National events strategy 2024 to 2035: business and regulatory impact assessment

4. Options

As set out above, the National Events Strategy 2024-2035 is not a new strategy. It has been built on two earlier editions of the Strategy. One of these was published in 2008 (to cover the period 2008-2015). The other was published in 2014 (to cover the period 2015-2025).

The refreshed National Events Strategy 2024-2035 is expected to generate a significant number of outputs over its 11-year life. These will deliver on its agreed strategic outcomes. Each output will have benefits and costs. These will be considered by the lead organisation and other partners at the planning stage for any actions flowing from the strategy. This may result in the development of individual Business and Regulatory Impact Assessments for specific proposals. This will take place after the Strategy is published and be a matter for decision by the lead partner. Meantime, the options assessment which this full Business and Regulatory Impact Assessment focuses on:

• the content and timescale of the strategy review itself; and
• the costs and benefits to the events sector and business more broadly of the key themes considered as part of the National Events Strategy Review and featuring in the refreshed strategy.

As set out in the partial Business Regulatory Impact Assessment^[22], there were two broad options considered for the strategy review. These were:

4.1 Option 1- not proceeding with the strategy review at all and letting the current strategy lapse in 2024.

It was decided that this was not a viable option. This was because the current strategy ends in 2025 and it was essential to review its contents before then given the economic and social importance of Scotland’s events sector. A review was also considered important due to need for the sector to continuously evolve. This helps ensure that the potential of new consumer trends is harnessed. It also helps maximise the contribution of events to the Scottish Government’s wider priorities – for example in relation to climate change.

4.2 Option 2- proceed with the National Event Strategy Review.

In the partial Business and Regulatory Impact Assessment Option 2 - to proceed in some form - was set out as 3 distinct sub-options. These were:

4.2.1 proceed with the review from October 2022, including a public consultation and in person/virtual engagement workshops (this is the option that was selected to proceed).

4.2.2 proceed with the National Event Strategy Review from October 2022, without a public consultation phase. The Partial Business Regulatory Impact Assessment advised that with Option 2 the refreshed strategy would be published in the Summer of 2023.

4.2.3 proceed as per 4.2.1 but to delay strategy review until late 2023. With this option the refreshed strategy would be published before the end of the current strategy in 2025.

In March 2023, it was decided to proceed on the basis of option 2 (section 4.2.1 above) and the National Events Strategy Review commenced from October 2022. It included a public consultation process with an on-line survey and in person/virtual engagement workshops. This option was selected as it was considered to provide opportunities for the events sector and other key stakeholders to contribute to development of the strategy through a range of channels.

The online consultation survey delivered largely via Citizen Space received 102 responses from a range of individuals (33%) and organisations (67%). In addition, a series of nine face-to-face and one online workshop were hosted by VisitScotland between April and June 2023. 222 participants attended. The on-line consultation and workshops under-pinned the consultation analysis published on 22 September 2023^[23].

The analysis highlighted that survey responses demonstrated strong support for the proposed ambition of the strategy. The majority of people responding to the survey (92%) supported the ambition with only a small proportion (4%) opposing it. Given only a handful of responses stated that they opposed the proposed ambition it is not possible to identify any clear themes as to why. As far as we are aware, there was no feedback in the public consultation – either on-line survey or workshops - to suggest that stakeholders opposed the national events strategy review and instead supported not proceeding with the strategy review at all and letting the current strategy lapse in 2024 (option 1).

4.3 Sectors and groups affected

The National Events Strategy 2024-2035 has the potential to impact on the events sector and people right across Scotland more generally. We have identified three broad groups:

1. Organisations and individuals working in and with the sector. This includes: Local Authorities and other public bodies; regulators; event owners and promoters; event supply chain; freelancers; third sector organisations and clients and influencers in the Business Events sphere. In addition, representatives from business, sport, arts and wider cultural events directly shaped the review. This is through the Event Industry Advisory Group, and their views have informed this final Business Regulatory Impact Assessment. Public consultation, supported by targeted workshops, provided a greater breadth of voices from across industry and academia to shape the strategy. Sixty-eight responses (67%) to the public consultation on-line survey were received from organisations.

