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Bluesky is the new(ish) social media platform emerging as an alternative / competitor to X (formerly known as Twitter).

Officially launched in 2021, Bluesky enables users to post, reply and send direct messages via a similar interface to X. Users can share posts, similar to tweets, with a current character limit of 300. Engagement features include likes, reposts and replies, fostering interaction between users and their followers.

The X alternative offers a refreshed approach to the short-format platform, with a focus on decentralisation (data stored on independent servers rather than a centralised system), customisability and user empowerment.

Bluesky claims its decentralised approach enhances privacy and security, as there is no single point of failure or control.  Bluesky also asserts it gives users more ownership over their data, making it harder for large corporations to exploit or misuse it.

So, what makes it different from X?

Replacing the traditional “master algorithm” model controlled by a single entity, Bluesky operates with an open and diverse ecosystem of algorithms, allowing users to develop and customise their own algorithms to shape their feed. It even allows for categorisation so users can create feeds exclusively for different interests, e.g.one for politics, one for fashion and one for food.

This empowers Bluesky users to govern their own feed, offering greater control over what they see and ensuring that users aren’t exposed to algorithms that prioritise engagement at the cost of quality. This is an interesting cultural shift, given ongoing conversations about social media’s role in contributing to cultural sentiments and echo chambers.

Authenticity measures have also been improved. Rather than the blue checkmarks seen on X, users can use domain names as their handles. For journalists, public figures or organisations, this feature serves as a reliable form of verification, linking profiles directly to official websites.

Bluesky has also implemented measures to promote positive interactions through so-called “anti-toxicity” features — a notable example being the ability for users to detach their original posts from unwanted quote posts, thus seeking to reduce harassment and misuse while aiming to foster more respectful community engagement.

Is it the ‘next big thing’?

Since its launch, Bluesky has seen significant growth and now boasts 15 million users globally — an increase of nine million since September.

Bluesky believes that its community-driven focus offers a democratic and adaptable alternative—personalised, transparent and inclusive. Its rapid adoption suggests it is already carving out its own niche within the social media landscape. Whether it will overtake X, with its 586 million monthly users, remains to be seen.

Should you set up a profile?

As always with new tools and channels, experimentation is key. Early adopters should focus on engaging storytelling, fostering genuine discussions and creating value for the community. Bluesky is committed to being ad free, ensuring it remains  first and foremost a social media platform, rather than an attention marketplace.

If your current content strategy relies heavily on paid ads or viral trends, you may need to rethink your approach for Bluesky. Unlike platforms that rely heavily on algorithms to amplify content, brands must adapt their messaging to this environment, focusing on meaningful, two-way interactions rather than overtly promotional content. As with any other platform, a strategic approach is key. Ensure you have a regular post frequency to keep your feed populated and up to date.

If your business is uncertain about joining Bluesky, we recommend adopting a measured approach. Start with a pilot strategy, testing the platform with a small, focused initiative to evaluate its value before allocating significant resources. Monitor the platform’s growth, its feature developments, how competitors or similar industries are engaging and where you might fit in. Due to Bluesky’s focus on dialogue, consider whether you have the correct resource to maintain authentic interaction.

The future of Bluesky remains uncertain, but its continued growth opens the door to unlimited possibilities. Join the conversation: @bigpartnership.bsky.social

This year has brought significant political shifts. Scotland has (another) new First Minister. The UK has a new Prime Minister. But while politicians come and go, the challenges facing businesses across the country remain constant—and increasingly, they’re growing more complex.

Businesses are facing a host of hurdles: rising operational costs, workforce shortages, the push for sustainability, and adapting to the rapid pace of digital transformation. Meanwhile, unpredictable policies and economic turbulence make long-term planning almost laughably difficult. What businesses need, at a minimum, is stability, clear communication, and, perhaps most importantly, a seat at the table where decisions affecting them are made.

Yet, too often, businesses feel disconnected from the politicians making policies that impact them directly. This is where public affairs comes in. At BIG, we don’t see our role as opening doors to politicians or trading in favours. Our job is to create meaningful relationships between businesses and government that lead to action. We facilitate conversations that power economic growth, attract investment, and create jobs. The connection between business and politics isn’t just important—it’s absolutely essential if we are to have a thriving economy.

As a business owner, I can attest that few things are more gratifying than seeing your people thrive. There is a unique satisfaction in giving someone their first real opportunity and watching them flourish. Business leaders are inherently driven to create, to grow, and to employ. But increasingly, growth is no longer just a challenge—it’s become a Herculean task.

The goals of business and government, in truth, are not so different. Both want economic stability, job creation, and a society in which people prosper. And yet, businesses—especially the small and medium-sized enterprises that form the backbone of our economy—are expected to do it all on their own, with little more than a passing pat on the back. If we are to achieve real progress, genuine collaboration from government is essential.

That’s why we’re sponsoring the Politics in Business Award at The Herald Scottish Politician of the Year Awards. This isn’t merely about recognising achievement; it’s about celebrating those politicians who understand the value of a strong alliance between public and private sectors. It’s about highlighting those who build bridges that have real, tangible benefits for the business community.

