Whether you think that climate change is an existential threat, scaremongering by malign actors, or somewhere in between, there is no denying that this topic remains front and centre of public debate and is a key focus for the arts and cultural sector.
The narrative held by the majority of climate scientists, is that the world is getting warmer as a direct effect of human activity, and if we don’t take action to stop or slow the rate by which our planet is heating, then the implications are serious.
The global challenge
This issue has been taken seriously by many governments across the globe, with the 2015 Paris Agreement signed by nations worldwide, and the UK Government committing to Net Zero by 2050 through the Climate Change Act.
However, despite best intentions, there have been significant recent political shifts that suggest a step backwards in plans to tackle climate change globally. Across the pond, President Trump has already abandoned the US’ long term strategy towards net zero, whilst here in the UK, Reform (which is currently leading in polls) has made a public commitment to ditch net-zero.
Alongside this, the Climate Change Committee’s 2025 report to Parliament, suggests that the UK’s plans are inadequate, and that the government is not doing enough to change its approach, stating that “the slow pace of change indicates that adaptation is not yet a top priority across government.”
The practical challenge
Alongside the imperative for organisations to support climate initiatives, given the rise of the eco-friendly donor and the investment decisions being made by funders such as Arts Council England, we cannot ignore the practical challenges that we might face when trying to create change.
For some charities, there is a tension between balancing improvements in sustainability, whilst maintaining a focus on the core values and charitable objects of an organisation. For arts organisations within the Arts Council England National Portfolio, trustees not only need to consider the Investment Principle of Environmental Responsibility, but also need to factor in their artistic delivery and their focus on other Investment Principles such as Dynamism.
Ecclesiastical’s 2024 Charity Risk Barometer outlined this juggle, with 46% of charities saying that they were not taking any steps towards net zero. When asked why, 35% said that they lacked the knowledge to make change and 25% said that they were concerned about the costs.
Given the complex responsibilities that charity Trustees face, there can often be trade-offs between ensuring financial resilience and investing in long-term environmental sustainability.
A further tension involves the balance between environmental sustainability and inclusivity. A report titled ‘No Climate Action Without Us,’ stressed that efforts to become environmentally sustainable had actually led to reduced access for disabled people, as changes at events and festivals to transport and equipment, and the use of single-use items, had not factored in important access needs.
Recognising the benefits
Despite these challenges, progress on the environmental agenda is urgent and requires leadership from trustees. As such, when boards are faced with competing priorities, a lack of funding and strained capacity, it is important to ask, what are the broader benefits?
Prioritising a commitment to environmental change has the potential to build organisational resilience, attract more funding, and strengthen an organisation’s relationships with the communities that it serves.
Firstly, in terms of funding, UK charitable foundations (which distribute more than £4bn in funding each year) are pledging to create change, with more than 130 funders signed up to the Funder Commitment on Climate Change, solidifying their aims to invest resources into work that addresses the impact of climate change. On top of this, UK businesses are increasing their commitment to Environmental, Social and Governance factors (ESG), with 72% of FTSE 100 companies giving to environmental causes in 2024.
The 2024 Act Green survey also showed that 72% of audiences think that cultural organisations have a responsibility to influence society to make radical change in response to the climate emergency, suggesting that by committing to eco-friendly practices, organisations can build loyalty and trust amongst their supporters.
Creating change
Given the pressures to focus on environmental responsibility and the practical challenges that we face, how can trustees in the cultural sector take practical steps towards change?
STARTING WITH DATA: Before seeking to create change, we need to understand exactly what needs to change. Using tools like Julie’s Bicycle’s free carbon tracker, Ecologi, or the Greenhouse Gas Protocol can help you gain a sense of your starting position, and enable you to understand what is under your direct control (the amount of energy you use), indirect control (the sources you use), or out of your control (caused by your supply chain or audiences). Festival.Org, a leading producer of outdoor arts, used data tracking to begin its own journey. Firstly by using Creative Climate Tools, and then recording artist travel and accommodation and audience data to better understand what could and couldn’t be changed.
MAXIMISING GUIDANCE AND SUPPORT: The Charity Commission has created some useful guidance for trustees that want to take steps for their organisations to become more environmentally friendly, and Arts Council England’s environmental responsibility Investment Principle provides criteria and support on how to monitor and reduce an organisation’s carbon footprint, use sustainable materials, and manage resources responsibly. Julie’s Bicycle has also created a Board Environmental Champion’s Programme, supporting trustees of National Portfolio Organisations to lead environmental change at a governance level. The Programme has engaged several organisations across the sector, including Bow Arts Trust, Bristol Old Vic, Chatham Historic Dockyard Trust and Cheltenham Festivals, which all now have Board Environmental Champions.
FORMULATING A PLAN: Creating an environmental sustainability policy can help ensure that staff, volunteers and participants become aware of their roles in implementing eco-friendly practices, the specific actions they can take to support sustainability initiatives, the resources and training available to them, and the positive impact of their contributions on the environment and the community. One of the UK’s leading professional performing arts company’s of visually impaired artists and theatre practitioners, Extant, has embedded environmental responsibility into its governance practices. The board has updated its environmental policies, set up a working group and appointed an Environmental Responsibility Officer onto the Board to lead the charge.
DEMONSTRATING COMMITMENT: With a myriad of priorities to tackle, a board of Trustees can’t do everything at once, but a public commitment to environmental responsibility can go a long way to building confidence with funders, audiences, staff and stakeholders. The Glasshouse (formerly the Sage Gateshead) demonstrates its commitment to the environmental agenda by highlighting its ambitions publicly and providing regular updates on the work achieved to date, from upgrading its building to reducing meat consumption in its venue. The organisation also has an Environmental Policy and Public Statement, as well as an Environmental Action Plan driven by the board, which acts as the charity’s to-do list.
COLLABORATING WITH OTHERS: Given the resources that may be needed to implement environmental change, it’s worth considering whether working in partnership could help ease the load or financial burden. In 2021, Manchester Museum, The Carbon Literacy Project and Museum Development England launched their innovative ‘Roots and Branches’ project – developing new ways for museums to care for both people and the planet, aiming to create a sector that fully understands and is equipped for environmental challenges. The ‘Roots’ component, based at Manchester Museum, has established a coworking hub that engages local climate action groups, transforming an underused area of the museum into a vibrant community space. Meanwhile, the ‘Branches’ initiative has provided training in Carbon Literacy to over 3,500 individuals from more than 500 organisations across the UK, supported by a Carbon Literacy Toolkit specifically designed for museums.