2. People attending events. Public consultation, supported by targeted workshops, brought in a range of audiences to shape the strategy, as appropriate.

3. People in the communities where events are held. A similar approach to people attending events. Thirty-four responses to the public consultation on-line survey were received (33%) from individuals.

How the above groups are affected by the content of the National Events Strategy 2024-2035 will depend on how and when the strategy is implemented by businesses and other stakeholders across the event sector in Scotland over its 11-year life. This includes the Scottish Government, lead public bodies, event organisers and their supply chain, third sector organisations and local communities. Implementation will be subject to monitoring and evaluation.

Separate Business and Regulatory and other impact assessments may also be required during the implementation phase of the refreshed strategy. This will be a matter for the lead delivery body depending on the scale and reach of the planned action.

The strategy will also be developed over its lifetime, as appropriate, to harness new and emerging opportunities.

Further analysis on the impacts the content of the National Events Strategy 2024-2035 might have on particular communities is set out in the impact assessments for the strategy review. These are: Equality Impact Assessment; Fairer Scotland Duty Assessment; Child Rights and Well-being Impact Assessment and Island Communities Impact Assessment. These impact assessments have been published alongside this full version of this Business Regulatory Impact Assessment and the National Events Strategy 2024-2035.

A Strategic Environment Assessment pre-screen was also undertaken for the strategy review. The relevant guiding principles were considered during preparation but they were not deemed relevant to the strategy review. This decision has been shared with the relevant consultation authorities.

4.4 Benefits

4.4.1 Option 1- not proceeding with the strategy review at all and letting the current strategy lapse in 2024.

This option would have saved financial and staff costs associated with the delivery the Strategy Review. There are no other apparent benefits.

4.4.2 Option 2- Proceed with the National Event Strategy Review from October 2022. This would include a public consultation process. The refreshed strategy would be published by the Spring of 2024.

This option provided a credible set of proposals for consultation (which have been developed with input from stakeholders). It also provided the opportunity for individuals, communities and organisations across Scotland to inform the final strategy.

Consultation is a key tool to improve transparency, effectiveness and to raise awareness during development of the strategy. This option also provided the opportunity to collect data/information for future analytical purposes. It also helped identify (particularly though open text) unintended effects and practical problems, along with providing the opportunity to share feedback more generally.

This option also provided an appropriate period of time to develop implementation plans.

This option was also considered the most likely to result in a strategy that partners commit to implement together. This delivers on the National Strategy for Economic Transformation and other key priorities to the benefit of both the events industry and Scotland as a whole.

4.5 Costs

4.5.1 Option 1- not proceeding with the strategy review at all and letting the current strategy lapse in 2024.

This option would have left Scotland’s highly successful events sector with no strategic plan and risked Scotland losing its reputation as an events powerhouse. The impact of the consistent and sustained focus on developing Scotland’s events sector over the last twenty years has been transformative and without a refreshed strategy looking forward to the next 11 years the momentum and strong partnerships that currently exist would very likely be lost. The events sector might fragment and it would be challenging to re-establish its current significant strengths with another strategy in future years. The event sector’s ability to contribute to key national priorities like Net Zero and Environmental Sustainability would be diminished with this option along with its significant potential to enhance well-being, equality, diversity and inclusion.

4.5.2 Option 2 – Proceed with the National Event Strategy Review from October 2022. This would include a public consultation process. The refreshed strategy would be published by the Spring of 2024.

This option reduces available staff resources (primarily in VisitScotland and the Scottish Government) to deliver on other current priorities in 2023.

In addition, the public consultation process increased the overall financial cost of the strategy review via the costs associated with the delivery of regional engagement workshops and the independent analysis of consultation responses. This totalled approximately £30,000.

4.6 Cost and benefits of the key themes explored as part of the National Events Strategy Review.

4.6.1 Regulation or voluntary measures

The refreshed strategy itself is advisory and places no new statutory obligation on any party – whether public, private or third sector. It does seek to take account of the existing statutory and policy environment.