In today’s politically charged climate, it is all too easy to grow cynical about both politics and business. Polarisation, heightened rhetoric, and deep-seated mistrust have made collaboration feel like an increasingly uphill battle.  We must remember that the challenges we face as a society are too complex for any one sector to tackle alone.  The ingenuity of business and the authority of politics must come together to create lasting solutions. Business and politics are not adversaries, but rather partners with shared interests in building a resilient economy and a society that works for all.

This goes beyond mere lobbying or advocacy. We need a new era of cooperation—a recognition of just how deeply intertwined our futures truly are. When businesses and governments engage meaningfully, they unlock the innovations and opportunities that drive genuine economic growth.

The businesses that will drive our country’s growth must be involved in decision-making, not as a box ticking exercise or to pay lip service, but as genuine partners in shaping policy. Only through authentic collaboration can we hope to achieve meaningful progress. At BIG, we are committed to deepening these connections, both at Holyrood and Westminster, and championing those who understand the value of this critical partnership. We have to find a way of making this marriage work. Our nation’s future depends on it.

Spooky season is upon us and for many brands, this holiday is an opportunity to engage with audiences in a playful and memorable way.

But as designers, how do we make sure our Halloween visuals are as spellbinding as a well-timed ghost story and not just your typical cobweb-and-pumpkin cliché?

Whether you’re designing a luxury brand’s hauntingly elegant Halloween story or creating a playful AR filter for a supermarket brand, a successful Halloween campaign captures the imagination and resonates with audiences.

Here’s your go-to guide on how to make your brand scream (in a good way) on Halloween.

Set the mood with atmosphere

When it comes to Halloween, atmosphere is everything. Brands that manage to strike that perfect balance between eerie and inviting are the ones that stand out. Start by thinking of your brand’s existing identity and find ways to introduce elements that feel natural yet spine-tingling.

One trick I often apply is colour grading to create an eerie but captivating vibe. Cool blues and deep, desaturated hues can instantly shift the tone of your visuals without being overly literal.

I did this while working on a Halloween campaign for airline client, Loganair, when I transformed the usual travel visuals into nighttime scenes with soft glows and mist, subtly evoking the Halloween spirit.

Small additions like smoky overlays and moonlight hues can elevate even the most familiar scenes.

Innovate beyond the clichés

Sure, zombies, pumpkins, and bats are synonymous with Halloween—but relying on these visuals can feel lazy. Think outside your standard spooky box, and instead embrace unexpected imagery or abstract concepts. Minimalism can be key.

Your aim should be to evoke curiosity. Working with a furnishing client? What could be lurking behind that curtain? Is that shadow moving? These small visual teases can be more captivating than overt scares, which aren’t necessarily a fit for all brands.

Elevate with typography

Halloween typography doesn’t have to be all jagged edges and dripping blood. Instead, take inspiration from vintage book covers or old-style horror movie posters. Pair elegant, slightly distressed fonts with a clean, simple layout to keep it refined yet playful.

I’ve found success blending delicate serifs with subtly warped, vintage-inspired fonts.

For a homebuilder client, we avoided haunted house tropes and added sophistication by pairing a delicate serif with gritty textures, giving a nod to Halloween without overpowering the brand’s luxury feel.

Crafting immersive experiences with video and sound

Static visuals are great, but video can take your Halloween campaign to another dimension. Short-form video with eerie elements—like flickering candles, mist, and moving shadows—can create a captivating atmosphere. Layer these with ambient sound, like rustling leaves or distant whispers, to pull your audience into the experience.

For an Aldi Scotland campaign, I mixed subtle fog animations with faint wolf howls to enhance the eerie feel without distracting from the core message. This use of subtle motion and sound can evoke an emotional response, turning a simple post into a hauntingly immersive experience.

Embrace interactivity

Halloween is the perfect time to let your brand’s personality shine. From cheeky captions to interactive filters, find ways to get your audience involved and reshare your content.

I’ve used Augmented Reality (AR) filters and story polls to encourage users to engage directly with branded content, whether it’s a “Which Halloween creature are you?” quiz or a spooky filter that adds animated ghosts floating around the user’s head. Unfortunately, AR filters on Meta are now a thing of the past – but we still have TikTok!

For captions, ChatGPT is my go-to for brainstorming ideas when I’m feeling stuck. It helps me refine puns and playful phrases without falling into the cringe zone, allowing me to stay on brand while embracing the season’s spirit.

Consistency is key

Even with all the Halloween excitement, remember to stay true to your brand’s visual identity. Your Halloween campaign should feel like a natural extension, not an out-of-character deviation. Before jumping into spooky designs, think about how elements like colours, typography, and themes align with your brand’s overall style.

Don’t let scary designs haunt you this Halloween. For spook-tacular design support, contact us.

Keir Starmer’s first 100 days in office were meant to be about resetting the country’s course and restoring stability after years of turbulence. But instead of a smooth take-off, Labour’s early days have been marked by unforced errors, missteps, and distractions. From controversies over clothing donations to internal reshuffles, Starmer’s start hasn’t gone entirely to plan.

