Northern Territory Carbon Capture Storage and Utilisation Hub
Low Emission Hub Vision Identification Ð Task 0 Report
Andrew Ross1, Martin Stuart2, Alex Clifford2
December 2024
1 CSIRO Energy 2 Xodus Group


CSIRO Energy
Citation
Ross, A., Stewart M., Clifford, A. (2023) Northern Territory Low Emission Carbon Capture Storage and Utilisation Hub, CCUS hub vison setting Ð Task 0 Report. CSIRO Report Number EP2024-6136, pp 24. CSIRO, Australia.
Copyright 
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Foreword
Transitioning the global energy system whilst simultaneously rapidly reducing emissions to net zero by 2050 is a vast and complex global challenge. 
Modelling of a range of emissions pathways and decarbonisation scenarios from the Intergovernmental Panel on Climate Change (IPCC)1, International Energy Agency (IEA)2 and Net Zero Australia3 all show that to meet net zero 2050 greenhouse gas emissions targets, a wide range of emissions reduction technologies will be required to decarbonise existing and future industries globally. 
These organisations identify that emissions elimination from hard-to-abate and high-emissions industries will require the use of Carbon Capture and Storage (CCS), alongside other abatement strategies, such as electrification, underpinned by power generation from renewable energy sources such as photovoltaic (PV) and wind.  
Globally, considerable effort is being undertaken to identify industrial hubs and clusters where common user infrastructure can enable rapid decarbonisation of existing industries as well as enable future low emission industrial development. 
Australia has an opportunity to create new low carbon growth industries and jobs in these areas, but currently lacks the infrastructure, skills-base and joint ventures to realise this. The transition to net zero will have greater impact on regional communities, particularly those reliant on industries in transition, but it may also create economic opportunities through a wide range of new industries and jobs suited to regional areas.
The Commonwealth Scientific and Industrial Research Organisation (CSIRO) is working to identify decarbonisation and transition pathways for existing and potential future industries that may be established in the Northern Territory through development of a Low Emissions Hub concept, with particular focus on the Darwin region. 
This research comprises a portfolio of projects seeking to explore and evaluate a wide range of emission reduction and emerging transition technologies and approaches. This includes research into Northern Territory renewable energy potential, hydrogen demand generation and storage, and carbon capture utilisation and storage (CCUS).  Within these activities CSIRO is working collaboratively with industry and government to understand their needs, drivers and future strategic directions so that our research is both informed and relevant. This includes establishing appropriate pathways and partnerships to understand and incorporate the perspectives of First Nations peoples.
A key activity is the research into a Carbon Capture Utilisation and Storage Business Case project4,5 which aims to enhance understanding of the viability of a carbon capture and utilisation hub centred on the Middle Arm of the Darwin Harbour. 
The work is divided into three elements comprising 15 tasks: 
(1) analysing macro-economic drivers, Northern Territory and regional emissions, low-emission product markets6, identifying key learnings from other low emissions hubs being developed globally and cross-sector coupling opportunities (Tasks 0-5).  
(2) completing CCUS hub technical definition and technical risk reduction studies; including detailed studies on the infrastructure requirements for a CCUS hub, renewable power requirements for existing and potential future industries and road-mapping for CO2 utilisation industries that could be established to produce low or net zero products (e.g. zero emission chemical feedstocks)7 (Tasks 6-9).   
(3) creating a business case intended to appreciate of the scale of investment required to develop a low emission hub and the economic returns from doing so, this will lead to suggested business models and routes of execution (Tasks 10-14). 
The CCUS Business Case project will involve research that is based on possible industrial development scenarios, models of future potential emissions, markets demand, technologies and costs. As such, it is intended to provide an understanding of possible future outcomes. Future industry development will be determined by individual industry proponent investment decisions, government policies and regulations, and the development trajectories of technologies essential to the energy and emissions transition. 
On completion of this research, outcomes of the CCUS Business Case project will be made publicly available. 
The vision identification work summarised in this report comprises Task 0 of the Northern Territory CCUS Business Case project. It provides a valuable common understanding and vision from industry and government representatives of how a CCUS hub could be developed in the Darwin region of the Northern Territory. This future vision developed in late 2021 has been used to mature an understanding of the steps required for CCUS hub realisation and has provided context for CSIROÕs research delivery within the NT CCUS Business Case project.



