Event Management Framework 1: buyer guide
Published 30 September 2026
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This publication is available at https://www.gov.uk/government/publications/event-management-framework-1/event-management-framework-1-buyer-guide
Introduction
This buyer guide provides contracting authorities with guidance on how to access and use the Event Management Framework 1 (EMF1).
EMF1 has been established by the Department for Digital, Culture, Media and Sport (DCMS) to provide a compliant, efficient and flexible route to market for a broad range of event management services.
This guide explains:
- what services are in scope and can be purchased through EMF1
- the available buying options
- social value and KPI considerations
Key Information
| Category | Description |
|---|---|
| Agreement ID | 104209 |
| Agreement name | Event Management Framework 1 |
| Agreement type | Closed Framework |
| Relevant legislation | Procurement Act 2023 |
| Agreement duration | 4 years (optional +1+1) |
| Start date | 1 November 2026 |
| End date | 30 October 2030 (or 30 October 2032) |
| Maximum call-off contract length | Call-off contracts may extend beyond the framework expiry date, but must not exceed 24 months following the end of the framework term. |
| Scope of the agreement | This framework enables government to commission event management services. |
| Buying options | Competitive Selection Process, Expedited Competitive Selection Process and Direct Award (where applicable). |
| Can be used by | DCMS, Arm’s Length Bodies (ALBs), Other Government Departments (OGDs) and public sector Contracting Authorities. |
| Contract notice | Link once awarded |
| Contact details | DCMS Commercial Mailbox |
Agreement scope and lots
EMF1 provides buyers with access to suppliers capable of delivering a wide range of event management services across 5 lots.
The framework covers both strategic and operational event delivery requirements, ranging from nationally significant events through to smaller community and stakeholder engagement activities.
Buyers should review the lot descriptions before commencing a procurement exercise.
| Lot | Lot name | Lot description |
|---|---|---|
| 1 | National, public-facing events | This lot includes large-scale, high-profile and nationally significant events such as: - royal funerals coronations - royal weddings - commemorative events - nationally significant public-facing occasions These events typically involve significant public visibility, operational complexity and reputational risk. Typical services and skills: - strategic and operational event planning - end-to-end event orchestration - programme and delivery oversight - coordination of third-party suppliers and delivery partners - supply chain access and assurance - stakeholder and reputation management |
| 2 | Medium to large indoor events | This lot includes formal gatherings and engagement events such as: - ministerial summits - intergovernmental meetings - conferences - diplomatic events - hybrid and virtual events These events are designed to support policy, diplomacy, collaboration and strategic engagement. Typical services and skills: - venue sourcing and logistics management - delegate and VIP management - protocol management and access control - event production and programme delivery - digital and hybrid event integration |
| 3 | Presence at 3rd party events | This lot includes exhibitions and engagement-focused events such as: - trade shows - exhibitions and trade fairs - seminars and roundtables - webinars - experiential events - meet-and-greet sessions Typical services and skills: - creative design and branding - stand design and build - stakeholder, sponsor and delegate management - on-site logistics coordination - visitor experience design - security and compliance management |
| 4 | Small events | This lot includes smaller-scale events and activities, typically lasting less than one day, such as: - receptions - briefings - speeches - community engagement events - stakeholder gatherings Typical services and skills - event production and delivery - equipment hire and setup - responsive logistics management - supplier coordination |
| 5 | Event assurance services | This lot provides specialist advisory and assurance support during the planning and prospective stages of an event. Typical services and skills: - feasibility studies - deliverability assessments - crowd assurance and crowd dynamic modelling - crowd psychology and crowd management expertise - accessibility expertise - testing and exercising |
Table 1: Lot details
Suppliers
There are 25 suppliers on this agreement, divided between the lots.
Table 2: Supplier details
DCMS routinely checks suppliers against the debarment list. At the time of call-off, it is important for you to also verify that none of the suppliers you intend to contact in this framework appear on this list.
Pricing
The framework contains maximum framework rates. These rates do not include VAT and are the maximum price suppliers can ask for. Buyers may request access the rate cards by contacting the framework manager at DCMS Commercial Mailbox.
The prices given are exclusive of VAT, and are the maximum price suppliers can charge. At the call-off stage, buyers can choose to implement milestone payments, retainers, and fixed pricing.
All suppliers may offer pricing below the framework maximum rates during a competition process.
