Environmental Policy and Commitments 

We regard the climate emergency as one of the most important issues of our times, and one that every arts organisation has a moral duty to consider, respond to, and highlight. We see the causes of climate change as colonialism, industrialisation and patriarchy: all of which are culturally specific and need a change in culture as well as the reduction of carbon footprints. To support transformational change, we will do our bit in terms of the stories we tell, as well as by keeping the carbon footprint of the company’s programme of work to a minimum.

Magnetic North has implemented an evolving carbon management plan since 2018, and has adopted Edinburgh City’s target to be net zero by year 2030. To get there, we will trial several innovative new practices over the next two years.  These are in addition to the measures we have been implementing via our carbon management plan, which focuses on the reduction of travel as the company’s main source of carbon emissions.

Our approach to the climate emergency is encapsulated within our value of care. Slower and more spacious processes are an essential requirement to considering and making the best choices for the environment. What is the best choice for the environment is frequently the best choice for the people and communities involved in the project. Addressing the climate emergency in big or small ways with empowering actions often has a beneficial impact on an individual’s wellbeing. 

Commitments

• Adopt baseline Theatre Green Book practices across all productions from 2027
• All staff to have completed Carbon Literacy training by 2027
• Board Green Champion in place by 2027
• Trial adopting baseline Theatre Green Book practices across operations and marketing and comms from 2027, with aim to adopt fully in 2028.
• Developing sustainable procurement and digital sustainability policies by end of 2026
• Explore different and more sustainable ways of making and touring work by working in an embedded and local way with our projects being resident in certain geographical areas over a longer period of time
• As travel is a key area of emissions for us, so we will continue to collaborate with the sector in exploring ways of touring in a more carbon efficient or light way
• Prioritise artists and ideas for support that are exploring climate action through their work
• Continue to develop our own work that explores climate action and our relationship to our environment
• As Travel is the largest contributor to our Carbon Footprint, we have the following specific commitments pertaining to travel: 

1. Before booking company travel we consider whether the business could be conducted remotely and whether or not it is necessary to travel. 
2. We commit to not flying on company business within the UK mainland.
3. When booking company travel outside the UK we will analyse the options and choose to travel by rail rather than to fly whenever possible.
4. We encourage participants in all our work to use public transport or to car share where public transport is not a suitable option.  This policy is clearly stated when we offer artists places on our residencies, and we (sometimes quite forcefully!) facilitate car sharing for participants rather than just expecting them to make the arrangements themselves. 
5. We do not generally pay travel expenses for single occupancy car travel or for air travel (there are some exceptions for access reasons)
6. Three out of four staff use our bikes for work meetings and for commuting.
7. We offer a Cycle to Work scheme. 
8. We use claimexpenses.com to ensure we track the CO2 impact of staff, board and artist travel. 

Targets

Area	Current	Target/action
All work	Interrogate and commit to most efficient travel	As current action Develop climate adaptation and mitigation plan by 2026 Explore the viability and practicality of budgeting and planning carbon spend in 2026 with the view to implement practice from 2027
Governance		Recruit new board member with expertise in climate action and carbon reduction By 2027, identify a Green Champion on the board Staff and board offered carbon literacy training by 2027
Residencies	Hold one Space / Time annually online	As current action Prioritise locally based artists for residencies – minimum of 50%.
Development	Making R&D  local to the majority of artists involved where possible.  Working with local technicians Using zoom for meetings	As current action As current action As current action Prioritise ideas and artists exploring climate action and its root causes
Productions		In 2027 – Theatre Green Book Baseline standard as default  All key members of the team receive Carbon Literacy.  Carbon Literacy training and a Environmental contingency built into production budgets from 2027 on In 2027 trial working to Baseline for one production In 202I 8, adopt Baseline across all productions  50% of each category of materials used in production has a previous life, risiI I ng to 75% from 2028 on Any new materials sourced sustainably if possible – 100% plastics should be reusable or recyclable. 65% of material after the show are reused or recycled. Rising to 80% from 2026 onwards
Support	Plan and schedule in person activity so that public transport can be utilised	Reduce travel by offering activity online where possible As current action

Non Target-Driven Impacts

As a company whose main source of funding is public funds we have a moral obligation to experiment with how we can deliver work and projects in a way that resists and dismantles capitalist practice for the benefit of people and environment. How can we get work in front of audiences without compromising on the wellbeing and health of both? And what does it mean to be sustainable as a company – balancing both financial sustainability with other environmental and human impacts and costs. Our starting point is to work slowly, with more space, and locally and to prioritise care above any delivery outcome. We anticipate that through this slower and more spacious approach further opportunities for climate action might emerge which we respond to. We will also continue to work with artists and individuals with expertise and interest in this area – particularly around climate justice – and be led and informed by them. Beyond supporting and working with them to deliver projects – we will create space for their practice, ideas, and perspectives to inform how the company operates and advocates within the wider sector. 

Carbon Management 

C02 source	Methodology	kg CO2e/year	kg CO2e/year	kg CO2e/year	kg CO2e/year
		2018-9	2019-20	2020-21	2021 – 22
Energy	CCS ‘tenant toolbox’	1,058	1,408	921	TBC
Travel	CCS ‘claim expenses’ website	12,018	6,174	440	1,362.46
Waste	CCS metrics	5	8	1	0
	TOTALS	13,081	7,590	1,362

Magnetic North is well below the average carbon impact of 43 tonnes CO2e cited by CCS for a tenant organisation.  However, we absolutely recognise our duty to be conscious of our carbon impact and to continue to reduce it wherever we can.

The last three years have seen less producing and touring work than we would like.  It’s our aim to do more of this, and that will increase our CO2 impact.  

Bringing people together will continue to be important to our work, as it is for everyone working in theatre,  but the Covid-19 pandemic has demonstrated to us that elements of our work can be delivered online.  We will take this learning forward and where we do need to bring people physically together, we will ensure that this is done as sustainably as possible.

 Magnetic North’s most significant carbon impact is its travel and transport, with office power and waste also contributing to the company’s carbon emissions.

Delivery and Review of Commitments

The Environmental Plan and Commitments is led on by the Producer with the oversight of Magnetic North’s Board and participation of the whole MN team.  The Plan is reviewed and commitments refreshed annually.