 

Kirsty Hogarth,first prize winner Kayla Gallar, 

local artist Alan Baker, third prize winner 

Braithan Baker and Show President Val Sieb.

MEMORANDUM 

mrmprojenq@xstratazinc.com.au NOVEMBER 2011 EDITION 19 

MRM’s Polarised Supply Team having a smurfing good time 

– Harrison Rowe, Kane Hartell, Lance Duncan and Jason 

Carr won Best Dressed on Day 2. 

Miners turn Pro Golfers. 

Tee time for local charities 

Sam Wilkinson, Matt Miller, Mike Braun and Trent Lopez 

from CBC having fun at MRM Golf Day fundraiser. 

In golf, as in life, it’s the follow through that makes the difference and NT 

children’s charities couldn’t agree more. 

MRM’s annual charity golf tournament has smashed all records by 

raising $43,686 for NT children’s charities – a 59% increase on the 

previous year, and a staggering five times more than 2 years ago. 

The 15-year-old event has gathered enough momentum to attract 

players from every State in Australia, making it an annual drawcard 

for friends of MRM. 

More than 320 MRM staff, suppliers and volunteers gathered for the 

two-day event, split over two weeks, to play a nine-hole, four-person, 

Ambrose event. 

While healthy competition was alive and well for the event, 

participants had one common goal; to raise as much money for 

charity as possible. 

So popular was the event this year that MRM Contracts Advisor and 

event organiser Peter Patsalou had to move it from the nine-hole 

Garden Park Golf Links at Mindil Beach to the 18-hole Palmerston 

Golf Course outside of Darwin. 

“It’s become the social event of the year. Our contractors and 

suppliers were responsible for the sponsorships and the prize 

donations so our special thanks must go to them for their generosity 

and their support in raising funds for charity,” Peter said. 

Fourteen major sponsors came on board this year, nine more than last 

year, with others also donating cash and premium gifts for auctions 

and prizes including return flights to the Gold Coast, scenic helicopter 

flights, big screen televisions, Darwin Harbour boat cruises and full 

day fishing charters to name a few. 

Suppliers proved to be the champion golfers this year with BOC 

Australia and KSB teams each taking out first place prizes over the 

two-day event. Not to be outshone, suppliers CBC won the ‘Best 

Dressed Team’ on Day 1 of the competition, sharing the mantle with 

MRM’s own Polarised Supply Team who won the prize on Day 2 for 

their Smurf homage. 


Training 3 Community 

Environment 

4 

8 

People 

11 

$1 million partnership confirmed 

for Borroloola skills and jobs 


Group update 

Return of the birds 

MRM congratulates NT 

Trainee of the Year





I sincerely thank the community members for their valuable time and honest 

feedback to the proposed Phase 3 Development Project for MRM. 

Over the course of several months, I have met with 293 people who live, 

work and care for this region. I have been struck once again by the sense of 

community here and your enthusiasm to protect the future of your people, 

your local economy and your land. 

Your generosity with your time and feedback is particularly appreciated 

when I understand your involvement has been sought for other consultation 

programs in the region. 

We have been overwhelmed by your words of support for the mine operation 

and your practical ideas to ensure Phase 3 provides further benefit to the region. 

It’s particularly pleasing the MRM Community Benefits Trust and our 

Indigenous employment strategy have been so positively received by 

the community. 

I share your passion for the region and through the environmental assessment 

process for the development, I will ensure your views are represented and the 

mine endeavours to meet your expectations. 

We value our relationship with our community. 

Mine Report 

Taking a dig at production targets 

The latest and largest addition to the mining fleet, the monster 

EX3600 digger (pictured), is helping to meet production targets 

for 2011. 

Digging at a rate of 24,000 tonnes a day, up from the 10,000 tonnes/ 

day of the machine it replaces, the digger is the jewel of the fleet. 

With a bucket size of 22 cubic metres, versus the standard 14 cubic 

metres, the 360 tonne EX3600 is the subject of operator envy. 

“The digger will be joined by other bigger trucks and diggers when 

we change our equipment next year but the new machine is giving 

our operators a chance to hone their skills for when they come on 

line,” Mining Manager Karissa Grenfell said. 

Smooth operator 

A shy driver who would prefer to remain anonymous has been 

highly commended by an independent monitor. This driver went 

through her shift unaware that all her actions were being carefully 

watched, her gear changes, the way she drove to the conditions 

and how she looked after her machine. This driver was described 

as being a standout. 

Karissa Grenfell commended the driver by saying she was a great 

endorsement of the training undertaken by MRM and the success 

of the heavy vehicle simulator, particularly with local Indigenous 

employees new to the mining industry. 

2 

McARTHUR RIVER MINING NOVEMBER 2011 – EDITION 19

$1 million partnership confirmed for 

Borroloola skills and jobs 

Minister Chris Burns (far right) at the launch of the Strong Start, Bright Future Program. 

Xstrata Zinc Chief Operating Officer and MRM Community Benefits Trust Chair 

Brian Hearne and Minister for Education and Training Chris Burns have signed a 

three-year, landmark $1 million partnership agreement to boost education and 

training in the Borroloola region. 

The Strong Start Bright Future Borroloola Employment Pathways 

agreement will provide a trainer for the Borroloola School and 

accredited training for students, computers and resourcing for a 

Frequent Attendee Rewards Program. 

Commencing in Semester 2 of this schooling year, the program 

aims to increase school attendance to 90% of all eligible students, 

and help equip students with skills necessary to sustain employment, 

whether at MRM or in another local industry. 

Brian Hearne said the partnership was a direct response to 

community feedback - inspire young people to stay in school, 

show them the way early, and they’ll be set for life. 

“As Chair of the Trust, I can say we were interested to support the 

Strong Start, Bright Future program for two main reasons. First, 

it builds on the earlier work we supported with The Smith Family 

to help encourage greater school attendance through mentoring, 

nutrition and work experience programs. This was in fact the first 

grant ever offered by the Trust and did a lot of good work over three 

years to get children and their families engaged,” Brian said. 

“Second, it makes sense for education to be tailored and targeted 

to ensure graduates have the skills needed to gain jobs within the 

local community. 

“We want the current and future generations of our communities 

to have the advantages and opportunities equal to people in other 

parts of Australia and the Strong Start, Bright Future program is a 

sensible approach to achieving great life-long outcomes for these 

students.” 

By the end of June 2011, the MRM Community Benefits Trust had 

reached a tally of $6.7 million invested into the community – 25% 

of which has been for education programs. 

“What we’re trying to do is address some of the barriers to 

employment we’ve found to be common – the low literacy and 

numeracy rates, family support issues and a low level of work 

‘readiness’. The program is part of our primary platform for 

attracting and retaining solid, local future employees,” Brian said. 

MRM has seen a significant increase in Indigenous employment at 

the mine from 4% in December 2006 to more than 22% in 2011 

which in reality, is a lift from 6 people to 59. 

Minister Chris Burns said the pathway from school into a rewarding 

job was clear through the program. 

“We know that students get a great education in the Territory 

if they go to school every day and this program is focused on the key 

outcomes of attendance, retention, and local jobs,” Dr Burns said. 

“Students at Borroloola School will be exposed to the employment 

opportunities at the mine from its actual operations through to the 

vast support network that supports its operations. 

“They will be given the opportunity to learn the skills necessary to get 

them jobs. It will provide them with a clear line of sight through school 

to a job, instilling a desire to learn and get ready for their future.” 

The Trust has also become a partner in the Government’s Frequent 

Attender Program contributing $75,000 per year under the 

partnership agreement to reward students who attend 80% or more 

of their schooling with sport, recreation and computing rewards. 

“Ultimately we want to provide meaningful, ongoing career 

prospects for the people of Borroloola, even after MRM reaches 

its mine life. In some ways, this is the best legacy we can leave,” 

Brian said. 

McARTHUR RIVER MINING NOVEMBER 2011 – EDITION 19 

3

MRM EIS Studies Continuing 

Studies for the Environmental Impact Statement (EIS) for the Phase 3 

Development Project are continuing. 

The EIS is a comprehensive analysis of any potential impact or 

benefit the project may bring to the environment, the community, 

traffic and roads, cultural heritage and local economy of Borroloola 

and surrounds. 

The Phase 3 Development Project proposes increasing MRM mine 

production to approximately 5 million tonnes per year resulting in an 

increase in bulk zinc/lead concentrate volume up to 800,000 tonnes 

per annum. 

The indicative cost of the project is $270 million and, subject to 

approval, works on the project would commence in 2012. 

In the past six months, intensive consultation has been conducted by 

MRM, with close to 300 people including government departments 

and agencies, community groups, businesses, Traditional Owners and 

other community members involved. 

The consultation allowed MRM to develop plans with the community 

to manage the impacts and pass on the benefits of the expansion. 

