Members of the IAPCO Council at the 2026 Annual Meeting © All photos courtesy of IAPCO

At a time when the global meetings industry is under increasing pressure to deliver more meaningful, measurable, and responsible outcomes, the role of Professional Congress Organisers (PCOs) is undergoing a profound transformation. Across sustainability, talent development, and education, a new model is emerging: one that positions PCOs not just as organisers, but as strategic partners in shaping impact.

During the recent IAPCO AM&GA in Athens, our Magazine Manager, sat down with representatives from the Sustainability, Next Gen & Advocacy, and Training Academy Committees to portray a clear picture of how that transformation is taking shape.

Sustainability: Moving from Ambition to Implementation

Sustainability is no longer a differentiator, but a business expectation. Increasingly embedded in RFPs and client demands, it has become a baseline requirement across the industry. Yet, the challenge lies not in awareness, but in execution. For Ajay Bhojwani, Sustainability Committee Chair at IAPCO, the gap is clear: “While there is a lot that is being discussed, what is actually being implemented is still quite limited. Many organisations are still operating at a very basic level.”

This disconnect is precisely what the new IAPCO Sustainability Toolkit aims to address. Designed as a practical, structured resource, it goes beyond environmental checklists and tackles the deeper issue of organisational integration. “There are still gaps in terms of tools, processes and guidelines,” Bhojwani warns. “That is often what prevents sustainability from being deployed at the level it should be.”

A key shift lies in moving from event-based actions to organisational transformation. “Many PCOs can deliver sustainable events,” he notes, “but their organisations are not always designed with sustainability at their core.” The toolkit therefore introduces a strong focus on corporate sustainability, embedding principles into governance, operations, and decision-making processes. The ambition is clear: sustainability should not be activated per event, but embedded across the entire organisation.

At the same time, implementation remains constrained by practical realities. Cost continues to be a barrier, particularly in destinations where sustainable solutions carry a premium. “If something costs two or three times more, it quickly becomes a ‘nice to have’ rather than a priority,” admits Bhojwani (pictured below), Middle East & Africa Managing Director at MCI Group. This is where ecosystem alignment becomes critical. From venues to suppliers and destinations, collaboration is essential to scaling solutions and making them more accessible. “We need to create guidelines that align the entire PCO community,” Bhojwani says, “so that everyone is working towards the same objectives.”

While he dismisses the idea that sustainability will regress, he does acknowledge a more subtle risk. “The real concern is stagnation. Without the right support, especially at government and policy level, the pace of progress could slow down.”
 

Emerging Leaders: From Future Promise to Present Reality

If sustainability defines the what, talent defines the who. And according to the Next Gen Committee Chair, Giulia Sarri, the industry must urgently rethink how it engages with its next generation. The recent move from ‘Next Gen’ to ‘Emerging Leaders’ is more than a rebrand: it reflects a fundamental change in mindset for the IAPCO community. “We are already here,” she states. “The challenges we face are not future challenges, they are the challenges of today.”

This disconnect has tangible consequences. Talent retention remains one of the industry’s most pressing challenges, and Sarri believes part of the issue lies in how roles are structured. “There is still a divide between operations and strategy,” she explains. “Younger professionals are often asked to execute, but not to contribute to the bigger picture.” Yet expectations have changed. New generations want purpose, involvement, and the opportunity to co-create. “They want to understand why they are doing something. They want to be part of the decision-making process.”

Without that engagement, organisations risk losing not only talent, but also relevance. “If you are kept in a box, you will never understand the real challenges the industry is facing,” she adds. Purpose, therefore, becomes a central driver, not only at event level, but at organisational level. It influences everything from internal culture to destination selection, and ultimately shapes the impact of the events themselves.

This shift towards impact management also reflects a broader redefinition of what PCOs are expected to deliver beyond logistics. Increasingly, the conversation is moving towards outcomes that are measurable not only in operational terms, but in behavioural and societal terms. As the Head of Service Design at AIM Group International, Sarri (below), puts it, “we first need to understand the starting point of all stakeholders and participants, and then define where we actually want to take them. What is the end result we are aiming for?” For her, this is where the discipline begins to evolve: “we need to define the behavioural change we are trying to achieve.” From that point onwards, the process becomes increasingly structured, requiring new hybrid roles that combine data interpretation, strategic thinking, and narrative design.

Encouragingly, there are signs of progress. Initiatives such as IAPCO’s Sustainability Awards demonstrate a broader understanding of impact, integrating environmental, social, and legacy dimensions. “For 2026, the focus will be much more quantitative and evidence-based. The goal is to strengthen engagement with governments and ensure that political decision-makers are fully aligned and supportive of the value that the industry creates,” Sarri concludes.
 

Training & Education: Building Capacity for a Changing Industry

Whilst talent is the engine, education is the infrastructure that enables it. And in a rapidly evolving landscape, capacity building has become a strategic imperative. For Stephen Noble, Chair of the IAPCO Training Academy, the challenge is not a lack of knowledge, but the pace at which it evolves. “Our industry is changing so quickly that many PCOs are asking how they can keep up,” he explains. “The fundamentals remain the same, but there are now many more layers on top.”

These layers, sustainability, regional complexity, AI and technology, are redefining the competencies required from professionals. Yet they also introduce a fundamental tension. “AI is improving productivity,” Noble notes, “but it is not necessarily improving profitability.” This gap between efficiency and commercial performance is becoming a critical area of focus. “A project manager might now handle four projects instead of three,” he says. “But the question is whether that actually improves the financial outcome of the business.”

In response, the Training Academy is shifting its approach. Rather than focusing solely on static knowledge, it is prioritising frameworks and tools, particularly around assessment, implementation, and measurement. At the same time, the fundamentals remain nonnegotiable. Financial management, risk assessment, and operational excellence continue to underpin the profession. The challenge lies in balancing these core competencies with emerging skills.

Education is also becoming more accessible and more structured. Through initiatives such as the webEDGE platform and the introduction of individual accreditation pathways, IAPCO is creating clearer entry points into the profession. “We are now providing a tangible outcome,” explains Noble (portrayed below), Asia Pacific Manager at The Conference Company. “If someone invests their time, they gain a recognised credential that validates their skills.” This is particularly important in addressing one of the industry’s most persistent challenges: visibility. “We are not naturally good at showcasing what we do,” he admits. “We operate behind the scenes, and that makes it harder to attract new talent.”

By strengthening advocacy, improving access to education, and formalising career pathways, the industry is beginning to reposition itself, not only as a service provider, but as a professional discipline in its own right.
 

The GDS-Awards will take place on 17 June 2026 in Szczecin, Poland, as part of the broader GDS-Forum & Impact Day (16–18 June 2026). The Awards act as a key moment within the programme, bringing together destinations, organisers and industry stakeholders to recognise initiatives and individuals advancing sustainability, impact and regenerative approaches across the global business events ecosystem.

The GDS-Movement sits at the centre of this ecosystem. It convenes destinations, organisers and industry stakeholders around sustainability, impact and regenerative economy principles, supported by research, white papers and practical tools designed to accelerate real-world implementation. Its work operates at the intersection of measurement, behaviour change and system-wide collaboration, challenging the sector to move beyond aspiration into credible, accountable action.

This year’s edition features three core categories – the Impact Award, the Innovation Award, and the newly introduced Changemaker Award – each reflecting a different dimension of transformation within destinations and the wider events ecosystem.

Team photo of the organisers of the GDS-Forum & Awards 2024 in Bruges © GDS-Movement

IMPACT AWARD (in collaboration with #MEET4IMPACT)

The Impact Award recognises destination management organisations that are actively building structured approaches to legacy and long-term societal impact through business events. It highlights destinations that are embedding economic, social and environmental outcomes into their event strategies, moving beyond isolated initiatives towards integrated impact systems. Finalists are evaluated by an independent panel of experts.
 

Shortlisted destinations:

• Barcelona Convention Bureau (Barcelona, Spain)

Barcelona Convention Bureau’s legacy programme, launched in 2025, is designed to embed long-term impact into congress activity through structured collaboration with local stakeholders across five impact areas: economic diversification, community, knowledge sharing, environment and sectoral development.
 

• Göteborg & Co, Gothenburg Convention Bureau (Gothenburg, Sweden)

Göteborg & Co’s EVS38 congress in 2025 brought together around 80 stakeholders across sectors to strengthen Gothenburg’s leadership in sustainable transport and electromobility, combining demonstration projects, education and talent initiatives within a unified legacy framework.
 

 
 EVS38 Congress 2025 at the Swedish Exhibition & Congress Centre in Göteborg | Photo: House of Vision/Göteborg & Co. 
 

• Invest in Bogotá (Bogotá, Colombia)

Invest in Bogotá’s Beyond the Event programme integrates environmental, social and economic measurement into a single model, allowing organisers to quantify and act on impact while linking carbon compensation initiatives to local community benefits.
 

