The greening of institutional policies should reflect the collective belief of all staff members that caring for the environment in which we live, and the need to take action to keep climate and ecological conditions at an appropriate level, is a basic indicator for the institution’s operations. In this Guide, we assume institutional policy is expressed as a strategic document (eco-strategy) and is a sum of the activities and practices derived from specific values and goals. It is important that the policy of the institution should be an expression of activities undertaken by the team and a reflection of the everyday practices related to the neighbourhood, production, technology and communication, etc. It should also respond to the present and future challenges. The institution’s eco-policy should be shaped from the bottom up, rather than being imposed from above. Only then does it have a chance to function in practice and not act as a dead document full of declarations. It is also important that it is an open and verifiable document that responds to dynamically occurring changes. The institution’s policy must be defined in a participatory manner, with the whole team.
STEP 1
The work on ecologising institutional policy does not have to wait until ecological programmes and operational activities have been developed at your institution. These processes can, and ideally should, occur in parallel. What matters in institutional policy is that it should be understood and supported by the whole team. That is why it is especially important to pay attention to teamwork and universality, i.e. ensure that every employee has been included. As in other areas, we recommend starting with a diagnosis. Mapping the ongoing changes and current needs should be undertaken on several levels: both those located inside the institution, based on the practices and needs of individual employees, and those outside which the institution can respond to, i.e. global challenges posed by the effects of climate change and ecological crises. In the first step, it is best to take care of the process of non-intrusive education, i.e. one that will be integrated with the functioning of the institution.
We work together
Remember that an institution is its team. If you are not part of management, do not wait for regulations coming from ‘above’ – start collecting observations and information. If you are in charge of an institution, do not provide your team with a climate emergency announcement accompanied by a list of guidelines. Work together, support those already interested in ecology, green teams and their initiatives. If such a team does not exist in your institution, create one (see: GREEN TEAMS). Together with members of the green team, collate activities from all departments that aim at responding to climate challenges in different ways. Collect the needs that individual employees indicate as important to be included in the work of the institution. Organise an all-staff meeting to present the conclusions. Showcase activities already undertaken by individuals or entire departments. Present examples of good practices from other institutions and organisations. Talk about your motivations and inspirations.
Good start
Give yourself and your team a good start. Gather existing practices, smaller and larger, to appreciate initiatives taken, irrespective of how advanced, complex, cross-sectional or systemic they may or may not be. It is better to avoid shaming or accusing people of doing too little or of not doing things well enough. Take a diligent look at what is already being done and on that basis set the directions for development. Focus on inspiring others and asking questions, rather than being afraid that you cannot answer every question. Wise reflection on ecology consists of carefully defining what you know, as well as determining the scope for institutional agency and resolving its limits. Do not just announce you are starting something big and unique that needs to be done quickly. Invite discussion and open criticism. There are many people who avoid the label ‘ecological’ because they are tired of empty declarations or do not understand what specific procedures entail. Shared reading, preferably current studies on various aspects of the problem, may be a good pretext for discussing the climate.
> Reliable sources of knowledge can be found, for example, in the Climate Knowledge Database, which monitors materials on climate change, verifies their quality, and then places them in its online repository. It is also worth referring to materials published by specific cultural institutions which collect reflections from a given sector.
> One of the most popular websites dedicated to science and climate in Poland is ‘Nauka o klimacie’ (Climate Science). There you will find both scientific articles and comments on current events affecting climate change policy.
> Climate knowledge database Global Compact Network Poland.
Support in combating climate disinformation
One of the greatest dangers to a proper understanding of climate change is disinformation. It is important to ensure that people not only have access to reliable sources, but also understand how climate change content is manipulated. Katarzyna Bąkowicz, PhD (SWPS) clearly describes this, listing the most important disinformation strategies in this area (quote):
– Providing false information.
– Manipulating true data.
– Failing to cite sources of information.
– Undermining the scientific consensus on climate change, research and scientific authorities in this field.
