1. MEADE HARRIS GOODWIN
GLOBAL CCS INSTITUTE
WORKSHOP FOR CIVIL, CHEMICAL, ELECTRICAL, ENVIRONMENTAL AND MECHANICAL
ENGINEERS: INTRODUCTION TO CAPTURE, USE AND GEOLOGICAL STORAGE OF CO2
October 13-14, 2014
DF CFE Technology Museum
SUPPORTED BY:

2. CONTENT
 Why does the public matter?
 Best practice on stakeholder engagement and
communication for CCS
 Education outreach material
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3. DOES COMMUNICATION AND ENGAGEMENT
MATTER?
LEFT: Opposition
group posters
against the
Barendrecht Project
- Holland
SUPPORTED BY:
“ ...a fundamental conclusion is that communication should not be seen
as an add-on to the project. Successful projects integrate communication
and outreach as a critical component of the project from the beginning.”
International Researcher Team: Commonwealth Scientific and Industrial Research Organisation (CSIRO), Australia; Energy
Research Centre of the Netherlands (ECN), Netherlands; Illinois State Geological Survey, University of Illinois, USA; Pacific
Northwest National Laboratory, operated by Battelle for the US Department of Energy, USA; and AJW Inc., USA.
RIGHT: Linlithgow
Academy Pupil’s Science
Communication posters -
reflecting community
support and
understanding of CCS.
“Despite our positive stakeholder engagement, public
opposition still ranked in the top 5 of our project risks”
Longannet Project - UK

4. WHERE DOES OUR LEARNING AND BEST
PRACTICE COME FROM?
 CSIRO led global social research program
 IEAGHG Social Research Network
 CCS projects and global project survey
 International workshops and meetings
 Peer-reviewed and internationally trialled toolkits
 40+ social research and project knowledge products
SUPPORTED BY:
available to download now...

5. SO WHAT DOES ALL THE RESEARCH TELL US?
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6. SO WHAT DOES ALL THE RESEARCH TELL US?
 Five steps to create a successful stakeholder strategy:
– Identify your stakeholders
– Understand your stakeholders
– Get your messages right
– Get your messengers right
– Set your communication/engagement activities as a fundamental
part of project activity
 Common success factors
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7. IDENTIFY YOUR STAKEHOLDERS
“STAKEHOLDERS...those who have an interest in a particular decision, either as
individuals or representatives of a group. This includes people who influence a
decision, or can influence it, as well as those affected by it.” - Hemmati, 2002
Example of diverse range of possible
stakeholder groups that may impact a CCS
project – adapted from Hund, et al.
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 Large and varied range of
stakeholders
 Brainstorm and categorise
stakeholders as a project
team
 Consider including trusted
external stakeholders in
identification process
 Lists of key stakeholders
will evolve and grow over
time
RESOURCE LINKS
Social Site Characterisation Toolkit
Stakeholder Identification
Brainstorming Worksheet 1
Brainstorming Worksheet 2
Communication and Engagement
Toolkit
Gathering Social Data
Social Data Worksheet
Baseline Survey
Identifying Stakeholders
ULCOS Case Studies
Stakeholder identification real project
case study

8. UNDERSTAND YOUR STAKEHOLDERS
“It is important to recognise that a project’s stakeholder list will change and grow as the project
progresses. It is essential to continually analyse input and information to identify additional
stakeholders who should be engaged.” - Tenaska Trailblazer, Texas (Tenaska 2010, p6).
 Iterative and ongoing
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process.
 Multiple methods of
gathering stakeholder
information, including tools
that support early
stakeholder engagement.
 Social data interpretation
and SWOT analysis.
 Detailed case studies.
Tools Resource Links
Social Data Collection
and Baseline Surveys
www.globalccsinstitute.com/publications/social-site-characterisation-
concept-application/online/35391
Brainstorming
www.globalccsinstitute.com/publications/social-site-characterisation-
concept-application/online/35396
Interviews and
Focus Groups
www.globalccsinstitute.com/publications/social-site-characterisation-
concept-application/online/35406
Stakeholder Mapping
www.globalccsinstitute.com/publications/social-site-characterisation-
concept-application/online/35411
SWOT Analysis
www.globalccsinstitute.com/publications/communication-and-
engagement-toolkit-ccs-projects/online/32166

9. GET THE MESSAGE RIGHT
“The people who endorsed us talked about it (CCS) being a vital tool in the battle against climate change. I
don’t think that that kind of argument worked at a local level, within the local community, they didn’t care.
We would bring it up and they would say ‘oh that’s nice for us’” - Norm Sacuta, Director of Communication,
IEA GHG Weyburn, Canada
SUPPORTED BY:
 Frame
messaging to
suit stakeholders
 Local benefits
 Keep it simple
and visual
 Remember to
LISTEN!
New Global CCS Institute graphics now available to download from:
http://www.globalccsinstitute.com/understanding-ccs/information-resources

