30 years of McArthur River Mine

McArthur River Mine celebrates three decades of ingenuity, camaraderie and community focus in the Northern Territory.

Since 1995, McArthur River Mine (MRM) has been at the forefront of zinc and lead production in Australia. It’s an amazing feat, one marked by life-changing milestones and groundbreaking technological innovations. Here, we reflect on the site’s achievements and how it’s continuing to improve the lives of people in the surrounding communities.

The making of MRM

MRM may have been in operation for 30 years, but its history dates back much further – more than a century, in fact. Back in 1888, graziers and early visitors first noticed highly visible lead surface outcrops, leaving them in no doubt that the region was rich in minerals.

In 1955, a party from Mount Isa Mines (MIM) surveyed the area, naming the considerable zinc and lead outcrops they found the ‘Here’s Your Chance’ deposit. But it would be another 40 years before the mine would go into commercial production, hampered by both the remote location – 970 kilometres south-east of Darwin – and the costs associated with building infrastructure in the region to support the mine. But the biggest challenge was a technical one: the lead and zinc particles were too small to be separated the traditional way.

“Even with really fine grinding, they found it very difficult to get selective separation between the minerals,” explains Patrick Bowen, who has been at MRM since 1996 and now does research and development work for the operation. “What that meant was that there was low recovery and low economic return.”

In an attempt to find technical solutions, ore samples were sent to experts around the globe. “They basically put it out there to the world to say, ‘Here’s a challenge: come up with a way to economically process this ore body,’” says Patrick.

A breakthrough

What helped turn the situation around was the IsaMill™ – a horizontal grinding mill co-developed by MIM that was launched in 1994. “IsaMill™ is very power efficient and it gave a cost-effective way to liberate the valuable minerals and make a commercial-grade lead/zinc bulk concentrate,” says Patrick.

Finally, in 1995, after 40 years of effort, MRM was operational.

“There have been generations of people involved in trying to develop and get the mine to an operating state,” Patrick reflects. “I think a lot of credit should go to the people who persevered with it, because there’s been an incredible amount of technical input, right across the world. There are papers written that are still used in university courses on the problem of MRM and how it could be addressed.”

Today, there are eight IsaMills™ on-site, and the technology remains a big part of MRM’s processing flow sheet.

Another key technological innovation at MRM was the introduction of a lead oxidation (called PbOx) process during the mine’s expansion, as it enabled the creation of a zinc and lead concentrate from a bulk concentrate.

From strength to strength

MRM has come a long way from those early days. In 2025, it produced 274,000 tonnes of zinc, 52,000 tonnes of lead and 2 million ounces of silver. These resources can end up in a vast range of steel products, as well as in sunscreen, animal feed, transport, batteries and renewable energy technologies.

MRM also provides work for more than 1,300 people and is one of the largest employers in the Northern Territory. Its workforce is largely sourced from the Territory and is very diverse: 24 per cent are Indigenous and 22 per cent are women – both much higher than the average across the Australian mining sector.

The site prioritises sourcing goods and services locally wherever possible, from food in the mess to machinery parts. In 2024 it directly contributed $1 billion to the economy, including a spend of $832 million on goods and services from 860 Australian-based businesses.

Local focus

Since 2007, the McArthur River Mine Community Benefits Trust – a unique partnership between MRM, the Northern Territory Government and the local community – has been changing lives in the region. Each year, MRM donates $1.5 million to the Trust to invest in local projects that support culture and art, enterprise and job creation, social and community development, education, health and the environment.

One recent project established Gulf Youth and Community Services in nearby Borroloola – a program covering health, sport and recreation, and life skills. “There’s a real gap in Borroloola in terms of service provision, and the community put young people’s wellbeing as their number-one priority,” says Jim Gleeson, project officer for the Trust.

The Trust is also investing in Jirribilyi, a proposed $24 million mixed-use development that’s currently out to tender. The project includes three commercial tenancies (including Purple House renal dialysis), six retail tenancies, accommodation for service providers, a community meeting space and a youth precinct, and will provide more services in the community as well as support economic development.

“It’s a massive project,” says Jim. “It’s one of the biggest things that’s been developed in a remote Northern Territory community in a number of years. An independent assessment of Jirribilyi by KPMG suggests it will deliver more than $75 million in local community benefit over 15 years.”

Engagement with communities

Originally an underground mining operation, in 2006 MRM converted to open-cut. While the move allowed the operation to access significant volumes of zinc and lead, it resulted in the diversion of the McArthur River, which was controversial given the river is home to an Indigenous songline. In 2021, MRM apologised for the sadness that this caused to Indigenous people in the Gulf Region and began discussions around an Indigenous Land Use Agreement (ILUA).

MRM has more recently engaged constructively with GYGM Aboriginal Corporation – a group of Traditional Owners representing the four language groups of the surrounding region: the Gudanji, Yanyuwa, Garrwa and Marra. in 2025, MRM and GYGM signed a Cooperation Agreement and a Cultural Heritage Management Agreement (CHMA), which formalise a commitment from MRM to work together with GYGM to manage cultural heritage on-site for future generations. The CHMA embeds the role of Traditional Owners in identifying and managing cultural heritage, and outlines clear processes for consultation, protection and decision-making. The agreement also lays the groundwork for a broader ILUA over the remaining mine life to 2040.

A bright future

Chat to anyone at MRM and a common thread emerges: it’s the people who make the place. “This is my other family, my mine family,” says Sam Seib, Coordinator of the Maintenance Service Team, who’s worked at MRM for 28 years. “You have a bad day, but then you get amongst the rest of the guys, tell a few jokes, have a couple of beers and the world’s a different place.”

Mark Furlotte, General Manager of MRM, agrees that the collaborative culture of the site has been a major part of its success. 

“We work with one of the world’s largest and most complex zinc-lead deposits in a remote environment, which demands innovative solutions in mine planning, infrastructure, water management and logistics,” he says.

“But our success goes beyond engineering. It’s built on the strength of our people, the partnerships we’ve developed with Traditional Owners and our ongoing commitment to supporting the Northern Territory as a regional hub for capability and growth. I’m proud of the culture MRM has built over 30 years – one that values safety, integrity and respect – and excited about where this foundation will take us in the future.”