As the events and venues sector moves steadily towards the full implementation of Martyn’s Law in April 2027 the conversation is now more about clarity.
This is no longer just about reading legislation or waiting for guidance, although the latter is still eagerly awaited. It’s about confidence, leadership and how we collectively choose to use the time until full implementation.
There’s just 319 working days to go (as of the 13.01.26).
Safety isn’t just about what we do, it’s also about what we say.
The industry has focused, rightly, on the operational side of safety: stewarding, crowd management, emergency planning and coordination with partners. Fundamentals that are non-negotiable.
But Martyn’s Law, focused on the single issue of Counter Terrorism, is also shining a light on something we haven’t always talked about openly enough: communication.
Clear, consistent public information doesn’t just help sell tickets or fill seats. It builds confidence and trust. It reduces uncertainty. And it creates a shared understanding between organisers, venues, authorities and the public.
Getting the What / Where / When right has always been the foundation of good event marketing:
• What’s happening
• Where it’s happening
• When it’s happening
But what’s becoming clearer is that this same clarity also supports proportionate planning and better resilience across the events and venues ecosystem. With mainstream organisers leading by example grass roots and community organisations, who may feel overwhelmed by the situation, will also benefit.
For audiences, it does something just as important: it reassures them that someone has done their due diligence.
More organisers and venues are choosing to be open about the fact that safety and security are a priority. Not in a dramatic way. Especially not by publishing sensitive plans. But by being calm, clear and deliberate.
The strongest approaches combine:
• Visible reassurance for the public
• Robust behind-the-scenes planning and stakeholder engagement
• Careful judgement about what is, and isn’t, shared publicly
Sometimes, a short, well-judged sentence is all that’s needed to make a meaningful difference. Statements like:
“This event takes public safety seriously and works closely with partners to deliver both visible and behind-the-scenes security measures.”
“Your safety matters to us. Our approach combines visible reassurance with carefully planned, discreet measures to ensure a safe and welcoming environment.”
“Public safety is a priority, with both visible and behind-the-scenes arrangements in place.”
These don’t reveal tactics. They don’t create fear. They simply build trust.
The implementation period built into Martyn’s Law is not a grace period or time to do nothing. Nor is it about rushing to tick boxes before enforcement begins. It’s a genuine opportunity to embed good practice properly.
Many organisations are already doing exactly that:
What’s different now is that this work is increasingly being acknowledged publicly, in a measured and proportionate way.
That matters. Because when safety is planned, practised and normalised, confidence follows, for staff, for partners, and for the public.
And, a common operating picture helps everyone, including the emergency services, accommodation, shops and travel providers, do their job more efficiently.
One challenge that continues to surface in conversations around Martyn’s Law is fragmentation – information held in silos. Different versions of “what’s happening where and when”.
The National Events Database, developed and hosted by the Decision Support Centre, provides a simple route to market for events and venues of all sizes by making What / Where / When information easy to access and easy to understand.
That visibility benefits everyone:
Crucially, it’s free to use and open to all, whether or not an event or venue ultimately qualifies for Martyn’s Law.
The next year represents a defining moment for the sector. Not just in terms of regulatory readiness, but in how we collectively approach safety, transparency and public trust. Those who use this time to communicate clearly, plan proportionately and lead by example won’t just be better prepared for 2027, they’ll help set the benchmark for what good looks like.