The refreshed strategy makes no specific commitment to legislation, further regulation or guidance. Legislative change did not emerge as a key theme from consultation respondents, though it should be noted that there was no specific question on legislation. There are, however, some events stakeholders who have identified areas where they wish legislative change to be considered. For example, around traffic management and licensing. Any potential future legislative work would require further engagement and exploration of potential issues and appropriate solutions, which would need to be prioritised and resourced against other Scottish Government priorities.

Should there be a need for any legislation during the strategy’s 11-year life this would require a separate Business and Regulatory Impact Assessment at that time.

4.6.2 Other areas for cost/benefit

These areas have emerged from the National Events Strategy Review and now feature in the refreshed strategy. They are relevant to this Business Regulatory Impact Assessment and are:

• strategy delivery (governance, impact assessments and monitoring and evaluation at strategic level);
• measuring success;
• well-being and community engagement;
• equality/diversity/inclusion;
• boosting accessibility;
• reduced government funding support and competing priorities;
• skilled workforce and fair work practices;
• transition to net zero and environmental sustainability;
• transport; and
• energy.

These themes are explored in more detail at sections 4.6.3 to 4.6.12. Given the advisory nature of the National Events Strategy 2024-2035 - and the fact that it will be delivered over an 11-year period - it is not possible to set monetary values in this full Business Regulatory Impact Assessment. However, this may be appropriate for any individual Business Regulatory Impact Assessment developed by lead partners in response to the actions in support the refreshed strategy. Meantime, this full Business Regulatory Impact Assessment focuses on the high-level costs and benefits only with no monetary values included.

4.6.3 Strategy delivery - governance, impact assessments and monitoring and evaluation at strategic level

The National Events Strategy 2024-2035 is expected to require additional governance arrangements to oversee its delivery and enhanced monitoring and evaluation systems to measure success at national level. A set of provisional outcome indicators have been agreed and published in the new strategy. These are as follows:

Provisional Outcome Indictors

• Annual Business Survey: Event industry^[24] turnover (£) and GVA (£) in Scotland (contributes to Economy- national priority outcome)
• Annual Survey of Hours and Earnings: Proportion of event industry^[25] employees (18+) earning less than the Real Living Wage in Scotland (contributes to Economy, Community and Workforce- national priority outcomes)
• Business Register and Employment Survey: Rolling 3-year employment growth rate for the event industry^[26] in Scotland (contributes to Economy and Workforce- national priority outcomes)
• Annual Population Survey: Demographics of the events industry^[27] workforce in Scotland (contributes to Community and Workforce-national priority outcomes)

Scottish Household Survey: attendance at a cultural event in the last 12 months; proportion of people reporting that culture and the arts make a positive difference to their lives; rating of neighbourhood as a place to live; proportion of the population doing formal volunteering in the past 12 months. (contributes to Community, Workforce and Reputation/ Profile- national priority outcomes)

• Anholt-Ipsos National Brands Index: Scotland’s Nation Brand Index score (contributes to Reputation/ Profile- national priority outcomes)
• International Congress and Convention Association: International ranking as an events destination (contributes to Reputation/Profile- national priority outcomes)

These provisional indicators were developed through a mapping exercise led by the Scottish Government and align strongly with the National Performance Framework and Wellbeing Economy Monitor. The provisional outcome indicators all use ONS or other publicly available data sources, so gathering these should have no impact on business. The outcome indicators have been agreed with VisitScotland, the Event Industry Advisory Group, CoSLA and Trade Unions.

There are expected to be costs associated with these additional governance arrangements. For example, staff time across a range of lead partners and sector stakeholders to prepare for and attend governance meetings. In addition, there might be costs related secretariat functions, broader analysis and reporting systems and data gathering.

The headline expected benefit of enhanced governance arrangements is a strategy that delivers on its potential, with appropriate partner engagement. The availability of robust evidence to showcase the success of the strategy and areas for continuous development is essential.

