Edgar Garcia, director of Business Development and Transformation, ICEC
Laia Sanahuja, head of the Environmental Sustainability Plan, Business Development and Transformation, ICEC
Montse Gomà, project manager, Anthesis Lavola Ana Villagordo, environmentalist specialising in consultancy and project management
International agenda
2.2. European framework
2.3. Spanish context
2.4. In Catalonia
2.5. ICEC is not starting from scratch
3.1. Environmental leadership in Catalonia's cultural and creative industry
3.2. The environmental per spective, a pending chal lenge with great potential
3.3. The starting point for an environmental roadmap
3.4. Government commit ment, key to a sustainable cultural economy
4.1. Strategic area 1. The way forward. Greening culture to make a positive impact
4.2. Strategic area 2. The substance. Culture and its transformative potential, including for the environ ment
4.3. Strategic area 3. From within. Internal govern ance and leadership
*The Paris Agreement was signed in 2015, inspiring 195 countries to pledge their commitment to stopping global warming. Seven years on and the world is a very different place. That agreement was historic, and while necessary, it has not succeeded in reducing greenhouse gas emissions. This means that it has not slowed down the hastening rise in global temperatures either. The scientific community is now unanimous in its certainty about climate change, which is hitting ever closer to home, prompting more and more people, even the most sceptical among us, to accept the truth. The COVID-19 outbreak in 2020 also put priority on the need to pursue a model that not only prepares us for and mitigates the effects of climate change, but is also fairer, more equitable and people-centred.
Polluted ecosystems, accelerated global warming, biodiver sity loss, natural resource depletion and many other adverse consequences of human activity are becoming increasingly evident. There are also more and more voices speaking out against this, people who refuse to accept the dystopian fu ture that seems to await us. A future in which environmental issues will be even more tightly wound to worldwide injustice and inequality, on a planet that is running out of resources and losing its ability to cope.
However, despite how unstoppable this downward spiral seems, there are always ways to fight back, some more radical than others. It is a challenge, indeed, for today and for tomorrow, but it is a challenge we must face urgently. Culture and the cultural spheres are in an advantageous position compared to other sectors of our society. Not only because we can reduce the environmental impact of our actions and cultural projects,
but also because we have the ability to reach out to citizens, to convey values and to put issues on the public agenda, such as the need for change, for a new paradigm that is more beneficial for all citizens and for the planet.
At the Catalan Institute for Cultural Companies (ICEC) and at the Ministry of Culture, we have been working for some time on a new production and support model involving environmen tal sustainability criteria for the cultural industry. Since 2017, only two years after the Paris Agreement was signed, we have promoted courses, studies, conferences and working groups focused on sustainability. We have also set up an internal work ing group to ensure that this comprehensive environmental perspective is mainstreamed throughout the organisation. In fact, environmental sustainability became one of the ICEC's six main areas of activity, both internally and externally, in 2020.
All this work is reflected in "We Are Plan_C* Culture for the Climate", a new strategic instrument that aims to exemplify the ICEC's and the Ministry of Culture's commitment to sustainabil ity, while also organising the services, financial aid and re sources that we offer to cultural companies to enable progress towards a more sustainable model.
This Environmental Sustainability Plan sets out a path to tack le today's and tomorrow's environmental, social and economic challenges. A roadmap to follow together. "We are Plan_C*" is ready to harness culture to drive climate action through change and public support.
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Catalan Institute for Cultural Companies (ICEC) has its own sustainability plan for 20222024, which aims to set an example for Catalonia and the rest of Spain. The point is to encourage other cultural organisations and companies to take a stand and draw up their own roadmap to become more eco-friendly and therefore make a more positive impact on society.
The ICEC's Environmental Sustainability Plan is the result of a process that began in 2017, when these issues were addressed at a conference called Sustainability and Climate Change: A New Challenge for Culture. This first conversation marked the starting point of a journey that has led the ICEC to take on environmental commitments and drive its own actions, as well as drawing on the assessment described by CoNCA in the study Lideratge ambiental del sector cultural a Catalunya (Environmental leadership in Catalonia's cultural industry, 2020) to help enlist Catalonia's cultural industry in the fight against the climate emergency and the ongoing global and local climate crisis. Today's urgent environ mental situation cannot be ignored in an industry such as culture, which not only makes its own environmental footprint, but also has the power to sway the public's way of thinking in the right direction.
Other governments and organisations, especially at European and international level, have already incorporated and implemented environmental criteria in their cultural policies and activities. The ICEC was able to draw inspiration from these examples when de signing its own sustainability plan, which is aimed at the cultural industry and at the organisation itself.
The Government Plan for the 14th legislature, approved on 21 May 2021, expresses, as a measure to boost the transformation and modernisation of the cultural industries, the commitment to draw up a sustainability plan, aligning the Ministry of Culture and the ICEC with the areas and objectives set by the Generalitat de Cata lunya. The Departmental Action Plan 2022, approved by the ICEC's General Council, also reflects this desire to implement an environ mental sustainability plan for the cultural industry.
This urgent environmental, social and economic situation must be met with alternative perspectives, new approaches and paradigm shifts. This is where the ICEC's Environmental Sustainability Plan fits in, as a C* plan. A plan that calls for more action, measures
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results and enlists the support of an industry bursting with creativ ity and transformative potential. Because there is no planet B, and because we have no clear-cut plan B either, culture proposes its own positive plan C*: climate, culture, change and citizens. This is "We Are Plan_C* Culture for the Climate", an opportunity to take stock of everything that has been accomplished so far, understand the global and local regulatory frameworks, and provide tools and resources to make a more sustainable cultural industry possible.
In order to transform Catalonia's cultural companies, work must be done in three strategic areas that correspond to three key ques tions:
Can we reduce the cultural industry's environmental impact?
Can the cultural industry help to face the challenges brought on by the climate emergency by changing people's way of thinking?
What will ICEC do to be a driver of change towards a more sustainable cultural industry?
The first two questions (areas) refer to the industry itself and look outwards. Meanwhile, the third focuses on the ICEC internally, which is essential for promoting and enabling the other two strate gic areas.
AREA 1. GREENING THE INDUSTRY TO MAKE A POSITIVE IMPACT
AREA 2. USING DISCOURSE AND MESSAGING TO BRING ABOUT SOCIAL TRANSFORMATION
AREA 3. STRIVING FOR INTERNAL GOVERNANCE BASED ON LEADERSHIP AND INTEGRITY
The aim is to encourage Catalonia's cultural companies to become more eco-friendly, equipping them with tools and know-how to make this happen. As with any other industry, culture produces emissions that contribute to climate change, consumes resources, creates waste, pollutes the air and has many other adverse environmental impacts. Although the cultural industry's environmental footprint is not very big (especially in terms of direct impact), it plays a part in this issue like any other part of society. Efforts must therefore be made to reduce its impact and, ideally, turn it into something pos itive. In order to make a positive impact, the industry needs guid ance and training, financial support and incentives of all kinds, as well as a range of consultancy services to bring about real change with beneficial environmental, social and economic results for the companies involved. Implementing environmental criteria should not be a step backwards for a cultural company, quite the opposite; it should be a chance to take a step forward towards a model that benefits all.
Foster culture's potential to transform and create new narratives and champion the cultural industry's role as a platform and loudspeaker, in order to trigger and sustain soci ety's transition towards a sustainable future
This area involves promoting culture as a channel for conveying environmental messages and, thus, as a potential mechanism for raising awareness among the public, which is becoming increas ingly better at tuning out environmental alarms. We must not waste the opportunity offered by culture to reach out to a huge number of people and convey how urgent it is that we take action to protect our planet, which is losing its ability to regenerate. Importantly, cul ture can do this creatively, empathetically and non-dogmatically, avoiding dystopian discourse. Few industries connect with people in such a natural, uncontrived and unforced way as culture. So we must harness culture's ability to convey values to make sustainabil ity one of them. Put another way, we need to tap into culture's cre ative and transformative potential to create narratives of change that allow people to picture a more sustainable and just future for all. And not just picture it, but make it happen.