Contents
Acknowledgements	v
Abbreviations and Acronyms	vi
Summary		vii
1	Introduction	1
2	Vision identification methodology	2
2.1	Study participants	2
2.2	Data / Information Used	2
2.3	Vison identification workflow	3
3	Stakeholder vision identification outcomes	8
3.1	Collaborative Reference Case	8
3.2	Knowledge Gaps / Information Requirements	11
4	Summary and next steps	13


Figures
Figure 1: Low emission hub vison identification roadmap - Pre- and post- stakeholder collaborative workshop	vii
Figure 2: Low emission hub vison identification roadmap - Pre- and post- stakeholder collaborative workshop	3
Figure 3:  Decision issues list development process	6
Figure 4: Collaborative hub base case (2025-2027)	10
Figure 5:  Collaborative hub near future phase (2027-2030)	10
Figure 6: Collaborative hub far future phase (2040)	11

Tables
Table 1: Proposed Collaborative Vision of Success	viii
Table 2: Proposed Collaborative Vision of Success	8
Table 3: Proposed Collaborative Top 4 Value Drivers	8
Table 4: Proposed Collaborative Opportunity Statement	8

Acknowledgements
CSIRO acknowledges the Traditional Owners of the land, sea and waters, of the area that we live and work on across Australia. We acknowledge their continuing connection to their culture, and we pay our respects to their Elders past and present.
The authors of this report would acknowledge the support and funding provided by CSIRO to undertake this work. We thank the internal CSIRO independent peer reviewers for their review of the report and valuable comments and suggestions.
While this report is an output from a CSIRO funded initiative, we thank our industry and government collaborators for their insights, contributions and suggestions which have improved the report outcomes. In addition, we would like to thank Xodus who assisted CSIRO in the workshops, collation and synthesis of future vision articulated in this report.  
Although CSIRO has sought feedback from government and industry on the technical content of the report, CSIRO has sole discretion on including such feedback. 




Abbreviations and Acronyms
ACCU
Australian Carbon Credit Unit
CCS
Carbon Capture and Storage
CCUS
Carbon Capture Utilisation and Storage
CSIRO
Commonwealth Scientific and Industrial Research Organisation
DCMC
Department of Chief Minister and Cabinet
DLNG
Darwin LNG
ESG
Environmental Sustainability Goals
FID
Final Investment Decision
ILNG
Ichthys LNG
LE
Low Emissions
LEH
Low Emissions Hub
LNG
Liquified Natural Gas
MASDP
Middle Arm Sustainable Development Precinct
MOF
Materials Offloading Facility 
Mtpa
Million Tons Per Annum
MURAL
MURAL Visual Collaboration Tool
NT
Northern Territory
ppmv 
Parts per million volume


Summary
Transitioning the global energy system whilst simultaneously reducing emissions to net zero by 2050 is a vast and complex global challenge. Globally, considerable effort is being undertaken to identify industrial hubs and clusters where common user infrastructure can enable rapid decarbonisation of existing industries as well as enable future low emission industrial development. These hubs and clusters often contemplate carbon capture and storage as one of a range of decarbonisation technologies to be deployed. The final investment decisions for CCUS projects as part of low emission industrial hubs are predicated on clearly articulated business cases.
The CCUS hub vison identification summarised in this report comprises Task 0 of the CSIRO-led Northern Territory CCUS Business Case project. The identification of a future vision for a CCUS hub requires input from key stakeholders in government and industry. These stakeholders have practical knowledge of technology implementation and policy and regulatory frameworks beyond the knowledge within CSIRO alone. The vision identification process was divided into several sequential activities with the aim of gradually building understanding and inputs, first at an individual organisation level and then collectively (Figure 1).

Figure 1: Low emission hub vison identification roadmap - Pre- and post- stakeholder collaborative workshop

The process was designed to elicit each stakeholder organisationÕs understanding of opportunity and vision of success; CCUS hub definition; opportunity statement; value drivers and success factors; commercial showstoppers; technical criteria; decisions required and their hierarchy; stakeholders and engagement required; and risks, challenges and uncertainties. These inputs allowed the identification of issues representing decisions required to be made as part of the technical definition of the CCUS hub. 