Where a direct award procedure is followed, the contracting authority may, at its discretion, negotiate the applicable rates with the selected supplier, provided that the agreed rates do not exceed the supplier’s framework maximum rates and are otherwise consistent with the Framework terms and conditions.
Buyers are expected to seek best value through competition wherever possible. To achieve this, buyers should:
- run a competitive selection process
- test their specific requirements with the market
- seek competitive pricing from suppliers
Framework management and charges
DCMS is responsible for the overall management and governance of the framework, including maintaining the framework arrangements, managing the relationship with framework suppliers, and providing guidance and support to buyers on how to use the framework.
DCMS will oversee the operation of the framework to support its effective and consistent use by participating buyers. However, responsibility for individual call-offs remains with the relevant contracting authority, who must ensure that each call-off is conducted in accordance with the framework terms and conditions and all applicable legal and departmental requirements.
DCMS does not apply or recover any fees, levies, or additional charges for accessing and using this framework.
How to buy
Contracting authorities must make sure that all procurements and subsequent call-offs under the framework comply with the Procurement Act 2023 (PA23), associated regulations and relevant procurement guidance.
This list provides a step by step overview of the buying process for this framework agreement:
-
Access agreement: refer to the attached call-off contracts and order forms.
-
Engage with agencies: conduct pre-market engagement.
-
Develop your specifications and award criteria: define your requirements, design an evaluation approach and write your Invitation to Tender document.
-
Competition: invite all the agencies on the lot you are using, review proposals and evaluate agencies. An expedited process is available where buyers need to accelerate the competition process.
-
Communicate outcomes: Provide feedback to suppliers, and publish any required transparency notices.
-
Complete your call-off contract: sign your contract and share it with DCMS.
Stage 1 - Access
Before commencing a call-off, please ensure that you have read and understood the buyer guidance and the framework terms and conditions in full, and that you follow the requirements set out in these documents throughout the call-off process.
Buyers are responsible for ensuring that each call-off is conducted in accordance with the framework terms and conditions, the Procurement Act 2023 (PA23), any other relevant procurement legislation, and any applicable departmental policies, spend controls and internal procedures. The buyer is responsible for its own compliance with these requirements when conducting a call-off under the framework.
To use this framework, Buyers should firstly review the scope and lots carefully, to ensure their event needs align with the defined categories and requirements.
Buyers should ensure that they have received any necessary governance and internal approvals prior to using the agreement.
When running procurement exercises through this agreement, buyers should use their own sourcing platform.
Stage 2 - Prepare requirements
The framework provides flexibility for buyers to tailor each call-off to their specific requirements. Subject to the Framework terms and conditions and applicable legal and procurement requirements, Buyers can determine the appropriate scope, deliverables, contract term, options and other requirements.
Buyers can include additional requirements or specific contractual terms at call-off level where these are needed to meet their requirements, provided they are consistent with the framework and applicable legal and procurement requirements.The core framework terms and conditions and any mandatory call-off terms cannot be amended.
Where the services being procured fall within the scope of the Light Touch Regime (LTR), the relevant LTR rules may apply to the call-off procurement. Buyers should consider whether the LTR applies to their specific requirements and follow the applicable procurement procedures and requirements.
Stage 3 - Engage
Market engagement is encouraged where appropriate and proportionate. If buyers conduct any market engagement, they must contact all agencies on the Lot being used. All suppliers must be contacted in the same way, and given equal opportunity to respond.
Stage 3 - Run a competition
Buyers should follow their own internal buying processes. These must consider:
Transparency requirements
For procurement processes starting 24 February 2025 or later, the notices specified by the Procurement Act 2023 must be published. For a full list of notice types and the sequence that they must be published, go to Find a Tender Service.
Insurance requirements
Suppliers are required to maintain minimum insurance levels appropriate to their appointed lot. Higher insurance thresholds apply to Lot 1 due to the scale and risk profile of nationally significant events. Buyers must assess and define their own liability limits at the call-off stage.
| Financial Requirement | Lot 1 | Lot 2 | Lot 3, 4 & 5 |
|---|---|---|---|
| Minimum Annual Turnover (Each of the last two financial years) | £3,000,000 | £1,000,000 | none |
| Employer’s (Compulsory) Liability Insurance* | £5,000,000 | £5,000,000 | £5,000,000 |
| Public Liability Insurance | £10,000,000 | £1,000,000 | £1,000,000 |
| Professional Indemnity Insurance | £10,000,000 | £1,000,000 | £1,000,000 |
Table 3: Insurance requirements
Procurement policy notes (PPNs)
Buyers must conduct their own internal assessment of which PPNs apply to their call-off contract, depending on scope and value. For a full list of PPNs, go to Procurement policy notes - GOV.UK.