While the development of a set of high-level measures that covers all five outcomes set out in the refreshed strategy will be part of implementation, a set of provisional measures are offered in the published strategy as the beginning of that process.

As set out above, separate Business Regulatory Impact Assessments may be required to be delivered by lead partners during the life of the new strategy. There may also be the need for other impact assessments - for example around equality. This represents a cost, mainly in terms staff resource but also potentially engagement and publication costs. The key benefit is the opportunity to fully assess the business regulatory impacts or other impacts of actions flowing from the refreshed strategy during its life to ensure maximum impacts and to address any negative consequences.

In the consultation analysis there is a quote relevant to the costs which could be associated with impact assessments- Quote - ‘There are clear resource implications in terms of carrying out impact assessments which require funding and staffing resources. The costs associated with organising events have increased significantly in recent years and many organisers are simply unable to afford formal assessments.’ East Ayrshire Council^[28]

4.6.4 Measuring success

The public consultation analysis presents a range of evidence and fundings related to measuring success. These included:

• A need to support the sector in capturing data from audiences and participants and turning these into impactful case studies and to support measuring the direct and indirect economic impact of their events^[29].
• The cost and resource implications of capturing robust and systematic data to measure the importance of events were highlighted. There was also a sense that approaches were needed that were appropriate for the scale and focus of different types of events^[30].
• The most frequent points raised in the workshop discussions were around a need for guidance and resources for event organisers to support measurement planning and activity^[31].

In addition to gathering enhanced evidence nationally, there could also be opportunities for businesses to consider collecting more robust evidence at a local level building on the refreshed strategy. For example, by sourcing enhanced datasets to measure success and commissioning in-house and/or external evaluation activity. This could lead to increased costs gathering data. However, benefits include developing a greater understanding of audiences and impact which could provide a competitive advantage, being able to better showcase success for funders, to share lessons and learning and more broadly to develop each business and its portfolio of events in line with current trends and based on sound evidence.

To help engage communities in events there’s a need to demonstrate positive social impacts but there is currently no proportionate agreed way to do this which represents a challenge for event businesses. One possible way to address this is via a toolkit which brings all the data sources together with examples of good practice. eventIMPACTS^[32] provides a toolkit of resources to help event organisers improve their evaluation of the impacts associated with staging sporting and cultural events.

In addition, the smaller size of communities in rural and island areas can present a challenge for accurate analysis of positive impacts around the likes of wellbeing.

4.6.5 Wellbeing and community engagement

Scotland’s National Performance Framework outlines a vision to create communities that are inclusive, empowered, resilient and safe. Events have clear and evidenced benefits to well-being and details of these are set out in recent research led by VisitScotland on behalf of the Event Industry Advisory Group- the contribution of events to Scotland’s wellbeing^[33]. This research highlights that:

• Major events have the potential to build a sense of pride and confidence at a national level and at regional/community level.
• Events can act as catalysts for improving residents’ self-image of the community in which they live and for making a positive contribution to their quality of life.
• Wellbeing research points to the value of regular participation or attendance at events in driving self-reported improvements in wellbeing.
• The most frequently referenced wellbeing impact associated with event or festival attendance relates to its ability to build social capital. A society with high social capital is characterised as one rich in connections, co-operation, and trust, where people help each other, provide information, and access to opportunities and spend time for the ‘common good’.

The responses to the National Events Strategy public consultation/regional engagement workshops- and the analysis of these- broadly supports the above findings.

Crucially, as part of the public consultation, respondents were asked their opinion of the relative importance of key strategic priorities for the events sector over the next ten years. The responses suggest that boosting the economy and the events sector contributing to enhancing wellbeing and community engagement were considered to be the most important strategic priorities. Workshop sessions also recognised the need to balance the economic and social/community aspects of events.

Respondents to the public consultation/regional engagement workshops also noted the benefits of early and meaningful community engagement in event design and delivery.