The individual stakeholder inputs allowed the identification of a collaborative Vison of Success (Table 1), Value Drivers and Opportunity Statements. The inputs allowed the collaborative development of a Ôtechnical definition basisÕ and a reference case for a CCUS hub. This reference case comprises Base, Near Future and Far Future Cases. These cases identify a pathway between 2025-2040 for capture and storage of CO2 from existing and future industries growing CO2 storage from 5 million tons of CO2 stored per annum to over 25 million tons per annum over this period.  

Table 1: Proposed Collaborative Vision of Success
Proposed Collaborative Vision of Success
Near Future
Far Future
Between 2025-2030 the two existing LNG plants are connected and exporting CO2 to a single storage site with sufficient capacity in the pipelines for continued capacity growth and additional users.
By 2040 the Low Emission Hub is operating on renewable energy, is economically sustainable, and is capturing/storing all major sources of CO2 in Darwin, including from new low carbon industry that have been established by access to the Hub. These new industries include CO2 imports & Hydrogen.

This future vision has been used to develop an understanding of the steps required for CCUS hub realisation and has provided context for CSIROÕs research delivery within the CCUS Business Case project. It is important to note that this task of the CCUS Business Case project was conducted in quarters three and four of 2021 and as such is a product based on information and understandings available at this time. The Ôtechnical definition basisÕ and reference cases will evolve over time as understanding and knowledge are updated.



1 
1 Introduction
A clear, well developed business case supported by detailed reports and technoeconomic models has facilitated the development of and upcoming final investment decisions in carbon capture utilisation and storage (CCUS) projects worldwide (e.g., Teesside Net Zero project8, Project Longship9).  The development of CCUS business cases also helps develop close collaborations between potential participants, a shared vision of the final desired outcomes and consideration of how risks and costs can be shared or mitigated.
The CSIRO Northern Territory Carbon Capture Storage and Utilisation Hub (NT CCUS) Business Case project is aimed at investigating the business case for large scale CCUS in the Northern Territory. The outputs of the project will allow evaluation of the financial and commercial viability of the development of a CCUS hub and provide a possible blueprint to future phased CCUS development.  Much of the focus of the Business Case project will be on assessing the economic benefits to Northern Territory and Australia and will include the identification of the key technical, economic, social, environmental and policy challenges to realising a CCUS hub.
The CCUS hub vison identification summarised in this report comprises Task 0 of the Northern Territory CCUS business case. It provides a valuable common understanding and vision from industry and government representatives of how a CCUS hub could be developed in the Darwin region of Northern Territory. This future vision has been used to develop an understanding of the steps required for CCUS hub realisation and has provided context for CSIROs research delivery within the CCUS Business Case project. It is important to note that this task of the CCUS Business Case project was conducted in quarters three and four of 2021 and as such is a product based on information and understandings available at that time. 

2 Vision identification methodology
2.1 Study participants
The identification of a future vision for a CCUS hub requires input from key stakeholders in government and industry. These stakeholders have practical knowledge of technology implementation and policy and regulatory frameworks beyond the knowledge by CSIRO alone. Engagement with stakeholders from government and industry is also essential as they will be the entities that will ultimately be responsible for the delivery of a low emissions hub.  
In identification of study participants for this task of the CCUS Business Case project, CSIRO assessed existing emissions intensive industries within the Darwin region, predominantly the LNG industry. Other stakeholder industries including renewable energy project proponents, and utilities were also identified along with the Northern Territory Government as possible participants in the task. Each of the identified proponents was invited to participate, however due to time constraints and desire to participate the stakeholder group was constrained to members of the NT Low Emissions Hub Collaboration Agreement10. 
The contributing organisations to the vision identification were the following: 
* CSIRO (Study Lead)
* Eni (Oil & Gas Operator)
* INPEX (Oil & Gas Operator)
* NT Government (Department of Chief Minister and Cabinet, DCMC)
* Origin (Oil & Gas Operator)
* Santos (Oil & Gas Operator)
* Woodside (Oil & Gas Operator)
* Xodus (Consultant)
2.2 Data / Information Used
Publicly available data were used to develop the initial framework and grounding information prior to the stakeholder inputs. This was then presented to the stakeholder organisations and updates were made based on their feedback where they elected to provide more accurate or up-to-date data relating to their organisations.
Data used for the grounding information included:
* Purpose of the NT CCUS Business Case;
* Northern Territory economic goals;
* Northern Territory emissions reduction targets;
* Feedstock base data (gas fields, industry, etc.) source compositions, pressures, temperatures, and potential volumes / rates;
* Emissions sinks (field / aquifer data, storage capacity per field, injection pressure & temperature);
* Existing plant and available infrastructure data, including tie-in identification, constraints; and
* Planned operational life.

