Over the past week, I’ve had a number of conversations with associations reviewing upcoming events in light of rising fuel costs and wider global uncertainty.

These are not small considerations. For many organisations, the financial and operational pressure is very real.

Before making any decision to postpone or cancel, however, there are two points that need to be clearly understood: force majeure and the financial impact of deferring event revenue into another financial year.

Force majeure is narrower than many people think

Force majeure is often mentioned at times like this, but it usually applies only where an event cannot legally or physically proceed, or where a government restriction or other major disruption makes delivery impossible.

What it generally does not cover is:

• increased fuel or travel costs
• reduced delegate appetite to attend
• lower registration numbers
• general market uncertainty

So, while conditions may be more difficult, that does not automatically mean force majeure applies. In most current scenarios, the event can still proceed, which means the contractual and financial responsibility remains with the organiser.

Insurance is much the same. War-related issues are typically excluded, so this is not a situation where many organisations will be able to rely on insurance protection either.

Postponement can create pressure across two financial years

Postponing can sometimes feel like the safer option, but it often creates a second layer of pressure rather than removing the first. As many of us saw through COVID, deferring an event into another financial year can place a real burden on both years.

That can mean:

• a revenue shortfall in the current year
• delivery pressure carried into the next year
• cashflow strain across both periods
• extra effort to rebuild registrations, sponsorship, and momentum

In simple terms, postponement does not always solve the problem. Quite often, it shifts it forward and makes it heavier.

Adapt the event before abandoning momentum

The better question may be: what does the right version of this event look like in the current environment?

For some associations, that may mean:

• refining the scale of the event
• tightening the programme so the value is clear
• focusing on those who are committed to attending
• working with venues and partners to manage commercial exposure
• adjusting delivery, rather than abandoning momentum

What I am seeing from some is not a rush to pull back, but a willingness to adapt sensibly and continue to serve their members.

Associations play an important role in times of uncertainty. When industries are under pressure, people often need connection, perspective, and practical support more, not less.

That does not mean pushing ahead blindly. It means making careful decisions with a clear understanding of both the legal position and the financial consequences.

For many, a well-considered adjustment may be a better path than a postponement that simply pushes the burden into the next financial year.

If you are weighing up your options, take the time to test the assumptions before making the call. In the current climate, adapting may well be the more sustainable decision.