Pursue the environmental strategy within the ICEC and lead the cultural industry's transformation, partnering with stakeholders, institutions and government agencies from both inside and outside the cultural ecosystem
The plan is ambitious and requires a motivated and internally coordinated organisation. Hence the need to devote one of the roadmap's strategic areas to determining how to be green-minded in our cultural actions, messages and discourse, as well as inviting all stakeholders to step up. This involves appointing a sustainability officer, communicating all our ongoing and future actions to the public, and coordinating with other ministries of the Generalitat de Catalunya and other government agencies that are also pursuing environmental strategies in Catalonia. Culture is cross-cutting and therefore involves many spheres that need to do their part and coordinate with each other. It is a matter of building a governance model that will allow for cross-departmental changes within the ICEC, not only to accomplish all of the plan's aims, but also to posi tion the ICEC as an institution willing to lead this necessary transi tion in strategic partnerships with other institutions.
The ICEC's Environmental Sustainability Plan, titled "We Are Plan_C* Culture for the Climate", describes three strategic areas. These areas are structured into 16 lines of action and 37 actions for the 2022-2024 period. Each of these actions comes with a de scription, a timeline, indicators for tracking its progress, the ICEC departments responsible and, in some cases, examples of experi ences from which to draw inspiration (some of which can be found in Section 6, "Good practices").
01. EXECUTIVE SUMMARY 02. FROM THE WORLD TO THE ICEC
03. ENVIRONMENTAL ASSESSMENT
04. ENVIRONMENTAL SUSTAINABILITY PLAN
05. TIMELINE
06. GOOD PRACTICES
Sustainability is fast becoming a strategic issue that must be included in the global policy agenda.
International, state, regional and local institutions have for dec ades adopted and implemented regulations and other measures to address the climate emergency and other environmental challeng es. The cultural industry is not usually present in such legislations and roadmaps for tackling the ongoing environmental crisis; but in some way it is there, and what's more, in a way that cuts across boundaries.
Our top-priority missions include highlighting the role of culture in bringing emissions down, reducing pollution, joining the circular economy and raising awareness among an increasingly receptive public. Before considering how to accomplish all this with a sustainability plan for cultural companies in Catalonia, however, we must understand today's global and local contexts in terms of the agreements, policies and legislation that have been paving the way for years towards a new way of producing and consuming goods (including culture) and of experiencing and understanding our relationship with the environment.
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At the international level, the United Nations Framework Convention on Climate Change (1992), the Kyoto Protocol (1997) and the Paris Agreement (2015) are the most important and well-documented con sensuses that have been reached in the fight against climate change. At the UN Climate Change Conference (COP26), which took place in Glasgow from 31 October to 12 November 2021, a somewhat success ful attempt was made to reassert the signatory countries' pledges to the Paris Agreement. The aim was to step up these commitments, considering that climate change is now a climate emergency that must be tackled decisively by means of ambitious actions.
It is worth going back to 12 December 2015, when the Paris Agree ment was originally signed. This was a historic moment of global climate negotiations and cooperation in which representatives of 195 countries pledged to make the necessary efforts to keep global warming below 2°C and, if possible, not to exceed 1.5°C above pre-industrial levels.
After four years of work, the Intergovernmental Panel on Climate Change (IPCC) presented a report on mitigating climate change. This was the third instalment of its sixth report. The first instal ment was on the physical science basis (climate projections) and the second on impacts, adaptation and vulnerability. The main conclusions were as follows:
* It is feasible to halve emissions by 2030. It is possible, but it is now or never, and the next five years are key.
* Reductions must happen swiftly and thoroughly in all sec tors: global greenhouse gas emissions must start dropping by 2025 and decrease by 43% by 2030. Methane emissions should be reduced by about one third.
* The ultimate cost of doing so will be minimal compared to the percentage of global GDP it will represent by mid-century, but it will require a massive effort by governments, businesses and individuals.
* If these emission reductions are not made, temperatures will rise by more than 3°C, with catastrophic consequences.
Reducing emissions to this extent will require an almost total elimination of fossil fuel use (a 95% reduction in coal, 60% in oil and 45% in gas consumption by 2050 compared to 2019) and a transition to cleaner energies (widespread electrification), through green growth and a clear commitment to certain technologies that now seem rather utopian.
Culture has not been specifically mentioned in any of these documents or at any of these international meetings. However, it is just another economic sector, generating emissions and waste and consuming materials and energy like the rest. Therefore, any action aimed at making its impact more positive, in any regard (including awareness raising), is now also a priority.
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Climate change is not the only environmental challenge we face. Soil pollution, excessive waste generation, constantly worsening air quality, scarce resources and a lack of climate justice are other interrelated challenges linked to the climate emergency that must not be underestimated. Biodiversity loss is also an issue, even if we find it hard to empathise with. The UN Convention on Biological Diversity, which was adopted at the Rio de Janeiro Earth Summit in 1992, has numerous articles, most notably Article 10, which sets out a commitment to protect and encourage customary use of biological resources in accordance with traditional cultural practices that are compatible with conservation or sustainable use
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requirements. Culture is always there and, in some way, must be given more prominence. Most of all, it must have specific strategies to ensure that its activity does not worsen the current environmen tal situation, but rather improves it and makes it even more visible to the public.
One attempt to mainstream environmental issues on a global scale is the 2030 Agenda for Sustainable Development. Adopted by the United Nations in 2015, it came as a new global roadmap for advancing towards sustainable development. It includes 17 Sustainable Development Goals (SDGs) and 169 economic, social and environmental targets to be achieved by 2030. The SDGs cover the social, economic and environmental dimensions of sustainability and address five broad areas: people, planet, prosperity, peace and partnerships.
The European Union is not re moved from this international context, but rather makes its own commitments and adapts regulations to its own objectives, such as reducing emissions levels by at least 55% by 2030 as compared to 1990, as specified in the Paris Agreement.
Specifically, the European Green Deal seeks to improve people's quality of life by following a roadmap to make Europe a climate-neutral continent by 2050. This proposal was presented by the European Commission on 11 December 2020 and consists of a more ambitious set of meas ures to enable European citizens and businesses to benefit from a sustainable green transition. The overarching climate-neutral aim covers all sectors of the economy, especially transport, ener gy, agriculture, buildings and industries, as well as iron and steel, cement, ICTs, textiles and chemicals.
Under this framework, the European Commission set out to take action in the following areas:
* Climate: achieve the goal of being climate-neutral by 2050.
To this end, the European Commission proposed a climate policy provision to turn this political commitment into a legal obligation and a catalyst for investment.
* Energy: decarbonise the energy sector.
* Buildings: renovate buildings to help people reduce their energy use and lower their energy bills.
* Industry: support industry innovation to become global lead ers in the green economy.
* Mobility: introduce cleaner, healthier and cheaper forms of public and private transport.
The European Green Deal Investment Plan is its financial pillar. To achieve the target goals, the Investment Plan must mobilise at least €1 trillion over the next decade. In addition to the European Green Deal, on 21 July 2020, European leaders reached a historic agreement on the Multiannual Financial Framework 2021-2027 (MFF) and the NextGenerationEU (NGEU) recovery plan, which has two pillars: the Recovery and Resilience Facility (RRF) and funds for other pan-European programmes, including REACT-EU, Invest EU and the Just Transition Fund.