• Fáilte Ireland (Ireland)

Fáilte Ireland’s Business Events Impact and Legacy Programme, embedded in its national strategy, combines training, funding, storytelling and structured impact frameworks to ensure conferences deliver measurable value aligned with national priorities and the UN SDGs.
 

Inside the GDS-Forum 2026: The Industry’s Shift to 'Proofs Not Promises'
 

INNOVATION AWARD

The Innovation Award recognises destinations that are developing new approaches, tools or programmes to improve sustainability performance in measurable and scalable ways. Submissions are assessed based on innovation, outcomes, storytelling, engagement and leadership.
 

Shortlisted destinations:

• Gdańsk Tourism Organization (Gdańsk, Poland)

In Gdańsk, accessibility has been redefined as a participatory system rather than a compliance exercise. Since 2022, the destination has worked with auditors with disabilities who conducted 184 audits across 17 venues, leading to the development of 16 Communication Cards co-created with Deaf communities and now used across multiple venues to improve accessibility and communication.

Gdańsk's old town at nighttime
 

• Göteborg & Co (Gothenburg, Sweden)

In Gothenburg, the Gothenburg Meal project reimagines culinary identity through collective design, involving citizens, chefs and food communities in the creation of Gothenburg Royale, a sustainable reinterpretation of the city’s iconic dish built around circular food principles.
 

• Ottawa Tourism (Ottawa, Canada)

Ottawa Tourism’s À la Carte programme, launched in 2024, is Canada’s first destination-led food recovery initiative, connecting hospitality partners with community organisations to redirect surplus food towards food insecurity solutions, supported by a destination-wide impact dashboard.
 

• VisitAarhus (Aarhus, Denmark)

VisitAarhus’ campaign “So Much to Enjoy, So Close to You” reframes tourism competitiveness through proximity, positioning the region as a low-emission destination while embedding sustainability across strategy, media production and measurement.
 

Redefining the Role of DMOs in a Regenerative Event Economy with #MEET4IMPACT
 

CHANGEMAKER AWARD (NEW for 2026)

The Changemaker Award is a new category recognising individuals driving regenerative transformation within destinations. It highlights professionals who are translating ambition into implementation, enabling cross-sector collaboration, and embedding regenerative thinking into destination practice.

Unlike the other categories, the winner will be decided through a live community vote during the GDS-Awards ceremony.
 

Shortlisted individuals:

• Matti Pollari (Visit Tampere, Finland)

Matti Pollari has played a key role in embedding sustainability into Tampere’s wider urban and climate governance structure, ensuring tourism is not treated as a parallel agenda but as part of city-level transformation. His work focuses on aligning destination development with municipal climate objectives, strengthening stakeholder coordination across public and private actors, and advancing structured carbon-neutral tourism pathways. He has also been instrumental in operationalising the Sustainable Travel Finland framework locally, translating national ambition into practical tools and measurable progress at destination level.
 

• Jac Callan (Visit Belfast, Northern Ireland)

Jac Callan has been a driving force behind Belfast’s shift towards a more regenerative and impact-led destination model. Her work focuses on building a connected ecosystem across venues, industry partners, community stakeholders and policy actors, ensuring sustainability is embedded as a shared responsibility rather than a standalone programme. She has helped move Belfast from project-based initiatives towards a more structured, city-wide approach to regeneration, with particular emphasis on collaboration, long-term legacy thinking and practical implementation within the business events space.
 

• Fanny Beaulieu Cormier (Tourisme Montréal, Canada)

Fanny Beaulieu Cormier operates at the intersection of strategy, capability-building and delivery within Montréal’s regenerative tourism agenda. Her work has centred on developing a clearer strategic direction for sustainable tourism while actively building the partnerships and funding structures needed to make implementation possible. She has trained hundreds of stakeholders across the ecosystem, strengthened alliances between public and private actors, and supported the development of initiatives that link destination performance with tangible community and environmental outcomes. Her focus is on ensuring regenerative tourism is not conceptual, but operational and embedded across the destination system.
 

• Petra Stušek (Ljubljana Tourism, Slovenia)

Under Petra's leadership, Ljubljana has become a recognised sustainable destination where tourism supports community, culture and daily life. The city's tourism strategy has been explicitly linked to quality of life for residents, with strong emphasis on inclusion, seasonality management and community participation. She has actively worked to ensure residents are part of decision-making processes around tourism development, while also strengthening Ljubljana’s international role as a reference point in regenerative destination thinking. Her approach consistently frames tourism not as a pressure point, but as a tool for improving urban liveability and long-term resilience.
 

The Hague & Partners Convention Bureau (TH&P), in collaboration with the European Society of Association Executives (ESAE), presented a comprehensive white paper at IMEX Frankfurt in May that explores the resilience of associations: "Exploring the Geopolitical Scenario: Implications for Associations." Our HQ Magazine Manager, Manuel Fernandes, went to talk to the Dutch city to break down some of the telltale signs of an industry groping its way forward.

The joint white paper highlighted the growing concerns in a sector at a strategic crossroads, exploring how global instability is shaping the future of associations and non-profit organisations. Based on qualitative insights and a global survey of 99 association leaders, the report revealed that 85% of organisations have already experienced disruptions due to geopolitical instability and 88% expect new challenges. As the document proves, today’s challenge is not a one-off event; it is the scale, speed and interconnectivity of instability itself. The target audience for this survey was executives from European and international associations; other types of organisations represented in the sample included members of professional societies, non-profit organisations, and charities. While the sample was not entirely randomly selected, it was drawn primarily from a relevant and informed segment of the target population: ESAE members, TH&P’s client database, and Watterston Associate’s database. An estimated 4,500 people participated in this online survey.

“The first phase of the research provided a structured framework for the development of the final survey questions. Facilitated discussion among the select group of association executives determined that the main thematic dimensions of the research should be around geopolitical trends and their impact on various aspects of association operations, the impact of technology and, of course, the impact on association events,” explains Bas Schot (on the right), TH&P Head of Convention Bureau. Many of the themes raised – such as concerns about event security, value-driven destination selection and rising anti-DEI sentiment – were echoed in the wider survey responses. “We see funding shifting away from topics our network cares for, particularly infrastructural funding for associations just to exist in the social fabric, to convene and bring people together and to have the space and safety to forge the future together this way,” one of the respondents said.
 

“An important aspect of our work is to act as connectors for innovation ecosystems, where associations can liaise with local industry peers around content,” Bas Schot

The Hague, Netherlands

Event planning is moving into a phase subject to travel restrictions, reputational concerns and growing doubts about location, formats and inclusivity. However, just over a quarter of the respondents said that recent geopolitical developments had negatively impacted their ability to hold events in Europe. “We think in terms of opportunity,” Schot says. “The fact that 64% of associations reported no impact on their ability to host events in Europe, coupled with a growing emphasis on value-based destination selection, places relatively neutral cities like The Hague in a strong position. Our positioning as a strategic partner, and not just a supplier, gives us a competitive edge in an increasingly cautious market.”

Another telling statement comes from the role of values in decision-making: “We used to select a venue based on geography and price; now it is all about signals.” Risk planning scenarios and stakeholder influence have become standard practice even for medium-sized congresses. “Destinations today face the challenge of balancing commercial imperatives with values alignment. The white paper observes a shift from decisions based on costs and geography to those based on signals, ethics and identity,” Schot adds. While destinations like The Hague can promote neutrality through diplomatic infrastructures, they must now be selective in the types of partnerships they promote. “When the nature of an event conflicts with a destination’s identity, remaining neutral may not be possible, especially in areas such as human rights, DEI or cybersecurity. This can mean assessing mutual suitability, supporting risk planning or even withdrawing from the partnership when values are not aligned.”
 

“We see funding shifting away from topics our network cares for, particularly infrastructural funding for associations just to exist in the social fabric, to convene and bring people together and to have the space and safety to forge the future together this way,” one of the respondents said.

In the tech world, associations regard cybersecurity as an emerging key concern, although most of them have not yet been attacked or threatened. However, there is a general perception of vulnerability in the face of the wealth of member data, sensitive documents and political positions that could fall into the wrong hands. “Many associations are becoming more proactive: 54% have implemented multifactor authentication, 50% offer staff training and 49% use secure cloud storage. However, 23% still lack formal measures, indicating uneven preparation across the sector.” Some respondents report outsourcing cybersecurity or assigning responsibilities to internal staff, but few have fully integrated it into the governance strategy. “Some associations that manage and support volunteers (around 23%) have systems that are susceptible to compromise due to the lack of security in the systems used by the volunteer team,” Schot reports.