Through its EIS, MRM has identified housing, road maintenance, 

tailings and waste as areas requiring impact management plans, 

with the MRM Community Benefits Trust, local employment and 

suppliers and rehabilitation as areas of potential community benefit. 

See the MRM Community Reference Group story below for more 

information. 

MRM will continue to seek feedback and involvement about these 

plans as the EIS is finalised for submission to the NT Government. 

General Manager – MRM Ettienne Moller discussing community impacts 

and benefits of the proposed project at the Women’s Safe House meeting. 

Borroloola local Marjorie Kieghran visits her granddaughter MRM’s MST 

trainee Patricia Pluto on site before starting a tour of the mine. 

MRM Community Reference Group update 

The Phase 3 Development Project was the main topic of discussion when the MRM 

Community Reference Group met at the Savannah Way Motel in Borroloola in September. 

There was considerable interest shown in what MRM General 

Manager Ettienne Moller had to say about the results of the 130 

individual and group meetings and three mine site tours held 

during consultation. 

Ettienne provided the CRG with a response to the common themes 

raised during consultation (listed below). CRG members are 

encouraged to provide information and feedback from meetings to 

other community groups and members of the community. 

Employment 

Employing more locals, especially young people, was seen as a great 

opportunity for Borroloola as a result of the Phase 3 Development. 

There was strong support for the proposed Project based on its 

potential to provide increased local employment opportunities which 

delivered benefits for the worker as well as the wider community. 

MRM will require an increased operational workforce of 

approximately 25% if this development proceeds. This represents 

110 additional new jobs. Currently about 18.5% of the workforce 

is sourced from the local community, however there is potential 

for this to increase if the baseline skills and work readiness of local 

residents improves. 

Accommodation and Travel 

There was recognition that housing accommodation for workers, 

humbugging, drugs and alcohol were key factors in the success of 

both retaining employees in the community and retaining local jobs. 

Significant feedback was also raised regarding the difficulties 

created by medical patients seeking more advanced levels of medical 

care than is available within Borroloola and the inhibitors to long 

distance travel to obtain it. 


There is clear support in the community for the MRM Community 

Benefits Trust and the benefits it provides in the community, 

particularly through programs targeting youth. Community 

members also expressed curiosity about the decision making 

process, the types of programs the Trust will support and the level 

of support available through the Project Officer, demonstrating 

an interest in greater communication and participation. The most 

consistent question raised however, was whether the amount 

invested in the Trust annually by MRM would increase and whether 

the life of the Trust extended in line with the Project. The Trust 

agreement is currently scheduled for review in late 2015. 

4 


Road Maintenance 

There were no concerns about the increase in traffic on the 

highway. Stakeholders were more concerned about the current 

state of maintenance of roads and road safety. 

MRM will work with the NT Government to highlight the 

importance of undertaking an upgrade to the existing road, 

whether the project proceeds or not. 

Environment, Rehabilitation and Mine 

Closure Plans 

Increasing water testing at several locations at the mine and Bing 

Bong loading facility, as well as more transparency with monitoring 

results, were important to the community during consultation. 

There was a high level of interest expressed by the Gurdanji 

community about being involved in the rehabilitation of the 

rivers and site. 

MRM will consider providing the community and key stakeholders 

with increased access to and more detailed information on the 

monitoring results achieved, together with increased access to 

MRM environmental representatives to discuss the results. 

MRM will explore opportunities to engage a ranger group to be 

actively involved in environmental management and care for country 

around the mine in conjunction with MRM environmental personnel. 

Economic Contribution 

The potential for increased requirements of goods and services from 

suppliers as a result of the Project was recognised positively by the 

stakeholders consulted. 

Tailings and Waste 

There was a high level of satisfaction with how the Tailings Storage 

Facility (TSF) performed in the last wet season although there is a 

level of concern about the TSF, its design, impact on Surprise Creek 

and its function. However this topic ranked low in the priorities 

reflected by the frequency with which stakeholders were keen to 

discuss them. 

There were no concerns about the proposed increase in height of 

the Overburden Emplacement Facility (OEF), only interest in how it 

would be ultimately rehabilitated at completion. 

MRM is investigating a range of strategies to offset the visual 

impact of the higher OEF. 

Bing Bong Loading Facility 

There was no concern raised regarding the increase in ship 

movements in the Gulf of Carpentaria and loading via the Aburri 

barge at sea, only interest in environmental monitoring along the 

Bing Bong coast and nearby Sir Edward Pellew Islands. 

Cultural Heritage Management 

The work MRM has done to protect cultural heritage management 

to date was acknowledged. Questions were raised around the 

potential impact of the Project on sites of cultural significance, 

particularly Barramundi Dreaming. There was also a lot of interest 

in conducting caring for country initiatives on the MRM site by 

Traditional Owners. 

Cell One of the Tailings Storage Facility is now capped with 500mm of clay and undergoing rehabilitation. 

Health, Safety, Environment and Community Manager Gary Taylor takes Borroloola locals through 

rehabilitation to date on one of three mine site tours conducted for the Phase 3 consultation process. 


5

Contracts Manager for Borroloola-based Cairns Industries Allen Cairns (left) at work 

on the heavy medium upgrade with MRM’s Metallurgical Manager Sam Strohmayr. 

NT businesses benefit from MRM 

infrastructure upgrade 

Local industry stands to benefit most 

from a $46 million MRM processing 

upgrade, with 55 local Northern 

Territory and Borroloola-based 

suppliers chosen to deliver at least 

a quarter of the project’s value. 

Construction has commenced on a new heavy medium plant, a facility 

designed to separate ore from waste rock using gravity, to support 

market needs for zinc and lead ore. 

Chief Operating Officer for Xstrata Zinc Australia Brian Hearne said 

the investment demonstrated a commitment to the long-term viability 

of the zinc-lead business in the NT, and to local businesses. 

“The growth of MRM has been limited by our existing infrastructure 

on site. The heavy medium plant will help us meet current market 

demand more cost effectively,” Mr Hearne said. 

“Our policy is to prefer local suppliers where they can competitively 

offer quality goods and services. I’m pleased our NT suppliers are 

doing well out of this investment decision.” 

In 2010, MRM’s procurement within the NT economy grew by 23% 

from $49 million in 2009 to $60 million. 

For the heavy medium plant construction, Borroloola local business 

Cairns Industries won contracts totalling more than $2 million 

to supply mobile concrete batching plants, 2000 cubic metres of 

concrete and excavators for the project, bringing the value of their 

current contracts with MRM up to $2.7 million. 

Contracts Manager Allen Cairns said the resources industry in the 

Roper Gulf Shire was driving the business’s growth. 

“We’ve been working with MRM for a number of years now. 

Right now this contract is our biggest single contract on the books. 

That money will be invested back in the business,” Allen said. 

Cairns Industries was established six years ago in the 780-strong 

population of Borroloola with four staff and a focus on constructing 

government housing. Now the business employs 28 people, all living 

in Borroloola, and supplies excavating and earthmoving machinery, 

mobile concrete batching and camp construction for several mines 

and government agencies across the Territory. 

Other local suppliers winning major contracts include two Darwinbased 

businesses; EC&E which won the $1.5 million primary 

fabrication contract; and Integrated Switchgear and Systems which 

won the $1.2 million switchboard, variable speed drive, motor control 

centre and switchroom contracts. 

EC&E has been supplying manufactured, fabricated and assembled 

plant and equipment to MRM since 1993 with an estimated 50% of 

the mine’s original infrastructure a result of their work. 

For the heavy medium plant, they will be trucking in pre-assembled 

modules close to 1,000km from Darwin. 

The new facility was chosen over an upgrade to the existing 

concentrator due to the heavy medium plant’s better construction 

time, lower electricity requirements and improved metallurgical 

performance. 

On completion, the plant will improve the quality of zinc-lead grade 

passed to the mill, improving operating costs. 

Construction of the heavy medium plant will continue until February 

2012 with commissioning commencing in March 2012. 

6 


Code of Conduct 

updated 

Xstrata plc has released an updated Code of Conduct 

which applies to all permanent and temporary 

employees, directors and officers of every Xstrata 

managed operation. 

Borroloola local, Richard Baker, received his license and secured employment as a 

commercial helicopter pilot at Airborne Solutions with funding help from an MRM 

Community Benefits Trust grant. 

MRM a finalist in national 

mining awards 

MRM was a finalist in the community relations 

category of the prestigious national Australian 

Mining Prospect Awards in September for its 

work in achieving positive change in the community 

of Borroloola. 

Of chief interest to the judges was MRM’s success in increasing Indigenous 

employment both directly through the mine and indirectly through the work 

of the MRM Community Benefits Trust. 

MRM General Manager Ettienne Moller said while MRM missed out on 

winning the top award, to reach the finals was a significant achievement 

given the competition. 