– Citing experts who are not independent but are affiliated with, for example, the fossil fuel industry
– Creating conspiracy theories around climate protection (e.g., portraying climate policy as a conspiracy by global elites or wealthy Western European countries against countries such as Poland).
– Shifting responsibility for climate protection onto others (for example, other countries).
– Repeating the same arguments and slogans over and over again (e.g. climate protection is an ‘ideology’, “fad”, ‘circus’, and irrational climate policy is the cause of rising energy prices and inflation).
– Accumulating details and technicalities that are incomprehensible to the audience, which increases their susceptibility to disinformation.
in: Katarzyna Bąkowicz, „Dezinformacja klimatyczna. Techniki, narracje, oddziaływanie” [Climate disinformation. Techniques, narratives, impact’] (2023).
Common lessons
It is important that the need for action is understood by all employees. Taking care of equal access to knowledge by allocating working time for joint education, discussions, reaching conclusions, and then equal participation in initiating actions and changes, regardless of the positions held or differentiation of departments, will strengthen the team and contribute to building collective knowledge. Sharing various sensitivities, dilemmas or limitations will enrich the institution’s operating strategies. Organise a series of lectures and workshops, invite experts, specialists and artists who will feed your collective knowledge.
You can ask staff members for specific recommendations on this topic. Are there people they would like to listen to, ask questions, or express their concerns to?
> Green change in culture, guests: Joanna Tabaka, Iwona Woźniak (2025).
> ABC of a Green Cultural Institution. Debate featuring Joanna Baranowska, Tomasz Ignalski, Katarzyna Roj, Joanna Tabaka, Iwona Woźniak (2025).
> Debate on institutional ecology: Green cultural institutions – how culture can support environmental education. Debate featuring Joanna Tabaka, Ewa Chomicka, Iwona Dolecka, Beata Barbara Frankowska, Magdalena Klepczarek (2024).
> Aleksandra Jach, „Ekologia instytucji kultury” [Ecology of a cultural institution], „Projektowanie”, ASP Warszawa, 2024.
> “Ekologie kultury. Jak sztuka i instytucje kultury mogą włączyć się w działania proklimatyczne i proekologiczne” [Ecologies of culture. How art and cultural institutions can engage in pro-climate and pro-environmental activities] (2023), an e-book created in a theatrical and performative context.
> A Green Cultural Institution. Why it is worthwhile and how to address climate change issues – a meeting with Joanna Tabaka (2023).
> Joanna Tabaka, „Zielona Instytucja Kultury. O stawaniu się miejscem kultury przyjaznym naturze” [A Green Cultural Institution. On becoming a nature-friendly cultural venue], 2020.
> Joanna Tabaka, „Dobre praktyki proekologiczne w warszawskich instytucjach kultury” [Good environmental practices in Warsaw’s cultural institutions], 2020.
Nature trips
Almost all studies, sociological and psychological interpretations show that regular, direct contact with nature deepens the awareness of ecological changes, makes people more sensitive to the world of nature, and also brings psychological and emotional relaxation. Regular work trips to the surrounding wild corners of nature may turn out to be a good practice. Invite naturalists, people with a passion for the outdoors and artists to conduct work trips for you, sharing their knowledge and interests. Perhaps someone from the team is fascinated by some area or some species of flora or fauna? Include the practice of regular, e.g. monthly trips into the institutional calendar. This way, you will also take care of the emotional wellbeing of employees. Together you will learn systemic moderation at work and get to know each other in non-professional situations.
Common activities
According to science, direct contact with the soil improves the mood. When organising friendly, neighbourly spaces (see: GOOD NEIGHBOURLINESS), do it as a team, without distinguishing between core, administrative or technical departments. Make sure to reserve time for joint activities. Designate days in your calendar when you spend time outdoors, working together. In every institution there are staff members who are experts on such topics and who can guide the rest of the team in its activities. You can set up a rain garden in front of your building. It is a simple and easy-to-implement project which does not require a large area. During the work, you will become familiarised with the real issues involved in saving the climate. It will also be a message for your audience that you do not just pay lip service to the idea of being environmentally conscious – you talk about climate change in your programme and you take action yourself.