2.3 Vison identification workflow
The vision identification process was divided into several sequential activities with the aim of gradually building understanding and inputs, first at an individual organisation level and then collectively.
Following a kick-off meeting, the roadmap, as presented in Figure 2, was followed to reach a combined vision for the technical definition of the CCUS hub.  
This process involved elicitation workshops for understanding individual stakeholder organisationÕs vision for: initial project timeframes, phasing for future expansions, CO2 sources and their volumes, potential sequestration sink locations, onshore and offshore pipeline configurations and annual capacity of the system at each phase. The detailed discussion of the activities undertaken in these meetings are described below.


Figure 2: Low emission hub vison identification roadmap - Pre- and post- stakeholder collaborative workshop

The outcomes of these individual stakeholder organisation workshops were used in the preparation of a draft collaborative low emissions hub vision, outcomes and schematics, which were presented to a stakeholder collaborative workshop held in Darwin in October 2021, from which the collaborative stakeholder vision was identified.
2.3.1 Kick off meeting (All Stakeholders)
A task kick-off meeting was held with the stakeholder group in June 2021.  The kick-off meeting was held with the aims of:
* Ensuring the task objectives were fully understood and agreed;
* Ensuring alignment existed between CSIRO/Xodus and the stakeholders;
* Identifying data, documentation and other information required;
* Clarifying any preliminary technical queries; and
* Establishing or nominating key participants between all parties.

2.3.2 Initial Opportunity Framing (Individual Stakeholders) 
As per the workflow described in Figure 2 Opportunity Framing sessions were held with each individual stakeholder organisation.
The Opportunity Framing process comprised one or more framing sessions to articulate the opportunity purpose and scope.  The key discussion activities of the framing session(s) were:
1. Introductory presentation of materials to provide a baseline understanding of the purpose to all workshop participants
2. Definition of success measures for the establishment of a multiuser CCUS Hub project. This provides a steer to the study team as to what would represent a success for the key stakeholders.  Success will be articulated in the next major milestone where stakeholders are looking to undertake ÔprojectÕ assurance and prior to additional funding.
3. Definition of the study boundaries (what is Inside / Outside the frame). These are used to guide the focus areas and key decisions for the rest of the study.
4. Definition of the ÔprojectÕ opportunity/vision statement. This will ensure that the whole project team is aligned and fully understands the goals of the ÔprojectÕ.
5. Discuss and agree key business drivers (those elements that create or drive value) for the ÔprojectÕ.
6. Agree on a list of technical criteria against which development options are technically or commercially evaluated and determined to be feasible.
7. The key decisions required to move the opportunity through decision gates.  These decisions shape the work program towards the final Concept.
In these workshop sessions the ÔprojectÕ was assumed to be the development of the CCUS Hub. It should be noted that, in some cases, ActivitiesÊ5 to 7 were not addressed until the follow up working sessions described below.
2.3.3 Follow Up Working Sessions (Individual Organisations)
As part of the Opportunity framing process, additional working sessions were required post the initial Opportunity Framing, including:
* Opportunity Framing: Vision of Success; Define the Frame; Opportunity Statement;
* Value (business) Drivers & Success Factors (frame where we want to be at various milestones): commercial showstoppers; technical criteria; Decisions Required & Hierarchy; Stakeholders & Engagement Required; and
* Risks, Challenges and Uncertainties (coordinated post development of a Reference Case).
Time was spent in preparation for the framing workshops and after the working sessions to consolidate information gathered.  CSIRO/Xodus collated the information to prepare a Ôtechnical definition basisÕ, which has been used to inform other CCUS Business Case project tasks, noting that this technical definition basis has evolved over time as understanding and knowledge has progressed.
2.3.4 Decision Issues Development (Individual Organisations)
In parallel with and shortly after the framing workshops, a list of technical decision issues were developed, which represents decisions that are required to be made as part of the technical definition of the CCUS hub.  The process followed for the development of this CCUS hub decision issues list is shown in Figure 3, with the steps as follows:
1. Individual sessions held with each stakeholder organisation as detailed above.
2. In parallel a preliminary list of decision issues was prepared by Xodus based on analysis of publicly available data and previous Xodus project experience.
3. The input from the stakeholder organisations was used to further expand and refine the decision issues list.
4. Based on a common list of decision issues, a separate list was prepared for each stakeholder organisation based on interpretation of the input from the framing sessions. (This was an iterative process with the decision issues lists being the used as the basis for preparation of the visualisations, which were then presented to the stakeholder organisations for review and any feedback).
5. Once individual lists complete with outcomes for each stakeholder organisation had been prepared these were compared and combined to produce a single collaborative group list. In the cases where decision issues were not aligned between parties, a best estimate was made on the decision outcome based on organisationsÕ requirements for the purpose of building a common reference case. 