The recent controversy over Labour ministers accepting luxury clothing donations became a symbol of the kind of distractions that have plagued Starmer’s government. It emerged that Starmer, his wife, as well as key Labour figures like Rachel Reeves and Angela Rayner, had accepted thousands of pounds worth of designer clothing and accessories from party donors. This revelation raised eyebrows, especially when contrasted with Labour’s message of solidarity with struggling families after 14 years of the Conservatives.

The optics were bad. At a time when Labour was cutting the winter fuel payment for pensioners, the idea of its leaders receiving tailored suits and personal shoppers didn’t sit well with voters still facing a cost-of-living crisis. Even though Starmer and his team quickly announced they would no longer accept such donations, the damage was done. The controversy highlighted a gap between Labour’s rhetoric of shared sacrifice and the perception of its leaders living in a different world.

Lisa Nandy, Labour’s Culture Secretary, defended the government’s decision to put an end to these donations, saying they didn’t want people to believe they were living “very different lives” from the average voter. But the reality is, this was a self-inflicted wound that could have been avoided—a classic case of a government stepping on its own message just when it needed to be projecting unity and focus.

Amid the turbulence of these first 100 days, a significant internal shake-up took place with the promotion of Morgan McSweeney to chief of staff. Following Sue Gray’s abrupt resignation amid intense scrutiny and infighting, McSweeney’s rise represents a pivot to a more disciplined, campaign-driven approach. As the mastermind behind Labour’s election victory, McSweeney’s no-nonsense style is now front and centre in Downing Street.

McSweeney’s promotion could not come at a more opportune time. Known for his relentless focus on winning and his knack for cutting through internal noise, he’s been tasked with getting Labour’s agenda back on track. His presence is already being felt, as the government aims to shift the narrative from internal missteps to delivering on promises and restoring faith in Labour’s leadership.

Starmer’s message of stability is resonating in some quarters, particularly among some business leaders and investors who are eager for a government that can offer a steady hand. Speaking at the UK’s International Investment Summit, Starmer outlined his vision for a partnership between the private sector and government, focused on economic growth and cutting unnecessary regulation. Leaders like Amanda Blanc from Aviva and Anders Opedal from Equinor praised this approach, signalling confidence in Labour’s ability to drive investment and economic reform.

However, the upcoming budget will be the real test of Labour’s economic strategy. Chancellor Rachel Reeves has hinted at potentially abandoning traditional debt rules to unlock billions for infrastructure investment—a bold move that could reshape the UK’s fiscal policy. But there are risks involved and what has been trailed ahead of the budget could pose even greater challenges for the business community.

The widely anticipated decision to increase capital gains tax for example, combined with proposed hikes in National Insurance for employers, signals a shift that could directly impact businesses’ bottom lines. While these measures are framed by their supporters as necessary steps for balancing the economy, they risk creating a more hostile environment for investment and growth – the exact opposite of what Starmer says he wants to achieve.

A hike in capital gains tax could mean a reconsideration of investment by business and a likely decrease in disposable capital available for future ventures. Similarly, higher National Insurance contributions will put additional pressure on employers, making it more costly to expand workforces or increase salaries at a time when economic growth is supposed to be the priority. These moves, while potentially popular with Labour’s base, could strain relationships with business leaders who are looking for the policies that support growth, innovation, and competitiveness they were promised during the election campaign.

Starmer’s first 100 days have not gone according to plan. Instead of a steady march towards stability, it’s been more of a stumble through self-made obstacles. Yet, with Morgan McSweeney now in the driving seat and a renewed focus on aligning Labour’s message with the concerns of ordinary voters, Starmer has acted quickly to try and change course.

The upcoming budget will be a make-or-break moment. If Starmer can steer the ship through these early storms and focus on the long game, he has a real opportunity to turn these initial stumbles into a story of recovery and renewed purpose.

The first 100 days were rough, marked by missteps and unforced errors. But with some recalibration, Starmer is trying to take back control. The Budget will be the clearest indication yet whether Labour’s rhetoric in opposition will match the reality in government.

The BrightonSEO October 2024 conference took the digital marketing world by storm, offering an enlightening glimpse into the rapidly evolving landscape where artificial intelligence is taking centre stage. The event tackled four crucial themes: brand building, upper-funnel content, user experience, and technical excellence.

Here at BIG, we’ve distilled the key insights to ensure both our clients, and our own strategies remain at the forefront of the industry.

Brand building amidst the content deluge

In today’s digital age, where content saturation is widespread, establishing a standout brand has never been more essential. A major takeaway from BrightonSEO was the growing importance of brand authority. The event emphasised creativity and genuine storytelling as pivotal elements, with Carrie Rose highlighting social media’s influence on brand visibility. Her insights illustrated a direct correlation between social engagement and enhanced Google search performance, signalling that captivating content on social platforms is more than just a follower magnet—it can significantly boost search rankings.

At BIG, this aligns seamlessly with our integrated content strategies, where authentic and creative content isn’t just about capturing attention but driving real results. The message is clear: in a crowded content landscape, authenticity and creativity aren’t optional—they’re fundamental to brand discovery and SEO growth.

The power of upper-funnel content: building relationships early

The importance of engaging potential customers early on their journey was another hot topic. Presenters underscored the value of upper-funnel content that nurtures awareness and fosters relationships long before a purchase decision has been made. Platforms like TikTok, Instagram, and user-generated content campaigns were spotlighted for their role in establishing these early connections.