Climate Emergency
Familiarise yourself with reports on climate alarms. The reports of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) and the report of the Intergovernmental Panel on Climate Change (IPCC) are the most comprehensively developed and widely recognised by many scientific, academic and activist circles. In the reports you will find extensive evidence that urgent action is necessary at all levels of government and all organised human activity. Cultural institutions must take a stand and prevent the disregard of the deepening ecological and climate crises. Join other institutions, declare a Climate Emergency, as did, for example, Czech arts and culture institutions and organisations. (see: PARTNERSHIPS AND ECO-COALITIONS)
> The climate emergency was most widely discussed in public debate around 2019. In 2025, climate change continues to take its grim toll, especially in the countries of the global south. See what they are facing: “Sinking islands, vanishing forests: World leaders call for urgent climate action”, 2025.
Revision of institution’s mission
Open a team discussion on the need to revise the institution’s mission. While agreeing with the diagnosis of the Climate Emergency, assess critically the mission and goals which your institution sets for itself in its strategic documents. Look at the values it lists and consider whether they need to be verified. Also, take a look at how programme activities symbolically locate your institution. Does your institution measure its importance in a vertical perspective, prioritising activities aimed at prestige and success determined by the principles of competition, referring to a globally established hierarchy, i.e. measuring itself against other institutions with a similar profile? Or is the importance and uniqueness of the institution seen horizontally, creating an environment of mutual interests and providing specific tools to improve the quality of life? Think as a team about what the current and specific historical moment suggests, and where to look for anchors for the institution’s mission. As a group of people who prepared this guide, we say straightforwardly: we must look for anchors and values in the world closest to us, in the policy of moderation, in cooperation, in the policy of commons, in intersectional justice applying to various categories (environmental, economic, social, etc.) as well as in kindness and community. A very inspiring example of a careful, all staff-inclusive, systemic evolution of an organisation from an ‘ordinary’ art institution to a commons institution is the Casco Art Institute in Utrecht. It might seem that this transformation is about something else. But as we point out in many places, greening in terms defined by us refers to the complexity of crises and problems that led to the Climate Emergency. In our guide, we look for hints for eco-transformation in various methods, including feminist economics, policy of moderation (in the sense of ‘degrowth’) or commons. The process of evolution that the Casco Art Institute has undergone is an example rich in inspiring tools and methods of work and cooperation.
> Manifesto of Komuna Warszawa as a social cultural institution.
> Description of the Casco Art Institute’s transformation, 2023.
> Conversation with Igor Stokfiszewski around the idea of a social cultural institution (2022)
> In the Polish context, BWA Wrocław has been undergoing such a transformation for some time now. What does this mean specifically? Developing projects aimed at supporting grassroots creative initiatives, ensuring quality in relation to regeneration in the context of culture – offering real spaces for rest, a fresh approach to telling the story of Lower Silesia and strengthening the imagination for the future in the context of the climate crisis. The people managing this institution say directly that a cultural institution: ‘must respond to the climate crisis, support local initiatives and create places of real refuge’. 2025
STEP 2
When you have agreed with your team on the recommendations and needs regarding the present and future role and mission of the institution, it is time to have a thorough look at the whole institutional body. It is time to create systemic solutions. It is best to do it in an open working group specially set up for this task.
Systemic solutions
Creating systemic solutions on which the work of the institution will be based is worth doing for practical and unifying purposes. Operational documents, procedures or checklists will make work easier. In this process, it is good to maintain the bottom-up approach, i.e. to collect the solutions used in individual activities and by teams, and to collect the needs that employees notice. It is worth discussing proposals for implementing new practices and allocating time to check how they work and how to improve them. The strength of grassroot activities lies in the fact that we get to know, understand and implement certain behaviours through our own practices. This is important, especially when you are introducing new practices and systemic tools. Take a holistic view i.e. pay attention to the fact that the work of individual departments and teams affects each other. Treat the institution as an organism dependent on the outside world.