The paper’s findings point to a sector that is cautiously optimistic about innovation, but which is still at the beginning of its journey. One trend that has yet to be explored is the growing role of host destinations as innovation partners. As one respondent put it: “We are not just looking for event spaces anymore; we are looking for ecosystems.” In The Hague, various innovation ecosystems are categorised by sectoral clusters, where associations can interact with the city’s business offerings. “After COVID-19, we embarked heavily on innovation, where we introduced interested partners to the Event Design Canvas, a tool that analyses the event’s strategy and ensures alignment with the association’s mission. Today, our Impact Hubs, such as Apollo 14, and Innovation Labs, such as The Hague Tech, are ecosystems for this innovative ethos. There is also collaborative funding that considers the impact of the event for the cluster and the city.” concludes Schot.
 

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The 64th ICCA Congress concluded on Wednesday after a dynamic four-day event in Porto that brought together 1,514 delegates, from 81 countries. Drawing on the theme “Charting the Course,” this year’s Congress featured an ambitious new multivenue format, intentional design for participation, and a focus on sustainability, innovation and legacy.

Setting the record for the largest Congress ever to be held in continental Europe, the dynamic, immersive experience serves as a blueprint for future multivenue congresses, and further solidifies ICCA's place as the global leader in global business events.

Held across 9 iconic locations, including the historic Alfândega Congress Centre and stunning venues in the heart of Porto’s cultural districts, the Congress offered delegates the opportunity to explore five distinct content tracks, including Impact & Sustainability, Future Leadership & Resilience, Purposeful Business Models & Start-Ups, Innovation & Technology and The Creative Edge.

One Congress, Hundreds of Unique Experiences

The immersive Congress programme allowed participants to chart their own course and design their own experience, with five content tracks that allowed for individual exploration of key topics and interactive sessions with bold-name leaders across the business events space. Highlights of the event included:

• Multi-venue engagement model: Delegates moved among diverse spaces throughout the city, transforming the congress into an immersive, city-wide experience.
   
• Interactive and participatory design: The agenda emphasised peer learning, networking, and storytelling rather than passive presentations, reflecting evolving expectations in the meetings industry.

• Sustainability and legacy built in: Sessions on future-focussed models, inclusive design and industry impact underscored ICCA’s commitment to responsible business events.
   
• Global networking in action: With delegates from all corners of the globe, the event reinforced ICCA’s position as a premier platform for association and business-events professionals.

ICCA CEO Dr. Senthil Gopinath said: “Porto has enabled us to take a bold step forward in how global meetings are designed and experienced. We asked our community to chart the course, and you responded with energy, insight and connection. This is not simply an event — it is a movement toward greater relevance, innovation and impact in our industry.”

Luís Pedro Martins, President of Porto and North of Portugal - Convention & Visitors Bureau: “We have a strong sense of mission accomplished. It has been four challenging and intense days of work, but I believe we can all be proud of what we have achieved together. This ICCA Congress will go down in history as the first ever to take place across multiple venues — nine in total, spread throughout Porto, Vila Nova de Gaia, and Matosinhos. We have proven that this innovative format is not only possible but highly successful, thanks to the extraordinary effort and collaboration of so many people. Our sincere thanks go to ICCA for placing their trust in Porto and the North of Portugal to host such a prestigious event, to Visit Portugal for joining us on this ambitious journey, and, above all, to all our partners and our dedicated team, whose hard work and commitment made this achievement possible.”

The Congress has come to a close, and preparations have begun for the next global gathering in Panama City, Panama, from 8-11 November 2026. ICCA looks forward to another exciting Congress that includes members from all around the world in a collaborative and innovative event celebrating the impact and legacy of international business events.

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The key challenge with delivering a great Customer Experience (CX) is ensuring that the entire journey is at the same level of excellence. Therefore, associations need to step away from measuring post-event CX and focusing on a sub-set of elements of the journey. This means that processes need to be put in place to capture feedback continuously, allowing to adapt and predict the experience and measure the impact.

AUTHOR: SVEN BOSSU, CEO, AIPC

That is why a different type of measurement needs to be put in place. For example, when it comes to registration, it is very interesting to know what the percentage of delegates is that managed the complete registration in one go and the average time it took. Having that information at hand instantly, allows to detect and repair problems, which can ultimately have an impact on registration figures.

Because that is the other problem with satisfaction survey: how do you translate the results into increase of revenues, decrease of costs or any other objective the association might have? We all strive to increase our Net-Promotor- Scores (NPS) and it is a really good indicator of the fact that a member is satisfied with the value offered. Ultimately, however, NPS and other Voice-of-the-Customer (VoC) metrics provide useful data, but they do not provide enough context to truly identify a CX problem – or solve it.
 

Resilience and AI-agents

So, how do you start with journey measurement? The first step is to understand the goals of your members – when, for example, they attend your conference – and to link these goals with the objectives you have as an association. By instance, one of the primary goals of the AIPC members when attending the annual conference is to network with their peers, which is linked to a key objective of AIPC – the creation of a global network of convention centre professionals. The second step is to map out the journey the delegate will make to achieve that goal, which will most probably be a multichannel journey. The AIPC delegate will look at the delegate list to identify the persons she/he wants to connect with, use the event-app to connect with that person, use the signage at the event to make it to the networking zone, look for a place to sit and have a coffee while having that meaningful conversation, and exchange contact details via the event-app. The third step is to track the different elements of that journey. If the “connection” functionality of the event-app is not used, but the networking zone is full all the time, it means that we are missing an element in the journey. Which in the case of AIPC could simply mean that, because it is a relatively small event, participants do not use the app to connect, but simply look at the delegate badges to find somebody – in which case, the badges need to be designed to this purpose, in order to facilitate the journey. In an ideal world (we are not there yet) there would be a fourth and final step: to measure the number of new connections made and the stickiness of that connection – have the persons involved stayed in touch after the event – which would be linked to the AIPC’s community objective.

Now, AIPC members have of course several goals when attending the AIPC conference and so, multiple journeys need to be defined and tracked. But doing so is allowing us to better understand the needs of our members and therefore to design our events accordingly – and to adapt on the spot when needed.
 

"My name is Data; Lieutenant Commander Data"
 

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Ottawa Tourism recently implemented a comprehensive Action Plan against Human Trafficking, a pioneering initiative that underlines the city's ethical commitment to safety, social justice and human values at the forefront of the business travel and hospitality sectors. This is especially relevant when, today, tourism and business events are seen by many economic strategists as the most important service sector for the GDP of several countries. Human Trafficking is the world’s fastest growing criminal enterprise and is an estimated €142 billion-a-year global industry.

Meeting Professionals Against Human Trafficking (MPAHT), a group of Canadian grassroots volunteers, helped shape this plan with Ottawa's DMO on improved access to information, reporting forms, training programmes, and destination-wide evaluation using audits and data collection. The Founder, Sandy Biback, is an event planner with 40 years' experience who began to take a closer look at this darker side of the industry while roaming the lobbies of some hotels at the crack of dawn. She opens up to our HQ magazine manager, Manuel A. Fernandes, in this interview:

Sandy, what are we really talking about when we link this harsh reality of human traffi cking to the context of event professionals?

It is about taking collaborative action. In the case of Toronto, the aim was to understand what was really going on here. On returning from a trip to Cambodia, I felt the urge to dig into these issues and ended up contacting the Toronto Police Department. They conf rmed that, yes, it was happening here – from low-end to five-star hotels. When I started holding conferences, we opened the door to a lot of discussions about training and measures that some hotel chains have in place on a global scale. What we tried to do was go beyond lip service and collect the hoteliers’ experiences in their properties. It has definitely opened our eyes to the fact that, in many cases, profit can take precedence over people. Nowadays, it is especially important to be transparent and community-engaged, and so, the hotels opened up. Far beyond training and performance models, we want to know what happens a year later: how to act if you see something suspicious, or whether your structure will be there to help you. I have already been taking part in several meetings, one of them with the anti-human trafficking committee of Meeting Professionals International.
 

How can this partnership with Ottawa position the city at the forefront of eff orts against human trafficking to other destinations?

What Ottawa Tourism did with their DMOs just blew me away, because we had a very hard time reaching these areas. Their Business Events Manager, Lizzie Low, sits on our Board, while the CEO, Michael Crockatt, is on our Advisory Board. Best of all, they allowed what we developed together to be put into practice in their organisation, with the necessary tweaks and adjustments for a model application – which is rare, as sharing such blueprints has been a problem in our sector for as long as I have been in it. Together with Voice Found and the Canadian Centre to End Human Trafficking (CCEHT), we have given this project a boost by drawing attention to the cause. As I said, I think we need to cooperate at an institutional level. We cannot hold things back any longer. I was one of the original members of CanSPEP (Canadian Society of Professional Event Planners), and we have always been in favour of collaboration with independent meeting planners. I believe that what Ottawa Tourism is doing is breaking precedents with the support of the respective associations working with survivors and everyone involved. Our relationship with Ottawa Tourism is very close.
 