“Our business at MRM is mining zinc – pure and simple. We have a 

responsibility to mine ethically and with the highest regard to safety, 

our people, our shareholders and our environment. What sets us apart, 

I believe, is the difference we are making in the community of Borroloola,” 

Ettienne said. 

“We’re proud the resources industry has recognised those achievements 

and we were pleased to celebrate the night with our guests Tony Jack and 

Graham Friday.” 

MRM’s Indigenous employment strategy and the establishment of the 

MRM Community Benefits Trust have prioritised employment, training and 

enterprise development initiatives both through MRM’s mining operations 

and in the wider Borroloola economy. They have fulfilled: 

• MRM’s target to achieve 20% workforce participation by Indigenous people 

at the mine within a total workforce of 282 people representing an increase 

of around 35 Indigenous employees to 60 in permanent full-time roles. 

• A commitment to support local enterprise, employment and training 

initiatives within the community which has generated employment for an 

additional estimated 25 local people, work experience for 38 school students 

and training positions within the school’s new and expanding Vocational 

Education and Training facilities. 

• Planning for the establishment of a Borroloola-based business hub to 

support the development of sustainable enterprises within the community 

and create employment opportunities. 

Xstrata Zinc won the Minerals Processing Plant of the Year category for its 

Mount Isa operations. The award recognised the increase in the Mount Isa 

throughput from 3.5 million tonnes in 2003 to 8.6 million tonnes in 2010 

and the results of investments in training, innovation, workplace conditions 

and technology to achieve significant improvements in safety, productivity, 

cost efficiency and environmental performance. 

It also applies to any person who is engaged as a 

contractor, consultant, agent or advisor to the business. 

“It is important for us all to be 

aware of the Code of Conduct 

and where it has relevance 

to our roles,” MRM General 

Manager Ettienne Moller said. 

The Code of Conduct sets expectations for all 

employees. Concerns about safety practices or 

health issues, bullying, fraud, unfair treatment, 

theft, dishonest business activities, conflicts of 

interest, misappropriation of company resources, 

bribery or any other unethical behaviour in the 

workplace should be reported to an immediate 

supervisor or manager, or with a more senior officer 

or executive at the operation. 

In instances where it is not possible to speak to an 

Xstrata manager, a toll-free Ethics Line is available 

on 1800 987 310 and is independently run by an 

external service provider. People can choose to 

report anonymously. 

The Code of Conduct is available on the Xstrata 

and MRM intranets. 

Code of Conduct 

Business Principles into Practice 


7

A Rainbow Bee Eater recorded in the recent 

monitoring survey. 

A male Purple Crowned Fairy-Wren spotted during 

the recent survey. 

Using ‘irrigation sleds’ to water tube-stock allows 

planting in the dry season and gives rehabilitation 

the best possible start. 

Environment update 

MRM is gearing up to plant approximately 17,000 tube-stock 

along the McArthur River and Barney Creek channels in advance 

of the upcoming wet season. 

Since 2008, direct seeding of the McArthur River channel has 

occurred twice and approximately 40,000 tube-stock planted. 

Together with this year's planned planting, this far exceeds the 

35,000 tube-stock originally committed as part of the project’s 

Public Environmental Report for the open pit project. 

In the Barney Creek area alone, MRM has planted approximately 

27,000 trees since 2007, with some plants now up to 11 metres in 

height after having the benefit of two more growing years than the 

McArthur River rehabilitation. 

Designed by the mining infrastructure team, an irrigation sled 

(pictured) will be used to give rehabilitation the best possible start. 

Return of the birds 

For the first time, a number of forest and woodland birds were 

recorded in the regenerating vegetation and grass cover. 

As part of regular riparian bird monitoring, external consultants 

Ecological Management Services tag species and record data on 

their abundance. 

Health, Safety, Environment and Community Manager Gary Taylor 

said the return of the birds, particularly in the Barney Creek channel 

area, was a significant development. 

“Recording these birds highlights the importance of intensive 

management in the early stages of the rehabilitation program. 

It means all the hard work we’ve been doing is slowly but surely 

paying off,” Gary said. 

The Barney Creek channel, where re-plantings have been 

established the longest, is also supporting increasing numbers of 

woodland bird species such as the Bower Bird. Importantly, one 

key riparian bird indicator species, the Purple Crowned Fairy-Wren, 

was observed using the area for short periods of time during May 

of this year. 

The wren was noted within the cattle exclusion fence between the 

diversion inlet and the southern bund, particularly in higher bank 

riparian woodland habitat. This suggests that while cattle are still 

present in this area, the fencing undertaken by MRM is reducing 

the overall impact of grazing in the riparian woodland, and may 

also limit damage to plants in rehabilitation areas. 

Vegetation monitoring 

During August 2011, Eco Science conducted a terrestrial flora survey 

as an update to the previously comprehensive survey conducted in 

2003. The aim of the study was to assess the environmental values 

of terrestrial flora communities within the project area by reviewing 

literature and species of conservation significance, verifying field 

data from existing vegetation mapping and noting any important 

ecological changes that might be expected with the proposed Phase 

3 Development, with a particular interest on the presence or absence 

of threatened species or habitats. 

The survey will become part of the submission to the NT Government 

within the Environmental Impact Statement for the proposed Phase 3 

Development. 

Fish surveys 

Sampling for fish and other aquatic fauna was undertaken in May 

and June in 2011 from 47 separate sample sites. 

A total of 3,180 individual fish were counted from waters of 

the McArthur River during the current study from 34 different 

species. Three species of crustacean and three species of aquatic 

reptile were also captured and released. In total, four Freshwater 

Sawfish were recorded from above and below the mine site with a 

separate one sighted within the channel during the study. Since the 

commencement of fish surveys in 2006, a total of 28 records have 

been documented for the Freshwater Sawfish. 

The large woody debris placed in the channel during 2010 was 

shown to be a successful strategy in improving the diversity and 

abundance of fish species. 

Fish counts have improved since 2009 and 2010 to move closer to 

the levels recorded in the river prior to 2008. 

8 


Topsy Green and Isa McDinny from the Yanyuwa Singers, Mr Tom Calma (previous Aboriginal Social Justice Commissioner 

for the Human Rights and Equal Opportunity Commission), actors Jack Thompson and Luke Carrol at the Deadly Awards. 

Photo courtesy of Ben Symonds and Vibe Australia. 


Caring for the rich fishing and turtle nesting grounds of the Gulf Region are the 

focus for the latest round of grants from the MRM Community Benefit Trust. 

Barni-Wardimantha Awara 

Following the recent declaration of all 

country under Yanyuwa tenure as an 

Indigenous Protected Area, a $58,500 

Trust grant has been made for the 

Barni-Wardimantha Awara project 

(translation: Don’t spoil the country) 

to help the Yanyuwa people action 

their Plan of Management. 

One of the priorities in the Plan was the 

need to develop small scale economic 

enterprises to provide an income stream 

and employment opportunities around 

environmental management activities. 

In conjunction with Traditional owners, 

the Sea Rangers and community members, 

the Plan includes trialling an ecotourism 

turtle camp on Mabaayny (West Island), 

preparing submissions for funding 

proposals and developing partnerships 

for infrastructure such as Black Rock 

Landing. It also includes strategic land 

and sea management planning and the 

development of a business plan. 

The Barni-Wardimantha Awara project 

forms the first stage of a program that is 

expected to run for up to three years. 

Extension of fish monitoring 

project by King Ash Bay 

Fishing Club 

The Trust has agreed to ongoing funding 

of the Barramundi Monitoring project. 

This important survey has been supported 

by the Trust since 2009, with the approval 

of a further $116,600 grant in August 

this year. 

The study involves collecting detailed 

information on fish stocks and the impact 

of recreational fishing in a broad region 

covering the McArthur River, downstream 

of Borroloola, the McArthur River delta, 

coastal streams from Bing Bong to the 

Wearyan River and the Sir Edward Pellew 

Islands. 

King Ash Bay has become a magnet for 

interstate visitors determined to get off the 

beaten track, so they too will be included in 

the count. 

In a bid to promote better management 

of precious fisheries, Golden Snapper 

stocks will also be monitored, supporting 

the work of NT Fisheries and the Amateur 

Fishermen’s Association of the Northern 

Territory. 

Song People Sessions 

a success 

The Trust Board was delighted to hear of 

the success of the Barkly Regional Arts 

project – Song People Sessions, a recipient 

of a $73,900 Trust grant in June 2011. 

The funding allowed the team to develop 

and record traditional songs and stories 

on a music CD. Involving Borroloola’s 

own ‘Songbird’ the nationally recognised 

Yanyuwa woman Shellie Morris, the project 

captured the Gulf Region’s traditional 

songs of the Gurdanji, Garawa, Mara and 

Yanyuwa people. 