A particularly compelling statistic emerged: 52% of online brand discovery happens on social media, with 75% of consumers researching brands on these platforms prior to making a purchase. This data reinforces what we at BIG have been advising for years—building connections from the outset is crucial for long-term success. It’s not just about the final conversion; it’s about cultivating relationships that convert over time.

AI and machine learning: transforming SEO efficiency

Artificial intelligence and machine learning are rapidly reshaping SEO practices, and BrightonSEO delivered powerful insights into how these technologies are being harnessed for efficiency. Talks by Jonathan Roberts and Lazarina Stoy revealed AI’s potential to expedite audits, anticipate user behaviours, and analyse data with unprecedented accuracy. However, balance emerged as a recurring theme; AI cannot replace the creative spark that humans bring to content creation.

Michael Suski from SurferSEO cautioned against flooding the internet with low-quality, AI-generated content, advising brands to focus on quality while gradually increasing content production by 20-30% annually. His advice is particularly timely given Google’s latest core update, which penalises content produced solely for rankings.

Paid media is also seeing AI-driven evolution, with the technology being used in two key ways: Reinforced Learning, where platforms learn from data to enhance performance, and Generative AI, which serves as a creative catalyst. This is especially pertinent in B2B marketing, where extended sales cycles can benefit from AI’s ability to optimise campaigns like Google Ads Performance Max.

Putting users first: the rise of user-centricity

User-centric content emerged as a pivotal theme, with speakers emphasising that understanding and addressing genuine user needs is crucial. Sophie Coley drove home the point that content should not merely chase clicks but provide genuine value to the audience. While AI can predict trends and user needs, it is human insight that truly captures the emotions and challenges faced by the audience.

At BIG, our content strategies embody this philosophy, ensuring that while AI aids efficiency, the human touch ensures content truly resonates. Our user-centric approach goes beyond generating clicks; it builds trust and fosters long-lasting relationships with the audience.

Technical SEO and  getting the basics right

While AI and creativity stole the spotlight, the importance of technical SEO remained a vital takeaway. Nikki Halliwell’s discussion on site migrations highlighted the risks associated with neglecting technical SEO elements, such as improper redirects and poor indexation, which can severely impact search rankings.

BIG has always championed technical precision. Without robust technical SEO, even the most creative content can fall short. This is a timely reminder that while automation can handle some heavy lifting, ensuring that a site is properly indexed and crawlable is still fundamental.

Bonus insight: exploring new paid media avenues with Spotify and WeAre8

James Armstrong’s case studies provided a fresh perspective on paid media, spotlighting platforms like Spotify and WeAre8 as viable alternatives when traditional channels underperform. Spotify’s contextual targeting, along with non-skippable ads and a low-budget entry point, makes it an appealing choice for brands. Moreover, the platform’s inclusion of free voiceover features adds value for smaller campaigns.

WeAre8, a lesser-known platform, also made waves with its impressive 99% video ad completion rate, far surpassing Meta’s 0.47%. For marketers aiming to diversify their paid strategies, WeAre8 represents a compelling opportunity to capture and retain audience attention.

The BrightonSEO October 2024 conference served as a powerful reminder of the importance of balance—whether it’s between creativity and technical SEO or the interplay of human insight and AI.

At BIG, we’re already integrating these trends into our workflows, combining cutting-edge AI capabilities with deep expertise in content strategy, brand building, and user experience.

By continually refining our approach and applying these insights, we’re confident in our ability to help clients navigate and thrive in the increasingly AI-driven landscape of digital marketing.

For brands aiming to stay ahead, the key is clear: embrace the potential of AI, but never forget the irreplaceable value of the human touch.

John Swinney, a seasoned politician and senior figure in the Scottish National Party, has recently been thrust back into the spotlight as Scotland’s new First Minister. Our public affairs team has taken a look at the career of the man who has been at the centre of Scotland’s administrations for 16 out of the last 17 years – and what his return to frontline politics will mean for you.

Constituency record:

MSP for Perthshire North (Constituency) 2011 – present day

Former MSP for North Tayside (Constituency) 1999 – 2011

MP for Tayside North (1997-2001) 

Top of Form

Biography

Born and raised in Edinburgh, Swinney worked in finance before entering politics, joining the SNP in 1979 at the age of 15. He rose through the party ranks, becoming secretary at 22 and forming close relationships with former leaders Gordon Wilson and Alex Salmond.

Swinney succeeded Salmond as SNP leader in 2000 but faced challenges during his leadership, with losses in elections and internal party strife. After stepping down as leader following disappointing results in the 2003 Holyrood and 2004 European elections, he continued to play a significant role in the party under the leadership of Alex Salmond and Nicola Sturgeon

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He has held various senior positions within the Scottish Government, notably as the Cabinet Secretary for Finance and Sustainable Growth from 2007 to 2016. In this role, he was responsible for the Scottish budget and played a key part in promoting Scotland’s economic development and fiscal policies.

In 2014, Swinney took on the role of Deputy First Minister and in 2016 became Cabinet Secretary for Education and Skills, a testament to his versatility and senior position within the government. His tenure in education was marked by efforts to improve the Scottish education system, though he also faced criticism over educational policies and school assessments.