Social value
Social value forms an important part of the EMF1 framework. The framework supports delivery of wider government priorities set out within Procurement Policy Note 002 (PPN002). DCMS encourages all Buyers to incorporate social value into their call-off procurements.
DCMS has developed a supporting document: Call-Off social value Buyer Toolkit (EMF1) - see Annex A of this Buyer Guide
The toolkit provides:
- suggested social value themes
- example award criteria
- recommended KPIs
- guidance on monitoring and reporting
Buyers may select the social value Model and associated KPIs most appropriate to their procurement. Suggested social value themes and KPIs are included within the Call-Off Social Value Buyer Toolkit.
Step 4 - Evaluation and selection
Buyers should evaluate supplier submissions against pre-defined ITT criteria.
Award criteria may include:
- quality
- price
- social value
Evaluation records should be retained for audit purposes.
Buyers should determine the award criteria and their relative weightings based on the specific requirements, complexity, risk and desired outcomes of the call-off. Under the Procurement Act 2023 (PA23), there is no prescribed weighting between price and quality. Buyers should therefore consider the most appropriate balance to achieve the most advantageous tender (MAT) and value for money.
As a guide, Buyers may wish to consider the following indicative weighting ranges:
| Award criterion | Indicative weighting |
|---|---|
| Quality / technical solution | 0%–100% |
| Price / cost | 0%–100% |
| Social value | Between 10% and 90% for central government, and 0% and 90% for wider public sector |
Table 4: Award weighting
Buyers should determine the most appropriate weighting for their individual call-off, taking account of the specific requirements and applicable departmental policies and guidance.
Step 5 - Award and buy
Once evaluation is complete, Buyers may award the call-off contract. The successful supplier should be formally notified and appropriate records retained.
Where required, buyers should also issue standstill communications in accordance with applicable procurement rules.
All purchases under EMF1 must be completed through a call-off contract. Call-off contracts:
- are separate agreements between the Buyer and Supplier
- are based on the framework Call-Off templates
- may include additional schedules and special terms where permitted
- may extend beyond the expiry of the framework agreement
Buyers may:
- amend template Call-Off Contracts where permitted
- add additional schedules
- introduce special terms or policies at the call-off stage; however, they must obtain their own legal advice before doing so
- tailor KPIs and reporting requirements (please see annex A for our social value toolkit)
A call-off contract becomes legally binding once both parties have signed the call-off contract order form.
Expedited competitive selection process
For Lots 1, 2 and 3, buyers may issue an Expression of Interest (EOI) to framework suppliers. The EOI process enables buyers to:
- test supplier availability and capacity
- assess supplier interest
- reduce the number of suppliers invited to tender
- support efficient procurement timelines
The expedited competitive selection process can be used to alert suppliers of a short turn-around requirement.
Buyers should assess what a reasonable and proportionate timeframe they give to suppliers to reply to the EOI.
Only suppliers that respond positively to the EOI should be invited to submit a proposal or quotation.
- Expedited competitive selection process leading to direct award
Where only one supplier responds positively to an EOI and remains eligible under the framework, the buyer may proceed with award without competition (or direct award).
Buyers must retain appropriate records and justification for any direct award decision.
Award without competition
Direct award may only be used where permitted under the framework terms and the Procurement Act 2023.
Under EMF1, direct award may be used:
- for below-threshold requirements (up to £135,000 inclusive of VAT)
- where urgency provisions under the Procurement Act 2023 apply
- where an EOI exercise results in only one interested supplier
Direct award for urgency
Under Schedule 5 of the Procurement Act 2023, Direct Award may be used where:
· the requirement is strictly necessary due to extreme and unavoidable urgency
· the urgency could not reasonably have been foreseen
· the urgency is not attributable to the Contracting Authority
Call-off terms
Main provisions of the call-off terms
The call-off terms for each of the Lots are fixed and contain the standard contract terms that are necessary to have in place between you and the supplier, including:
- payment and invoicing
- framework rates that represent the maximum rates that can be applied at call-off
- remedies available to each of the parties where the other party fails to deliver on its contract obligations (including approach to termination)
- (where relevant) mechanisms for complying with key performance indicators and (if utilised) service points and service credits for poor performance.