The singers wowed audiences in Darwin 

at the NT Indigenous Music Awards in 

August prompting an invitation to perform 

at the Deadly Awards, (which recognises 

excellence in music, sport, entertainment 

and community service), at the Sydney 

Opera House in September. 

The fusion of contemporary music with 

traditional sounds has inspired Brazil’s 

Gilberto Gil to invite Shellie Morris and 

the Borroloola women singers on a 

10-concert tour of Europe next year to 

celebrate Indigenous music of the southern 

hemisphere. 

The Song People Sessions CD will be 

launched in Borroloola soon – we’ll keep 

you posted! 


9

Mill report 

Production Supervisor Brenton Borlace hosing down the facility. 

The mill team has been achieving record-breaking production figures this quarter, 

alongside the dual priority of constructing the new $46 million heavy medium plant. 

The positive production figures follow the release of Xstrata’s Half- 

Yearly Report for 2011, showing MRM’s ore mining and milling 

activities have increased by 5% compared with the first half of 

2010, resulting in an increase of 3% in zinc metal in concentrate, 

despite difficulties caused by wet weather. 

The mill recorded its highest ever production results in July 2011, 

keeping the mill at capacity with 222,669 tonnes processed. 

Metallurgy Manager Sam Strohmayr said the unprecedented activity 

called for an ever-increasing focus on safety. 

“The messages from our safety team is getting through to our 

whole workforce. We haven’t recorded any incidents for Lost Time 

Injury (LTI) for 205 days straight,” Sam said. 

“We’re working hard on maintaining our safe work practices.” 

Priority work completed and underway in the lead up to the wet 

season includes: 

• fire protection upgrades are close to completion around the 

mill area 

• corrosion control is continuing within the plant 

• the flotation gland water tank replacement is complete 

• concrete works at the M10,000 area and concentrate 

pad are complete 

• the SAG mill to M10,000 walkway is complete 

• the Vertimill discharge line upgrades are complete 

• process water line upgrades are continuing. 

During the third quarter, some of the highest ever monthly 

concentrate production totals were seen. 

MRM’s historical records show that July, August and 

September 2011 are now in the top four months ever 

recorded for concentrate production. 

Monthly concentrate production 

Place Month Concentrate in tonnes 

1st Dec-09 39,224 

2nd Sep-11 38,847 

3rd Jul-11 38,784 

4th Aug-11 37,644 

The Vertimill discharge line upgrade has already made a significant 

impact on keeping the grinding circuit stable and increasing plant 

performance. 

“The Mill Team is performing solidly and has achieved outstanding 

results during the past few months. This is all thanks to the team 

working hard together,” Sam said. 

Mill Operator Reinaldo Da Cunha checking metallurgical shift samples. 

10 


New Starters 

Tyson Lavender 

Environmental Officer 

Glen Castillon 

Indigenous Employment 

Coordinator 

The environment has always fascinated Tyson, he says his father 

worked as a Ranger and that’s probably the reason why he entered 

the same field. He studied at the University of Queensland and later 

at the University of New South Wales. 

He says he’s looking forward to the mix of indoor and outdoor work 

here at MRM. 


I am an Environmental Engineer with a water engineering and civil 

urban development background. 

What would you like to achieve in your role during your 

time here? 

I would like to gain a broad experience in environmental 

management of mine sites. 

If you found $100 what would you do with it? 

Go spend it in an Asian restaurant – I really like Asian food! 


Fyodor Dostoevsky’s The Idiot. 

Glen is a proud Darwin born Territorian. He brings a wealth of 

experience to MRM after working for 36 years in government and 

non-government roles and has a First Class Honours degree in 

Indigenous Development and Management from Curtain University. 

What experience or skills do you bring to MRM? 

I have spent many years implementing government policies with 

community people. 

At MRM, I would like to see an increase in the number of 

Indigenous people, including locals working at the mine. To see 

them move from traineeships to full-time employment through all 

sectors of the mine’s operations. 


I joined to gain new skills and a new focus on working with 

Indigenous people outside of the confines of government. 

What is something you enjoy doing on the weekend? 

When I’m at home I enjoy spending time with my family, playing 

golf, I love fishing and enjoy painting on canvas, not walls! 


I’d try to find who owned it or donate it to charity 


One of those self help books, 20 Must-Ask Questions for Every 

Property Investor by Margaret Lomas. I’ll let you know if it works... 

MRM congratulates NT Trainee of the Year 

This year’s winner of the MRM-sponsored 

NT Trainee of the Year was Melissa Agnew 

from Darwin. 

The NT Training Awards are the Department of 

Education and Training's (DET) annual premier 

event recognising training excellence and 

achievements by Territory businesses, training 

organisations, apprentices, trainees, trainers 

and students. 

The awards are an official recognition of 

excellence and achievements in gaining the 

highest standards of knowledge and skills, 

in contributing to high standards of training, 

and for personal achievement in the vocational 

education and training (VET) sector. 

Melissa completed her year 12 Certificate before 

taking up a school based apprenticeship at 

Crocodylus Park, a large animal-based tourist 

attraction on the outskirts of Darwin. Melissa 

said she enjoyed the challenge of working with 

wild animals and had gained an insight into the 

importance of the role zoos and wildlife play in 

public education about habitats and ongoing 

conservation. She has recently completed a 

Certificate II in Animal Studies and has recently 

been promoted to a leadership role supervising 

young volunteers at Crocodylus Park. Melissa is 

currently undertaking her Cert III in Animal 

Studies while considering whether she will 

pursue a university degree. 

MRM congratulates Melissa for her outstanding 

work in wild animal studies, her commitment 

to learning more about our environment and the 

importance of conservation values in a unique 

work place. 


11

Safety report 

The continuing emphasis on safety on 

site by all employees, contractors and 

visitors is producing standout results. 

At the end of August 2011, MRM’s safety performance continued to 

improve with the Total Recordable Frequency Rate (all injuries except 

first-aid treatments) for a 12-month rolling average, declining to 4.9 

from 10.5 in August 2010. 

The 12-month rolling Lost Time Injury (LTI) Frequency Rate (which 

measures the number of LTIs per million hours worked) decreased 

down from 2 to zero after an LTI-free year. 

Health, Safety, Environment and Community Manager Gary Taylor 

congratulated the workforce. 

“The importance of safety at MRM is everyone’s business and will remain 

paramount as we construct the heavy medium plant,” Gary said. 

“I’m asking everyone to keep working safely on site so we can maintain 

our safety record and be an exemplar Xstrata site.” 

Monitoring results 

Ongoing dust monitoring is being completed across site for respirable 

dust, inhalable dust silica, lead, arsenic and cadmium dust. 

The main findings show that lead dust in the mill filter shed continues 

to be high and further monitoring is required. Additional controls such 

as the installation of a new filter should have a positive effect on these 

results. Personnel must continue to wear personal protection equipment 

at all times in this area, and further monitoring will continue. 

During mid September 2011, MRM completed a baseline Whole Body 

Vibration (WBV) Survey. 

Operators, drivers and passengers of machines and vehicles in mining 

workplaces can be exposed to harmful levels of WBV. Reducing exposure 

reduces the risk of musculoskeletal disorders such as lower back pain. 

The survey measured WBV exposure in a sample of surface mobile 

equipment from the site, with a major emphasis on mining equipment. 

There was also an assessment of the flotation decks in the mill, and 

other operational areas within Metallurgy. 

Initial raw data results indicated that the mill was in relatively good 

condition and data for mobile plant shows WBV appears related to 

the methods or modes of use – most notably the terrain covered during 

measurement. There was no clear pattern found that the vibration which 

the operator is exposed to is being increased from the engine to the seat. 

Now hear this 

Wearing the right gear is the main safety message coming from a 

recently completed occupational noise survey conducted by an external 

consultant across the mine site. Gary said Noise Induced Hearing Loss 

was the most common and preventable occupational injury. 

“By performing simple prevention techniques, the risk of developing 

hearing loss can be dramatically reduced,” Gary said. 

“Our workers participate in a hearing conservation program, which 

consists of an assessment of hearing-related risks within the workplace, 

hearing Lost Time protection, Injury Frequency training, Rate and ongoing health monitoring.” 

Gary said the message needed to be sent home too. 

3.0 

“Simple things such as wearing the appropriate protection when 

2.5 

operating lawn mowers, brush cutters, and power tools in the home 

can 

2.0make a real difference to a person’s auditory health,” he said. 

A noise 

1.5 

control plan is being developed for MRM which includes training 

for 1.0 workers in the correct selection and use of hearing protection, and a 

schedule is now in place for personal noise dosimetry (a small device or 

0.5 

instrument used to measure noise). 

FREQUENCY 

Mill Operator Jason Eecen protecting his ears at work. 