Mutual support in finding solutions for climate
It is worth sharing knowledge, experiences, and the challenges you face. Sharing the knowledge we acquire or the solutions we implement does not weaken their impact, this knowledge grows through the exchange of thoughts, ideas and possibilities. That is why it is important to create exchange and discussion networks and support one another in reaching solutions adapted to various institutional requirements. Initiate regular, e.g. monthly mornings/breakfasts/afternoons for the climate – meetings for a wide group of representatives of institutions, organisations and individuals. Such networks function successfully in other areas and facilitate cooperation, e.g. the Adeste network around the topic of audience development or ‘Breakfasts and Talks’ organised by NGO Stocznia. Make sure that the team representation is rotational and consists of several people. Rotation and equal access to meetings for all departments prevents knowledge from being ‘locked’ within one specialisation, e.g. educators. Knowledge, as well as motivation and commitment will spread throughout the team, irrespective of the type of work performed. Different competences and professional experiences mean different perspectives and sensitivities.
> In 2020, the CK Zamek established the ‘Castle for Climate’ committee, composed of individuals with various areas of expertise who advise on the organisation of work in the building and office spaces, liaise with tenants, and prepare recommendations for entities using the Castle’s spaces on a temporary or permanent basis (it is home to several dozen tenants, and the building is also often rented out commercially). The committee also develops a catalogue of good practices for organisers from the world of culture, organises educational meetings on climate issues and training courses, and networks CK Zamek with other institutions. Thanks to this systematic approach, it may be expected that ecological considerations will accompany all projects, strategic visions and partnerships.
> In 2020, at the initiative of the City of Łódź, the ‘Eco-Pact for Łódź’ was established, which obliges municipal cultural institutions to develop ecological practices in this area. List of cultural institutions and specific actions that have been taken.
> Climate Action for Curators offers support from a sustainability coach and grants to implement a green plan.
Narrating change
In the climate movement, one of the roles that cultural institutions can take on is talking about changes in practices and daily habits in order to make them universally acceptable and bearable, so that they become the new norm. This could be included in press releases. If, when organising a specific event, the institution purchased less materials because it uses an exchange system, include this information in the promotion. If you change your communication and promotion strategy to minimise the use of platforms such as Facebook and Instagram, because you develop other forms of promotion, clearly communicate it. Information about changes in practices (with a short justification) will popularise them (see: COMMUNICATION AND PROMOTION).
An equally important form of building a narrative about the necessary changes is taking up this topic in the programme activities, e.g. exhibition, educational programme, performance. Search for appropriate words and build stories to promote new values. It is better to incorporate individual practices into the programme, rather than creating dedicated projects for them. The point is not to follow the fashion on specific topics, but to include them in the way you conceptualise the content of your programme and to convey the values behind them. Speak directly about the sense of responsibility we face as humanity and which you assume as an institution (see: PROGRAMMING)
> The outcome of workshops and consultations with interdisciplinary teams on how to communicate about climate change: Humans Attack. New narratives, 2025.
> Climate change is a complex issue, and it can sometimes be difficult to choose a single perspective. Instead, you can show your audience that you encourage them to think critically and present a whole range of climate narratives. You can use the results of the NODES research project. This is an initiative funded by the European Commission to monitor public debate in areas such as migration, COVID-19 and climate change. It is no coincidence that these topics are linked. They all have their roots in the intensification of human activity, its impact on the environment and the dynamics of movement. These are also areas where disinformation is present, which is why it is important to educate people on how narratives create certain forms of pressure, including political pressure. The NODES project identified seven of the most frequently recurring narratives: ‘We need to resist the green dystopia’, ‘Green policies are blocking development’, ‘Let’s not panic,’ ‘We can overcome the crisis and use it as an opportunity to grow,’ ‘The apocalypse is coming,’ ‘Rebellion against greed,’ and ‘We need to act together.’ Some of these are narratives that aim to undermine or weaken climate action, while others motivate action and reflection on change.