Actions could include:

• boosting community empowerment and ownership by providing local people with the opportunity to have a central role in decisions which affect them;
• helping events identify and resolve early any emerging issues - for example, noise of transport/parking issues - to help an event run smoothly with minimum disruption to local people’s lives;
• enhancing community buy-in and ensuring local people have the opportunity to fully experience all the opportunities generated by an event their neighbourhood is hosting - for example through participation and volunteering.

Business respondents to the consultation in particular also noted the challenges and costs of community engagement. These included the challenges in involving communities due to a lack of resource, training or where event organisers had limited or no links into the community in which their event was taking place.^[34]

The amount of staff resource needed to properly engage communities was also identified as a cost at workshops along with managing community expectations.

Some workshop participants suggested that dedicated Events Community Engagement Officer roles were needed to provide the necessary capacity to establish links with and deliver demonstrable benefits for local communities but again establishing that post would be costly and beyond the budgets of many events.^[35] .

Respondents provided a range of views on how the benefits of events could be increased for local communities. The most prevalent response highlighted by just under three quarters of survey respondents related to ensuring that events meaningfully engage communities and secure community ownership. Responses emphasised the importance of event organisers effectively communicating with and involving local communities from the outset, including in the planning and design phases. The main other themes identified in responses related to the benefits of events being increased for local communities by ensuring that they provide clear, demonstrable support for local economies and contribute to local causes^[36].

4.6.6 Equality, diversity and inclusion

The analysis and the related partner engagement led by the Scottish Government also presented a range of evidence and other findings related to Equality, Diversity and Inclusion including:

• Barriers to event diversity include insufficient infrastructure and accessing sufficient funding to resource a diverse range of events across Scotland were identified. Some respondents specifically referenced a perceived bias towards the central belt for event funding. One of the themes raised in the workshop sessions was an acknowledgement of the important role that Local Authorities play in engaging diverse communities as well as recognition they can be under-resourced and so unable to provide the level of support desired by event organisers^[37].
• Around three quarters (76%) of respondents suggested other strategic priorities that they felt should be included in a refreshed strategy. The most common suggestion was on promoting inward investment. The second most prevalent theme was a greater focus on equalities, diversity and inclusion^[38].
• Just over half (52%) of respondents agreed that events in Scotland are inclusive. The majority of people responding to the survey indicated that the diversity of events in Scotland is very important^[39].

There is strong evidence that events of all sizes can help boost Equality, Diversity and Inclusion across Scotland.

VisitScotland’s website^[40] sets out many benefits of boosting inclusion and accessibility.

In addition, a strong and well promoted commitment to Equality, Diversity and Inclusion can make a business more attractive to diverse communities and protected groups as a place to work and volunteer.

We heard from representative organisations that the key to welcoming diverse communities to events is up to date, accurate and easily accessible information on the event and the journey to and from it. There also needs to be a pro-active welcome for attendees. There could be financial and staff costs for businesses associated with this, but we expect these would be minimal as the focus would be on communications which could be aligned with existing media activity. Other costs for businesses could be staff time in terms of engaging with communities in advance of an event (the significant commitment of staff resource to do community engagement well came across in the workshops/analysis), and adaptations to help ensure the event is accessible (although what has clearly come through from engagement with groups representing disable people is that although physical adaptations are very important, the first barrier to accessibility is information. This is explored further at section 4.6.7)

4.6.7 Boosting accessibility of events for disabled people

The analysis and the related partner engagement led by the Scottish Government also presented a range of other evidence and other findings related to accessibility:

• Respondents were asked to identify any reasons for not attending the events they would like to. The main reasons provided by just over two thirds of those responding to this question related to affordability, accessibility and transport issues (or a perception of these factors).^[41]
• Those responding to the consultation emphasised the importance of events creating a welcoming, inspiring, enjoyable atmosphere, of being accessible and inclusive and the event experience being high quality. These were identified as key ingredients of creating an excellent event experience.^[42]
• During the public consultation we heard that appropriate physical adaptations are very important but the first barrier to accessibility is lack of comprehensive information. This must be well signposted, regularly updated and well promoted. It also needs to cover both the event site and also the journey to and from it. Information on accessibility also needs to be available as early as possible and not just a few days before an event begins. Some aspects like transport arrangements may need updating much closer to event time due to aspects like the weather. If that’s the case it’s important that timescales for the availability of this information are clearly set out to people can plan their journey and regularly check the advice.