0.0 

Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 

Jan 11 

Feb 11 Mar 11 Apr 11 May 11 Jun 11 

Jul 11 

Aug 11 

LTIFR 

Lost Time Injury Frequency Rate 


3.0 

12 

2.5 

10 

FREQUENCY 

2.0 

1.5 

1.0 

FREQUENCY 

8 

6 

4 

0.5 

2 

0.0 

Sep 10 Oct 10 Nov 10 Dec Aug 10 10Jan Sep 1110Feb Oct 1110Mar Nov 1110Apr Dec 1110May Jan 11 11 Jun Feb 11 11 Jul Mar 11 11Aug Apr 11 11 May 11 Jun 11 

Jul 11 

Aug 11 

0 

Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 

Jan 11 

Feb 11 Mar 11 Apr 11 May 11 Jun 11 

Jul 11 

Aug 11 

TRIFR 

LTIFR 


TRIFR 

12 

12 


10

Appendix 5 

Appendix 5: Stakeholder Analysis 

Engagement 

level 


Stakeholders consulted 

Manage closely Communities – 

Yanyuwa 

Communities – 

Gurdanji 


• Samuel Evans 

• Ross Friday 

• Marlene Karkadoo 

• Wyilo McKinnon 

• Chloe Mulholand 

• Dinah Norman 

• Leonard Norman 

• Mavis Timothy 

• Adrianne Friday 

• Amy Friday 

Community members 

• Anthony Johnston 

• Joanne Miller 

• Maria Pyro 


• Billy Coolibah 

• Johnny Davey 

• Harry Lansen 

• Timothy Lansen 

• Peggy Mawson 

• May Raggett 

• Ronnie Raggett 

• Katy Baker 


• Jonex Finlay 

• Jason Green 

• Deon Lansen 

• Judy Lansen 

• Robert O’Keefe Jr 

• Hayden Ward 

Communities – Mara Traditional Owners 

• Rhoda Hammer

Appendix 5 

Engagement 

level 


Communities - 

Garawa 



• Violet Hammer 

• Jacob Riley 

• Phillip Riley 

• Norma Timothy 


• Stewart Dirdi 

• Clem Goodman 

• Roslyn Hammer 

• Bruce Hansen 

• Katrana McKinnon 

• Vera McKinnon 

• Shauna Mumbin 

• Shaunette Mumbin 

• Lynette Simons 


• Thelma (Junior) Dixon 

• Vera Dixon 

• Jack Green 

• Marjorie Keighran 

• Freddy Rory 

• Shirley Simons 

• Maureen Timothy 


• Leah Bob 

• Aggie Charlie 

• Carol Charlie 

• Colleen Charlie 

• Roderick Charlie 

• Topsy Green 

• David Marshall 

• Jocelyn Mawson 

• Jimmy Morrison 

• Teresa Rory 

MRM Community Reference Group 

• Syd Rusca 

• Stan Allen

Appendix 5 

Engagement 

level 



• David Harvey 

Indigenous / local 

services and Non 

Government 

Organisations 

(note other members have been named elsewhere in this list 

including from the Indigenous/local services group below.) 

Mabunji Aboriginal Resource Corporation 

• Alison Doyle 

• Robert Arthur 

• Allan Charlie 

• Selma Hoosan 

• Amanda Johnson 

• Johnny Johnston 

• Desmond Lansen 

• Annie Roberts 

• Timothy Simons 

• Jodie Stacey 

• Lavina Woodroffe 

MAWA 

• Brian Kimmings 

• Keith Rory 

Mungoorbada Aboriginal Corporation 

• Bill South 

Li-Anthawirriyarra Sea Rangers 

• Chris Francis 

• Graham Friday 

• Stephen Johnson 

• Damien Pracy 

Environment Centre Northern Territory 

• Stuart Blanch 

Borroloola Women’s Shelter & Safe house 

• Sophia Fairhead 

• Lizzy Hogan 

• Valerie O’Keefe 

• Samantha Pluto 


• Daniel Mulholland 

• Donald Shadforth

Appendix 5 

Engagement 

level 

Keep satisfied 


Local businesses, 

organisations and 

suppliers 


Australian Aboriginal Protection Authority 

• Stefan Jurkijevic 

• Walter Zukowksi 

Waralungku Arts Centre 

• Miriam Charlie 

• Kathy Jupiter 

Borroloola Hotel 

• Toya Davis 

• Andrew Davis 

Savannah Way Motel 

• Trish Elmy 

• Sue Morgan 

• Charlie Radovic 

Gulf Mini Mart 

• Don Garner 

TJ’s One Stop 

• Megan Sauer 

Power Projects 

• Ryan Walker 

Borroloola Amateur Race Club 

• Rona Robertson 

Cairns Industries 

• Allen Cairns 

• Kym Cairns 

Stations 

• Spring Creek Station 

• Balbarini Station 

• Mallapunyah Station 

• Seven Emus Station 

Heartbreak Hotel 

• Kerry Ralph 

Industry Services Association 

• Emma Branigan 

• Sarah Coombes

Appendix 5 

Engagement 

level 

Keep informed 


Surrounding 

communities 

Roper Gulf Shire 

Council 

NT Government and 

agencies 


• Peter Rheinberger 

King Ash Bay community 

• Fay Campbell 

• John Dickson 

• Dennis Dixon 

• Keith Hallett 

• Mick Hong 

• Barry Stillman 

• Barry Wood 

Robinson River community 

• Bill Dixon 

• Dicky Dixon 

• Ronny Whitehead 

• Tony Jack, Mayor 

• Michael Berto, CEO 

• Stephen Anderson, Councillor 

• Sharon Hillen, Manager Governance and Corporate 

Planning 

• Thomas Michel, Senior Officer 

• Neil Pickett, Shire Services manager 

• Val Sieb, Library Manager 

• Nathan Willes, Youth Diversion Coordinator 

NT Government 

• Department of Natural Resources, Environment, the Arts 

and Sport 

• Department of Land and Planning, Road Network 

Division 

• Department of Housing, Local Government and Regional 

Services 

• Remote Engagement Officer 

• NT Worksafe 

• Land Development Corporation 

Borroloola Health Clinic 

• CJ Byrne 

• Marie Forbies 

• Andrew Geale 

• Wendy Kerr 

• Sue McMullen (Menzies School of Health)

Appendix 5 

Engagement 

level 


Australian 

Government 

Employees 


• Debra Moloney 

• Anthony O’Neill 

• Asman Rory 

• Kathy Ryan 

• Debra Young 

Borroloola Police 

• David D’Antoine 

• Gert Johannson 

• Melissa Sanderson 

• Ian Young 

Borroloola School 

• Graeme Matthews, Principal 

Centrelink 

• Peter England 

• Jodie Evans 

• Agnes Keighran 

Parks and Wildlife Borroloola 

• Michelle Foaet 

• Ben Senge 

Department of Resources, Energy & Tourism 

• John Eldred, Resources Division 

• Jill Grant, Resources Division 

• Mark Hough 

• Susan Penfold, Minerals and Energy 

• Frances Perrett 

• Chris Stamford, Resources Division 

Department of Families, Housing, Community Services and 

Indigenous Affairs 

• Robert Sitlington 

All 

Monitor Pastoralists • Megan Beach, Spring Creek Station 

• Bill Darcy, Balbarini Station 

• Jan Darcy, Mallapunyah Station 

• David Milroy, Kiana Station 

• Kerry Ralph, Heartbreak

Appendix 5 

Engagement 

level 



• Frank Shadforth, Seven Emus Station 

Darwin Business 

organisations 

Minerals Council of Australia – NT Division 

• Peter Stewart 

Tourists • Bill Ashworth 

• Yvonne Ashworth 

• Desirae Grainer 

• Helen Johnston 

• Robert Johnston 

• George Kidner 

• Lucie Kidner 

• Frances Schultz 

• Malcolm Schultz

Appendix 2 

Appendix 2 — MRM Community Benefits Trust — 20 Year Plan 

Vision: where the region wants to be by 2028: TO BE A VIBRANT, THRIVING, HEALTHY REGION 

Focus areas: what the Trust needs to do to 

contribute to this vision 

EDUCATION AND 

JOB CREATION 

SOCIAL AND COMMUNITY DEVELOPMENT HEALTH ENVIRONMENT CULTURE AND ART 

Baseline: where we stand in 2008 

• Literacy and numeracy: scores of below 30% 

across three age groups tested in national 

reading, writing and numeracy tests 

• Number of students graduating from Grade 

10 and 12: Low 

• School absenteeism: High (50% - 75%) 

• Unemployment rate: 38% 

• Average weekly gross income: Low 

• Main employer: CDEP (34% of jobs) 

