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ease from April . Our research has revealed that the sector has averaged a 13 % increase in energy costs in the last six months , with more than three-quarters increasing their prices to mitigate this – most notably on F and B , DDR ’ s and room hire .
We also recognise and have highlighted the knock-on effects of recent industrial action and how this is not only impacting accessibility , but also consumer confidence once more . Almost all ( 94 %) of the organisations we spoke to were affected by recent rail strikes , leading to vast event cancellations and postponements which resonate with trends of recent years .
Our findings revealed the total estimated value of cancelled business due to rail strikes to be £ 4,529,810 , which can be scaled up to represent £ 337,326,277 across the entire sector . Similarly ,
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when scaled up the estimated value of postponed business exceeds £ 552m .
While organisation ’ s will naturally be doing all they can to hold onto this business , with more than a third ( 36 %) offering alternative dates at no additional cost , time-sensitive bookings won ’ t necessarily return , punishing venues through no fault of their own .
What ’ s next ?
Once again , the vast insights we ’ ve gained have been imperative in reinforcing our understanding of the sector ’ s needs and priorities , any feedback that can be provided to us goes a long way in supporting our lobbying for necessary government intervention .
This research is also invaluable in highlighting emerging trends and steering the development of our resources , guidance and advice to members . Beyond assessing financial positions , it enables us to confirm what ’ s top of the agenda for organisations , with sustainability leading the way once more .
While nine in 10
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“ While nine in 10 ( 91 %) organisations listed sustainability as a key part of its organisation ’ s business strategy , these are largely focused on areas such as waste management and reducing their carbon footprint .” |
( 91 %) organisations listed sustainability as a key part of its organisation ’ s business strategy , these are largely focused on areas such as waste management and reducing their carbon footprint . By comparison , the ‘ people ’ pillar of sustainability is less prominent , with a third of organisation ’ s not holding a dedicated wellbeing and mental health strategy .
Addressing this , we ’ re actively supporting knowledge and providing education by forming a partnership with Stress Matters to help our members make wellbeing a strategic priority . As a result , we are now able to offer our members mental health first aid training , a wellness manager programme as well as a series of informative events on management employee wellbeing .
We will continue to conduct our surveillance of the sector throughout the year to support our discussions with government and the development of our member benefits . Your feedback really is essential , we always welcome members and non-members to get in touch to find out more about the mia , our work and how we may be able to support you . CN
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