These instruments are intended to help the European Union re build following the pandemic and will support investment in the green and digital transition. Europe's recovery plan is mobilising a total of €1.8 trillion (the NGEU has a budget of €750 billion, and the MFF 2021-2027, the other pillar of the European recovery strategy, is endowed with €1.1 trillion and will be financed by Mem ber States' contributions).
In the field of culture, the European Parliament published a resolu tion on urgent measures to make the Creative Europe programme more eco-friendly, setting targets and calling on the Commission to do the following:
* Highlight the enormous potential of cultural and creative industries to encourage citizens to act sustainably. Museums, cultural and community centres, performing arts, literature, visual arts and multidisciplinary initiatives could promote sustainability and help to reverse the climate trend. Sustainability and good environmental practices are also important in preserving tangible and intangible cultural heritage.
* Survey stakeholders in the cultural and creative industries and gather information on existing charters in the different artistic fields, in order to draw up a charter with a set of environmental principles to be respected by all programme participants. The process to determine the right principles should be led by the industry itself, allow for mutual learning and take a broad view of the issues to be addressed, which should include recycling, the circular economy and behavioural change, both among creators and consumers of culture.
* Carry out comprehensive research and speak with stakehold ers to come up with an industry-specific strategy and publish a guide to good environmental practices. This guide should cover audiovisual and cultural production and event organisa tion and promotion, dealing with transport, energy, resource efficiency and waste management, in order to set a standard for projects funded by the programme. These standard prac tices should not come at the expense of quality cultural and audiovisual products and events.
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* Promote the importance of green public procurement to ensure sustainable and environmentally friendly services and goods at cultural events. This should involve setting common criteria for green public procurement in the cultural industry and creating a tool to assess the environmental impact of cultural events. The environmental impact of audiovisual pro duction should also be underlined and the Commission should be asked to use the Creative Europe MEDIA strand to promote best practices in the audiovisual sector in terms of sustainabil ity, energy efficiency and environmental protection.
* Include sustainability and respect for the environment as selection and evaluation criteria for the European Capitals of Culture, as these capitals must also comply with the charter of environmental principles mentioned above.
* Create a European network of (cross-sector) consultants to advise project promoters and Creative Europe offices on environmental, climate and sustainability matters and openly publish good practices.
In fact, most of the Creative Europe programme's grant lines already include environmental sustainability as an evaluation criterion.
Spain's environmental regulatory framework includes a specific law on climate change and the energy transition (Law 7/2021), which aims to decarbonise the economy, propel its transition to a circular model, and help it to adapt to the impacts of climate change and implement a sustainable development model in line with the commitments of the Paris Agreement. The Law lays down the following targets for 2030: a penetration of renewable energy sources in final energy consumption of at least 42%, an electricity system with a renewable energy share of at least 74%, and im proved energy efficiency by reducing primary energy consumption by at least 39.5% compared to the baseline in accordance with EU regulations.
Spain must hit this 2030 reduction target in order to stay in line with the European target (55% reduction of greenhouse gas emissions by 2030). However, it would need to set a more ambi tious intermediate target if it aims to achieve countrywide carbon neutrality by 2050. Meanwhile, the Law is competitive in terms of renewable energy penetration in energy consumption, just as it is competitive in relation to renewable energies in the energy mix. Increasing the renewable share of the electricity grid to 70% is a very ambitious and beneficial target for reducing overall emis sions.
Despite this major impact, however, issues such as waste and responsible consumption are still missing from the Law. Plus, as in other cases, it does not specifically mention the cultural industry, although it does establish lines of action that are equally relevant for culture, such as energy efficiency, building renovations, and education and training to tackle climate change.
As planning tools to take on the energy transition, the Law in cludes the Integrated National Energy and Climate Plan (PNIEC) and the Strategy for the Decarbonisation of the Spanish Economy by 2050. It also states that the National Plan for Adaptation to Climate Change (PNACC) is to be the planning tool to promote co ordinated action against the effects of climate change. It also sets out the Just Transition Strategy, a countrywide tool for optimising the activity and employment opportunities afforded by the transi tion to a low greenhouse gas emission economy, and regulates just transition agreements as instruments for taking action.
With regard to the 2030 Agenda, the Spanish Government has presented some general guidelines/targets referring to cultural aspects:
* Promote equal access to and consumption of culture.
* Bring culture to the most disadvantaged areas and groups at risk of social exclusion.
* Further digitalise cultural heritage and bridge the digital divide to make culture more accessible.
* Transition towards a less concentrated and dependent economic model that considers culture's potential, giving it a greater role in the productive model and ensuring decent work ing conditions for the people who work in it.
The Spanish Sustainable Development Network (REDS) is working to integrate the 2030 Agenda in the cultural and creative industry. It is responsible for an initiative called "Culture's contribution to sustainable development. Pro -
moting research and training on the cultural dimension of the 2030 Agenda" . This project is supported by the Span ish Ministry of Culture and Sports and involves the participation of many professionals. Conceived as a multidisciplinary think tank of researchers, university lecturers and cultural managers, this community was created with the aim of sharing and building knowledge, crafting new narratives and bringing the cultural dimension to sustainable development.
REDS has also published Cultura y desarollo sostenible. Aportaciones al debate sobre la dimensión cultural de la Agenda 2030 [Culture and Sustainable Development: Contributions to the Debate on the Cultural Dimension of the 2030 Agenda] and Hacia una cultura sostenible. Guía práctica para integrar la Agenda 2030 en el sector cultural [Towards Cultural Sustainability: A Practical Guide to Incorporating the 2030 Agenda in the Cultural Industry]. The aim of these publications was to equip industry pro fessionals with useful, bespoke tools for adopting a sustainable approach and implementing sustainability criteria and indicators. The idea was to operationalise the 2030 Agenda in the cultural and creative industry by including guidelines and practical actions for the entire cultural ecosystem: from the visual and performing arts to the audiovisual and publishing sectors.
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The international commitments described above have been adapt ed by and for Catalonia by means of decrees and resolutions that allowed the region to bring its cultural action into line with its sustainability and climate emergency objectives.
As in Spain as a whole, Catalonia also has specific legislation on climate change. The Generalitat de Catalunya approved Law 16/2017, of 1 August, on climate change, which aims to reduce greenhouse gas emissions and support the transition towards an emission-neutral economy. The Law was affected by Spanish Con stitutional Court Ruling 87/2019, of 20 June 2019, but the Catalan Government has since enacted regulations in areas unaffected by the declaration of unconstitutionality. These include:
* Renewable energies (Decree-Law 16/2019, on urgent measures to deal with the climate emergency and promote the use of renewable energies).
* The tax on CO2 emissions from motor vehicles (Law 9/2019 of 23 December, although Decree-Law 33/2022 on urgent measures regarding the tax on CO2 emissions from motor vehicles was later adopted on 30 Setembre 2020).
* The tax on stays in tourist establishments (also Decree-Law 33/2022).
* In the budgetary and administrative scope, the accelerated deployment of distributed and shared renewable energies (with the approval of Decree-Law 24/2021, of 26 October).
Moreover, articles 29 and 35 of Law 16/2017, of 1 August, on cli mate change urge the Generalitat de Catalunya's ministries to quantify resource use and greenhouse gas emissions when calcu lating the cost of public contracts, including investment, operation and maintenance, and lays out objective criteria for promoting green public procurement.
Likewise, Article 145.2 of Law 9/2017, on public sector contracts, provides for the award of contracts based on the best cost-benefit ratio, including environmental aspects linked to the purpose of the contract. Among the welcomed environmental quality characteris tics, the Law mentions reduced greenhouse gas emissions, energy saving and efficiency measures, and the use of renewable ener gies to fulfil the contract. More related information can be found in this Guia per a la quantificació d’emissions de gasos amb efecte d’hivernacle en els contractes públics [Guide to Calculating Greenhouse Gas Emissions in Public Procurement].