• Average cost of living: High 

• Overcrowding in local homes: High 

• Indigenous-owned homes: 0 

• Formal youth activities: Minimal 

• Sense of community and town pride: 

Minimal 

• Law - offences against the person: 

approximately six times higher than the NT 

average 

• Law - offences against property: 28% 

higher than the NT average 

• Access to affordable, healthy food: Low 

• Drug and alcohol abuse: High 

• Chronic diseases: rheumatic fever, 

hearing and eye problems, skin diseases 

• Widespread cattle grazing on large 

pastoral properties 

• Growing recreational fishing industry: 

approximately 15,000 visitors in 2007 

• National Parks/Reserves: 

- Barranyi ( North Island) National Park 

- Caranbirini Nature Reserve 

- Limmen Bight National Park 

• Traditional hunting and gathering by 

language groups 

• Generational understanding of Indigenous 

culture and traditions: Slowly being lost 

due to societal issues 

• Current cultural features: 

- Lost City: a place steeped in culture 

and history, with sandstone 

formations, numerous rivers and 

wetlands 

- Borroloola History and Museum 

- Waralungku Art Centre Borroloola 

Priority actions - 2008 to 2013: what we need 

to do to make real progress by 2013 

2008/09 priorities 

Support initiatives that help provide: 









“Establishing the foundations” 

• An adult education centre for the region 

offering suitable training programs to assist 

future industry/business opportunities such 

as: 

- Upskilling people in ‘hard’ and ‘soft’ 

trades 

- Business establishment and 

management 

- Transitioning from work to school 

- Drafting tender submissions 

- Cross cultural awareness (children to 

adults) 

• Opportunities/incentives to re-engage youth 

in education 

• An Indigenous-based mentoring program 

catering for all — school, pre-vocational, 

employment 

• School-based work experience programs 

• School-based apprenticeship programs 

• Tertiary scholarships and traineeships 

• Support for the working WELL program 

• A work-ready program focusing on: 

- Work ethic/self esteem 

- Money management 

- Induction and OH&S 

• Sustainable housing for the region 

• Sustainable youth activities and support 

programs/facilities such as: 

- Support for local sports in the region 

- Community Youth Centre/Hall 

- Boarding facilities for travelling 

sporting teams 

• Relevant family support programs such as: 

- Home routine 

- Behavioural support 

- Financial management 

- Parenting and child care 

• Opportunities to build a sense of 

community spirit in the region such as: 

- Establishing a place to meet and a 

social outlet that isn’t linked to drugs 

and alcohol ie a community 

recreational facility such as the 

Community Centre concept or a 

meeting place/village square 

- Developing a community newsletter 

- Establishing a town social club to 

advertise community events 

(Borroloola Cyclones Soccer Club 

games, movies in the community 

centre, town barbecues etc) 

• High priority health programs such as: 

- Nutrition 

- Breakfast in schools 

- Hygiene 

- School-based drug and alcohol 

programs 

• High priority health facilities such as: 

- A sobering-up shelter 

- Night patrol 

- 2 permanent, full-time GPs at the 


- 6 additional treatment rooms for the 


- Specialist medical support such as a 

dentist, optometrist, gynaecologist, 

cardiologist, podiatrist, audiologist 

- Rehabilitation Centre 

- Helicopter-base at Borroloola 

• Suitable, high priority aged care 

programs/initiatives such as meals-onwheels 

and transport 

• Affordable, nutritious food for the region 

• Self-sustainable environmental projects or 

eco-tourism ventures that deliver real 

community benefits 

• Also see the ‘Education and job creation’ 

section for training support 

• Self-sustainable art and culture-based 

projects or Indigenous-tourism ventures 

that deliver real community benefits 

• Also see the ‘Education and job creation’ 

section for training support 

Sources: NT Government Department of Business, Economic and Regional Development (DBERD) research presentation to the Trust board titled: ‘Borroloola Community Profile’, Community consultation undertaken by MRM, the Trust Project Officer and Rowland Pty Ltd on behalf of the Trust from March to May 2008

Appendix 2 

Vision: where the region wants to be by 2028: TO BE A VIBRANT, THRIVING, HEALTHY REGION 

Focus areas: what the Trust needs to do to 

contribute to this vision 

EDUCATION AND 

JOB CREATION 

SOCIAL AND COMMUNITY DEVELOPMENT HEALTH ENVIRONMENT CULTURE AND ART 

2009 to 2013 

2009 to 2013 

2009 to 2013 

2009 to 2013 

2009 to 2013 

Support initiatives that help to provide: 

Support initiatives that provide: 




Targets: in 2013 how will we know we are on 

the way to achieving our vision 

• See 2008/09 priorities listed above 


• Sustainable locally-owned businesses such as: 

- Eco-tourism 

- Aquaculture/fishing 

- Fully Indigenous operated ‘Aburri’ 

- Steel fabrication business 

- A service to undertake road 

upgrades/town maintenance 

• Delivered on annual priorities 

• Committed the Trust budget in full — year-on-year 

• Demonstrated results (provided by Trust recipients) 

• Reviewed and refined the Trust’s priorities annually 

• Improvements against baseline 



• High-priority training opportunities for 

outstations/ homesteads 

• Training needed to support sustainable 

and environmentally-friendly ecobusinesses 

• Sustainable eco-friendly businesses such as 

a Barramundi Hatchery 


• High priority training programs needed to 

support the art and culture industry 

• Support for the sustainable growth of 

existing art and culture organisations 

Priority actions post 2013: what we need to 

put in place post-2013 (or earlier if funding is 

available) 

Targets: how we will know we have achieved 

our 20-year vision 


• Sustainable locally-owned businesses such as: 

- Eco-tourism 

- Aquaculture/fishing 

- Fully Indigenous operated ‘Aburri’ 

- Steel fabrication business 

- Establishing a maintenance service to 

undertake road upgrades/town 

maintenance 

• A community bank for the region 


• Committed the Trust budget in full - year-onyear 

• Demonstrated results (provided by Trust 

recipients) 

• Reviewed and refined the Trust’s priorities 

annually 

• Contributed to the region’s targets as 

outlined in the Draft Regional Visionary Plan. 

Draft targets include: 

- Literacy: NT average for the number of 

Grade 7s passing the reading test 

- Number of students graduating from 

Grade 10 and 12: NT average 

- School absenteeism: NT average 

- Unemployment rate: NT average 

- Weekly gross income: NT average 

- Main employer: diversity of 

employment in tourism, 

accommodation, mining, pastoral, 

infrastructure, aquaculture and cultural 

industries 


• Sustainable community housing 

• Relevant family support programs: 

- Home routine 

- Behavioural support 

- Financial management 

- Parenting and child care 

• Youth support programs 

• Opportunities to build a sense of 

community spirit 


• Committed the Trust budget in full - yearon-year 


recipients) 


annually 


outlined in the Draft Regional Visionary 

Plan. Draft targets include: 

- Average cost of living: NT average 

- Overcrowding in local homes: NT 

average 

- Formal youth activities: wide variety 

of activities 

- Sense of community and town pride: 

High 

- Law - offences against the person per 

1,000: NT average 

- Law - offences against property per 

1,000: NT average 


• High priority: health programs, health 

facilities and aged support initiatives 

• Sustainable locally-based businesses to 

supply affordable, nutritious food 




recipients) 


annually 




- Access to affordable, healthy food: 

High 

- Drug and alcohol abuse: Low 

- Prevalence of chronic diseases: NT 

average 


• Sustainable eco-friendly businesses such as 

a nursery to support mine rehabilitation 

activities 




recipients) 


annually 




- Maintaining widespread cattle 

grazing on large pastoral properties 

- Developing sustainable recreational 

fishing industry 

- Establishing sustainable eco-tourism 

businesses 


• Support for the sustainable growth of 

existing art and culture organisations 

• Sustainable culture-based businesses such 

as: 

- A cultural tourist centre 




recipients) 


annually 




- Establishing sustainable traditional 

hunting and gathering by language 

groups 

- Generational understanding of 

Indigenous culture and traditions: 

Well remembered and shared 

- Establishing a variety of sustainable 

culture-based businesses based on 

tourism 

Sources: NT Government Department of Business, Economic and Regional Development (DBERD) research presentation to the Trust board titled: ‘Borroloola Community Profile’, Community consultation undertaken by MRM, the Trust Project Officer and Rowland Pty Ltd on behalf of the Trust from March to May 2008

Appendix 3 

Appendix 3 — MRM Community Benefits Trust Grants approved 2007 – 2011 

Project partner/s Project name Focus Grant value Date approved Project description 


Vocational Education and 

Training Centre 

Education $110,000 February 2008 • Develop a facility that allows the School to provide quality educational outcomes and vocational experiences to meet 

the current and emerging needs of the community 

• Grant funding supported the installation of equipment and fit-out of the building. 