Swinney announced his resignation from government in 2023 when Nicola Sturgeon stepped down but returned to the limelight as a candidate for the SNP leadership following Humza Yousaf’s resignation.

 Since announcing his intention to stand, he has emphasised party unity as the best means to achieve independence and has rejected the notion he is a “caretaker” leader, stating his determination to lead the SNP through the upcoming General Election and 2026 Holyrood elections. 

Politically, John Swinney was a close ally of both Alex Salmond and Nicola Sturgeon and is considered to be on the party’s centre ground. A well-respected senior member of the SNP with a reputation for competence, he has expressed an intention to work with all parties on an issue-by-issue basis to pass legislation rather than simply rely on votes from the Greens.

Political Context

In assuming the party leadership and the office of First Minister unopposed, Swinney has secured the backing of Kate Forbes, his only likely challenger, in return for what is expected to be a significant cabinet role for Forbes. 

This unofficial pact may quell some of the internal discontent and division with the SNP – Swinney has explicitly stated that he believes the party is not as “cohesive” as it needs to be and has stated his intention to reunify different strands within it. 

Such an approach, and the return of Forbes to a front-line role, signals an attempt to combine Swinney’s stated centre-left credentials, and his declared mission of ending child poverty, with a renewed focus on economic growth.

It remains to be seen whether Swinney’s goal of reunifying the party will dampen expressions of internal discontent or lead to an improved polling position for the SNP ahead of the coming UK general election. 

Policy Positions

Economy

John Swinney has articulated a vision for Scotland’s economy centred on the concept of a wellbeing economy. This approach aims to transform the economy into one that not only grows but also serves the needs of current and future generations within safe environmental limits. He has emphasised the importance of a worker- and community-led just transition to a net-zero, nature-positive economy that prioritises equality, human rights, and fair work.

In his discussions and lectures, Swinney has also highlighted the need for Scotland to rebalance its economy to promote innovation and productivity. He supports using a comprehensive range of policy tools, including taxation, regulation, and public spending, to diversify Scotland’s industrial base and enhance manufacturing and productivity. As someone who adopts a gradualist, rather than fundamentalist approach to achieving independence, he sees devolution and independence as opportunities to implement policies that are aligned with Scotland’s unique strengths and challenges​.

In his leadership acceptance speech, John Swinney committed to an economic vision that involves tackling the cost-of-living crisis, supporting sustainable job creation, and improving essential infrastructure like housing and transport.  

Transport

As part of the Salmond and Sturgeon administrations he was involved in projects such as the opening of the Borders railway and the nationalisation of ScotRail.

His work in the parliament has also touched upon integrating public transport systems to improve accessibility and efficiency. This involves supporting initiatives that align with broader Scottish transport strategies, such as the enhancements of the Clyde Metro and strategic bus priority measures, which aim to bolster the public transport network and address issues like accessibility and regional connectivity​.   

John Swinney has been involved in discussions and developments concerning the A9 dualling project over many years, often expressing concerns about the project’s scope and financial implications. In 2008, Swinney, then the Finance Secretary, raised alarms about the significant costs and potential difficulties of the A9 dualling project. This occurred just before the formal announcement by then First Minister Alex Salmond, committing to the project’s completion by 2025​.  Despite these concerns, Swinney has also acknowledged the importance of the A9 dualling for enhancing road safety and  economic opportunities in the region. This suggests he may take difficult decisions if he believes they’re right, even when they could affect his own electoral prospects. 

Tourism

John Swinney has expressed strong support for the tourism sector, recognising its crucial economic contribution to Scotland. In his address at the SNP conference in 2021, he highlighted the government’s financial support for the tourism industry, particularly in light of the challenges posed by the pandemic. This support included significant monetary allocations aimed at aiding the hardest-hit sectors of the economy, with tourism receiving £25 million to help mitigate the impacts of the crisis.

Energy

Generally, John Swinney’s policy is likely to align with the broader SNP stance, which balances the economic benefits of oil and gas revenues with a strong commitment to renewable energy and Scotland’s transition towards net-zero emissions. He has signalled in recent weeks that he wants to move away from some of the Green-led policies of the last three years, stating that the net zero transition must “work with and not against” Scotland’s oil and gas industry. Swinney has also discussed the inadequacy of UK energy support schemes for businesses without broader reforms to the energy market, suggesting that more substantial changes are necessary to ensure energy affordability and sustainability.

Environmental and Rural Affairs 

John Swinney has shown a strong commitment to addressing environmental issues and supporting rural affairs within Scotland’s government. He has been part of efforts to promote policies that ensure sustainable development and environmental conservation, recognising the intrinsic link between rural affairs and Scotland’s overall economic health. His approach typically emphasised the need for sustainable practices that support both the economy and the environment, aligning with broader government strategies aiming at a wellbeing economy that includes significant environmental components.

Healthcare

John Swinney has expressed a strong commitment to healthcare, emphasising the importance of increasing funding for the NHS, and oversaw an overall increase in health spending during his time as Finance Secretary.