Figure 3:  Decision issues list development process


The derivation of a proposed collaborative case decision issues list was used to produce the visualisations of low emissions hub development that were presented at the collaborative stakeholder workshop in October 2021. 
The workshop input resulted in several decision issues being updated and a number of new decision issues being created. This decisions list was used in the development of strategy tables and the case maps required for understanding the costs associated with the development of the CCUS infrastructure within Task 6 of the Business Case project. 

2.3.5 Stakeholder Collaborative Vison Identification Meeting (All Stakeholders)
This collaborative workshop was held in Darwin in October 2021 to finalise the vision for the CCUS Hub and to inform further work within the development of the NT CCUS Business Case.  The agenda for the workshop was as follows, with discussion facilitated using pre-prepared Base Case and Near and Far Future Hub Visualisations using the MURALª11 software:
* Recap of purpose of the NT CCUS Business Case;
* Identification of common areas of agreement for the Northern Territory CCUS Hub (MURALTM);
* Differences between opportunity statements/vision identification (not discussed in the workshop);
* Key requirements and gaps in knowledge (inferred from the notes added in the MURAL session); and 
* Identification of Next steps.
The outcomes of the workshop were recorded and distributed to all attendees to make sure all stakeholders agreed that the workshop outcomes were accurately represented.  The summarised outcomes are described in section 3 below.

3 Stakeholder vision identification outcomes
Prior to the collaborative workshop, individual stakeholder organisationsÕ Vison of Success, Value Drivers and Opportunity Statements were collated by Xodus into proposed collaborative outputs. These are shown in tables 2-4. 
Table 2: Proposed Collaborative Vision of Success
Proposed Collaborative Vision of Success
Near Future
Far Future
Between 2025-2030 the two existing LNG plants are connected and exporting CO2 to a single storage site with sufficient capacity in the pipelines for continued capacity growth and additional users.
By 2040 the Low Emission Hub is operating on renewable energy, is economically sustainable, and is capturing/storing all major sources of CO2 in Darwin, including from new low carbon industry that have been established by access to the Hub. These new industries include CO2 imports & Hydrogen.
Table 3: Proposed Collaborative Top 4 Value Drivers
Proposed Collaborative Value Drivers
#1
#2
#3
#4
Meet proponents emission reduction targets
Enable future resources developments (including back-fill of LNG plants and new field developments) 
Leverage economies of scale to reduce costs of CCS through sharing cost and risk.
Facilitate new market development (hydrogen, carbon- offset LNG cargos, CO2 imports).
Table 4: Proposed Collaborative Opportunity Statement
Proposed Collaborative Opportunity Statement
Create an operational and cost competitive Northern Territory Low Emissions Hub aiming to start-up between 2025 and 2030, built with appropriate scope for future expansion to deal with CO2 from future resources developments: this future expansion will be enabled through the implementation of a foundation Carbon Capture and Storage project for DLNG, ILNG. 