Mabunji Wunala Crèche Children’s toilet facilities Health $11,275 February 2008 • Provide necessary ablution facilities to ensure the health and wellbeing of the children while in care. 

The Smith Family 

Learning for Life 

Indigenous Programs in 

Borroloola 

Education $560,000 May 2008 • Breakfast with a Mentor program 

• Work observation and work placements 

• Celebration of the new school building opening 

• My time mentoring program 

Borroloola Amateur 

Race Club (BARC) 

New rodeo chutes Art and culture $20,000 May 2008 • Contribute to the sustainability of the area’s culture 

• Replace chutes which were 30 years old, in poor condition and dangerous to stock and competitors 

Greenlip Enterprises Aviation training Enterprise and job 

creation 

$36,120 May 2008 • Provide local Indigenous resident, Richard Baker, with the necessary training to gain his license and secure 

employment as a commercial helicopter pilot at Airborne Solutions. 

Mungoorbada 

Aboriginal Corporation 

Purchase of a concrete 

agitator 

Enterprise and job 

creation 

$90,000 May 2008 • Build a sustainable local operation that will give the community the resources it needs to conduct maintenance and 

construction activities. 

Mungoorbada 


Purchase of a concrete 

batching plant and widespan-shed 


creation 

$70,000 May 2008 

• Expand the potential business opportunities serviced by the Civil Construction Team. 

Mungoorbada 


New community store 


creation 

$145,960 May 2008 • Develop a new community store to replace the aging existing shop which has poor refrigeration capabilities and lacks 

space for growth. 

Mungoorbada 


Livestock business - goats 


creation 

$20,000 May 2008 • Build a fence to contain a herd of around 200 goats and protect them from dingo attack. 

Mungoorbada 


Visitor Accommodation 

Centre 


creation 

$69,462 May 2008 • Add a visitor accommodation and kitchen facility to a planned Government Business and Accommodation Centre and 

expand its potential uses. 

Mungoorbada 


Livestock business – beef 


creation 

$11,000 October 2008 • Purchase 2 bulls and 10 cows for the Wandigulla Outstation to support the extension of their breeding and export 

business. 

Mungoorbada 


Three earthworks 

machines – grader, loader 

and smooth drum roller 


creation 

$312,400 October 2008 • Purchase heavy machinery necessary to support the expansion of the Civil Construction Team based in Robinson River 

and increase their business opportunities. 

King Ash Bay Fishing 

Club 

Barramundi fish 

monitoring project 

Environment $203,280 April 2009 • Undertake a two year research program to examine the impacts of increased recreational fishing on barramundi fish 

numbers in the McArthur River near King Ash Bay.

Appendix 3 


National Trust of 

Australia (Gulf Branch) 

Borroloola Old Police 

Station Museum Toilet 

Repairs 

Health $76,162 April 2009 • Conduct necessary repairs to the museum’s ablution facilities. 

Malandari Partnership 

Acquisition of Borroloola 

Bulk Discounts 

(For supermarket 

infrastructure 

requirements not including 

the liquor operation) 


creation 

Health 

$543,000 August 2009 • Upgrade to the supermarket security system 

• Relocation of the Post Office to a separate new building 

• Construction of a supermarket annexe for the sale of furniture and boat equipment 

• Construction of a two bedroom accommodation unit for use by staff and visiting support personnel 


(MRM) 

2008/2009 Indigenous 

employment and training 

strategy 


creation 

$606,425 

(This is 20% of the 

total initiative cost 

of $2.9 million in 

2008/2009) 

August 2009 • Develop an effective and culturally appropriate framework for Indigenous recruitment, training and retention at MRM 

which encourages and motivates applicants within the local community 

• Individually tailor training and career development programs for all employees 

• Foster a supportive environment within the workplace, which eliminates racism and celebrates cultural diversity. 


(MRM) 

2009/2010 Indigenous 

employment and training 

strategy 


creation 

$595,918 

(This is 28% of the 

total initiative cost 

of $2.1 million in 

2009/2010) 

August 2009 


Resource Centre 

2010 NAIDOC Festival Art and culture $5,000 August 2009 • Support the costs associated with the delivery of the NAIDOC festival program in 2010 as an important annual 

celebration of indigenous cultural heritage. 

Roper Gulf Shire Council Pool Maintenance 

Roper Gulf Shire Council Multi-purpose community 

facility 

Social and 

Community 

Development 

Social and 

community 

development 

$60,000 March 2010 • Cover the cost of consumable materials and utilities to support the operation as it develops its sustainability as a 

business enterprise. 

$1,000,000 August 2010 • In principle agreement has been given for a $1 million grant to support the development of an indoor sports and 

recreational facility in line with identified community priorities. 

Borroloola Amateur 

Race Club 

Bucking Chutes 

replacement 

Art and Culture $23,450 October 2010 • Purchase 3 new bucking chutes to improve safety for animals and riders and assist the sustainability of the event. 

Mabunji 

Aboriginal Resource 

Centre 

Little River Youth Diversion 

Program 


creation 

$52,095 October 2010 • Create a Juvenile diversion/life skills development for 13-16 year olds. 

Mabunji 


Centre 

Creche Fencing 


creation 

$47,544 October 2010 • Funding to replace existing perimeter fencing with a new safe and secure fence surrounding the Wunala Crèche.

Appendix 3 


Waanyi Nation 


New business enterprise 

led by Ronnie Raggett 

Enterprise 

development and 

job creation 

$40,000 October 2010 • Support to engage a consultancy to develop a viable business plan for the growth of a new enterprise to provide 

contract machinery operation. 

Waralungku Arts Centre Exhibition at Rebecca 

Hossack Art Gallery, 

London 

Arts and culture $50,000 December 2010 • Paintings, prints and wooden sculptures by at least 8 local artists will be featured in an exhibition commencing in July 

2011 at the Rebecca Hossack Art Gallery in London. 

• Funding support was to assist in airfares but also supports investment in marketing and website development. 

Li-Anthawirriyarra Sea 

Rangers 

Mabunji 


Centre 

Two vehicles for ranger 

program 

Beautifying Borroloola 

Project 

Environment $160,124 December 2010 • Funding over three years for the acquisition of two vehicles and their maintenance costs to help caring for country 

initiatives of the Yanyuwa people. 

Environment $26,940 February 2011 • Covers the landscape design costs for the beautification of the town, in particular, the entrance to make the town 

welcoming to tourists, provide local job opportunities and build a sense of pride amongst community members. 

Department of 

Education and Training 

Strong Start, Bright Future Education $1,012,000 February 2011 • Contributes to a series of initiatives to be delivered in partnership between the Department, Borroloola School and 

MRM. 

• Provides pathways toward education and training for all children through to employment and involves a frequent 

attender program, incentives for students, vocational education and training opportunities. 

• Also supports 10 school-based apprenticeships each year and improvements to Vocational Education Training. 


Mabunji 


Centre 

Barkly Regional Arts Inc 

Indigenous Employment 

Strategy 

Funding for NAIDOC and 

Boonu Boonu Celebrations 

2011 

Borroloola and McArthur 

River Song People Sessions 

Job creation $599,087 February 2011 • Supports the $1.4 million extension of the Indigenous Employment and Training Strategy which is a specific 

commitment made by MRM in agreement with the NT Government as part of the Trust objectives. 

Art and Culture $27,500 June 2011 • Support for the expansion of the 2011 NAIDOC Celebrations to include the Boonu Boonu Festival as the only 

traditional indigenous dance festival in the Northern Territory. 

Art and Culture $79,288 June 2011 • Innovative Indigenous cultural maintenance and language preservation project that is recording the traditional songs 

of the four local language groups and producing them into contemporary recordings for both archival purposes and 

the enjoyment of listeners. 

• The process includes documenting Indigenous language and English transcriptions of all songs.

Appendix 4 

Appendix 4 — Impact/benefit summary table 

Potential impact or benefit Positive / 

negative 

Mitigation measures 

Stakeholders 

Increased employment opportunities – local Positive • Continue commitment to support local skills development and training through Pathways to Employment strategy 

• Consider developing community partnerships allowing flexible workplace arrangements in support of greater 

engagement of Indigenous personnel 

• Engage with community to increase awareness about employment opportunities at MRM 

• Review and update communication processes to ensure advice about employment opportunities is provided in a timely 

manner and local people are provided with support to develop their skills / become better positioned to maximise 

employment opportunities 

• Raise awareness about MRM Indigenous Employment Coordinator through internal engagement with staff 

• Review staff retention programs regularly to draw on lessons learned. 

Youth employment opportunities – Local Positive • Continue heavy involvement in and support of DET Strong Start, Bright Future program 

• Identify and implement mechanisms to support proactive dissemination of information about youth employment and 

training opportunities. 