In 2023, charities voiced concerns to John Swinney, then Acting Finance minister that the proportion of funding specifically for mental health services had effectively reduced in real terms.  

In his leadership acceptance speech, John Swinney highlighted a commitment to addressing challenges faced by the NHS among other priorities. He emphasised the importance of collaborative work across party lines to enhance public services like healthcare and improve the overall welfare of Scotland.

Housing

John Swinney has been engaged in addressing several aspects of Scotland’s housing crisis, throughout his time in government, particularly focusing on social housing and the broader challenges of the housing market.

Swinney has highlighted social housing as a critical area, expressing concerns about budget cuts from the UK government that could impact Scottish housing policy. He has urged for considerations that would prevent disproportionate cuts in Scotland compared to other parts of the UK, emphasising the unique challenges and achievements in keeping social rents low in Scotland​. 

Swinney has also been involved in discussions around fiscal policies impacting housing, advocating for the Scottish Government’s ability to design distinctive approaches to address these challenges, aligning with a vision of a fairer society. In his acceptance speech for the SNP leadership, he expressed a commitment to addressing the housing crisis in Scotland. He emphasised building more homes as part of a broader vision to create a dynamic and inclusive Scotland.  

Education   

John Swinney’s tenure as Education Secretary from 2016 onwards was marked by ambitious goals and varied results. He focused on improving Scottish education through strategies that aimed at both excellence and equity. A key pledge during his time was to close the attainment gap, a longstanding issue in Scottish education. Despite efforts and investments, including over £750 million through the Attainment Scotland Fund, progress in closing this gap has been mixed.

Criticism and support for Swinney’s policies have been mixed among educators and political figures. He was known for being open to dialogue, often engaging directly with teachers and educational leaders to discuss and refine his policies. 

Fraser Paterson, a former senior adviser to Charlotte Street Partners and a Labour MSP has joined BIG Partnership as its new Head of Public Affairs. The move comes as the agency seeks to support clients through a likely change of government at Westminster. 

Fraser Paterson, who previously managed PR and public affairs at the Royal College of Physicians and Surgeons of Glasgow, brings more than a decade of experience in political relations and will continue BIG’s growth in this area. 

He began his career as a parliamentary assistant to Labour’s Anne McTaggart before setting up and running his own consultancy for six years. 

Fraser also devised and led on the Holyrood Rocks project, which focused on encouraging young people to get involved in politics and use their democratic right to vote. 

BIG’s Chief Executive Allan Barr said: “Fraser brings an exceptional understanding of the Labour party and its policies and his arrival represents another significant investment in our business’s future. We’ve inevitably seen a major increase in businesses looking to understand what the new political environment might mean. Fraser is ideally suited to advise clients who are creating the jobs and providing the investment that our economy is crying out for. In a time of significant change, it’s vital we have the right team and Fraser is an excellent addition to our existing talent.”

Fraser added: “The opportunity to join the country’s largest communications agency does not come along very often. BIG already has a well-established public affairs practice and has laid out an ambitious strategy for growth. Many of BIG’s clients are directly involved in addressing some of the most important economic and environmental challenges faced by our country. I’m excited to contribute my skills and experience in putting forward the positive agendas they have for policy-making and investment.”

This is the second public affairs hire for BIG this year. In January, senior account manager Paul Murphie, joined from Pagoda PR, where he led the firm’s public affairs practice. Paul was previously Deputy Head of Monitoring at political and intelligence research firm Newsdirect.  

The two appointments bring the strength of BIG’s public affairs team to four, with Fraser and Paul working alongside account manager Jen Scott and head of office Stewart Argo.

Barring a Devon Loch style collapse, the Labour Party will win the UK general election on July 4, Keir Starmer will become Prime Minister and Ed Miliband will almost certainly take on a senior energy policy role.

After the energy crisis of 2022, and the subsequent cost-of-living crisis that UK is still grappling with, it’s only natural that the sector, and therefore Miliband, are central to the national conversation. But while rhetoric is batted back and forth and the theatre of vote courting is scrutinised by the media, everybody knows what the end result will be.

Realistically the writing has been on the wall for a while now and the energy sector has had plenty of time to analyse, predict and overthink Starmer’s plans for the industry. To paraphrase philosopher Descartes, greater attention should be given to what people do, rather than what they say, and the conversation must now turn to what a Labour government looks like in practice.

We all know the headline pledge to create ‘GB Energy’ and headquarter it in Scotland, but the nuts and bolts of this flagship policy remain shrouded in uncertainty, while the North Sea is nervously waiting to see what the new government has in store for oil and gas. The upcoming launch of the Labour manifesto has a lot of questions to answer.

The impact of GB Energy

According to Starmer, GB Energy is an “investment vehicle” that will drive funding of clean power, rather than a publicly-owned utility as had originally been thought. The PM in-waiting believes it will encourage the private sector to invest too and will lead to “tens of thousands of jobs”. Overall, the government will spend £8 billion on GB Energy over the course of the next five years, although £3.3bn of that is ringfenced for Labour’s local power plan for small-scale clean power projects. 

In which city GB Energy will be headquartered remains to be seen, but Aberdeen, the UK’s energy capital, has a strong claim as its spiritual home. The north-east, or more specifically the North Sea, has been the source of much of the country’s energy since the 1970s, generating hundreds of billions of pounds in revenue for the Treasury in the process. 