Building on section 4.6.6 above, boosting the accessibility of Scotland’s events for disabled people is a key consideration of Equality Impact Assessment for the strategy review. Enhancing accessibility can lead to costs for businesses due to the need to install aids and adaptations. These investments may be appropriate and cost effective. However, as well as the excellent facilities, the evidence available also shows that substantive, well publicised, information on the customer journey and detailed site information is equally important for event attendees and can make a huge positive difference to the lives of disabled people in particular. For example, when planning a trip, 81% of disabled people will check a business’ website before visiting. But 73% have found information on a venue’s website to be misleading, confusing, or inaccurate ^[43].

Providing robust information on the customer journey to and from an event can come at minimal cost and delivers significant benefits for disabled people. VisitScotland highlights that 1 in 5 people in the UK are disabled and that their collective spending power is £249 billion^[44]. This data helps showcase the significant economic benefits for business of boosting accessibility alongside the key social benefits which are also well evidenced and already being harnessed by countries across the world.

VisitScotland’s accessible tourism drive already has significant momentum^[45]. VisitScotland’s website showcases a number of good practice guides and advice sheets to help businesses harness the social and economic benefits of accessible events. This includes a specific guide for inclusive and accessible events which was jointly funded by the Scottish Government ^[46]. Further information for businesses is available at VisitScotland’s website, via the inclusive tourism toolkit ^[47].

The public consultation analysis highlighted that 48% of respondents to the survey agreed that events in Scotland are accessible^[48] which indicates that event accessibility is an area with significant potential for further development.

4.6.8 Reduced public funding support and competing priorities.

The consultation analysis identified:

• Accessing sufficient funding is a barrier to the diversity of events^[49].
• Corporate partnerships, advertising and branding were identified as potential opportunities to help the event sector become more financially sustainable^[50].
• Workshop participants noted that the use of short-term (i.e. 1 year) funding agreements can be a barrier to effective planning given that many event organisers often work on multi-year timeframes. One of the views expressed in the workshop sessions was that the use of short-term funding approaches can lead to uncertainties and ‘reactionary decision-making’ with participants stated a need for medium-term thinking and strategic investment to support event organisers in developing propositions that can be executed with consistent budgets and achieve stronger impacts for local communities and society as a whole^[51].

The viability of many events is dependent on public funding secured from a variety of sources including Local Authorities, VisitScotland and Creative Scotland.

The National Events Strategy sets the strategic context which may in turn influence the priorities and event funding decisions of delivery bodies. This has the potential to create many benefits for example by boosting opportunities for collaboration and the broader “Team Scotland” approach.

There are also potential costs. For example, due to the current economic climate the overall public funding available to support events is reducing and government bodies are having to reprioritise to help ensure that the resources available continue to deliver maximum value. This represents an existential threat to some events. For others there may be a need to increase ticket prices, diversify funding sources, reduce the offer or to cut back on activity in support of the many new and emerging government priorities set out in strategies and frameworks around for example Fair Work, Volunteering, Net Zero/Environmental Sustainability and Equality, where these are not statutory requirements.

The re-prioritising of funding could be especially detrimental where (non-revenue generating) ‘wellbeing activities’ are not economically viable meaning these sorts of events are not prioritised within current business models.

We have heard that the current financial constraints could restrict Scotland’s ability to maintain its current competitive advantage in events in a competitive global market, damaging Scotland’s international reputation, especially when compared to other countries with greater resources which are seeking to attract events and the workforce to deliver them.

Businesses at the engagement workshops stressed that they were keen to contribute to wider national priorities. They understand the many benefits these can offer the events sector. However, there are associated costs and, for a business to contribute effectively to national priorities, it needs to be financially viable so it can continue to trade. So, the overall ask of Government is to support event businesses, particularly as the sector recovers from the impact of COVID-19 and struggles with the consequences of Brexit and other pressures.