Main provisions of the order forms
The order form will capture the optionality required for each call-off which means that each order form will necessarily be different depending on the services the Buyer is looking to procure. This optionality may include:
- length of the call-off contract
- detailed service specification and associated supplier solution for the required services
- charges applicable to the called-off services
- the specifics of any key performance indicators
- the specifics of any implementation/mobilisation (where relevant) such as milestones/milestone dates
- the specifics of insurances required for the call-off
- the chosen social value theme or commitments for the call-off
Additional clauses
Each project called-off will be different and will have a number of project specific requirements. The order forms make every effort to reflect the optionality at the point of call-off. For Lots 1-5, sections have been added to the order form to allow specifically for certain additional clauses to be added. These are as follows:
- HMRC specific terms (for use only when HMRC is the Buyer)
- MoD specific terms (for use only when MoD is the Buyer)
- specific option to make changes to reflect a master services agreement/statement of work structure and approach (for lot 1-4)
- specific option to make changes to reflect using Scottish or Northern Irish Law (rather than the laws of England and Wales); and
- option for the Buyer to add any other specific clauses that it requires. (for lot 1-4)
Management information (MI)
Suppliers are required to provide Management Information quarterly to DCMS.
This includes:
- call-off invitations received
- contracts awarded
- competition participation
- subcontracting information
- KPI reporting
- social value reporting
Contact details
For support relating to EMF1, Buyers should contact:
DCMS COMMERCIAL - commercial@dcms.gov.uk
Annex A
Call-Off Social Value Buyer Toolkit (EMF1)
This toolkit provides practical, event-specific social value options for Buyers to use at call-off stage. It translates framework-level social value commitments into clear, proportionate and measurable call-off requirements that reflect the key social, environmental and ethical challenges facing the events sector.
The toolkit is designed to:
- support consistent but flexible application of social value at call-off
- help buyers select relevant, proportionate KPIs based on event size, risk and lot
- avoid over-burdening suppliers while still driving genuine, measurable impact
- complement (not duplicate) framework-level social value and obligations under the Modern Slavery Act 2015
Buyers should select a small number of focused and measurable KPIs per call-off rather than attempting to apply all options, drawing these from the most recent applicable Government social value Model. Buyers should ensure that their approach is consistent with the latest applicable PPN 002: Taking account of social value in the award of contracts and, where applicable, PPN 026: The social value Model, and should refer to the latest published guidance when designing their call-off requirements.
How Buyers should Use This toolkit
-
Identify the event context: Event size, duration and location, risk profile (e.g. stewarding intensity, temporary labour, infrastructure build and relevant lot(s).
-
Select priority social value themes: Select your preferred social value themes and, importantly, the standard reporting metrics (key performance indicators or KPIs) you will aim to be delivered from PPN 002. choose 1 to 2 themes below most relevant to the event. Prioritise themes aligned to local needs, delivery risk and feasibility.
-
Apply proportionate standard reporting metrics (KPIs): Select 1-3 KPIs per theme. KPIs should be scalable and achievable within the contract duration.
-
Build into call-off documentation: Include selected commitments in the call-off specification and reference reporting expectations and timescales.
