PR Must Build the Social Licence for the Energy Future
Australia's energy transition is now demanding more than just technological solutions; it requires a strategic shift in how we engage with stakeholders.
This is turning the role of Public Relations (PR) from an essential function to a strategic imperative for navigating the complexities of the evolving and fractured energy landscape.
The recent Federal election has highlighted the key PR must now play in demystifying the fear and complex energy issues that have been put forward by politicians, energy authorities, providers and commentators.
Misunderstanding around nuclear safety, concerns about wind and solar intermittency, or resistance to hydro developments can be mitigated now only through well-planned education and communication strategies.
Misinformation and in some cases, Disinformation has gone too far!
The knowledge gap must be bridged now between government policies, industry and community by presenting facts clearly while acknowledging community concerns respectfully.
Only by earning and maintaining community trust can Australia achieve a stable, low-emissions energy future.
To achieve this, the transition away from coal-fired power towards a diversified mix of possibly nuclear, wind, solar, gas, and hydro requires a reliable baseload energy supply that hinges not only on technological feasibility, but also the strength of social licence to operate (SLO).
Gaining and maintaining this licence requires transparent, inclusive, and strategic stakeholder engagement - an area where professional public relations practice must play a critical role.
Well researched and developed Strategic communication and stakeholder engagement plans can build the trust and dialogue needed between energy providers, governments, communities, and other critical stakeholders.
With coal declining as an energy source, and debates intensifying over the role of nuclear and the intermittency of renewables, achieving consensus and collaboration is more complex than ever.
The stakeholder community—ranging from state governments and regulators to towns, local residents, unions, business peak bodies, Indigenous communities, landholders, and environmental groups—must be invited to co-create solutions, not just consulted as per many government policy requirements.
State governments now require demonstrable stakeholder engagement as part of project approvals and environmental assessments. PR professionals can guide energy companies through these frameworks by building strong, authentic relationships with stakeholders early and maintaining them over time.
This is a broader step than, or an extension of the IAP2 public participation model, which is principally based on two-way communication, identifying and addressing community concerns, and facilitating opportunities for real participation. These are not one-off tasks but ongoing commitments that require professional expertise and consistent attention. In many respects it is laying the foundations for an energy supplier’s reputation and community perceptions.
Australia’s industrial relations (IR) environment also presents another layer of complexity in the communication and engagement process.
PR teams must help build stakeholder awareness and understanding of regulatory requirements, including those related to workforce management, union engagement, and operational compliance. This is especially critical in major infrastructure projects involving diverse labour forces and sensitive community interfaces. When stakeholders feel informed, listened to and included, opposition decreases, and operational certainty increases.
This is where energy businesses can gain a competitive advantage—not only in navigating approvals and managing reputational risks, but also in securing the long-term viability of their operations.
A robust SLO creates the environment in which innovation, investment, and infrastructure can thrive. It also strengthens resilience against the political, environmental, and social pressures that can derail even the most technically sound projects.
In short, energy companies – and governments - must see public relations not as a communication function, but as a strategic partner in stakeholder engagement and policy navigation.
Public relations is the bridge that connects technical ambition with social acceptance—essential for delivering the reliable baseload energy Australia needs.
Six key steps to building lasting trust
These six key steps for effective stakeholder engagement complements the IAP2 spectrum model and are designed to build lasting trust—particularly for energy providers:
1. Identify and Map Stakeholders
Understand who your stakeholders are—government agencies, regulators, unions, Indigenous communities, landowners, NGOs, business groups—and map their influence, interests, and concerns. The RMA Stakeholder Matrix is essential for this.
2. Build Early and Transparent Communication
Engage from the outset, not post-decision. Share information openly and in plain language. Transparency establishes credibility and reduces suspicion. Leaders must be seen and engaging, showing empathy and understanding of concerns.
3. Listen Actively and Empathetically
Create genuine opportunities for two-way dialogue. Listen with the intent to understand—not to defend. Acknowledge concerns and validate perspectives.
4. Collaborate and Involve Stakeholders in Solutions
Shift from consultation to collaboration. Involve stakeholders in shaping solutions and making decisions that impact them, particularly in project design and policy development.
5. Demonstrate Accountability and Follow-Through
Make clear commitments and deliver on them. Report back on what you heard, what actions were taken, and why. Trust builds through consistency and follow-through.
6. Maintain Long-Term Relationships
Engagement is not a one-off event. Continue the conversation post-project or decision. Strong, ongoing relationships reduce future risks and strengthen your social licence to operate.