Corporate partnerships, advertising and branding were identified as potential opportunities to help the event sector become more financially sustainable. However, in these challenging economic times, these opportunities would likely be significantly reduced as many parts of the corporate sector cut their expenditure on aspects like marketing.

4.6.9 Skilled workforce and Fair Work practices

This aspect contributes to the National Strategy for Economic Transformation^[52] ambition for a wellbeing economy that is fairer: ensuring that work pays for everyone through better wages and fair work, reducing poverty and improving life chances.

The public consultation analysis presents a range of evidence and fundings related to Skilled Workforce and Fair Work Practices. These include:

• 61% of respondents to the survey thought that the event sector is an attractive place to work. Around one in six (16%) disagreed and did not think it was, and a quarter (23%) of those responding to the survey indicated that they didn’t know. For those that responded that the sector is an attractive place to work, the reasons provided broadly centred around a view that the sector supported transferable skills, that it was engaging, creative, innovative and collaborative and could be an exciting and fun environment to work in. For those that thought that the sector is not an attractive place to work, the main reasons provided related to concerns around low pay, zero hours contracts and a lack of job security. Workshop participants raised concerns about these factors driving workforce and skills shortages and the related implications for the viability and sustainability of the sector^[53].
• Those working in the sector were asked whether there was anything that they would like to see change in relation to Fair Work practices. The most prevalent theme in responses was a desire for better regulation of the sector in terms of working hours, pay and conditions^[54].
• Several respondents to the public consultation referenced the variety in the scale, nature and focus of events which provided a range of opportunities for developing skills^[55].
• Feedback from the Oban workshop^[56] was that there was a need for skills development to support job security in the event sector.

In terms of benefits. The Fair Work Framework 2016^[57] highlights that Fair Work is work that offers effective voice, opportunity, security, fulfilment and respect; that balances the rights and responsibilities of employers and workers and that can generate benefits for individuals, organisations and society. In addition, one organisation responding to the events strategy review public consultation also highlighted that the variety and diversity of career paths, and the span of skills, ability and experience that the industry provides is an asset and one in which we must build upon.

The analysis of the consultation of Scotland becoming a Fair Work Nation^[58] identified several costs. These included: the cost of adopting fair work practices (particularly for smaller organisations); paying the Real Living Wage; providing training and development; offering flexible working; and creating management capacity to implement Fair Work. Some respondents also identified a lack of organisational awareness and knowledge of Fair Work and a lack of time, skills and expertise within organisations as barriers. Other challenges included ingrained or traditional culture and practices in some organisations, short-term funding arrangements and a lack of monitoring and enforcement of Fair Work.

There is existing guidance related to the above emerging themes that already affect the event sector and communities. For example, around Fair Work. These aspects are led by other policy teams within the Scottish Government. They are often a consequence of other strategies and frameworks. Although this guidance can impact on events of all types, its reach is much broader than the event sector and is not a direct consequence of the National Events Strategy review.

4.6.10 Transition to net zero and environmental sustainability

This aspect contributes to the National Strategy for Economic Transformation ambition for a wellbeing economy that is Greener: demonstrating global leadership in delivering a just transition to a net zero, nature-positive economy, and rebuilding natural capital.

The public consultation analysis presents a range of evidence and findings related to the transition to net zero and environmental sustainability. These include:

• In terms of environmental sustainability the most prevalent themes were around the provision of more information and guidance, most notably to encourage or aid those attending events to make changes to limit any negative environmental impacts from their attendance or participation. Several survey respondents and workshop participants suggested that guidance resources and a standardised monitoring framework could be developed and shared with organisations hosting events.^[59]
• Several respondents also suggested that guidance resources and a standardised monitoring framework for environmental sustainability could be developed and shared with organisations hosting events in Scotland. This could include existing, recognised accreditation for sustainable practice such as ISO 20121 Sustainable Event Management, guidance produced by Creative Carbon Scotland and other sustainability strategy tools^[60].
• There are challenges in a lack of local specialised suppliers. Further, even when suitable local suppliers were available, existing procurement processes can make it difficult to make use of them if they are not part of the existing framework. This can be a barrier to maximising economic benefits for the region in which the event is taking place, and for reducing environmental impact^[61].