Key buyer principles
Buyers should:
- be proportionate; fewer, stronger commitments are better
- align with local needs and risks
- focus on outcomes, not just activity
- make sure reporting is simple, auditable and meaningful
| 1. Local Supply Chains, VCSE & Third-Sector Engagement Compatible with PPN02 MAC 3a, also 1e, 4a, 5a, 8a | |
|---|---|
| Recommendation Overview | Prioritise local economic benefit by encouraging suppliers to engage local SMEs, VCSEs and social enterprises, particularly those supporting underrepresented groups or operating in disadvantaged areas. |
| Implementation Examples | Use local suppliers for catering, logistics, cleaning, waste and event services Partner with social enterprises for food, recycling or stewarding support Run SME engagement sessions linked to the event |
| Proposed Impact | Boosts local economies and employment Strengthens community trust and ownership Supports inclusive growth |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Direct spend with start-ups: The value of contract opportunities awarded under the contract in £ Direct spend with SMEs: The value of contract opportunities awarded under the contract in £ Direct spend with VCSEs: The value of contract opportunities awarded under the contract in £ Direct spend with mutuals: The value of contract opportunities awarded under the contract in £. Number of engagement activities with the community, community representatives and or anchor institutions. % of supply chain spend with local SMEs % of supply chain spend or partnerships with VCSEs Number of SME/VCSE engagement or capacity-building sessions Local SME retention rate across events |
| 2. Fair Work & Modern Slavery (Event-Specific) Compatible with PPN02 MAC 1e | |
|---|---|
| Recommendation Overview | Strengthen Modern Slavery prevention at call-off by encouraging active engagement, training and partnership approaches relevant to event delivery and stewarding supply chains. |
| Implementation Examples | Supplier engagement with NGOs or human rights organisations Event-specific Modern Slavery risk briefings for managers and supervisors Independent advice to strengthen Modern Slavery Statements |
| Proposed Impact | Reduces exploitation risks in high-risk event labour models Improves accountability beyond minimum compliance |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Number of tier 1 and 2 suppliers who have been audited/assessed. Number of staff who have completed modern slavery training within 90 days of joining the organisation Number of NGOs or human rights organisations engaged Number of Modern Slavery training sessions delivered % of NGO recommendations implemented Number of collaborative initiatives undertaken |
| 3. Community Engagement & Cultural Legacy Compatible with PPN02 MAC 3b | |
|---|---|
| Recommendation Overview | Use events as platforms for meaningful community participation, volunteering and celebration of local culture. |
| Implementation Examples | Physical or digital community engagement hubs Local volunteering and employment pathways Showcasing local artists, performers and creatives |
| Proposed Impact | Stronger community relationships Improved public perception of events Lasting cultural and social legacy |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Number of engagement activities with the community, community representatives and or anchor institutions. % of local residents hired Community satisfaction survey scores Value of financial or in-kind contributions |
| 4. Green Transport, Infrastructure & Logistics Compatible with PPN02 MACs 4a and 4b | |
|---|---|
| Recommendation Overview | Reduce environmental impact through low-carbon transport, green infrastructure and post-event legacy planning. |
| Implementation Examples | Promote public transport, cycling and walking Incentivise low-emission travel for attendees and staff Repurpose temporary infrastructure for community use |
| Proposed Impact | Lower event-related carbon emissions Improved urban environments Tangible community assets post-event |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Annual reduction in carbon emissions arising from the performance of the contract, measured in metric tonnes carbon dioxide equivalents (MTCDE). Annual reduction in water use arising from the performance of the contract, measured in litres. Annual reduction in waste to landfill arising from the performance of the contract, measured in metric tonnes. % of attendees using low-emission transport % of structures powered by renewable energy % of materials sourced from sustainable or recycled sources % of infrastructure repurposed for community use Size of green spaces in m2 created under the contract, by the UK region. |
| 5. Circular Economy, Energy & Resource Efficiency Compatible with PPN02 MACs 4a and 4b | |
|---|---|
| Recommendation Overview | Embed circular economy principles into event delivery to minimise waste, water and energy used |
| Implementation Examples | Battery-first or low/zero carbon power solutions Energy and water requirement mapping Zero-waste commitments and reusable materials |