Group 



(Borroloola) 

ISA 

Centrelink 

Employees 


DET 

Employees 


Youth 

Increased local employment leads to greater use of alcohol and 

drugs 

Negative • Continue enacting zero tolerance policy at MRM work site during work hours 

• Support community health initiatives through MRM Community Benefits Trust, sponsorships and donations, including 

drug / alcohol education programs and substance abuse support services 

• Consider incorporating more substantial drug and alcohol management on site as part of induction / training to 

encourage behaviour that can be replicated when back in the community. 


Local Indigenous representative 

groups 




Borroloola Clinic 

Increased instance of humbugging Negative • Explore strategies to overcome social issues in consultation with NT Government and Traditional Owners / Indigenous 

leaders, including possibility of setting up new models for salary payments, undertaking community education programs, 

and providing support to workers experiencing humbugging. 

NT Government 


Indigenous representative 

groups 

Extended mine life until 2036 – increased job stability and 

extension of MRM Community Benefits Trust 

Increased potential for youth services and facilities to be 

implemented in local area as a result of extended MRM 

Community Benefits Trust life 

Increased traffic may lead to accelerated degradation of roads 

and require greater maintenance 

Positive • MRM to review the MRM Community Benefits Trust agreement in 2013 to consider mandate and contributions made by 

the Trust to community development in Borroloola and the local region, and determine the level of ongoing annual 

financial commitment. 

• Promote the Trust Project Officer’s visiting times more widely. 

Positive • Provide results of consultation relating to youth opportunities to MRM Trust Project Officer and work to help encourage 

grant applications in this area. 

Negative • MRM to work with NT Government to highlight importance of undertaking an upgrade to existing road. 

• Continue maintenance of Mule Creek Road. 



NT Government

Appendix 4 

Potential impact or benefit Positive / 

negative 

Mitigation measures 

Stakeholders 

Increased traffic may increase the potential for more accidents Negative • Work with MRM Community Reference Group, NT Government and other groups to develop driver education programs 

• Work with NT Government regarding speed limit 

• MRM to consider providing bus in/out service from Borroloola to MRM for local employees. 

NT Government 



Group 

MRM employees 

Increased transportation of lead concentrate, leads to increased 

risk of spills 

Increased employment of local people means they are no longer 

able or wish to stay in their home community 

Increased flight schedule to MRM may lead to increased 

accessibility to and from the area for the community 

Opportunities for local and regional businesses to engage with 

the mine 

Negative • MRM to maintain an ongoing review of existing lead concentrate handling and transportation policy 

• Maintain existing emergency response plan 

• Develop a disclosure policy ensuring that government and community stakeholders are made immediately aware of 

incidents involving hazardous material. 

Negative • Consider investigating impact of personnel leaving the community to become FIFO employees on family / community 

cohesion 

• Work with Territory Housing to highlight limitations the social housing policy poses on expanding Indigenous 

employment 

• Explore opportunities to encourage private developers to enter the community and develop private accommodation 

options, seeking input from Northern Land Council on land tenure issues 

• Work with MRM Community Benefits Trust to identify proactive opportunities to work with the NT Government. 

Positive • Work with Airnorth to make as many flights as possible available to the community and consider ways to communicate 

flight availability / schedule to people in the region 

• Engage with NT Health to develop improved means and process of airlifting elderly patients to Darwin using Airnorth 

service. 

Positive • MRM’s local procurement program will continue to underpin operations throughout the proposed Project 

• Communicate with local businesses to increase level awareness about MRM expectations and requirements for supplier 

accreditation 

• MRM will explore opportunities to work with business and industry groups to support local businesses wishing to meet 

requirements to supply to the mine 

• MRM will report success and development of local procurement programs through the MRM Community Reference 

Group and other local services / NGOs. 

MRM – internal 



NT Government 


Community 

Airnorth 

Community 

NT Health 

Borroloola Clinic 

Businesses 

Indigenous / local services and 

NGOs 

MRM Community Groups 

Increased frequency and scope of environmental monitoring Positive • Investigate potential to increase frequency of monitoring at key locations, such as Surprise Creek. MRM 

Increased accessibility to monitoring results Positive • Consider providing community and key stakeholders increased access to and more detailed information on monitoring 

results achieved, eg. expand amount of information included in written materials to provide more depth and context to 

monitoring results 

• Consider increasing access to MRM environmental representatives in Borroloola MRM office 

• Increase depth / amount of information on monitoring process and results, while ensuring it does not overwhelm 

stakeholders / the community with technical jargon. 

MRM 

All 

Traditional Owners / Indigenous 

leaders 

Sea Rangers

Appendix 4 

Increased opportunities for Traditional Owners / Indigenous 

leaders to be involved in the rehabilitation process 

Positive • Provide community with detailed information about ongoing environmental monitoring / management programs 

through established communication channels 

• Explore opportunities to engage a Gurdanji Ranger Group in environmental management / care for country around the 

mine in conjunction with MRM personnel 

• Investigate potential to fund this involvement through MRM Community Benefits Trust 

• Consider establishing formal environmental education program in conjunction with Borroloola School to engage 

students in establishment / management of rehabilitation work or other environmental initiatives. 

• 


leaders (especially Gurdanji) 



Community 

Responsible mine closure rehabilitation works and planning Positive • Review MRM’s communication techniques / channels with community to identify where communication needs to 

increase, supported by additional ‘face time’ in Borroloola 

• Investigate avenues to communicate rehabilitation plans with community in preparation for mine closure and beyond, 

with view to involving community members (particularly TOs) in rehabilitation works. 

Community 


leaders 

Perception that expanded TSF will result in greater likelihood of 

seepage contaminating ground and surface water 

Negative • The TSF has been a significant area of study under the EIS 

• Monitoring will continue 

• Emergency spillways will be constructed 

• MRM will communicate with the community and stakeholders about TSF management and MRM procedures. 

MRM 

Expansion of TSF may impact on visual amenity Negative • It is unlikely the TSF will be visual from the Carpentaria Highway. 

Perception that OEF run-off may be acidic and pollute water 

sources (ground and surface) 

Negative • MRM will continue to use existing procedures (exceeding international requirements) to minimise potential for 

potentially-acid forming material contamination run-off 

• MRM will communicate with the community and stakeholders about OEF management and MRM procedures. 

MRM 

NT Government 

Traditional Owners / language 

group members 

Businesses 

Community Groups 


NGOs 


Expansion of OEF may impact visual amenity Negative • Due to importance of OEF in managing environmental impacts of overburden, there is limited capacity to reduce the OEF 

size 

• MRM will investigate strategies for contributing to local environmental enhancement to offset impact of visual amenity, 

including potential to establish biodiversity offset zone 

• MRM will consult and involve stakeholders and the community in rehabilitating the OEF through life of mine and 

closure. 

MRM 

NT Government 

Traditional Owners / language 

groups 


NGOs 


Disturbance of cultural heritage sites due to project activities 

during construction and operation 

Increase in barge movement at Bing Bong – impacting people / 

cultural activities (eg. fishing) 

Negative • Maintain commitment to cultural heritage management, guided by Xstrata plc’s Business Principles and MRM’s Cultural 

Recognition Policy 

• Cultural heritage study revealed no areas of cultural significance will be disturbed. 

Negative • Continue to communicate with the community and stakeholders about outcomes of Australian Institute of Marine 

Scientists (AIMS) annual reports on the area and barge schedules / routes. 


All

Appendix 4 

Increased involvement by Traditional Owners in cultural heritage 

management activities 

Increase in barge movement at Bing Bong – impacting marine 

life 

Positive • MRM will explore opportunities to engage a Gurdanji ranger group to be actively involved in environmental 

management and care for country around the mine in conjunction with MRM environmental personnel. 

• MRM will investigate the potential to support the Gurdanji proponents to prepare a funding submission to the MRM 

Community Benefits Trust, to support the establishment and short-term sustainability of the ranger group. 

• Investigate how cultural heritage management programs / processes can be further communicated with the community 

to promote understanding and awareness. 

Negative • Work closely with Indigenous care for country groups to ensure involvement in monitoring and help address potential 

impacts on marine life 

• Collaborate on agreements for ongoing involvement in environmental management of the area. 


leaders 

Community 

Sea Rangers 


Human rights breaches – personnel and community Negative • No additional mitigation required – MRM adheres to policies and procedures required by the Australian Government and 

international best practices. 

MRM 

Increased mine production may lead to further resources to 

increase consultation / support / communication between MRM 

and community 

Positive • Consider ways to improve community consultation with community, ensuring information is provided in a way that is 

best-suited to the audience 

• Identify whether additional MRM community relations resources can be made available to increase ‘face time’ in 

Borroloola 

• Increase site tours / public meetings / MRM representation at community and NGO meetings. 

MRM

Social Impact Assessment - McArthur River Mining

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