10. GET THE MESSENGERS RIGHT
“It is critically important to understanding where people get their information from... messages from multiple
sources with potentially varying perspectives may carry more weight... ensuring that stakeholders have
access to technical experts, not just project proponents, to answer questions is important for building trust.” -
Illinois State Geological Survey, Pacific Northwest National Laboratory: FutureGen Case Study, 2010
SUPPORTED BY:
 Sources of information
– Third party advocacy
– Community Liaison
Officer/Community Liaison Group
– Project Spokespeople
 Methods of communicating
The Benefit, Assurance and Truthfulness Dynamic, Prangnell M,
Communications for Carbon Capture and Storage – identifying the benefits,
managing risk and maintaining the trust of stakeholders, 2013, Pg 3

11. SET COMMUNICATION AND ENGAGEMENT AND
ENGAGEMENT AS FUNDAMENTAL PROJECT
ACTIVITIES
“A fundamental conclusion is that communication should not be seen as an add-on to the project. Successful
projects integrate communication and outreach as a critical component of the project from the beginning.” - Wade,
S., Greenberg, S., Social Site Characterisation: From Concept to Application, 2011
 Develop a clear consultation plan
and communicate this through
multiple sources
 Provide an open channel for
communication with the project
 Establish fixed checkpoints with
stakeholders and pre-brief before
announcements
SUPPORTED BY:
A Stakeholder Management
and communication function
should always be integrated
into project management ...
Ultimately Stakeholder
Management is instrumental
in creating necessary
conditions for other project
functions.
Stakeholder Management Report,
ROAD, 2011

12. COMMON SUCCESS FACTORS
CORE COMMUNICATIONS
FUNCTION
SOCIAL CONTEXT
CONSIDERED
Communication/outreach experts imbedded in project team from project outset.
Social context genuinely considered during project site selection and throughout the
project’s design and implementation phases.
EARLY ENGAGEMENT
Time and effort invested at the outset of a project to interact with and truly understand
stakeholders.
Carefully considered and targeted messaging or framing of the project.
TARGETED FRAMING AND
MESSAGING
Having the ability to adapt solutions to meet stakeholder concerns
FLEXIBLE PROJECT
IMPLEMENTATION
STRATEGY
Overcoming the lack of understanding around CCS with education and the lack of
iconic imagery with real experiences – site visits, meeting teams, pilot sites, rock
samples etc.
EDUCATE AND CREATE
TANGIABLE EXPERIENCES
SUPPORTED BY:

13. COMMON SUCCESS FACTORS
CORE COMMUNICATIONS
FUNCTION
SOCIAL CONTEXT
CONSIDERED
Communication/outreach experts imbedded in project team from project outset.
Social context genuinely considered during project site selection and throughout the
project’s design and implementation phases.
EARLY ENGAGEMENT
Time and effort invested at the outset of a project to interact with and truly understand
stakeholders.
The common root of all these success
Carefully considered and targeted messaging or framing of the project.
factors is the practice of building trust.
TARGETED FRAMING AND
MESSAGING
Having the ability to adapt solutions to meet stakeholder concerns
FLEXIBLE PROJECT
IMPLEMENTATION
STRATEGY
Overcoming the lack of understanding around CCS with education and the lack of
iconic imagery with real experiences – site visits, meeting teams, pilot sites, rock
samples etc.
EDUCATE AND CREATE
TANGIABLE EXPERIENCES
SUPPORTED BY:

14. EDUCATION OUTREACH
SUPPORTED BY:

15. EDUCATION AT THE INSTITUTE
SUPPORTED BY:
• CarbonKids Program
• Curriculum Resources
• Introduction to carbon capture and storage
• NEW: Energy in a low-carbon future
• Workshop material
• Interactive presentations
• Hands-on CCS Experiment kits
• Challenge events
• National CCS Week Science Communication
Challenge
• Game development
• Project outreach resources
• Hontomin Project’s bilingual – Cooking with CO2
and CO2 Do I Know You resources
• Supporting international development
www.globalccsinstitute.com/get-involved/in-focus/
2013/11/education-institute
http://www.youtube.com/watch?v=eEC4beCSOz4

19. Actvities
UK – CO2degrees Workshop
and filming - Boddam Primary –
June 24
USA – SMASHcamp and filming -
Richland Community College – June 23
Spain – National Energy Museum
Workshop – Your footprint on the
planet – July 24
Japan – Pilot education materials and
workshops - RITE – Autumn 2014
Norway – CO2degrees Workshop
and filming, Technology Centre
Australia – Book Publishing – CarbonKids Mongstad – Sept 9th
For more information visit www.CO2degrees.com

20. CO2degrees Education Challenge
SUPPORTED BY:

21. CO2degrees Education Challenge
SaskPower
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22. CO2degrees.com
SUPPORTED BY:

23. FOR MORE INFORMATION:
Meade Harris Goodwin
Senior Advisor, Public Engagement & Capacity Development, The Americas
Email: meade.goodwin@globalccsinstitute.com
SUPPORTED BY: