The Interactive Entertainment Scotland manifesto: laying the policy foundations for a Scottish games super cluster

On Tuesday 17 February 2026, Interactive Entertainment Scotland (IES), part of UKIE, published its first manifesto ahead of the Scottish Parliament elections in May 2026.

At first glance, it is a concise aspirational document with three clearly defined priorities. In substance, however, it appears to be something more significant: a deliberately targeted attempt to reposition games and interactive entertainment as a strategic policy concern for the next Scottish Government, at a moment when Scotland is openly debating how to become a global leader in games development.

The manifesto lands just weeks after the publication of Level Up Scotland, a national action plan developed through the Scottish Games Network that sets out an ambitious vision for Scotland to become the UK’s first “games super cluster”, capable of supporting a £1bn industry by the end of the decade. There may be a greater sense of urgency about the Level Up Scotland plan, but together the two documents project an industry that is no longer content with ad hoc recognition or fragmented support, and which is increasingly aligned around the need for coherent, long term policy engagement. 

A policy intervention, not a media moment

Unlike broader narrative building initiatives around the cultural value of games, IES looks to have aimed this document squarely at political parties, civil servants and public agencies. The objective seems to be structured engagement, informed commitments and early alignment with the priorities of the next administration.

This approach distinguishes the IES manifesto from many previous sector “plans”. It does not seek to re write Scotland’s economic strategy. Instead, it identifies specific, practical areas where relatively modest policy interventions could unlock disproportionate value. In doing so, it complements – rather than competes with – the more expansive ambitions articulated in Level Up Scotland, which argues that games should be understood as a “golden thread” running through Scotland’s wider digital economy.

Priority one: stronger, smarter policy alignment

The first priority of the manifesto focuses on how government understands and engages with the sector. Games companies sit at the intersection of creative industries, technology, education, enterprise and innovation, yet responsibility for the sector is often diffuse. The manifesto therefore calls for a focused review process to examine how existing policies interact with games businesses, and where alignment could be improved.

This mirrors a central diagnosis in Level Up Scotland: that despite exceptional productivity and global reach, the games sector often lacks a clear institutional “home” within Scottish Government. For policymakers, this creates blind spots. For businesses, it leads to uncertainty and missed opportunities.

A related theme is data. Without robust, up to date information on the scale, structure and needs of the sector, policy decisions risk being reactive or poorly targeted. Improved data would not only support better policymaking but would also strengthen the case for investment – public and private – at a time when competition for capital is intense.

Priority two: unlocking investment and supporting growth

The manifesto’s second priority reflects a challenging investment climate. While Scotland has strong early stage support mechanisms, many studios struggle to access the right finance at the right time, particularly when moving from start up to scale up.

Rather than proposing a single large funding intervention, IES emphasises collaboration and continuity. It highlights the need for closer working with existing agencies, longer term backing for programmes that already deliver value, and a targeted pilot funding scheme informed by best practice elsewhere in the UK.

This approach dovetails closely with Level Up Scotland’s call for a de risked investment model capable of leveraging private capital and supporting original IP creation. Both documents recognise that public funding alone is not the answer; what matters is alignment, predictability and an investment environment that reflects how games companies actually grow.

The manifesto also recognises the importance of geography. By engaging with Techscaler, the Scottish National Investment Bank and supporting regional clusters, it reinforces the idea that a future “super cluster” will not be a single site, but a connected network of studios, skills providers and investors across Scotland.

Priority three: talent as long term infrastructure

The third pillar of the manifesto focuses on talent, but frames it as a systemic, lifelong challenge rather than a short term recruitment issue.

Ensuring consistent access to computing science and digital creativity in schools is presented not just as an industry ask, but as an investment in Scotland’s wider digital capability. Similarly, the exploration of apprenticeships, reskilling and upskilling pathways reflects an understanding that games development skills are both highly specialised and highly transferable.

This perspective aligns strongly with the Level Up Scotland emphasis on talent retention and continuous professional development as core components of a functioning super cluster. For both initiatives, the underlying message is the same: without a resilient and adaptable skills pipeline, Scotland’s competitive advantage will erode, and potentially all the faster due to the potential impact of AI on the creative industries.

What this means for games companies

For games businesses operating in Scotland – and for those elsewhere in the UK watching these developments – the IES manifesto should be read as a signal of where policy attention is heading.

Engagement will be critical. Companies that engage with IES and SGN, and related policy processes, now are more likely to have a voice in shaping how these proposals are implemented.

Expect opportunity alongside scrutiny. As games hopefully become more central to economic strategy, issues such as IP ownership, employment practices, data governance and consumer protection will attract closer attention. Horizon scanning for regulatory change should be part of growth planning.

Structure matters. Access to funding, investment and reliefs increasingly depends on corporate structure and IP strategy. Early legal advice can ensure businesses are aligned with emerging policy frameworks, good corporate governance, and robust strategy.

Talent strategy is a legal issue. Immigration, apprenticeships, training partnerships and employment law, as well as the potential impact of AI, are all now central to thinking around sustainable growth.

Think long term about place. If Scotland succeeds in capitalising on early successes in its bid to build a games super cluster, decisions made now about location, partnerships and investment will have lasting implications.

Taken together, the IES manifesto and Level Up Scotland action plan suggest a sector that is increasingly focussed and determined, coordinated and policy literate. For games companies, the challenge – and the opportunity – is to be ready to meet that ambition with equally strategic legal and commercial thinking.

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