> In 2025, Fundacja Huba foundation published a communication guide on how to link climate issues with other topics. Acting in the spirit of climate justice, the authors showed that this is possible, interesting and makes the public aware of connections that may not be so obvious. Agriculture, health, work, security, minority rights and migration are areas that have been analysed in terms of their communication potential for creating stories that connect.
> Nowy negacjonizm klimatyczny. Jak populizm kształtuje nasze myślenie o walce ze zmianami klimatu [New climate denialism. How populism shapes our thinking about the fight against climate change], Pole Dialogu Foundation (2023).
> A report prepared by Lata Dwudzieste on climate narratives entitled ‘How to put it…? – The shortcomings of narratives about nature and climate catastrophe’ (2022).
Finances
The method and type of funding used by the institution should responsibly follow the direction of the challenges faced. Climate protection and taking care to radically reduce the rate of extinction of yet more species of animals, plants and fungi, as well as the depletion and pollution of natural resources, requires bold actions from us. This means the need to revise and discontinue sources of financing if there is evidence of environmental abuse. Pay special attention to financing from large or mega corporations. It is worth investigating the sources of income generated by these companies. Keep in mind the legacy of environmental movements calling for fossil-free arts and culture such as Liberate Tate, Fossil Free Culture, BP or not BP. We describe this topic extensively in the area on FINANCES). An eco-friendly approach to finance also means ensuring transparency of remuneration, introducing employment contracts wherever the nature of the work requires it, and supporting unionisation.
STEP 3
Teamwork based on an inclusive process of collecting and exchanging knowledge and spreading awareness about the Climate Emergency, will help to develop broad support for introducing changes to the institution. It is worth remembering at least two directions of action: inside and outside. The internal dimension should be defined by adopting an eco-strategy. Support for change will not be purely theoretical, but will take the form of a specific implementation plan. The external dimension is the space for cooperation and advocacy. In many places of this Guide, we emphasise the need for cooperation and encourage you to create coalitions. Two-way optics is especially important because we know that it is necessary to start changes ourselves and create networks in parallel to influence systemic changes. These are the basic two directions, and without supporting them, little can be done.
Eco-strategy
A document in which you write down goals, define working methods, divide the work into specific stages corresponding to the resources and capabilities of the team and budget and set a time horizon is, first and foremost, practical and useful. You don’t have to call it ‘eco-strategy’ if the name seems overwhelming to you. What matters most is its usefulness: such a document allows you to embed all practice, knowledge and plans for the present and future. Make sure to gather knowledge and practice from all areas of the institution’s work. Let this material be shared and discussed widely. Look at your own experiences cross-sectionally, find out what was possible to implement and where you encountered obstacles. Define priority areas of work appropriate to the specificity of your team and institution. Point out both easy and difficult tasks. Take care of a sense of agency, do not set only the demanding, difficult to achieve goals. Seek balance and satisfaction. Schedule time for checking, summing up and possible revisions in action plans. Be understanding with each other. We need radical changes which concern not only goals, but also radical changes in working methods. When defining an eco-strategy, take into account the team’s capabilities and external conditions. Share the goals and working methods set out in your eco-strategy with other organisations, as this knowledge comes under the commons protocol and will grow as it is disseminated.
> The European Solidarity Centre refers to two documents that set the direction for the green path. These are the ‘ECS Environmental Declaration’ and the ‘ECS Green Paper’. In these documents, the ECS refers to the idea of solidarity in the context of contemporary challenges such as climate change. It emphasises the importance of both legislative and educational measures.
> The Polish National Radio Symphony Orchestra (NOSPR) publishes its environmental policy on its website.
> The website of the Zagłębie Theatre in Sosnowiec provides a description of how ecology is understood at the organisational and programme level.