Catalonia's commitment to combating climate change was also made clear when, on 14 May 2019, the Generalitat de Catalunya declared a climate emergency and pledged to put forward com mitments involving specific actions to mitigate the effects of climate change.
Finally, the Catalan Office for Climate Change very recently began technical work to prepare the Catalan Climate Change Adaptation Strategy 2021-2030, a strategic reference framework for climate change adaptation policies in Catalonia, as provided for in Law 16/2017, of 1 August, on climate change. The new strategy for 2021 to 2030 will replace the current strategy, which covered the period from 2012 to 2020.
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The Government Plan for the 14th legislature is structured into five areas to ensure that Catalonia is fair, prosperous, green, feminist and completely free. These areas shape the actions taken by all the ministries of the Generalitat de Catalunya. They must be coordinated, cross-cutting and aligned with the Catalan Government's own top-priority goals and with the SDGs approved by the United Nations in the 2030 Agenda. The plan is also guided by four major underlying values common to all actions: the fight against inequality, the gender perspective, environmental concern and territorial focus.
The Generalitat de Catalunya has also put in place its National Plan for the Implementation of the 2030 Agenda in Catalonia (2019), which involves all the ministries and is coordinated by the Advisory Council for Sustainable Development (CADS). In addition, it has created the Catalonia Alliance 2030, a partnership be tween public and private stakeholders to jointly fulfil Catalonia's commitments to achieve the SDGs.
Although it does not have a specific SDG, culture is present in the targets related to education, sustainable cities, food security, environmental protection, economic growth, sustainable consumption and production, and inclusive and peaceful societies. In addition, SDG 17 encourages partnerships involving industries, such as culture, that are not directly reflected in the 2030 Agenda. Culture and creativity have the potential to make an impact across all these areas.
In this regard, the Catalan Ministry of Culture intends to roll out measures to make free and universal access to culture a basic, inalienable right, which is why one of the tasks of the new Directo rate-General for Innovation and Digital Culture is to work towards achieving the 2030 Agenda's SDGs in the field of culture.
* United Nations Frame work Convention on Climate Change (1992). Kyoto Protocol (1997).
* Paris Agreement (2015).
COP26 Glasgow (2021).
* UN Convention on Bio logical Diversity (1992).
* 2030 Agenda for Sus tainable Development (2015).
* According to the Paris Agreement (2015), the European Union must reduce its emissions by at least 55% compared to 1990. The European Green Deal seeks to improve people's quality of life by following a roadmap to make Europe a cli mate-neutral continent by 2050.
* Law on climate change and the energy transition (Law 7/2021). GHG emissions re duced by 55% by 2030 and neutrality by 2050. Instruments: Integrated National Energy and Climate Plan (PNIEC) and the Strategy for the Decarbonisation of the Spanish Economy by 2050.
* Law 16/2017, of 1 Au gust, on climate change.
* Climate emergency declaration (2019). Catalan Climate Change Adaptation Strategy (ESCACC) 2021-2030.
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* EU Biodiversity Strat egy for 2030.
* National Strategy for Green Infrastructure and Connectivity and Ecological Restoration 2020-2050.
* Catalonia's Natural Heritage and Biodiver sity Strategy 20182030.
* Sustainable Develop ment Goals for 2030 in the European Union.
* Spanish Government's 2030 Agenda guide lines (integration of the 2030 Agenda in the cultural and creative industry by the Spanish Sustainable Develop ment Network [REDS]).
* National Plan for the Implementation of the 2030 Agenda in Cat alonia (2019), with the participation of the Advisory Council for Sustainable Develop ment (CADS) and the backing of the Catalo nia Alliance 2030.
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The ICEC's Environmental Sustainability Plan is the result of a years-long journey that has afforded it deeper insight into the relationship between culture and sustainability. This journey con tinues and is in fact gaining momentum thanks to this roadmap, which sets out actions to encourage cultural companies to work towards a more sustainable, more equitable and fairer model, and thus help build a new economic system with a positive impact.
The climate crisis and environmental sustainability have been on the ICEC's agenda since 2017, when it launched and became involved in a number of initiatives to address these issues:
* A conference held at the Barcelona Contemporary Culture Centre (CCCB) called Sustainability and Climate Change: A New Challenge for Culture.
* Collaboration with the CCCB in the 2nd Cultural Innovation Award, "Culture and Climate Change".
* Participation in Creative Climate Leadership, an intensive training programme organised by UK-based organisation Julie's Bicycle as part of a European programme subsidised by Creative Europe.
* Translation into Catalan of the guide Smart Energy for Festivals and Events (Powerful Thinking, UK, 2017).
* Implementation of a new type of environmental sustainability plan as an integral part of Consultoria Cultura (cultural consultancy).
The following year, in 2018, the Business Development Service (SDE) launched two initiatives:
* Environmental Sustainability in Cultural Facilities, Museums and Libraries, a conference it co-organised with the Direc torate-General for Cultural Promotion.
* A training course in collaboration with the Catalunya Film Commission called Sustainable Filming: Where Do We Start? as part of the SITGES – International Fantastic Film Festival of Catalonia.
One year later, in 2019, the ICEC continued to promote actions to make culture more eco-friendly, such as:
* Participation in several working groups on sustainable filming.
* Collaboration in the conference titled "Beyond the Green Shooting Card", as part of the Barcelona Independent Film Festival, L'Alternativa, and in collaboration with the Catalunya Film Commission.
* The ICEC's institutional attendance at the meeting on the 2030 Agenda convened by the Spanish Ministry of Culture and Sports to explain the work it had carried out in the area of environmental sustainability to representatives of the ministries of culture in other regions and the Organi zation of Ibero-American States (OEI).
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In terms of training, 2020 saw the following actions:
* Organisation of a conference by the SDE, which included the presentation of the study Lideratge mediambiental en el sector cultural i creatiu català [Environmental Leadership in Catalo nia's Cultural and Creative Industry], which had been carried out by Julie's Bicycle on behalf of the National Council for Culture and Arts (CoNCA) following the ICEC's proposal for collabora tion.
* Collaboration, together with the Directorate-General for Cultural Promotion, in the SOStenibilitat conference at Fira Mediterrània.
From 2020 onwards, environmental sustainability was made one of the ICEC's six areas of activity, in order to tackle the climate emergency challenges set by the political agenda. An internal working group, the Well-being and Sustainability Committee, was also set up to address the ICEC's environmental impact and to activate various measures to reduce waste and improve energy efficiency, among other pursuits.
In 2021, the ICEC honed its strategic focus and carried out the following actions:
* Drafting of the ICEC's Environmental Sustainability Plan 2022-2025.
* Presentation of the Guia per a la incorporació de criteris de sostenibilitat a les filmacions i als rodatges [Guide to Imple menting Sustainability Criteria in Filming and Film Shoots] by the Catalunya Film Commission at the SITGES – International Fantastic Film Festival of Catalonia.
* Participation in a workshop organised by the Spanish Sustaina ble Development Network (REDS) to pool the contributions made by cultural industry stakeholders to the Sustainable Development Strategy 2030, a document meant to guide the Spanish Government in facing the challenges described in the 2030 Agenda.
* Collaboration in Cultura, medi ambient i emergència climàtica [Culture, Environment and the Climate Emergency], a study by Barcelona Provincial Council's Centre for Cultural Studies and Resources (CERC).
02. FROM THE WORLD TO THE ICEC
03. ENVIRONMENTAL ASSESSMENT
04. ENVIRONMENTAL SUSTAINABILITY PLAN
05. TIMELINE
06. GOOD
* Conference: Environmental Sustainability in Cultural Facilities, Museums and Libraries.
* Training course: Sustainable Filming: Where Do We Start?
* Conference: Sustainability and Climate Change: A New Challenge for Culture.
* 2nd Cultural Innovation Award, "Culture and Climate Change".
* Training programme: Crea tive Climate Leadership.
* Translation of the guide
Smart Energy for Festivals and Events into Catalan.
* Environmental sustainability plans as an integral part of cultural consultancy.
* Conference and presenta tion of the study Lideratge mediambiental en el sector cultural i creatiu català [Environmental Leadership in Catalonia's Cultural and Creative Industry].
* Fira Mediterrània's SOSteni bilitat conference.
* Creation of an internal working group, the Well-being and Sustainability Committee, to implement environmental sustainability as one of the ICEC's six areas of activity.
* Design of the ICEC's Environ mental Sustainability Plan.
* Presentation of Guia per a la incor poració de criteris de sostenibilitat a les filmacions i als rodatges [Guide to Implementing Sustainability Criteria in Filming and Film Shoots].
02. FROM THE WORLD TO THE ICEC
03. ENVIRONMENTAL ASSESSMENT
04. ENVIRONMENTAL SUSTAINABILITY PLAN
* Working groups on sus tainable filming.
* Conference: Beyond the Green Shooting Card.
* Ministry of Culture and Sports meeting on the 2030 Agenda.
* Spanish Sustainable Develop ment Network (REDS) workshop to contribute to the 2030 Sustainable Development Strategy.
* Participation in Cultura, medi ambient i emergència climàtica [Culture, Environment and the Climate Emergency], a study by Barcelona Provincial Council's Centre for Cultural Studies and Resources (CERC).
05. TIMELINE
06. GOOD PRACTICES
The National Council for Culture and Arts (CoNCA), a part of the Generalitat de Catalunya, presented the report Lideratge mediambiental en el sector cultural i creatiu català [Environmental Leader ship in Catalonia's Cultural and Creative Industry] in October 2020.
A methodology and questionnaire created by Julie's Bicycle and Arts Council England were used, following criteria developed in their UK sector reports. These were adapted to the context and reality of Catalonia's cultural industry with the collaboration of CoNCA and ICEC, in order to create a suitable tool for exploring the industry's engagement and perceptions around environmental action.
03. ENVIRONMENTAL ASSESSMENT
04. ENVIRONMENTAL SUSTAINABILITY PLAN
05. TIMELINE
06. GOOD PRACTICES
The report drawn up based on the CoNCA study assesses the state of Catalonia's cultural industry in terms of attitudes, knowledge and implementation of sustainable strategies and climate action. It also consists of:
* A set of key recommendations for decision-making, tailored to the environmental, social and economic challenges facing our society.
* A demand from the cultural industry for more institutional support, a policy-driven climate and green transition strategy, and clearer legislation.
* An opportunity to convey the importance of measuring environmental impact in order to understand it and more effectively implement mitigation and adaptation measures.
The study also points out the most urgently required legislative and policy changes:
* The design of an investment strategy to adapt buildings and facilities.
* The creation of a public green infrastructure for culture.
* The organisation of public awareness programmes.
* The involvement of experts who can support the industry during its transition.
The results of the CoNCA study show that there is still a long way to go to mainstream the environmental perspective among Cata lonia's cultural companies. The following conclusions were drawn from the adapted survey mentioned above:
Among Catalan cultural organisations, 36% say that they have an environmental action plan in place, but only 14% keep it updated.
Only 15% of the organisations surveyed have a job position specifically dealing with environmental issues.
Of the companies surveyed, 28% take sustainability into account when choosing suppli ers and service providers.
The main actions these companies have implemented in their dayto-day business are:
Reducing, reusing and recycling materials
Responsibly managing water use
The main reasons why organisations choose not to adopt meas ures to address and reduce their environmental impact are:
lack of budget, which was sig nificantly reported as the main obstacle
lack of knowledge or skills in this field
* Boosting appreciation for the local territory.
* Renovating a garden with sustainable landscaping crite ria.
* Purifying all the water used
Among the most innovative initiatives reported by respondents, the following stand out: 57%
and returning it to the environ ment clean.
* Installing photovoltaic solar panels, vertical gardens and green roofs in order to educate visitors about the environment.
Among the most encouraging data is the satisfaction rate: 57% of respondents say that they have benefited from their climate action. These benefits include financial savings and improvements in team well-be ing, the organisation's image and reputation, and sponsor ship and revenue streams.
Taking these transformative initiatives as benchmarks, the cultural industry can use its position to foster a thorough change of values that will bring about a new cultural economy.
The first recommendation made by the CoNCA report is for the industry to measure the environmental impact of its cultural or creative activity, as well as engaging with contributors, sponsors, suppliers and contractors so that environmental challenges can be met collaboratively. These other key aspects should also be included in the cultural industry's environmental roadmap (i.e. this ICEC Sustainability Plan):
* Green riders for touring artists to reduce the carbon foot print of their activity.
* Sustainable materials in creative and cultural production, such as organic cotton.
* Waste reduction and elimination of single-use plastic.
* Clean energy with a 100% renewable electricity provider.
* Sustainable menus.
* Protection and regeneration of the natural environment through creative activity and carbon footprint offsetting.
The study places special emphasis on promoting cultural programmes that raise public awareness and build a narrative that encompasses multiple perspectives and creative responses to the struggle to preserve the environment. International projects such as Season for Change offer a clear example of how culture can convey the need for environmental action to its consumers.
The data reveal that only 8.5% of public grants that go to cultural organisations include environmental considerations in their terms of reference. In this regard, respondents call for more institutional support, a policy-driven climate and ecological transition strategy, and clearer legislation.
Among the most urgently required legislative and policy changes, the report points to the design of an investment strategy to:
* Adapt buildings and facilities.
* Create a public green infrastructure for culture.
* Organise public awareness programmes.
* Bring in experts who can support the industry during its transition.
Support cultural companies as they transition to a more sustainable model
Line of action 1. Facilitate access to knowledge through training programmes and support services
Training programme for the cultural industry.
Environmental sustainability acceleration programme.
Partnerships with universities, training centres and profes sional schools.
Environmental sustainability consultancy service.
Line of action 2. Encourage cultural organisations to exchange experiences
Conference on sustainable culture.
Sector-specific discussion groups.
Line of action 3. Revise and amend the ICEC's support and funding rules
Include environmental sustainability in the ICEC's terms and conditions for granting subsidies and repayable contributions.
Help desk.
FROM THE WORLD TO THE ICEC
Line of action 4. Make specific subsidies and grants available to support proposed actions
9. Subsidies for performing environmental sustainability as sessments.
Subsidies for consultancy work.
11. Subsidies for actions to reduce the cultural industry's envi ronmental impact.
12. New line of funding in collaboration with the Catalan Institute of Finance (ICF) and/or private financial institutions.
Line of action 5. Set up mechanisms to recognise cultural companies' commitment to environmental sustainability
13. Seal(s) distinguishing environmentally committed organisations.
14. Sustainable Culture Award.
Line of action 6. Promote and create resources and tools for the cultural industry
Tools and resources to knowledgeably build environmental sustainability into cultural projects.
Environmental impact calculator for the cultural industry.
Platform to exchange stage materials, props, costumes, technical equipment, etc.
18. Culture and environmental sustainability observatory.
19. Podcast and newsletter on sustainable culture.
Line of action 7. Make the ICEC's environmental sustainability strategy known to companies in the cultural industry
20. External communication plan for the ICEC's environmental sustainability actions.
Line of action 8. Create a network of sustainable service providers for the cultural industry.
21. Sustainable services repository.
Working out and implementing a training proposal to help the industry understand its environmental impact and take action to reduce it, by providing theoretical insights, organising practical workshops and offering more technical training by sector. For companies with no specific knowledge in this regard, the aim is to get them engaged with the issue. For companies that are already somewhat in the know, the goal is to broaden and deepen their understanding. The intended training programme would consist of training modules and practical workshops geared towards various cultural spheres: film-making (environmentally sustainable film shoots and film festivals), publishing (eco-publishing), art galleries and performing arts companies (sustain able management), etc. The practical workshops could focus on topics such as the following: how to make an environmental sustainability plan, tools and resources for calculating and reducing your environmental impact, and how to communicate an environmental project.
Number of training activities per year
Number of training hours per year
Number of people trained per year
Investment in training (as a euro amount or a percentage of the total budget) per year
Participant satisfaction (online survey)
Strategic area 1. Greening the industry to make a positive impact Line of action 1: Facilitate access to knowledge through training programmes and support services Description
Setting up a specific training and mentoring programme to pursue innovative approaches to environmental practice, explore more sustainable models and foster collaboration.
* Number of programme applicants
* Number of companies in the programme
* Number of training hours per year
* Number of people trained per year
* Total number of mentoring hours provided
* Number of mentoring hours for companies in the programme
* Investment in the acceleration programme
* Participant satisfaction (online survey)
Timeline 2023 Departments involved
Business Development and Transformation (ADTE)
The Accelerator and Spotlight programmes by Julie's Bicycle (see Section 6, "Good practices")
through training
support services
Collaborating with academic programmes to add environmental management to their curricula and to consider the creation of new professional profiles within the cultural industry.
* Total number of partnership agreements (this will also give the number of new agreements per year)
* Number of academic programmes adding environmental management to their curricula per year
* Number of people involved in these academic programmes per year
involved
Development Service (SDE)
follow
BRIT School for Performing and Creative Arts (see Section 6, "Good practices")
Strategic area 1. Greening the industry to make a positive impact Line of action 1: Facilitate access to knowledge through training programmes and support services Description
Setting up a free, personalised service offered by expert consultants, focused on environmental sustainability and intended to solve specific industry needs. This will fall under the umbrella of the Espai d’Assessorament Cultura [Culture Consultancy Service].
* Number of service requests
* Number of companies using the service
* Total number of hours of consultancy provided
* Number of consultancy hours for companies using the service
* Consultancy hours by type of assistance offered (%)
* Investment in the consultancy service (as a euro amount or a percentage of the total budget)
area
Organising an annual conference for the industry, intended to be the epicentre of dialogue on culture and sustainability and a forum for experiential exchange, as well as featuring inspirational talks and international success stories.
"Good
Including more systematic incentives in the ICEC's terms and conditions, whether as a requirement, assessment criterion or eligible expenditure and on either a mandatory or optional basis, in order to reward cultural companies that are already taking environ mental sustainability action and to motivate those that are not.
is an
Strategic area 1. Greening the industry to make a positive impact Line of action 4: Make specific subsidies and grants available to support proposed actions Description
Offering a new line of subsidies to help companies carry out a baseline assessment, in order to mark a starting point, identify areas for improvement and set reduction targets.
* Number of companies applying for a subsidy
* Number of companies receiving a subsidy
* Related budget allocation
* Amount granted
Development and Transformation (ADTE)
this already existing line of subsidies for consultancy work in the fields of performing arts, visual arts, publishing, music, audiovisual production and digital culture, which has a specific category intended for organisations to conduct studies to reduce their environmental impact. This includes environmental sustainability plans, studies for reducing waste and improving waste management, energy efficiency stud ies and environmental communication studies.
Number
applying for a
Number of companies receiving a subsidy
Number of subsidies granted (a company may receive more than one subsidy)
Related budget allocation
Amount
area
the industry to make a positive impact
specific subsidies and grants available to support proposed actions Description
of action
Offering a new line of subsidies for actions aimed at reducing the cultural indus try's environmental impact. These actions could have to do with service provision and current expenditure or with investments in improved infrastructure or technical equipment that meet environmental criteria. Ideally, these actions should be part of an environmental sustainability plan, but they can also be one-off actions outside the scope of such a plan.
* Number of companies applying for a subsidy
Number of companies receiving a subsidy
Related budget allocation
Amount granted
a positive impact
specific subsidies and grants available to support proposed
Offering specific loans to help companies implement sustainability plans, in collabora tion with the Catalan Institute of Finance (ICF) or private financial institutions.
Number of companies applying for a loan
of companies receiving a loan
Number of loans given (a company may receive more than one loan)
Related budget allocation
Creating a certificate or label for companies already involved in cultural projects, either by adapting the criteria of an existing label (for example, the Generalitat de Catalunya's Environmental Quality Assurance Label) or by designing a new one.
* Number of seals or labels promoted by the ICEC
Total number of companies with these seals or labels (this indicator will be for later, when it can be completed; e.g. if a label is created for each category, the number of companies per category with said label can be calculated)
Strategic area 1. Greening the industry to make a positive impact Line of action 5: Set up mechanisms to recognise cultural companies' commitment to environmental sustainability
Creating an award to recognise outstanding environmental management initiatives in the various cultural sectors, or encouraging the creation of an environmental sustain ability category in existing prizes and awards (CoNCA National Culture Awards, Gaudí Awards, ARC Awards, etc.).
* Number of categories
* Number of companies or projects presented/nominated (to be defined in the rules of the award)
* Number of award-winning companies
Examples to follow Julie's Bicycle's Creative Green Awards, AGF's A Greener Festival Award (see Section 6, "Good practices")
Informing the industry about environmental sustainability through sector- and ar ea-specific guides and other materials, such as:
* Sector-specific good practice guides.
* An environmental communication guide and climate emergency glossary (Termcat).
* A template for drafting environmental policies and action plans.
A self-assessment tool to identify areas of greatest impact.
Book, Green Cine Toolkit, Guia per a la incorporació de criteris de sos tenibilitat a les filmacions i als rodatges [Guide to Implementing Sustainability
in Filming and Film Shoots] (see Section 6, "Good practices")
Strategic area 1. Greening the industry to make a positive impact Line of action 6: Promote and create resources and tools for the cultural industry
Providing a tool for the cultural industry to calculate its carbon footprint, taking into account aspects such as energy consumption, transport, and water and waste man agement.
Field Tools and resources
Indicators
* Calculation tool developed and tested with the industry
* Number of companies that have calculated their carbon footprint with the ICEC's tool
Timeline 2023 Departments involved ICEC sectoral departments
Creative Green Tools, the Catalan Office for Climate Change's GHG emissions calcula tor (see Section 6, "Good practices")
Strategic area 1. Greening the industry to make a positive impact Line of action 6: Promote and create resources and tools for the cultural industry
Setting up an online platform to promote the reuse of materials for performing arts productions, film sets, festivals, etc., and to foster innovation and circularity around new sustainable practices, such as the use of alternative materials, and the implemen tation of new cultural production and management processes.
* Creation of the platform
* Number of companies registered on the platform
* Number of exchanges carried out (once the platform has been set up, the indicators can be defined in more detail)
Strategic area 1. Greening the industry to make a positive impact Line of action 6: Promote and create resources and tools for the cultural industry
Creating a specific observatory to monitor cultural companies' environmental impact, as part of the ICEC's Cultural Companies Observatory. This observatory should collect measurable data, publish information on the industry's environmental progress and create a map of sustainable cultural stakeholders, thus adding value to what the cur rent Observatory already measures and publishes.
* Creation of this specific environmental observatory
* Development of a set of indicators to track the environmental progress of the ICEC's cultural companies
* Creation and regular updating of an indicator-based methodology
Timeline 2024 Departments involved Manager's Office – Resources Department (Analysis and Studies)
resources and tools for the cultural industry
Creating a podcast to spotlight projects that stand out for their environmental commitment, with a segment for interviews with creators, cultural managers and other stakeholders that could become ambassadors within the cultural industry. The podcast will be joined by a sustainable culture newsletter, with news highlights and links of interest.