| Proposed Impact | Reduced environmental footprint Cost efficiencies Strong sustainability assurance |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Annual reduction in carbon emissions arising from the performance of the contract, measured in metric tonnes carbon dioxide equivalents (MTCDE). Annual reduction in water use arising from the performance of the contract, measured in litres. Annual reduction in waste to landfill arising from the performance of the contract, measured in metric tonnes. % of energy from renewable sources Waste sent to landfill (%) Planned vs actual energy and water usage Fuel consumption by type |
| 6. Skills, Training & Employment Pathways Compatible with PPN02 MACs 1a, 1b, 1c and 1d | |
|---|---|
| Recommendation Overview | Use events to create longer-term employment and skills benefits, especially for young people and underrepresented groups. |
| Implementation Examples | Partnerships with local colleges or training providers Event-relevant skills programmes (hospitality, logistics, security) Carbon Literacy training for staff |
| Proposed Impact | Improved employability beyond the event Increased workforce resilience |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Number of employment opportunities created under the contract for people from groups underrepresented in the workforce. Number of apprenticeship opportunities (Level 2, 3, and 4+) created or retained under the contract for people from groups underrepresented in the workforce % of participants from underrepresented groups Training completion rates % securing employment post-training % of staff completing Carbon Literacy training |
| 7. Inclusive Recruitment, Accessibility & Stewarding Compatible with PPN02 MACs 1a, 1b, 1c and 1d | |
|---|---|
| Recommendation Overview | Promote fair recruitment, accessibility and workforce wellbeing, particularly in stewarding and frontline roles. |
| Implementation Examples | Bias-detection tools in recruitment Mentorship programmes for underrepresented staff Accessibility adjustments for staff and attendees |
| Proposed Impact | Fairer, safer and more inclusive events Improved staff retention and wellbeing |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Number of employment opportunities created under the contract for people from groups underrepresented in the workforce. Number of apprenticeship opportunities (Level 2, 3, and 4+) created or retained under the contract for people from groups underrepresented in the workforce % of hires from underrepresented groups % of local hires Number of staff on mentorship programmes Accessibility satisfaction scores |
| 8. Waste Reduction & Responsible Consumption Compatible with PPN02 MACs 4a and 4b | |
|---|---|
| Recommendation Overview | Commit to zero waste principles through reuse, recycling and reduction of single-use materials. |
| Implementation Examples | Reusable cup schemes Elimination of single-use plastics Donation or reuse of equipment |
| Proposed Impact | Reduced environmental harm Cost savings |
| Suggested Standard Reporting Metrics (KPIs) Optional “Stretch” KPIs | Annual reduction in carbon emissions arising from the performance of the contract, measured in metric tonnes carbon dioxide equivalents (MTCDE). Annual reduction in water use arising from the performance of the contract, measured in litres. Annual reduction in waste to landfill arising from the performance of the contract, measured in metric tonnes. % of waste diverted from landfill Number of reusable containers returned |
| 9. Safety, Wellbeing & Ethical Event Delivery Compatible with PPN02 MAC 8 | |
|---|---|
| Recommendation Overview | Enhance physical and mental wellbeing through robust safety systems and steward support mechanisms. |
| Implementation Examples | Real-time incident reporting tools Mobile wellbeing and mental health units Specialist training for stewards |
| Proposed Impact | Safer events Reduced burnout and higher staff retention |
| Optional “Stretch” KPIs | Number of incidents reported and resolved % of staff with specialist training Uptake of wellbeing services |
Call-Off social value Intervention Selection Matrix (Buyer Guidance)
How Buyers should use this table
Once you know which Lot you are using for your call-off, identify the relevant column in the table below and:
- select 3-6 KPIs per call-off, depending on size and risk of your event
- prioritise “Core” KPIs for the relevant Lot
- use “Stretch” KPIs only where scale, budget and risk justify
1. Supply Chain, SME & VCSE Engagement (PPN02 MACs 1e, 3a, 4a, 5a, 8a)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Direct spend with start-ups: The value of contract opportunities awarded under the contract in £ | Core | Enhanced | Enhanced | Core | Enhanced |
| Direct spend with SMEs: The value of contract opportunities awarded under the contract in £ | Core | Core | Enhanced | Core | Enhanced |
| Direct spend with VCSEs: The value of contract opportunities awarded under the contract in £ | Core | Enhanced | Enhanced | Core | Enhanced |
| Number of engagement activities with the community, community representatives and or anchor institutions | Enhanced | Enhanced | Enhanced | Core | Not applicable |