> Pro-environmental policy of “Dorożkarnia” Community Centre refers to the Warsaw city development strategy.
> The Baltic Sea Cultural Centre provides systematic training in green transition for its employees and offers opportunities for knowledge exchange with other institutions.
Ecological ethics included in the institution’s mission
Creating a set of universally advocated values is as important as defining an eco-strategy action plan. Greenness of an institution obliges it to focus on community, common resources, intersectional wellbeing, lowering carbon and employee footprints as core considerations (for an explanation of the concept of employee footprint, see: EMPLOYEES). This is about showing respect to all employees, regardless of employment form. This is about applying moderation in programming and production. Supporting and promoting entities of the social and solidarity economy. Taking responsibility for non-human neighbours, through supportive care over ecosystems, ensuring good living conditions for the natural, animate and inanimate world. Going beyond the usual pattern of promotion and contact with the public focusing on energy-intensive and ethically or politically questionable social networks. Create new forms of relationships and cooperation with recipients of your activities and with local communities.
> An interesting and strong example comes from the National Theatre of Wales, which invites residents of Cardiff to join its programme council and adheres to the principle that all of Wales is the stage of the national theatre.
> Environmental policy of the Zagłębie Theatre in Sosnowiec.
> The environmental declaration of the Mazovian Institute of Culture (MIK) emphasises the interdependence of culture and the environment.
> Environmental declaration of the Emigration Museum in Gdynia.
> Environmental declaration of the Municipal Cultural Centre in Józefów.
Allied lobbying in the cultural sector
Eco-ethics permeates the whole body of an institution: its educational and core work, administrative, production and communication aspects, as well as its external impact. Therefore, you should share systemic solutions with other institutions and support each other in frank and kind discussion. Create coalitions and lobby for change, bearing in mind that the perceptions and practices organising the work and function of culture must radically change. We are in this together! Signing the Declaration and joining the Culture for Climate initiative may be the first step to creating a network of people and entities involved in joint advocacy for changes in the realm of culture.
> One example of such an initiative is the Green Institutions of the Tri-City and Pomerania network. Established in 2023, the network members aim to support each other in acquiring knowledge and introducing systemic change.
Movement for climate
Arts and cultural institutions enjoy social authority and have a wide range of influence, so it is important for them to join the climate movement. It is good to look for partnerships with local ecological activist groups and support the national and global ones. Publicly expressing support for specific movements will give them a symbolic reinforcement and will have tangible effects in publicising the cause and demanding a political response. You can also offer cooperation, find out what needs groups have, what they need support for, find ways to join in with a specific issue. The climate crisis requires everyone to set ambitious goals. The cultural community can organise itself to participate in the creation of climate policy at local, national and global levels and work together with environmental organisations and the activist community.
> This is particularly important around 2025, when climate communication researchers agree that climate change is becoming less of an issue in Poland. The ‘Humans Attack!’ 2024 report warned that wars, inflation and economic crises had become more important issues to address. The Russian invasion of Ukraine caused growing tension in Europe and shifted interest from climate issues to security and militarism.
> Research conducted by More in Common, ‘The Climate Through the Eyes of Poles’ (2024), shows frustration with European climate policies and a reluctance to make individual sacrifices. Almost every social group indicated that radical changes, and therefore also the costs, should be introduced by someone else. The middle class believed that this was a problem for the lower class, while the lower class believed that it was a problem for the rich. This thread interestingly shows how useful the perspective introduced by climate justice can be here. One of the most important demands in this area is to combine the fight against economic and social inequalities with climate action. According to many experts, without such an alliance, many groups may begin to question climate change and environmental action because they are facing fundamental survival issues and will also have to take environmental regulations into account.
> The attitude of young Poles to climate change was researched by Dominika Blachnicka-Ciacek, PhD, a sociologist from the SWPS University. Climate change is a problem for them, but what is holding them back is a lack of agency.