* Number of podcasts and sustainable culture newsletters
Number of guests
Number of listens
2022 Departments involved Manager's Office – Resources Department (Analysis and Studies)
Strategic area 1. Greening the industry to make a positive impact Line of action 7: Make the ICEC's environmental sustainability strategy known to com panies in the cultural industry
Designing a communication plan for the cultural sectors, including:
* A specific website or a sustainability section on the ICEC website featuring the sustainability policy, resources and good practices, and other content.
* An external dissemination campaign to raise awareness of the plan among cultur al companies.
* A podcast and monthly newsletter on environmental sustainability and culture.
* An external communication campaign through social media, press releases and other channels.
* Awareness-raising campaigns targeting segmented audiences.
* Have an external communication plan
* Indicators for monitoring the plan once it has been drawn up
Timeline 2022 Departments involved Manager's Office – Resources Department (Analysis and Studies)
Foster culture's potential to transform and create new narratives and champion the cultural industry's role as a platform and loudspeaker, in order to trigger and sustain society's transition towards a sustainable future
Line of action 9. Raise public awareness through cultural experience, tapping into the creative and transformative potential of the cultural industry
22. Cultural activities programme.
Line of action 10. Motivate cultural stakeholders to create and programme content that raises society's awareness of the climate emergency and inspires a change in their way of thinking
23. Line of funding for cultural projects that address the cli mate emergency and raise public awareness.
Line of action 11. Encourage the creative and cultural industry to promote environmental sustainability and climate action
24. Forums for environmental discussion and action.
Strategic area 2. Using discourse and messaging to bring about social transformation Line of action 9: Raise public awareness through cultural experience, tapping into the creative and transformative potential of the cultural industry
Hosting a cultural exhibition featuring multiple perspectives and creative responses, inviting all cultural and creative stakeholders to take part. This could involve a series of talks with cultural and environmental experts (scientific community, environmental organisations, etc.) and some performances at Santa Mònica or Filmoteca de Catalun ya related to environmental issues and the climate emergency.
Field Training and knowledge
Indicators
* Number of scheduled activities
* Number of people who attended the cultural activities
Timeline 2023 Departments involved Business Development Service (SDE)
Examples to follow Season for Change, 2 Degrees Festival, Creative Climate Chats, What shall we build here (see Section 6, "Good practices")
Strategic area 2. Using discourse and messaging to bring about social transformation Line of action 10: Motivate cultural stakeholders to create and programme content that raises society's awareness of the climate emergency and inspires a change in their way of thinking
Creating a specific line of funding for ongoing or completed projects that address the environmental crisis, whether directly or indirectly.
Number of companies applying for funding
Number of companies receiving funding
Related budget allocation
Amount granted
1 2023 Departments involved Business Development and Transformation (ADTE)
Examples to follow Creative Climate Action Fund (see Section 6, "Good practices")
Pursue the environmental strategy within the ICEC and lead the cultural industry's transformation, partnering with stakeholders, institutions and government agencies from both inside and outside the cultural ecosystem
Line of action 12. Organise the ICEC's internal structures
25. ICEC environmental sustainability officer.
26. Researching and managing European funds.
27. Plan_C* internal committee.
Line of action 13. Improve internal environmental management in line with the commitments made by the Generalitat de Catalunya 28. Calculating the ICEC's carbon footprint.
Department-specific environmental action plans.
Compliance with the criteria of the Environmental Quality Assurance Label by the facilities under the ICEC's remit.
Line of action 14. Raise awareness among the ICEC team through a training programme and other proposals for participation
31. Environmental training programme for ICEC staff.
Line of action 15. Create strategic partnerships and opportunities for collaboration by setting up working groups or task forces with stakeholders, institutions and government agencies from
FROM THE WORLD TO THE ICEC
inside and outside the cultural ecosystem
Coordination team within the Ministry of Culture.
Working group with other Generalitat de Catalunya minis tries.
Working group with other government agencies.
IMPULSA platform.
Cross-sectoral working groups under the Ministry of Culture's sectoral plans.
Line of action 16. Raise awareness of the ICEC's environmental sustainability strategy internally
Internal communication plan for the ICEC's environmental sustainability actions.
Appointing an environmental sustainability officer to coordinate and carry out the ICEC's Environmental Sustainability Plan, including tracking the established indicators to monitor progress on the proposed actions.
to
the
Setting up a committee to promote actions within the framework of the Environmental Sustainability Plan. The committee will comprise two working groups, one focused on pursuing actions in strategic areas 1 and 2 that affect the departments of the ICEC, and a second, participative group open to anyone at the ICEC wishing to get involved in the more internal environmental transition linked to strategic area 3.
Calculating the environmental impact of the ICEC's
facilities and activities.
Total tonnes of CO2eq emitted by the ICEC
Total tonnes of CO2eq emitted by the ICEC per worker
Tonnes of CO2eq emitted per activity or facility
Tonnes of CO2eq emitted per activity or facility and worker
Total tonnes of CO2eq offset
Total tonnes of CO2eq offset / total tonnes of CO2eq emitted
Strategic area 3. Striving for internal governance based on leadership and integrity Line of action 13: Improve internal environmental management in line with the commit ments made by the Generalitat de Catalunya
Drawing up specific environmental action plans for each of the ICEC's departments, following an assessment to ascertain the starting point and identify specific needs:
* General Services: making the ICEC's offices and venues more eco-friendly.
* Economic Management: environmental public procurement and contracting.
* Communication and Press: applying eco-design criteria and calculating the envi ronmental footprint of the ICEC websites.
* Markets: producing materials for trade fairs and designing stands with circular economy criteria and a mobility plan.
* Business Development Service: sustainable event production.
* Filmoteca de Catalunya and Santa Mònica: sustainable facilities management.
* The first indicator should refer to performing the assessment itself; depending on its outcome (and the measures agreed as necessary), further indicators can be specified/established.
Timeline 2024 Departments involved Manager's Office, Filmoteca de Catalunya and Santa Mònica
ROCK Project (Horizon 2020) – Green Office Guidance, Ajuntament + Sostenible [More Sustainable City Council] (see Section 6, "Good practices")
Evaluating the level
of the two
under the ICEC's remit – Filmo teca de Catalunya and Santa Mònica
Quality Assurance Label, and arranging for them to receive this label if the criteria are met.
with the criteria of the
out general training on aspects related to environmental sustainability, the policy agenda and the environmental impact of the cultural industry. Specific training will also be offered depending on the department (eco-friendly offices and venues, green public procurement and contracting, sustainable design and production, subsidy management with an environmental sustainability perspective, sustainable events, etc.).
Number of training activities per year
Number of training hours per year
Number of people trained per year
Investment in the training programme (as a euro amount or a percentage of the total budget) per year
Striving for internal governance based on leadership and integrity Line of action
area
Create strategic partnerships and opportunities for collaboration by setting up working groups or task forces with stakeholders, institutions and govern ment agencies from both inside and outside the cultural ecosystem
Fostering opportunities for discussion and participation among workers in order to carry out actions to reduce the ICEC's environmental footprint (e.g. an internal well-be ing and sustainability committee).
Number of meetings held
Number of initiatives carried out (if any)
2022 Departments involved Director's Office and Manager's Office
Strategic area 3. Striving for internal governance based on leadership and integrity Line of action 15: Create strategic partnerships and opportunities for collaboration by setting up working groups or task forces with stakeholders, institutions and govern ment agencies from both inside and outside the cultural ecosystem
Creating and managing a coordination mechanism to compare and promote actions, where appropriate, with other ministries of the Generalitat de Catalunya (Ministry of Climate Action, Food and Rural Agenda; Ministry of Education; Ministry of Business and Labour, etc.).
