Environmental Sustainability Policy

Clore Leadership is committed to aligning our organisational goals to national and international climate change targets, as well as the ambitions of the Mayor of London’s climate change adaption and mitigation strategy.

Statement of Principles

Clore Leadership is committed to aligning our organisational goals to national and international climate change targets, as well as the ambitions of the Mayor of London’s climate change adaption and mitigation strategy.

We work to operate as sustainably as possible within the constraints of our primary purposes, and to foster a culture of championing the climate change debate amongst the leadership of the arts & culture sector.  We believe:

  • the arts, culture and creativity can support society in helping to face and overcome the challenges of environmental sustainability;
  • culture has a vital role to play in shaping the narrative that helps society meet the ambitious carbon-neutral targets;
  • that our leaders must move that narrative on from basic compliance to advocating for new ways of operating, transformed business models and reimagined approaches to what arts & culture can be in a carbon neutral world.
     

We will monitor all aspects of our activities to measure our own environmental impact; the way we run the office, how we run or take part in courses, conferences, events and programmes and update our practices as new information and new technologies emerge.  We will comply with government legislation and regulation, and go further where we can reasonably do so.

We will use this environmental policy to inform our own programming, to influence the activities of our partners and suppliers, and to forge alliances which help promote the role of arts & culture in advocating for and effecting practical change.

Our environmental policy applies to staff, Trustees, and participants we engage with through our programming.

This policy will be sent to our major funders, published on our website, and will be reviewed every two years by the Trustees.

1.     Leadership and Advocacy

We will use our position within the sector to:

Communicate our view

Utilising platforms available to us to clearly articulate Clore Leadership’s stance on environmental sustainability, finding opportunities to feed in the thoughts, ideas and examples of those within the sector who are showing greatest leadership in this area.

Train our leaders

Transitioning the approach to sustainability away from a discreet topic within our leadership training to an issue that is woven throughout our curriculum.  We will encourage our participants to find ways of showing wider societal leadership in tackling issues around environmental sustainability; and amplify those voices within arts and culture who are championing bold approaches to tackling climate change and shaping the wider discourse.

Foster partnerships

Exploring opportunities for partnering and collaborating with other organisations and individuals who will help us to broaden our own understanding of the sustainability agenda, explore new methods for training our leaders in this area and create new opportunities to contribute to the wider conversation and find examples of best practice.

2.     Operations

One of the key USP’s in Clore Leadership’s offer is the delivery of face-to-face training with participants in a residential format. Whilst we have the capacity to deliver some training remotely and to run longer format courses with a blend of in person and online sessions, we anticipate the ongoing need for travel and other carbon-generating activities (e.g. accommodation, production of hard-copy resources) to fully meet our organisational aims.   We will take action in the following areas:

Carbon Footprint

We will minimise travel, utilising video conferencing for meetings and training courses where it is viable to do so.  Where travel is necessary we will ensure that staff always seek to use the means of travel with the lowest carbon footprint. We will aim to utilise venues which can be easily reached via public transport and, where travel is required by our participants, proactively encourage them to seek out options with the lowest carbon footprint.

Use of Resources: Refuse; Reduce; Re-use; Recycle

We will minimise waste (and thereby, cut expenditure), by seeking to reduce the amount of resources we use; re-use where we can; purchase recycled materials; and re-cycle our waste to the maximum extent possible. In this way, we will seek to reduce our use of energy, plastics, paper and water.

We will use trusted suppliers and look to utilise locally sourced resources wherever possible. In particular, we will avoid the use of single-use plastics such as cups, crockery and packaging. We will also avoid the use of toxic materials in our activities, such as when using cleaning products.

We are resident at Somerset House, which has a proactive policy and approach to sustainability and an Environmental Policy that actively enables us to be proactive as outlined above.

3.      Monitoring

Monitoring of leadership and advocacy areas in this policy will be the responsibility of the Head of Strategic Partnerships and Impact.  Monitoring of operational areas will be the responsibility of the Administrator, tracking our procurement practices, use of materials and the impact of our activities. They will report annually on updates and outcomes to the Director. 

Monitoring will ensure that we:

1. comply with all legislation and regulations
2. improve our environmental performance
3. inform our partners, participants and the wider world of our commitment to the highest possible environmental standards
4. review the policy regularly

Appraisal of our effectiveness will be undertaken by the Board, who will appointed a Trustee to act as a dedicated champion on issues of environmental sustainability.