Is place-based engagement the missing link in CCUS infrastructure?

Even technically viable carbon capture, utilisation and storage (CCUS) and hydrogen projects can be delayed or cancelled when engagement doesn’t reflect local expectations. Broad labels like “government”, “industry” or “the public” are not specific enough for project teams to manage risk and build consent. Progress also depends on place-based stakeholder understanding that anticipates how local economic history, proximity to assets and perceived impacts shape attitudes. It also depends on engagement that is tailored to different audiences and treated as an adaptive process rather than a fixed plan.

Start with place-based stakeholder understanding

The 7th UK CCUS and Hydrogen Decarbonisation Summit in Leeds brought together more than 750 participants from government, regulation, industry, academia and service providers to discuss how to move projects from ambition to delivery. In a panel chaired by GHD’s Andy Kirchin, panellists agreed that stakeholder engagement can be the deciding factor for schedule and consent, particularly when it fails to reflect local expectations.

A practical starting point is a more precise understanding of who the stakeholders are and how their views are formed. For CCUS projects, broad categories alone do not provide developers with enough information. Responses are often shaped by proximity to assets, past industry experience, local economic context and perceived environmental risk.

That distinction matters in practice. The panel noted that communities in long-standing industrial areas often respond positively to CCUS proposals on brownfield sites. In these settings, new projects may be seen as a way to protect or create jobs, build on existing infrastructure and sustain local prosperity.  Place‑based dynamics can also play a role in achieving a just and fair transition.

The picture can be very different in less industrialised and environmentally sensitive areas. The proposed Solent CO2 pipeline linked to ExxonMobil is a prominent UK example. The project was intended to transport captured CO2 for offshore storage, but the proposed routing near areas such as New Forest and the Isle of Wight generated strong local concern. Petitions gathered thousands of signatures, wildlife trusts raised objections and the project was withdrawn in 2024. The case showed how local environmental priorities can outweigh broader support for CCUS and why project teams need to understand local context early rather than treat it as a secondary issue.

Tailor engagement to different audiences and voices

A single engagement model will not work across every audience. Different groups respond to different concerns, and the most effective communication is shaped around what matters most to them.

The panel discussion pointed to a practical distinction among three types of audience:

•  Hyperlocal communities near capture sites, pipelines or related infrastructure tend to focus on safety, economic opportunity and how concerns will be addressed in practice.

•  Regional stakeholders often look more closely at environmental safeguards, broader planning impacts and alignment with local priorities.

•  National audiences are more likely to respond to messages about climate objectives, energy security and long-term industrial competitiveness.

No single organisation holds a monopoly on credibility. Regulators, government agencies, funders and developers may each carry greater weight with different audiences. That makes collaboration important. Government or regulatory endorsement may resonate more strongly at the national level, while developer-led community benefits or direct local engagement may be more persuasive on the ground. Whatever the approach, engagement strategies should always be audience-specific and delivered through the most credible voices for that audience.

Treat engagement as an adaptive process, not as a fixed plan

Purposeful stakeholder engagement is about listening to reasonable concerns and adapting plans where appropriate. That may involve extra cost or additional work, but it can also lead to stronger relationships and better long-term outcomes.

Even on active projects, elements of proposals have been modified in response to issues raised through consultation. That point is important for a sector still building public confidence. Transparent dialogue on safety, environmental impact and local benefit is more credible when it is matched by a willingness to respond.

Recent changes to statutory pre-application consultation for Development Consent Orders does not reduce the importance of stakeholder engagement. Instead, they may create scope for more constructive and collaborative conversations throughout development.

Stakeholder engagement is an ongoing process that will help determine whether national ambition can translate into real-world CCUS deployment. Projects can move forward more smoothly when communities are treated as participants in the transition rather than observers of decisions made elsewhere.

Key takeaways

Progress for the sector depends on engagement that is:

•  tailored to the local context

•  responsive to reasonable concerns

• collaborative across organisations

• transparent about safety, environment and economic impact

For the communities most directly impacted by new infrastructure, these elements lay the groundwork for active and confident participation in CCUS development, paving the way for an effective transition and lasting benefit. 

About GHD

GHD is a leading professional services company operating in the global markets of water, energy and resources, environment, property and buildings, and transportation. Committed to a vision to make water, energy, and communities sustainable for generations to come, GHD delivers advisory, digital, engineering, architecture, environmental and construction solutions to public and private sector clients. Established in 1928 and privately owned by its people, GHD’s network of 12,000+ professionals is connected across 165 offices located on five continents.