Because the overall picture is somehow related to the migration crisis we're living in, right? Is that what you found in your research?

I do not disagree with that. However, statistically, around 93% of people who are victims of sex trafficking in Canada are locals. They are Canadians. I recommend taking a look at the latest CCEHT research. From the perspective of the people arriving, the greatest need is housing, so you can already see an intersection with the vast majority of our countries. In terms of labour trafficking, we know how difficult it is to check supply chains along the line. To do this, we have to work with data analysis and sales strategy. Along the way, I have learnt that everything comes down to money. Let’s say the most important thing for conference organisers is the price of a coffee urn. I could simply base it on a standard price and ignore tracking it. But if a hotel starts analysing its supply chain down to the smallest detail – where the coffee beans are picked, who selects them, and what wages they receive – and if employees pass this screening, your event can be certified as socially sustainable. If you ask your attendees to support this cause, you can off set the investment of those coffee boxes – also, you can use this as a selling point. The meeting organiser can then tell delegates that their conference cares about human rights and that they are on the right side by opting for 100% socially conscious properties and providers.
 

"I started out as one of those philosophical people who just wanted to do good in the world, but I quickly learnt that it is really about money."

We all know that hotels and venues are public spaces where, despite all the security protocols, sex trafficking events do happen. How should a delegate react if confronted with such a situation?

It is important not to draw attention to the victim, as this could cause even more problems. It is also not advisable to approach the trafficker if you spot them. What I would suggest is that the person take the matter up directly with the barman or steward. If the hotel has some kind of professional hierarchy organisation, the barman will report it to their supervisor, and from there to the director of security, going up the chain to the management of that location. The aim is to find the first line of defence within that specific property. The MPAHT has convened several meetings with security directors from a number of hotels in and around Toronto on this subject. This is tracked in five-star properties, but small guesthouses and two-star hotels are rarely considered. For me the question is, where does it go when it is tracked? Then there is also a legal layer in between. In the USA, signage is mandatory in some states. PACT – Protect All Children from Trafficking USA lists the laws in the states and cities regarding signage on site. It is a matter of taking it and adjusting it to your needs. We do not have that in Canada, which was one of our recommendations for Ottawa Tourism’s action plan.
 

Based on your experience in the field, what advice would you give to event destinations starting out on this path?

Awareness. Let me come in and talk to your group, and I will make the connections. I am a people connector. First, I would ask what you already have in place; then, I would come in and guide an individual group through a 40-minute session. Most of all, I am talking about local awareness because I think that is what is missing. We all think this battle has to be fought internationally (of course it does), but the fact-finding has to be done locally first. We can support mentoring in that sense. What I try to avoid are generic models that lead to abstract programmes. Most of these multiple-choice tests and educational grids reduce complex questions into ‘A, B, C or D’. Instead, I want to know why you answered “A”. These are the things I want a local hotelier and meeting organiser to understand. So that, together with employees, customers and the chain of command, we can move on from problems and challenges to integrated solutions. In today’s world, due to migration, climate change, etc., there are around 50 million people who are victims of human trafficking, be it sexual, labour, child marriage, etc. On top of that, the vast majority of victims are women (97%).
 

"Ultimately, we need to realise what we are buying. When we outsource labour, such as housekeeping, are we buying an up-and-up service or a human being?"

Child trafficking has tripled in the last 15 years, fuelled by new technologies and digital platforms. How can the meetings industry take control of its cybersecurity activities in this regard?

If many of these cyber-terrorists manage to hack into governments and large corporations with more sophisticated security systems, they will not find much resistance in venues and hotels. It is like a game of catch. When we get smarter at strengthening our networking systems, hackers get even smarter at breaking them. During COVID-19, child pornography and human trafficking on the internet skyrocketed because it was the only way to do it. At the beginning of the pandemic, I saw somewhere that they were advertising COVID-free girls.

When we invited the Toronto Police Department’s Former Chief of Human Trafficking, Nunzio Tramontozzi, to one of our events, he shared one of the many ways these things happen: “I want you to think about this – John, a banker who works in the financial district, kisses his wife and children goodbye and leaves on a business trip. He goes on the dark web, and books a 14-year-old blonde virgin. John meets her in a luxury hotel in the city centre, enjoys his 30-minute session, pays and then goes about his business.” Who is to say that this banker is not an important delegate at an international conference? What happens to the ‘Johns?’ Generally, nothing.
 

At what events, conferences, forums or summits will MPAHT be present this year to discuss these elements and issues? Have you been invited to any conference sessions to explain your vision and mission?

I worked with Tourism Victoria and Tourism Nanaimo in Western Canada and was invited to a meeting of ECPAT (End Child Prostitution in Asian Tourism) in Mexico City. For me, this is a grassroots issue. I also took part in a few government meetings in recent years, and we have started to make progress with ECPAT, with more points of contact with its Executive Director, Guillaume Landry, due to our role as Local Country Representative. Regarding conference participation, we do not have the economic independence to go beyond our means. We have no public or private funding because, as I said, we are all volunteers and work on a mutual basis. We have a programme called ‘Change for Change’, which calls for individual action in the form of donations, impact and volunteering. These funds will now be distributed to two groups in Ontario that work with survivors. We do not have charitable status in Canada for various reasons, so we define ourselves as grassroots volunteers. For instance, our Board member, Robert Thompson grants us all kinds of technological sponsorship through his company AV Canada.

What does a truly responsible event look like in practice?

In our latest interview, Stephanie Séguin, Vice President of Business and Major Events at Ottawa Tourism, introduces the city’s Responsible Events Guide — a comprehensive framework for planners that integrates sustainability, accessibility, DEI, legacy, and social value into every stage of the event journey.

Powered by Meeting Media Company, publisher of Headquarters Magazine (HQ) – a leading international publication based in Brussels, serving the global MICE industry and association community.

Berlin, the city of freedom, is launching its first-ever Berlin Freedom Week — a vibrant eight-day programme featuring over 70 events. From panels and workshops to cultural encounters and meetings with freedom fighters, the week culminates in the Berlin Freedom Conference on 10 November.

More than 35 years after the fall of the SED dictatorship and the collapse of Soviet communism, autocrats and dictatorships are once again dominating the global headlines. Berlin, the city of freedom, is taking a stand against this with Berlin Freedom Week and giving freedom fighters and prominent democrats from all over the world a stage: Berlin Freedom Week is taking place in the capital for the first time from 8 to 15 November - with more than 70 events at over 30 locations throughout Berlin. The Berlin Freedom Conference on 10 November in the Gasometer on the EUREF campus will be the centrepiece of the event. Numerous international guests are expected to attend, including civil rights activists, researchers, media professionals and politicians. 

Berlin Freedom Week is an offer and an invitation to all Berliners and interested visitors to the city. Museums, embassies, theatres and historical sites offer a variety of formats. The focus is on the special significance of freedom for Berlin as well as the topic in the current global context.  

The patron of the event is the Governing Mayor of Berlin, Kai Wegner. The entire programme of events for Berlin Freedom Week is available here
 

Central highlight: the Berlin Freedom Conference 

A highlight of Freedom Week is the Berlin Freedom Conference on 10 November. Stakeholders from politics, business, civil society and the media will come together at the Schöneberger Gasometer. In keynote speeches and panels, they will discuss how freedom and democracy can be protected and strengthened in times of strengthening autocracies. 

Guests include the Ukrainian Nobel Peace Prize winner Oleksandra Matviichuk, the Russian journalist and civil rights activist Vladimir Kara-Mursa, Ben Hodges, former Commander-in-Chief of the US Armed Forces in Europe, and the Director of the German Economic Institute, Professor Dr Michael Hüther. Speakers from the World Liberty Congress include the President and renowned Iranian journalist and human rights activist Masih Alinejad and the Venezuelan politician and freedom activist Leopoldo López. Tickets for the Berlin Freedom Conference can be booked via this link.

Travelling throughout Berlin: the Berlin Freedom Mobil 

The speakers of Berlin Freedom Week will be on a Berlin Freedom Week Mobil in public spaces. Between 8 and 15 November, the mobile stage will stop for around five hours a day at central and symbolic locations. Guests can expect a varied programme with stage performances, film screenings, audio installations and interactive elements. The centrepiece is the 1:1 replica of the Freedom Bell, which was donated to West Berlin by 16 million US citizens in 1950 and ceremoniously hung in Schöneberg Town Hall. The project is curated and designed by Beier+Wellach, in co-operation with the Ernst Reuter Archive, the Airlift Donation Foundation and the American Jewish Committee. It is sponsored by the German Postcode Lottery. All stations and speakers will be published on the website in good time.

From book to film 

The programme ranges from film and literature, theatre and art to workshops and dialogues: Stories of Freedom" at the Colosseum film theatre will feature ten films and panels with international dissidents. The focus here is on "Women as the voice of freedom". "Who, if not us?" is the screening of a documentary about three women who are fighting tirelessly for a democratic Belarus after the protests of 2020. At the Future Freedom Lab at the Konrad Adenauer Foundation, young people will find workshops, dialogues and creative formats that make it possible to experience and shape democracy. The book presentation "Two, Three Blue Eyes" by Victor Schefé at the Tränenpalast provides a literary reference to freedom. Ilko-Sascha Kowalczuk will read from his book "Freedom Shock" in the conference room of the DDR Museum. The Chinese exile artist Badiucao and the American journalist Melissa Chan talk about art, activism and censorship at the Literaturhaus at "You Must Take Part in the Revolution". Theatre also plays a role in Freedom Week, including at Pfefferberg with the historical drama "The Trial of Hans Litten" about freedom, justice and dictatorship.

Berlin and its history can be experienced first-hand during Berlin Freedom Week, for example on a multimedia tour of the former border strip. At "Autumn '89", the German Historical Museum invites visitors to share their personal experiences during the fall of the Wall.
 

Check out our preview of Berlin Freedom Week in a conversation with Marco Oelschlegel, Director of Conventions at visitBerlin – BerlinConvention Office, in the latest HQ #121 (pages 18-19).

Messages in embassies 

Several embassies are hosting information and dialogue events: At the French embassy, leaders from politics and the tech industry will meet at the "Freedom & Defence Tech Forum". At the Polish embassy, the panel discussion "Security is Freedom" will focus on the role of women as security policy actors. "Nordic Freedom": Guided tours in the Nordic embassies and through an interactive exhibition show how democracy is lived in Danish community culture.  

The letter workshop at Libereco in Mitte aims to send out messages of hope and solidarity: Participants write postcards together with former political prisoners from Belarus to people who are currently imprisoned there.

Especially for journalists

Aspen Germany's International Press Roundtable brings together journalists from all over the world with diverse perspectives to discuss press freedom and journalistic work in times of dwindling democracy. Media representatives and members of parliament are invited to a roundtable discussion by the SED Victims' Commissioner of the German Bundestag. Former members of the opposition from the GDR and international dissidents will enter into a dialogue about the (health) consequences of political repression.
 

Globally recognised congress as the starting point for Freedom Week 

The two-day general assembly of the World Liberty Congress begins on 8 November. The initiative for Berlin Free-dom Week came from this congress; some of the congress participants will also be guests at the Berlin Freedom Conference. The congress will bring together around 200 dissidents and democracy activists from over 60 autocratically governed countries in the Berlin House of Representatives. In doing so, the city is sending a strong signal to the world: those who are oppressed and persecuted elsewhere will have a parliament in Berlin.  

Initiators, media partners and sponsors 

The patron of Berlin Freedom Week is Berlin's Governing Mayor Kai Wegner. The first Berlin Freedom Week is being initiated by visitBerlin, the Axel Springer Freedom Foundation and the World Liberty Congress, the Berlin Commissioner for the Reappraisal of the SED Dictatorship and the Robert Havemann Society. Media partners are POLITICO, DIE ZEIT, WELT, Tagesspiegel, Radio3 and WALL; sponsors of the first Berlin Freedom Week are the Deutsche Postcode Lottery, Airbnb, Berliner Sparkasse and Jacob Waitz Industrie GmbH. 

The Berlin Freedom Conference is a joint initiative of visitBerlin, the Axel Springer Freedom Foundation and the World Liberty Congress. It is supported by the LOTTO Foundation Berlin and sponsored by Airbnb and Berliner Sparkasse. 

Published by Meeting Media Company, the publisher of Headquarters Magazine (HQ) – a leading international publication based in Brussels, serving the global MICE industry and association community.

What if a conference could change the course of a student’s future? Influence social policy? Build a regional network for women’s safety or help uncover the next scientific breakthrough? In Sydney, that’s exactly what’s happening.

BESydney’s Social Impact Strategy is redefining the role of global business events – transforming them from short-term gatherings into catalysts for long-term, measurable business and social impact. Designed over three years through deep consultation with government, academia, clients and community, the strategy embeds social, cultural, environmental and economic value into every stage of an event.

“Our Social Impact Strategy reflects more than a decade of pioneering work,” says Amanda Lampe, CEO of BESydney. “It formalises our commitment to outcomes that matter – before, during and well after an event concludes.”

Delegates Expect Purpose – Sydney Delivers

Today’s delegates are clear about what matters. They’re no longer satisfied with polished venues and packed programs alone — they want their participation to have a lasting impact.

BESydney’s Beyond Tourism Impacts 2024 report found that delegates consider the following issues to be important:

• 86% value events that embrace equity, diversity and inclusion
• 82% want opportunities to engage with Indigenous communities
• 82% prioritise reducing the carbon footprints of events
• 81% expect events to address broader social issues and priorities.

A Strategy Built on Partnerships and Pathways

BESydney’s Social Impact Strategy is grounded in a practical framework that aligns the aspirations of three key stakeholder groups, each represented by a dedicated Impact Pathway:

BESydney’s 3 Impact Pathways

1. BESydney staff, board, ambassadors, sector and strategic partners
2. Clients – international associations, corporations and academia
3. The wider Sydney community and the city as a destination

These pathways provide a clear structure for planning and delivery, but they’re intentionally designed to interconnect. After all, real impact often occurs where these groups collaborate.

The strategy is activated through seven interconnected impact domains – focus areas where global event goals intersect with local community priorities to create the greatest social, cultural and economic value. These domains guide how BESydney and its partners co-design programs that turn ambition into action, and participation into progress:

BESydney’s 7 Impact Domains

• Talent attraction
• Research, development and innovation
• “Women in…” initiatives
• First Nations engagement
• Pacific and LMIC engagement
• Policy change
• Diversity, equity and inclusion

Each event is a chance to co-design programs that meet global goals while aligning with local community aspirations — ensuring that outcomes endure long after the event wraps.

The Conference that Sparked a Regional Movement

The 5th World Conference of Women’s Shelters (5WCWS), taking place in Sydney in September 2025, is a powerful example of this strategy in action.

“For us, it was never just about hosting a conference,” says Karen Bentley, CEO of WESNET, Australia’s peak body for domestic and family violence services. “It was about creating a global platform for inclusion, equity and impact.”

Together with BESydney, WESNET embedded accessibility, inclusion and cultural respect into the event design – from scholarships for frontline workers in low- and middle-income countries, to incorporating First Nations knowledge and healing practices throughout the program.

The collaboration also sparked the formation of a new regional network of women’s shelters across Oceania.

“The conference is our anchor,” Bentley says. “But the real impact will be what comes after.”

From the Classroom to the World Stage

BESydney’s work extends far beyond conference halls. Its partnership with the NSW Department of Education is transforming futures across rural and regional NSW.

Dr Scott Sleap, STEM Enrichment Coordinator, NSW Department of Education, works with BESydney to connect students in underrepresented areas with the global opportunities that international events bring to Sydney.

“Working with BESydney helps us ensure students aren’t left behind,” says Sleap. “The flow-on effects for their aspirations, subject choices and career pathways are immense.”

One Rutherford Technology High School student shifted from a 10% attendance rate to becoming a top science student and programme leader after engaging in a BESydney-supported STEM initiative.

At SIGGRAPH Asia (photo below), one of the world’s most prestigious conferences on computer graphics, animation and interactive techniques, two public high school students from a low-socioeconomic area of Western Sydney won an international animation competition. They presented their work on a global stage alongside industry leaders, opening doors to creative career paths that once felt out of reach.

Canley Vale High School teacher, Krissa Diamante, played a transformative role in connecting her students to the SIGGRAPH Asia experience. Reflecting on the impact, she shared a powerful moment: “One of the girls’ mum and sister came to watch at the International Convention Centre, Sydney – it was their first time in the city. They couldn’t believe what they were witnessing. It completely blew their minds.”

For Diamante, that moment captured the broader value of the programme – opening eyes, shifting mindsets, and showing families what’s possible beyond the classroom.

“We’ve seen more girls choosing advanced science subjects, higher attendance, and a cultural shift in how students view their future,” Sleap adds. “That kind of shift doesn’t happen by accident.”

Events can Change the World: Here’s the Proof

The Beyond Tourism Impacts 2024 study, BESydney’s most comprehensive impact evaluation to date, underscores just how powerful global events can be:

• 97% agreed conferences enabled scientific advancement
• 93% saw events drive industry innovation
• 88% said they attracted global talent to Sydney
• 75% said they influenced social policy
• 64% agreed conferences contributed to trade, investment and community support

Behind each of these outcomes is a co-designed impact plan and a bespoke evaluation framework that tracks what matters, not just what’s measurable.