Benefits could include^[62]:

• Taking action on climate change can help businesses grow, seize new opportunities, encourage investment and adapt against the challenges of a changing planet.
• Reducing emissions can lower businesses’ running costs, save money and attract new audiences.
• These actions can ultimately help a business maintain a competitive advantage locally and also ensuring it is fit for the future.

The Scottish Government considers that related costs could include a perception of increased financial costs for the businesses associated with a just transition towards net zero. For example:

• insulating buildings;
• buying local;
• switching to more energy efficient kit;
• enhanced recycling systems;
• time spent accessing the environmental impacts of suppliers;
• running carbon accounting processes; and
• reducing waste and single use plastics;

There are existing regulations related to the above emerging themes that already affect the event sector and communities. For example, around net zero/environmental sustainability^[63]. These regulations are led by other policy teams within Government. They are often a consequence of other strategies and frameworks. Although these regulations can impact on events of all types they have a much broader reach than the event sector and are not a direct consequence of the National Events Strategy review.

4.6.11 Transport

The public consultation analysis presents a range of evidence and fundings related to transport. These include:

• A small proportion of respondents highlighted the interdependencies between the ability to create excellent event experiences and wider infrastructure factors relating to transport, the retail offer and hospitality^[64].
• The most prevalent barrier to holding a diversity of events, raised by around half of respondents, related to inadequate infrastructure across Scotland, in particular transport and accommodation^[65].
• Respondents were asked to identify any reasons for not attending the events they would like to. The main reasons provided by just over two thirds of those responding to this question related to affordability, accessibility and transport issues (or a perception of these factors)^[66].

Transport is a key factor in the success of events. Good transport links strengthen an event, create excellent event experiences and make events more attractive to consumers, especially in terms of accessibility for disabled people and older people. Poor transport infrastructure can be a challenge for consumers and event organisers, particularly on the islands and in Scotland’s more remote and rural area. This impacts on people and the event sector and also prevents a region from fully harnessing the economic potential of events.

In terms of events, transport aspects also have the potential to make a strong sector contribution towards net zero and environmental sustainability (covered in more detail at section 4.6.10) . Good public transport reduces the sector’s wider carbon footprint and can also reduce the carbon footprint of consumers attending the event by offering them a viable alternative to travelling by car.

Transport infrastructure can be a particular challenge for major and mega events which attract very large audiences. Good transport links help a region attract these events and all the benefits they bring.

There are two related aspects for events under transport. The first is aspects events have direct control over - for example inspiring attendees to reduce their carbon footprint and to consider sustainable transport options. This could be done by providing good information for attendees on existing transport options to and from the event, liaising closely with transport bodies in the neighbourhood and region the event is taking place, and encouraging their supply chain to option for sustainable transport options. There are also aspects that events do not have control over such as the running and maintenance of the existing transport infrastructure and its enhancement and this may be under the control of several inter-connected public and commercial sector bodies.

The Scottish Government considers that potential costs and benefits could include:

Costs

• Particular challenges for the islands and more remote and rural areas.
• Staff resource promoting sustainable travel options and liaising with transport bodies which some in areas would involve connecting with a number of public and commercial sector bodies.
• Costs associated with ensuring sustainable transport of goods and services across an event’s supply chain.
• Managing expectations- some aspects of transport are largely out of events control and transport connectivity can be a particular challenge for events attracting attendees from outside of their region.

Benefits

• Creating an excellent event experience and attracting attendees.
• Boosting accessibility for disabled and older people.
• Reducing the carbon footprint of attendees and the wider event.
• Helps a region’s harness the full potential of events.
• Can help attract events of all sizes.

4.6.12 Energy

Related to environmental sustainability, there are also additional costs for events of recent fluctuating energy costs.