3.1 Collaborative Reference Case
As a result of both individual proponents and collaborative sessions a combined collaborative Reference Case for the Low Emission Hub was developed. This Reference Case comprises Base, Near Future and Far Future Cases.  It is critical to understand that these reference cases are scenarios only and reflect the collaborative vision of the stakeholder group at the time of their creation. They do not represent announced company strategies or Environmental Sustainability Goal (ESG) commitments. It is also important to note that these scenarios will evolve over time as new knowledge is obtained.
The Collaborative Base Reference Case (Figure 4) was anticipated to be undertaken between 2025-2027 and comprises the gathering of existing captured reservoir CO2 from both the ILNG and DLNG facilities through a high-pressure CO2 interconnector. It is anticipated that CO2 compression will occur close to/or on the ILNG and DLNG sites, and this CO2 will be transported through the existing Bayu Undan pipeline and be injected into the depleted Bayu-Undan gas field. It is anticipated that the Barossa field will enter production to back fill the DLNG facility LNG capacity over this period. This Collaborative Base Reference Case contemplates the storage of over 5Mt of CO2 per annum after start up. 
The Collaborative Near Future Reference Case (Figure 5) was anticipated to be undertaken between 2027-2030 and includes all of the elements described for the Collaborative Base Reference Case with additions of two CO2 importation facilities: one situated at the DLNG jetty and a second, common user facility, situated within the Middle Arm Sustainable Development Precinct (MASDP) port facility. Within the MASDP a medium pressure CO2 gathering pipeline system will be constructed to allow MASDP industries to access the CO2 transport and storage system. This CO2 will be further compressed to high pressure either within the MASDP or close to the current Ichthys pipeline shore crossing. Due to the increases in anticipated CO2 volumes, a second CO2 offshore pipeline is constructed leading to a Petrel sub-basin CO2 sequestration site.  During this period, it is anticipated that the Verus (formerly Evans Shoal) field will be brought into production through the DLNG facility and gas is produced from the Beetaloo Basin and piped to the MASDP. This Collaborative Near Future Reference Case contemplates the storage of approximately 15Mt of CO2 per annum after start up.
The Collaborative Far Future Reference Case (Figure 6) was anticipated to be undertaken by 2040 and includes all the elements described for the previous two reference cases. In this case greater volumes of CO2 are provided into the CO2 gather and transport system through additional industrial CO2 inputs from the MASDP and further imports of CO2 via shipping. The greater volumes of CO2 require a third CO2 storage location, either in the Petrel Sub-Basin through an additional offshore CO2 pipeline or an onshore storage location notionally identified in the Beetaloo Basin. This Collaborative Far Future Reference Case contemplates the storage of over 25Mt of CO2 per annum after start up.

Figure 4: Collaborative hub base case (2025-2027)


Figure 5:  Collaborative hub near future phase (2027-2030)


Figure 6: Collaborative hub far future phase (2040)