It is a region in transition though, as the oil and gas industry continues its long decline to be increasingly replaced by renewables. Sustaining, and hopefully growing, jobs along the way is paramount, and transitioning workers from one sector to the other, as outlined by a recent Robert Gordon University report, is a challenge that Starmer and his party must negotiate. Insiders suggest the announcement of the HQ location is being kept up Labour’s sleeve to use ahead of the next Scottish Parliament election, likely to be held in 2026.

GB Energy polls well and is liked by voters, who feel that it removes fears over energy security and a reliance on foreign imports. But the public also like the windfall tax on the profits of oil and gas companies, whereas there are legitimate gripes in Aberdeen and the wider energy community over its impact on the sector’s ability, or indeed willingness, to invest in the cleaner energy sources needed. That disconnect between sector and consumer is a tightrope that Starmer must walk.

Opportunity for Starmer

The manifesto launch is an opportunity for Starmer to outline exactly what Labour’s plans are and how he intends to implement them. It must outline exactly how far Labour will go in its green pledges and whether this will be at odds with the long-term future of North Sea oil and gas. Moreover, Starmer must provide granular detail on what GB Energy actually is, beyond being a rather vague investment vehicle, and what technologies Labour are backing to meet its 2030 clean power objectives and the UK’s wider obligation to zero out emissions by 2050.

In an interesting session hosted recently by Politico, its energy reporters made the notable point that while Starmer has vowed to reform the planning system, voters may be surprised by what this physically looks like, as onshore windfarms, battery storage plants and hydrogen hubs pop up around the countryside over the coming years. It’s hardly controversial to say that a lack of infrastructure building has held the UK back, and Labour must reinforce what mandate it has to make the necessary widespread changes. As our client, DNV, has said previously, nimbyism opposition is a major hurdle in the route to net zero.

Labour are in the final furlongs of the general election race and seems poised to win by more than a length. We are now at the stage where every sector, from oil and gas to renewables, needs to know what Starmer intends to do with power.

Ben Palmer and Hamish Penman are account managers in BIG Partnership’s energy team.

There’s always an element of luck involved when working out the best time to launch a new report.

In supporting Robert Gordon University’s latest research, ‘Delivering our Energy Future’, the plan was to release the findings ahead of the UK General Election – we just didn’t know it would be the day before the Prime Minister made the call to go to the polls in July.

The report shows that the UK will fail to achieve a ‘just and fair’ transition by 2030 unless there is urgent alignment across the political spectrum to sustain UK offshore energy industry jobs, supply chain investments and the economic contribution of the workforce.

RGU analysed over 6,560 pathways for the UK offshore energy industry between now and 2030. The report concludes that UK and Scottish political decisions, rather than energy market economics, will determine the size of the workforce and supply chain, which makes the forthcoming election so important for the energy industry.

In its industry manifesto, OEUK states that by choosing a homegrown energy transition, “we can protect skills, secure investment and maximise sustainability”. This was echoed at our BIG breakfast event in Aberdeen last week, which featured representatives from operators, developers, investors and the supply chain.

There was considerable frustration around the table that the North Sea windfall tax, imposed by the Conservative government in response to the profits the oil and gas sector made during 2022’s energy crisis, remains in place, even though there are no longer windfall profits.

The Energy Profits Levy, as it is otherwise known, is to remain in place until 31 March 2029 and the Labour Party has announced plans to increase the windfall tax from 35% to 38% and extend it by a further year.

The SNP’s Westminster leader Stephen Flynn recently said that the windfall tax had been the “right thing to do” but proposals to increase the burden would stymie investment threatening jobs now and in the future. This was echoed last week by new First Minister John Swinney who said the tax had “gone too far”.

This year alone, several North Sea players have announced jobs cuts, blaming the windfall tax.

The fear amongst the guests at our roundtable was that the UK’s ‘energy resilience’ was under threat. Although the north east of Scotland is particularly affected, it was stressed that this is very much a national issue. Continued uncertainty is affecting investment, making domestic energy less competitive and increasing the UK’s exposure to costly imports.

The UK has a legally binding agreement to reach net zero by 2050 (2045 in Scotland) and the default line for politicians is that this very much remains the target. Fresh from the pandemic and the cost-of-living crisis, it is understandable that politicians are seeing net zero as an issue that can be addressed further down the line.

The UK became the first major economy in the world to halve its emissions between 1990 and 2022, which is a major accomplishment. However, what the RGU model highlights is that without pulling the right levers in the next five years, our hopes of achieving the mid-century ambitions in a ‘just and fair way’ hang by a thread.

What is required is a more joined up approach between industry and government. Our event showed that industry is chomping at the bit to engage with political parties of all colours and demonstrate the real impact of recent political decisions on workers.

The North Sea has the potential to be repurposed as a world-class, multi-energy basin. Only grown-up discussions can ensure that this ambition becomes a reality.