Field Environmental action and communication
Indicators
Number of meetings held
Number of initiatives carried out (if any)
Departments involved
Office and Manager's
Strategic area 3. Striving for internal governance based on leadership and integrity Line of action 15: Create strategic partnerships and opportunities for collaboration by setting up working groups or task forces with stakeholders, institutions and govern ment agencies from both inside and outside the cultural ecosystem
Creating and managing a coordination mechanism to share actions and pool forces with other government agencies: provincial councils, the Barcelona Institute of Culture and other local councils, where appropriate.
Number of meetings held
Number of initiatives carried out (if any)
Office and
Office
Strategic area 3. Striving for internal governance based on leadership and integrity
Line of action 15: Create strategic partnerships and opportunities for collaboration by setting up working groups or task forces with stakeholders, institutions and govern ment agencies from both inside and outside the cultural ecosystem
Creating a group of representatives from the ICEC and the cultural industry to pursue the environmental strategy across the board and work on other intersections with environmental sustainability.
* Number of meetings held
* Number of initiatives carried out (if any)
Director's Office, Manager's Office, and cross-sectoral and sectoral departments of the ICEC
The Green Track, Gallery Climate Coalition, GMAST Manchester Arts Sustainability Team (see Section 6, "Good practices")
Strategic area 3. Striving for internal governance based on leadership and integrity Line of action 16: Raise awareness of the ICEC's environmental sustainability strategy internally Description
Designing an internal communication plan for ICEC staff, including:
* A presentation of the plan to staff.
* An internal communication campaign.
* News items for the ICEC intranet.
* Have an internal communication plan
* Indicators for monitoring the plan once it has been drawn up
Manager's Office – Resources Department (Communication and Press)
AREA 1: GREENING THE INDUSTRY TO MAKE A POSITIVE IMPACT.
Support cultural companies as they transition to a more sustainable model
Facilitate access to knowledge through training programmes and support services
Encourage cultural organisations to exchange experi ences
TRAINING AND KNOWLEDGE
TRAINING AND KNOWLEDGE
TRAINING AND KNOWLEDGE
Revise and amend the ICEC's support and funding rules
TRAINING AND KNOWLEDGE
TOOLS 7
Make specific subsidies and grants available to support proposed actions
SUPPORT TOOLS 9
SUPPORT TOOLS 10
TOOLS
SUPPORT TOOLS
Training programme for the cultural industry
Environmental sustainability acceleration programme
Partnerships with universities, training centres and professional schools
Environmental sustainability consultancy service
Conference on sustainable culture
Sector-specific discussion groups
Business Development Service (SDE)
Business Development and Transformation (ADTE)
Business Development and Transformation (ADTE)
Business Development and Transformation (ADTE)
Business Development Service (SDE)
ICEC sectoral depart ments
Include environmental sustainability in the ICEC's terms and conditions for granting subsidies and repayable contributions
Help desk
Subsidies for performing environmental sustainability assessments
Subsidies for consultancy work
Subsidies for actions to reduce the cultural industry's environmental impact
New line of funding in collaboration with the Catalan Institute of Finance (ICF) and/ or private financial institutions.
ICEC sectoral depart ments
Manager's Office –Resources Department (Grants)
Business Development and Transformation (ADTE)
Business Development and Transformation (ADTE)
Business Development and Transformation (ADTE)
Business Development and Transformation (ADTE)
Set up mechanisms to recognise cultural companies' commitment to environmental sustainability
Support cultural companies as they transition to a more sustainable model
Promote and create resources and tools for the cultural industry
Foster culture's poten tial to transform and create new narratives and champion the cultural industry's role as a platform and loudspeaker, in order to trigger and sustain society's transition towards a sustainable future
Make the ICEC's environmental sustainability strate gy known to companies in the cultural industry
Create a network of sustainable service providers for the cultural industry
Raise public awareness through cultural experience, tapping into the creative and transformative poten tial of the cultural industry
Motivate cultural stakeholders to create and pro gramme content that raises society's awareness of the climate emergency and inspires a change in their way of thinking
Encourage the creative and cultural industry to pro mote environmental sustainability and climate action
TOOLS AND RESOURCES
Seal(s) distinguishing environmentally committed organisations
Sustainable Culture Award
Tools and resources to knowledgeably build environmental sustainability into cultural projects
Environmental impact calculator for the cultural industry
Platform to exchange stage materials, props, costumes, technical equipment, etc.
Culture and environmental sustainability observatory
Podcast and newsletter on sustainable culture
External communication plan for the ICEC's environmental sustainability actions
Sustainable services repository
Cultural activities programme
Line of funding for cultural projects that address the climate emergency and raise public awareness
Forums for environmental discussion and action
ICEC sectoral depart ments
ICEC sectoral depart ments
Business Development Service (SDE)
ICEC sectoral depart ments
ICEC sectoral depart ments
Manager's Office –Resources Department (Analysis and Studies)
Manager's Office –Resources Department (Communication and Press)
Manager's Office –Resources Department (Communication and Press)
ICEC sectoral depart ments
Business Development Service (SDE)
Business Development and Transformation (ADTE)
Business Development and Transformation (ADTE)
Organise the ICEC's internal structures
Improve internal environmental management in line with the commitments made by the Generalitat de Catalunya
FIELDS NO. AREA 3: STRIVING FOR INTERNAL GOVERNANCE BASED ON LEADERSHIP AND INTEGRITY. Pursue the environmental strategy within the ICEC and lead the cultural industry's transformation, part nering with stakehold ers, institutions and government agencies from both inside and outside the cultural ecosystem
Raise awareness among the ICEC team through a training programme and other proposals for partic ipation
Create strategic partnerships and opportunities for collaboration by setting up working groups or task forces with stakeholders, institutions and govern ment agencies from both inside and outside the cultural ecosystem
OPPORTUNITIES FOR COLLABO RATION
OPPORTUNITIES FOR COLLABO RATION
OPPORTUNITIES FOR COLLABO RATION
Raise awareness of the ICEC's environmental sus tainability strategy internally
ICEC environmental sustainability officer
Researching and managing European projects and funds
Plan_C* internal committee
Manager's Office –Resources Department (Human Resources)
Manager's Office –Resources Department (Human Resources)
ICEC sectoral depart ments
Calculating the ICEC's carbon footprint
Department-specific environmental action plans
Compliance with the criteria of the Envi ronmental Quality Assurance Label by the facilities under the ICEC's remit
Environmental training programme for ICEC staff
Coordination team within the Ministry of Culture
Working group with other Generalitat de Catalunya ministries
Working group with other government agencies
Cross-sectoral working groups under the Ministry of Culture's sectoral plans
Internal communication plan for the ICEC's environmental sustainability actions
Manager's Office – Re sources Department
Manager's Office – Re sources Department
Manager's Office –Resources Department; Filmoteca de Catalunya; Santa Mònica
Manager's Office –Resources Department (Human Resources)
Director's Office; Manag er's Office
Director's Office; Manag er's Office
Director's Office; Manag er's Office
Director's Office; Manag er's Office; Cross-sectoral and sectoral departments of the ICEC
Director's Office; Manag er's Office; Cross-sectoral and sectoral departments of the ICEC
Manager's Office –Resources Department (Communication and Press)
Green
| The Unicorn
Erronka Garbia certificate – IHOBE (Basque Government)
pinya contra el canvi climàtic" [Closing ranks against climate change] | Barcelona City Council
+ Sostenible" [More Sustainable City Council] programme | Barcelona City Council
Responsables" [Responsible Business] programme | Barcelona Activa