The closing session is just the beginning

BESydney’s approach has earned global recognition — including the Global Destination Sustainability & #Meet4Impact Award and Destinations International’s Global Impact Award in 2024. But the real power of the Social Impact Strategy lies not in the accolades, but in what comes next.

The focus now is on expanding the strategy’s reach, building the capability of more partners, and helping clients design events that deliver tangible outcomes – not just for their delegates, but for the communities and sectors they aim to influence. It’s about embedding purpose at every touchpoint, and ensuring the ripple effects of a conference are felt long after the closing session.

In Sydney, a business event is never just a date in the calendar. It’s a chance to shift thinking, create meaningful connections, and deliver measurable, lasting impact that shapes careers, changes systems and strengthens communities.
 

To find out how to incorporate Social Impact into your next business event in Sydney here

Published by Meeting Media Company, the publisher of Headquarters Magazine (HQ) – a leading international publication based in Brussels, serving the global MICE industry and association community.

As global power centres shift and environmental urgency becomes more pressing, Europe is challenged to lead by example. Among the region’s boldest responses is BEFuture, a pioneering EU-funded initiative that aims to reimagine the role of business events as platforms for innovation, inclusion and resilience. Supported by €4.2 million from the European Commission, the project focuses on transforming the MICE sector into a future-ready industry that extends far beyond tourism.

The project has its origins in Catalonia, but its goals are undeniably European. At its heart is Sònia Serracarbassa, Director of the Catalunya Convention Bureau, who was awarded the JMIC Profile & Power Award in 2024 for her contributions to global meetings industry transformation, including BEFuture. Now is the time for Europe to rethink what professional events can deliver for delegates, destinations and society in general.

The global lockdown did more than cancel or postpone events; it actually gave professionals in the meetings industry enough time to pause and reflect on the sector, forcing a wake-up call. Across Europe, business event professionals began to question not just how things were done, but what the purpose of getting together really was. For the Catalunya Convention Bureau, this was a key moment.

“We began reflecting, not just on formats, but on fundamentals,” says Serracarbassa. “What were we doing out of habit? What needed to evolve? And how could events become spaces that generate real value for people, for communities, and for the environment?”

These conversations in Catalonia would soon lead to an unprecedented initiative. With the support of the Catalan Tourist Board, Serracarbassa and the European projects Unit proposed a bold idea: to position professional events as a strategic platform for economic and social transformation, rather than a side effect of tourism policy. The European Commission approved it, and BEFuture became the first-ever EU-funded initiative focused exclusively on the MICE industry, awarded under the Single Market Programme. With €4.2 million in funding, the project launched with a cross-sector consortium of eight partners from six countries (Spain, Belgium, France, Germany, Italy and the Netherlands).

The partnership brings together convention bureaux, business accelerators, research universities and communication specialists, forming a pan-European network designed to prototype a new model for business events: one that is resilient, regenerative and relevant to Europe’s future. “It is not just cross-border, it is cross-sector,” Serracarbassa says. “We are bringing together destinations, universities, accelerators, tech partners. Because if we are serious about innovation, we cannot keep thinking in silos.” Her point goes beyond the consortium structure, BEFuture actively seeks collaboration with other industries and professionals, recognising that many of the most relevant innovations often come from outside the traditional events sector.

At the heart of BEFuture is a conviction that innovation must serve a purpose. The project’s strategy is grounded in four pillars, each tied to major systemic challenges facing the events industry. These were shaped through a pan-European research phase, now published in the BEFuture White Paper.

• Talent and inclusion: ensuring accessibility, diversity and skills development;
• Impact and governance: improving measurement and accountability;
• Climate change and circularity: addressing waste, decarbonisation, mobility and the broader transition to regenerative practices;
• Event experience: improving how events are designed and delivered, from delegate participation to the daily realities of organisers and suppliers, through smarter processes and technology.

Each pillar has informed the structure of the Acceleration Programme, which supports up to 80 innovation-led projects across partner countries. Selected initiatives receive up to €30,000 in funding, plus expert mentoring, visibility at major events such as IBTM and IMEX, and integration into an international knowledge network.

“The delegate experience is not only about comfort or logistics,” she explains. “It is about feeling involved. People need to know that their presence (physical or digital) has meaning, that they are not just attending, but contributing, connecting, and helping shape what comes next.”

Many of the selected projects explore how technology can enhance this involvement, not by replacing the human element, but supporting it. From real-time data tools that optimise mobility and energy use, to inclusive digital interfaces that personalise access and participation, BEFuture is turning abstract priorities into practical experiments. “Technology is not the goal, it is the enabler,” Serracarbassa adds. “It needs to help us become more sustainable, more inclusive, more impactful. That is how we stay relevant.”

The call for projects was also extended to startups and entrepreneurs outside the traditional MICE landscape, a deliberate move to bring in fresh thinking from other industries such as smart cities, education technology, and mobility. According to Serracarbassa, this kind of collaboration is already changing the culture of innovation in the sector.

“What we see is that our own benchmarks are changing,” she explains. “For years we have talked about innovation, but now we can check what it looks like when others apply it to us. It is humbling, and that is exactly what we needed.”

What sets BEFuture apart is not just its funding structure or the scale of its European ambition, but its ability to inspire alignment across the industry. The project continues to gain visibility through its presence at events such as IBTM, IMEX and the 63rd ICCA Congress in Abu Dhabi (2024), where it hosted the workshop Innovating the Future of Business Events, as well as at PCMA Convening EMEA. It has also been part of strategic dialogue with the Strategic Alliance of the National Convention Bureaux of Europe, a network of 29 national DMOs committed to long-term sectoral transformation. One example of this alignment is Convene 4 Climate, an emerging initiative co-led by PCMA and European partners. Launched in Barcelona in 2024, the event refl ects a growing determination to address business events’ environmental impact and explore their role in shaping climate-conscious futures. “The goals of Convene 4 Climate are fully aligned with what BEFuture stands for,” says Serracarbassa. “We need to ask ourselves how we want to transition, not just as individual organisers or destinations, but as a connected industry with shared responsibility.”

This renewed focus comes at a time when Europe is at a geopolitical crossroads and, with it, an opportunity to lead by example. With polarised narratives dominating the discourse in other regions, the European meetings industry is finding a new meaning by focusing on environmental responsibility, digital transformation and inclusive design.

“We are not just reacting to change. We are shaping what comes next and doing it in a way that is collaborative, equitable and grounded in values,” Serracarbassa concludes.

As the selected projects begin to take shape, their potential to inspire replication across countries is already being felt. BEFuture is more than a response to industry challenges. It is part of a wider European shift towards a new business event model, defi ned by purpose-driven design, collective accountability and a commitment to measurable, long-term impact. As global expectations evolve, Europe is no longer a follower of trends; the region is ready to build a future-proof framework for what meaningful meetings can look like, and why MICE events matter.

Marking an ambitious turn in our trajectory of more than three decades in the association event industry, Meeting Media Company (MMC) has decided to embark on a new journey as a Professional Congress Organiser (PCO) by taking on the World Customs Organisation (WCO) Technology Conference & Exhibition 2026.

With extensive experience and expertise in supporting associations as a publishing house dedicated to the MICE sector, MMC – publisher of Headquarters Magazine – has now expanded its services to offer comprehensive PCO and event management solutions for international organisations.

Due to be launched this year, our company's brand new services offer complete event planning and management solutions, including strategic planning and logistics, exhibition and floor plan design, networking and catering, and sponsorship acquisition and management.

“Adding our PCO services to our media portfolio is no easy task, but we have been preparing for this moment for quite some time. Winning the bid for the WCO Technology Conference & Exhibition 2026 is a test of MMC's ability to compete and grow in a volatile, uncertain, complex and ambiguous world. We’re truly excited to collaborate with WCO’s event and content team to deliver a truly remarkable event,” says Vivian Xu (pictured on the right), MMC’s Managing Director.

With the recent appointment of Jerilee Pinto as Events Project Manager, MMC is ready to take on the new role of WCO's official PCO for its 2026 conference and exhibition. “I am thrilled to be onboard with MMC as part of the team and contribute to such a significant project. I thrive on collaboration and building connections. I look forward to working closely with the team, strengthening relationships, and contributing to our collective success,” Jerilee says.

Furthermore, MMC will also focus on destination-focused events, including association gatherings and networking events in Brussels and around the world, such as the collaboration with Vlerick Leadership Club in 2024, a corporate event for key corporate leaders to network and discover their potential incentive destination. Following on from this, our company will resume its signature association event - The HQ Grand Ball - an annual gathering for association leaders in Brussels to recognise and celebrate association leaders in their organisations' achievements together with destinations.

The Beginning of a Great Story

Founded by MICE writer Marcel A.M. Vissers in 1992, MMC was created to fill a critical need in the industry through its flagship magazines: provide innovative leadership, industry updates and strategic guidance, while offering clear and reliable content to an entire community of associations, planners and destination marketing professionals.

Today, under the new leadership of Vivian Xu, who has led the company through nearly a decade of growth and innovation, MMC remains dedicated to its mission of building connections and driving progress in the meetings industry through collaboration and expertise.

Based in Brussels – one of the four global hubs for international associations – our Belgian company has found itself in a privileged position to leverage the deep connections built up over 30 years, and to offer impactful events that demonstrate the connection between these two ecosystems.

For more information, please visit the website, or drop Vivian Xu a line if you'd like to know more about these services or whether we can help. 

For media inquiries, please contact Manuel Fernandes

Vancouver Convention Centre

When AIPC and the Convention Centers of Canada (CCC) decided to join forces and co-create a venue specific training for the Canadian community of convention centres, the objectives were multiple: value creation, increased reach, sustainability and the testing of a new format which could be rolled out in other continents. All the boxes were ticked, but more importantly, it demonstrated how much can be achieved by working together.

Article kindly provide by: Sven Bossu, CEO AIPC & Barry Smith, Executive Director of CCC 

The global community of convention centres is facing a number of challenges, and it will not come as a surprise that resources are top of the list. Attracting and retaining talent has never been as difficult as it is today. Therefore, it’s very important to foster the talent we have, amongst others, by providing them with high-value professional education, taking into account some of the key values of the upcoming leadership: sustainability, inclusiveness, challenge and a sense of purpose.

However, creating a tailored training for Canadian convention centres isn’t that straightforward. The variety in terms of size, service offering, and features of the Canadian venues is only paralleled by the variety of landscapes you can find in the world’s second-largest country. And it’s exactly at this point that AIPC and CCC broke the rules of mathematics, demonstrating that 1 + 1 = is a lot more than 2.

The unique insights into the Canadian venue landscape, provided by the CCC leadership, combined with the global perspectives provided by AIPC, allowed the creation of a programme which was a cocktail of lectures, workshops, games and networking, all focusing on bringing the participants to the next level of convention centre management. The attendance level was higher than expected, and so was the level of engagement of both the participants and the “teachers”. We were delighted with the outcome.
 

AIPC Delivers Ongoing Legacies Through Future Shapers Program

So, was this a walk in the park? No. We don’t think co-creation can ever be, especially if you’re trying to create a programme with the ambition to be inspirational for upcoming leaders. That’s why we would like to share three key lessons learned for anybody trying to co-create an educational programme:

• First of all, agree from the start to disagree. Some of the most fabulous inventions have found their origin in the combination of very different points of view. Disagreement is something to embrace and treasure – within a framework and a sense of timing, because the programme needs to be delivered.
   
• Secondly, be very clear on who’s doing what. When you’re doing something by yourself, you’re the only one to blame. When you’re on a journey together, you might be tempted – in the very exceptional case something actually does go wrong – to start fingerpointing. We found it very useful to agree as soon as possible on each other’s qualities and to stick to a division of roles which mirrored this determination. One additional point of attention: there might be qualities needed that are not readily available – just make sure the list of qualities of the parties involved matches the list of qualities needed.
   
• Thirdly, share the creative experience. Both of us have a certain experience when it comes to building educational programmes and both feel very strongly about involving other people in the creation process, preferably people who can bring a touch of “wasabi” to the mix. Listening to people outside our natural bubble is always enriching, but it’s even more so in a creative process. Inspiration might come from unexpected sources, from artists to architects. It’s just a matter of keeping your mind open.

Both of us had great fun delivering this unique programme and both of us had to put in a lot more work than we ever thought. But as they say at L’Oréal: You’re worth it.
 

AIPC 2023 Member Survey Results

An article from World PCO Alliance 

When it comes to promoting an event, many professional conference organisers (PCOs) think about the predictable tools — sponsors, general publicity, social media and other traditional methods. Yet there is one key player that is sometimes undervalued — universities.

It is known that for many association congresses, in particular scientific meetings, a great number of attendees are from academia. As a result, they are already likely to promote the event to their own internal staff and students to attend as delegates.

Yet beyond this obvious step, universities can be leveraged in other ways to serve as ambassadors for an event. Partners of the World PCO Alliance share their thoughts on reconsidering the potential of universities in enhancing an event’s appeal.
 

1. Remember the Value of a University or Research Centre 
   
   Quite often, the instigator of the bid to host a conference is within a university or research centre. They are critical partners in starting the bid process, and the academic standing of the staff and university lend weight to the success of the bid. For this reason alone, Noel Mitchell of Keynote PCO says, “These institutions are valued and essential.”
    
2. A University’s Essence Is Its Knowledge Base
   
   More than anything, universities represent research and knowledge in specialised areas, and it is this very expertise that can attract conferences and events. “Rather than focusing on marketing, highlight the knowledge offered by an institution’s faculty or researchers,” says Sumate Sudasna from CDM Thailand. “That alone will add enormous ammunition in attracting interest and participation in a conference.”
   
   Nancy Tan from Singapore’s ACE:Dayton’s Direct agrees: “A university’s value stems from its expertise and reputation within specific fields. This will attract active participation and contribute to an event’s promotional efforts.”
    
3. Universities Reflect Destination Unity
   
   When evaluating a destination’s appeal, one of the key factors is demonstrating collaboration between the private and public sectors, and universities can add tremendous credence in this regard. André Vietor, from Bco Congresos, says, “The ability to showcase the power of a unified destination is already the first step in getting the meeting confirmed, because associations like to connect to all local stakeholders; not only for promotional purposes but for creating awareness within the local community or for designing legacy programmes, for example.”
    
4. Universities Serve as a Valuable Bridge Between Academia and Industry
   
   To expand on the point above, universities can provide other opportunities for collaboration. Emerging professionals, for example, can benefit tremendously from conference’s learning opportunities while also providing industry representatives the chance to connect with future leaders in a given field.
   
   This private-public sector networking can expand even further. As Nancy Tan explains, “Our clients collaborate with the private sector to have their young professionals act as local ambassadors for invited speakers. This unique approach facilitates networking and provides emerging professionals with the invaluable opportunity to engage with experts in their respective fields.”
   
   And lastly, let’s not forget the added credibility that university experts stand to gain from their exposure as event speakers.
    

Hybrid Meetings: Are They Worth It?

There Is More to Be Done

While universities play a critical role in establishing an event’s value and marketability, there are some important things to consider:

• Universities Need to Embrace a “Conference Culture”

The stronger a university’s policy in backing conference bids, the greater its success in attracting an event. The university president and department Heads can set a precedent in encouraging staff to seek conferences to host. And, Noel Mitchell adds, “As professional conference organisers, we should also be reaching out to the Conference Office or other commercial centres within a university for partnership.”

Universities benefit from this “conference culture.” Jean-Paul de Lavison from JPdL International says, “By encouraging faculty members and researchers to participate actively in hosting events and being involved in various committees, they are also promoting the university itself.”

• Universities Should Think Big — But Also Small

While big conferences are always an obvious target and a nice opportunity to collaborate with the private sector, universities shouldn’t forget about small projects that often have long-term potential.

Looking ahead and considering the ever-changing landscape of events and connectivity, universities will continue to play a critical role in the success of international events. And if they are challenged – both from within and from outside players – their value can push the boundaries of what a successful conference can offer attendees and society at large.

Going Local: The Benefits of Local Partnerships for International Meetings

“Butterflies of the Soul: The Drawings of Santiago Ramon y Cajal,” a cultural and artistic exhibition parallel to the 11th IBRO World Congress of Neuroscience, exemplifies the collaboration between the international society, the local committee, the venue, the CVB, the PCO, and other partners with a legacy purpose in mind.

by Estefanía Zárate Angarita, MARCOM Manager at Kenes Group

Legacy is at the heart of our operations at Kenes Group. Working with over 20 medical and scientific associations and organising more than 85 conferences per year, improving patient outcomes is the ultimate goal of enabling platforms for knowledge exchange in top-tier fields of study for humanity, such as brain research.

Specifically, this field of neuroscience is perceived as quite complex, far away from the non-medical public, and disconnected from people’s daily lives – even though our brain is the most fascinating and determining physiological system of the human body.

To bring the wonders of neuroscience closer to the general audience, the International Brain Research Organisation (IBRO) and the Spanish Neuroscience Society, in collaboration with the Zapata Briceño Humanism and Science Foundation, and the University of Granada, set up an open exhibition to honour the legacy of Nobel Prize in Medicine, Santiago Ramón y Cajal (1852 – 1934), considered the father of modern neuroscience − check out the story told by the Granada Convention Bureau in HQ #111 of September 2023.