| Percentage of spend with local SMEs | Stretch | Stretch | Stretch | Stretch | Stretch |
| Percentage of spend / partnerships with VCSEs | Stretch | Stretch | Stretch | Stretch | Stretch |
| SME engagement hours (workshops, mentoring) | Stretch | Stretch | Stretch | Stretch | Not applicable |
| Local supplier retention rate | Stretch | Stretch | Not applicable | Stretch | Not applicable |
2. Modern Slavery & Ethical Labour (Event-Specific) (PPN02 MACs 1e)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Number of tier 1 and 2 suppliers who have been audited/assessed | Core | Core | Enhanced | Enhanced | Core |
| NGO / human-rights partnerships | Enhanced | Enhanced | Stretch | Not applicable | Stretch |
| Number of staff who have completed modern slavery training within 90 days of joining the organisation | Core | Core | Enhanced | Core | Core |
| Time to investigate labour-related incidents | Stretch | Stretch | Stretch | Stretch | Stretch |
3. Community Engagement & Cultural Value (PPN02 MACs 2a, 3a, 3b, 4b, 5a)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Number of engagement activities with the community, community representatives and or anchor institutions | Core | Enhanced | Not applicable | Core | Not applicable |
| Percentage of local workforce used | Stretch | Stretch | Stretch | Stretch | Not applicable |
| Community satisfaction score | Stretch | Stretch | Not applicable | Stretch | Not applicable |
| Support for local culture / creatives | Stretch | Stretch | Stretch | Stretch | Not applicable |
4. Green Transport, Energy & Infrastructure (PPN02 MACs 4a)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Annual reduction in carbon emissions arising from the performance of the contract, measured in metric tonnes carbon dioxide equivalents (MTCDE) | Core | Core | Enhanced | Enhanced | Enhanced |
| Annual reduction in water use arising from the performance of the contract, measured in litres | Core | Core | Enhanced | Enhanced | Enhanced |
| Annual reduction in waste to landfill arising from the performance of the contract, measured in metric tonnes | Core | Core | Enhanced | Enhanced | Enhanced |
| Size of green spaces in m2 created under the contract, by the UK region | Stretch | Not applicable | Not applicable | Not applicable | Not applicable |
| Percentage of energy from renewable sources | Stretch | Stretch | Stretch | Stretch | Stretch |
| Battery-first / low-carbon power use | Stretch | Stretch | Stretch | Stretch | Not applicable |
| Attendee low-emission travel uptake | Stretch | Stretch | Stretch | Not applicable | Not applicable |
| Infrastructure repurposed post-event | Stretch | Stretch | Not applicable | Not applicable | Not applicable |
5. Circular Economy & Waste Reduction (PPN02 MACs 4a, 4b)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Annual reduction in carbon emissions arising from the performance of the contract, measured in metric tonnes carbon dioxide equivalents (MTCDE) | Core | Core | Enhanced | Enhanced | Enhanced |
| Annual reduction in water use arising from the performance of the contract, measured in litres | Core | Core | Enhanced | Enhanced | Enhanced |
| Annual reduction in waste to landfill arising from the performance of the contract, measured in metric tonnes | Core | Core | Enhanced | Enhanced | Enhanced |
| Percentage of waste diverted from landfill | Stretch | Stretch | Stretch | Stretch | Stretch |
| Reusable cup / container return rate | Stretch | Stretch | Not applicable | Stretch | Not applicable |
| Planned vs actual energy use | Stretch | Stretch | Stretch | Stretch | Stretch |
| Planned vs actual water use | Stretch | Stretch | Not applicable | Stretch | Stretch |
6. Skills, Employment & Fair Recruitment (PPN02 MACs 1a, 1b, 2a, 6a, 6b, 8a)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Number of employment opportunities created under the contract for people from groups underrepresented in the workforce | Core | Core | Enhanced | Core | Core |
| Number of apprenticeship opportunities (Level 2, 3, and 4+) created or retained under the contract for people from groups underrepresented in the workforce | Core | Core | Enhanced | Core | Core |
| Percentage of hires from underrepresented groups | Stretch | Stretch | Stretch | Stretch | Stretch |
| Local employment outcomes post-event | Stretch | Stretch | Not applicable | Stretch | Not applicable |
| Carbon literacy or sustainability training | Stretch | Stretch | Stretch | Stretch | Stretch |
| Mentorship schemes for stewards | Stretch | Stretch | Not applicable | Stretch | Not applicable |
7. Accessibility, Safety & Wellbeing (PPN02 MACs 1b-1d)
| Standard Reporting Metric | Lot 1 | Lot 2 | Lot 3 | Lot 4 | Lot 5 |
|---|---|---|---|---|---|
| Events meeting accessibility standards | Stretch | Stretch | Stretch | Stretch | Stretch |
| Average response time to accessibility issues | Stretch | Stretch | Stretch | Stretch | Stretch |
| Incident reports resolved per event | Stretch | Stretch | Stretch | Stretch | Stretch |
| Mental health / wellbeing support usage | Stretch | Stretch | Not applicable | Stretch | Not applicable |