Stakeholder Engagement: A Supercritical Geothermal Example

Abstract

Supercritical geothermal energy developments have a challenge: How do we communicate value, engage investors and industry, and influence government policies, when time horizons are long and uncertainties are numerous?

There is great urgency, globally and nationally, to transition to low-carbon energy options, and current-day decision-making will dictate our energy and environmental future. Yet, large geothermal energy development projects are characterised by significant upfront investment and long lead times — from years to decades.

The first supercritical geothermal projects in Aotearoa New Zealand are expected to have 15-20+ year lead times. Tapping into deeper supercritical systems to access significant higher temperature (400°C – 600°C) geothermal energy is not a new idea, but present levels of technical understanding are insufficient to offer industry-ready solutions. Additionally, New Zealand’s societal, regulatory, financial and market frameworks are not yet designed, nor aligned with each other, to enable and accelerate supercritical geothermal development.

This paper outlines a research programme’s approach to stakeholder engagement and communication, and some lessons learned. We share three key elements in our engagement approach:
i. Maori-first Engagement: interweaving knowledge systems and taking a multigenerational approach to resource management
ii. Strategic Partnering: involving others to expand the impact for, and beyond, the science activities
iii. Authentic Communication: curating information, and being open and honest about the unknowns
We will know we are successful when our stakeholders come to us in search of advice and information, they embrace a supercritical geothermal future and then champion it in their space.