3.2 Knowledge Gaps / Information Requirements
Through the individual stakeholder workshops and the collaborative workshop a number of knowledge gaps and information requirements were identified that require further investigation and analysis. The identification of these knowledge gaps is useful as it helps identify needs from technical studies both within the CCUS Business Case project (e.g. Power systems analysis Task 7, ownership and operating models for common user facilities, Tasks 12-13) and for stakeholder organisations. 
3.2.1 Technical
Identified technical issues include:
* The use of renewable power from 2030 assumes this power source becoming available in the area with adequate capacity and reliability (i.e. through firming) within this timeframe. It is not directly based on any specific project or site.
* The number of compression stages and dehydration pressure is nominal based on typical industry practice; it is not based on any specific middle-arm facilityÕs planned engineering design. The number of compression stages and dehydration pressure may not be directly applicable as a requirement if the required pipeline specification for water content (e.g. in ppmv) is met prior to entry to the system.
* Geological understanding of sequestration sites.
o No knowledge of the subsurface areas in the potential sequestration sinks has been accounted for in the decision lists that were developed during this task of the CCUS Business Case project. 
o The number of wells for injection and/or monitoring may increase depending on further definition of subsurface injectivities and capacities.
* The use of dry trees for wells is a nominal selection of the simplest technical solution; during further development it may become more suitable to use wet trees for wells in some locations.
* The onshore and offshore pipeline routes selected have not been subject to review against existing easements and physical space for the lines. This may be an issue and require further investigation, specifically within the Darwin Harbour and onshore in Middle Arm; it is not anticipated to be an issue in the offshore sections.
* Suitability of the harbour at the nominal CO2 import facility location has not been assessed to confirm suitability for vessel access and quayside facility development. This knowledge gap is also applicable for consideration of a common user Materials Offloading Facility (MOF).
3.2.2 Non-Technical
Decision issues, knowledge gaps and project requirements that fall outside of the technical definition scope have not been assessed as part of the study works to date. A number of these issues have been raised during the working group session and will be applicable to achieving a Low Emission Hub at Middle Arm and are detailed below:
* Ownership structure of common facilities.
o E.g. special purpose vehicle to enable access to low cost funding / project finance for ÒgreenÓ project.
o Ability to buy into common facilities 
* Funding models for common facilities.
o E.g. funding to oversize facilities to allow for future expansion.
* Operating models for common facilities (e.g. difference in operating models between industries: oil & gas, utilities, manufacturing, etc.).
o Liability split (Australian & international liabilities).
* International trade of CO2.
o Timor-Leste involvement required.
o Australian Government regulatory involvement regarding legal requirements/permissibility for import/export of CO2 from Australia, specifically in relation to the use of Bayu-Undan as a storage location in the first phase of development & then regarding the import of CO2 during later stages of development.
* Middle Arm land allocation / required timeframes need to be resolved to secure required areas/corridors.
* Access to Carbon Credits (SMCs, ACCUs or Others) for CO2 that is stored internationally.
* Alignment of future projects (CCS sinks & CO2 sources) Final Investment Decision (FIDs) with future phases.
These items will be considered as part of the wider Business Case project, rather than as part of the technical definition.
4 Summary and next steps
As identified in the sections above, the work undertaken in this Task 00 of the CSIRO-led CCUS Business Case project provides a valuable understanding of possible visions for the development of a large-scale CCUS Hub predominantly located in the Middle Arm of Darwin Harbour.
The collaborative approach with inputs from government and industry stakeholders has leveraged extensive expertise and many decades of experience in the development and execution of major infrastructure and industry projects. This has allowed an understanding of the potential options available for the development of CCUS associated with a CCUS hub.  The collaborative stakeholder organisations have been weighted toward the LNG industry and it is important that throughout the CCUS Business Case project a wider range of stakeholders are engaged, be that Northern Territory utilities, renewable energy proponents, and other industrial sector proponents. These organisations will enable further calibration and nuance the CCUS Hub vision identified therein. 
The collaborative Vison of Success, Value Drivers and Opportunity Statements are useful in that they align the collaborative stakeholders to a common set of understandings that collectively can be pursued, be that individually, in parallel or together.
Whilst the reference cases are scenarios only and reflect the collaborative vision of the participant group at the time of their creation, they provide a Ôtechnical definition basisÕ which is being used to inform the rest of the CCUS Business Case project tasks. 
This Ôtechnical definition basisÕ will evolve over time as understanding and knowledge are updated. Finally, the knowledge gaps and information requirements identified help identify needs from technical studies within the CCUS Business Case project. 


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1 https://www.ipcc.ch/ 
2 https://www.iea.org/ 
3 https://www.netzeroaustralia.net.au/

4 https://www.csiro.au/en/research/technology-space/energy/NT-low-emissions-hub 
5 https://doi.org/10.1071/AJ21185 
6 https://doi.org/10.1071/AJ22210 
7 https://www.csiro.au/-/media/Services/Futures/CO2-NT/23-00127_SER-FUT_REPORT_NTCO2URoadmap_WEB.pdf 
8 Teeside Collective which became Net Zero Teeside https://www.globalccsinstitute.com/news-media/insights/teesside-collective-blueprint-for-industrial-ccs-in-the-uk/
9 Project Longship. https://ccsnorway.com/
10 https://territorygas.nt.gov.au/Knowledge-Centre/latest-news/2021/world-class-low-emissions-hub-agreement
11 https://www.mural.co/
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Northern Territory Carbon Capture Storage and Utilisation Hub  |  i

Northern Territory Carbon Capture Storage and Utilisation Hub  |  i