After last year’s announcements of integrating “AI (Artificial Intelligence)” into Google ads, it came as no surprise that Google Marketing Live 2024 was building upon this, taking the next steps to maximise the potential of the tool through some impressive innovations. This year highlights the new era of AI, new product launches, and strategic growth opportunities. We will explore some of the key features that were announced at the event and ones that we here at BIG were really excited to hear about.

AI Powered Shopping Ads

Users are starting to search in new ways, from asking more complicated questions through images and more. However, more avenues of search correlates to more opportunities to advertisers. Google is starting to test search and shopping ads in AI overviews. This allows advertisers to integrate short-form product videos, and virtual trying on with viewers now able to see how items fit by selecting different body types as well as 3D spinning. This allows shoppers to engage with products in a brand-new way before committing to purchases, the idea is to help sway them to click on ads and increase confidence. Even with strong creative assets, shoppers are always weary of making financial decisions without the physical product in hand. Enabling consumers to gauge a better understanding of the products in a virtual environment will help increase online sales.

Optimise

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This year will see additional changes being made to Performance Max (Pmax), with Google pushing the campaign type to advertisers to help optimise their campaign performance. Despite some advertiser’s concerns with Pmax, the campaign did see a multitude of changes with new AI-powered tools helping advertisers speed up the creation of high-quality assets across multiple channels by 5x.
Additionally, slightly more control is returning to advertisers to help maintain brand image. This comes in the form of guardrails such as the introduction of fonts, colours, and imagery to campaign creation. Google is starting to understand the importance of simultaneously having performance increases in campaigns whilst maintaining brand image within campaigns. Therefore, the introduction of these guardrails and editing capabilities will help rectify this issue.

Furthermore, Pmax is seeing more reporting and bidding optimisation options. For reporting, Pmax will now allow users to conduct placement reporting and exclusions for YouTube to help allow advertisers to ensure ads are being seen within more relevant videos. Additionally, asset-level reporting is being introduced. This allows for a breakdown of conversion performance on individual assets, allowing advertisers to gain an understanding of which forms of creative are working best for their ads. This is an interesting feature that will help to spark additional testing within Pmax campaigns, with advertisers having the confidence that comparing different assets will yield fruitful data that can be used within future campaigns by helping to understand what creatives help to reach intended goals.

Moreover, Smart Bidding will also see the introduction of profit maximisation. This will allow for campaigns to optimise profits within Pmax campaigns. This is achieved by using data from cart-level conversions against the cost of goods being sold in the Merchant centre, with Google reporting that profit maximisation has seen a 15% increase in profits for advertisers. The introduction of a new smart bidding features offers an opportunity for advertisers to run simultaneous campaigns against each other to help understand the impact that this is having on their performance and meeting specific goals. The introduction of profit maximisation could be particularly useful for campaigns where KPIs are focusing on ROI (Return on Investment).

The” Power Pair”

“Complimentary” was the word of the day, coming up a multitude of times when being asked what type of campaign should be running within certain scenarios such as Search, Demand Gen, etc. The compliment? Performance Max… The complementary mixture of campaigns alongside the use of performance was branded as the “power pair” helping to increase conversions, with the recent changes made to Pmax, this is an understandable statement from Google.

However, with changes to search and Pmax, this also saw changes to demand gen. AI-powered video campaigns are set to revolutionise YouTube advertising, with new features like stickers on YouTube Shorts and animated image ads, along with creator partnership ads, offering fresh, engaging ways to reach audiences. With these additions in demand gen video helping to reach 3 billion users across YouTube and Gmail.

While Pmax still has it doubts, from advertisers seeing less control over their campaigns and putting large amounts of trust into AI, Google remained adamant to continue running Pmax alongside other campaigns to see maximum results. An interesting statement, despite the question of running both campaigns simultaneously cannibalising each other. A question that was quickly shot down, stating the advertisers pushing Pmax are seeing a 27% increase in conversions with similar costs. Google is clearly pushing Pmax even more and wants advertisers to become more comfortable with the campaign type.

Preparing for a Cookie-less World

Something that had our close ear was the changes being made to first-party data with cookies slowly being phased out from Google, with Chrome seeing a 100% phase-out by early 2025. The first change made by Google was the availability of its data manager tool to all advertisers. This allows for a centralised hub for all first-party data (conversions, emails, surveys, etc.) into a single analytics hub. Data privacy remains a top priority for Google, and this helps to ensure transparency and control over data usage whilst simultaneously simplifying reporting and making advertisers’ life easier. As the industry moves towards a cookie-less era, Google is helping advertisers transition by emphasizing first-party data collection and AI-powered measurement solutions with the centralised hub being a stepping stone. Google stated that in the cookie-less era, advertisers will need to embrace AI as this will be crucial for powering personalised campaigns. The process since the cookies phase-out was announced has created concerns. However, this is hopefully a step in easing concerns.

Google sees the “new era of AI” helping advertisers to supercharge the entire advertising cycle, with many updates being announced influencing how advertisers work. It is exciting to see the opportunities arise soon. With many of these updates being rolled around Q3 or being trialled in different countries before the rollout into the UK, this offers opportunities for us to gain an understanding of how best to integrate and embrace these changes into how we work and help to deliver even stronger results that our clients can be proud of.

To find out more about these changes or get in contact about anything paid media related, be sure to contact the team at [email protected].