Neuroscientist, pathologist, and histologist specialised in neuroanatomy and the central nervous system, Santiago Ramón y Cajal was responsible for the discovery of neural structures and their connectivity, and for illustrating by hand the arborisations of brain cells. His drawings are still in use for educational and training purposes today. It is estimated that the Cajal Legacy houses a total of 30,218 items of a widely varied nature. These items have been divided into 26 groups for cataloguing purposes and to facilitate their study. The biggest groups are the Photographic Archive Books (7,000), Newspapers and Journals (2,384), Correspondence (2,584), and Scientific drawings (1,976).

A selection of items and drawings made up the free exhibition “Butterflies of the Soul: The Drawings of Santiago Ramón y Cajal,” which Granada residents and visitors were able to see in person for three months within the framework of the 11th World Congress of Neuroscience, which took place in this Spanish city from September 9th to 13th, 2023.

The exhibition, held from June 13th until September 24th at the historic venue Palacio de la Madraza, employed multimedia elements such as photographs, laboratory materials, and audio recordings of Cajal’s voice. This immersive approach enriched visitors’ understanding and emotional connection to the Cajal Legacy, transcending traditional museum exhibits.

The original drawings and photographs from the Cajal Legacy are invaluable contributions to neuroscience, depicting the human brain and its neural activity as well as the functioning of the nervous system. They are both artistic pieces and the outcome of groundbreaking medical research of the 20th century.

As the local committee of the 11th IBRO World Congress of Neuroscience, the Spanish Neuroscience Society led the initiative of creating this side event to foster interest in brain research and inspire young neuroscientists, showcasing the artistic talent and dedication of Santiago Ramón y Cajal to the advancement of the field, still relevant more than a hundred years after he received his Nobel Prize in 1906.

Spain has a strong neuroscience tradition with the legacy of Santiago Ramón y Cajal, and is now home to many internationally acclaimed brain research institutions including the Cajal Institute in Madrid, the Institute of Neuroscience in Alicante, the Institute of Neuroscience at the University of Barcelona, and the Achucarro Basque Center for Neuroscience, to name only a few. The Spanish Neuroscience Society strengthens this extensive research network with its numerous activities and more than 1,000 members.

The 11th IBRO World Congress of Neuroscience gathered 2,769 participants from 83 diff erent countries during fi ve days, with the highest percentage coming from Western Europe, East Asia & Pacific, and Central & South America, respectively. The Granada Convention Bureau was committed to delivering the highest quality experience to neuroscientists from all over the world and was deeply engaged in maintaining and strengthening the Spanish long history and legacy of contribution to brain research.
 

Throughout its history, Geneva has been a symbol of humanitarian values and a haven for those seeking sanctuary. Renowned for its commitment to peace and diplomacy, Geneva has shaped global humanitarian efforts since the founding of the International Committee of the Red Cross in 1863 and creation of the first international humanitarian treaty, the Geneva Convention of 1864. The city became a hub for international cooperation with the League of Nations and the International Labour Organization after World War II. Today, Geneva continues to uphold these values, hosting key organisations like United Nations, the World Health Organization, the Global Fund to Fight AIDS, Tuberculosis, and Malaria or the United Nations High Commissioner for Refugees. The city still stands as a neutral and welcoming place for people of all backgrounds.

HQ’s Managing Director, Vivian Xu, recently visited the city to meet with the Geneva Convention Bureau and delve deeper into its strategy to maintain its global status as a premier destination for business events.

Looking beyond a destination’s infrastructure and connectivity, one of the most important decision-making points is its key industry and academic pillars. Geneva serves as a major hub across multiple industries and sectors. The city boasts a robust medical and life sciences ecosystem anchored by the prestigious Geneva University Hospitals (HUG) and its specialised fields. In addition, Geneva plays a significant role in physics and particle accelerator research, notably through the renowned CERN laboratory. “We are working proactively to identify the key conferences that could fit and interest the destination and different scientific institutions such as CERN, University of Geneva (UNIGE), and HUG”, said Mégane Simeon, Bid & Communication Manager of Geneva Convention Bureau.

Beyond science and medicine, Geneva is also a leader in sustainable finance, banking, international law, arbitration, and luxury sectors such as perfumery. Geneva is home to numerous international organisations that embody universalism, humanism, and international solidarity (see the list below). “The convention bureau is organised by clusters – medical or non-medical. Our strategy is based on the know-how hubs in Geneva, the Swiss precision, the central location in Europe, the high safety standards, and the multicultural environment created by all the international societies in which DEI (Diversity, Equality, Inclusion) is practised every day”, mentioned Mégane.

Moreover, the presence of innovation centres such as the Campus Biotech complex exemplifies Geneva's all-round approach to nurturing its key industrial sectors. Overall, the city leverages its world-class research facilities, international connections, and specialised expertise to maintain a dynamic and diverse economy.

The recent win of the 48th World Hospital Congress in November 2025, which will be organised by the International Hospital Federation (IHF), is a great example of how the collaboration opportunities in Geneva played an important role in the decision-making process.

HUG is Switzerland’s leading university hospital group, globally renowned for their expertise in cutting-edge medical fields. These include cardiovascular disease, complex childhood and adolescent disorders, liver and pancreatic diseases, diabetes, musculoskeletal and sports medicine, genetic medicine, neurosciences, and oncology. The support of Mr. Bertrand Levrat, former Director of HUG and member of the IHF Governing Council since April 2021, was crucial in securing Geneva as the host city for this congress. (Check out our conversation with IHF on HQ #116)

DEI Policies & Strategies

Since the 16th century, Geneva has developed its unique character as the centre of the Calvinist Reformation, becoming the ‘Protestant Rome’. Today, Geneva is home to more than 190 nationalities, with more than 40% of the population of non-Swiss nationality. This multicultural diversity is reflected in Geneva’s cuisine. The recently published Geneva Food Guide by Sebastien Ripari, a project supported by the Geneva Tourism & Convention Foundation, lists 60 premium restaurants, representing the city’s international culinary landscape.

The city and its people have long prioritised diversity and inclusion through proactive policies that promote social cohesion and sustainability. Their focus includes cultural diversity, gender equality, accessible services and tackling discrimination in all its forms. They also support minority communities and encourage the civic participation of all residents, ensuring a welcoming and inclusive environment for all.

At the local level, Geneva implements these priorities across municipal departments and services by raising public awareness, training staff, adapting programmes to be inclusive, collaborating with community associations, researching minority needs, and addressing discrimination complaints. Regionally and internationally, Geneva collaborates with organisations to share best practices and advocate for DEI. “Overall, we aim to cultivate a just, sustainable, and vibrant community where everyone feels welcome, respected, and able to participate fully in civic life. It strives to set an example by proactively championing DEI”, added Mégane.

Geneva is also a strong advocate for LGBTQIA+ rights, providing funding and support to numerous advocacy organisations. The city runs awareness-raising campaigns, ensures municipal services are inclusive of all families, trains staff, and promotes LGBTQIA+ representation. Noteworthy initiatives include annual campaigns for International Day Against Homophobia and Transphobia, preserving local LGBTQIA+ history, and the launch of programmes focused on transgender, intersex, and non-binary people. By creating an inclusive environment for people of all sexual orientations and gender identities, Geneva aims to lead in the fight against discrimination.

HQ'S TOP PICKS

Guests staying in any Geneva hotel can enjoy a complimentary digital Transport Card, offering free access to the city’s public transport network throughout their stay.

• Hotel Royal

Just a 5-minute walk from the train station, Hotel Royal welcomes you to indulge in a unique atmosphere blending marble and gilt with serene silver-grey tones, offering the ultimate luxury experience.
 

• Hilton Geneva Hotel and Conference Centre

Across from Geneva Airport and Palexpo Exhibition Center, the Hilton is located 15 minutes from Lake Geneva and the city centre. Equipped with 496 bright and spacious guestrooms, and over 3,000m2 of event space. A complimentary airport shuttle and a transportation card are available.
 

• Palexpo Exhibition Centre

From the two Geneva Convention Centres: CICG and Palexpo, the latter is at a 10-minute walk or a 2-minute direct bus ride from Geneva International Airport. With 29 meeting rooms, 9 offices, and 7 exhibition halls spanning over 106,000m 2 of pillar-free exhibit space, Palexpo offers a highly flexible structure ideal for accommodating largescale events under one roof. Additionally, Palexpo has Switzerland’s second-largest photovoltaic solar power station on its roof, with 15,000 solar panels. Equivalent to the consumption of 1,350 Geneva households per year. 2/3 of Palexpo’s electrical needs are produced by its solar panels.
 

• Tuk Tuk tour in Geneva countryside & Wine Tasting

Explore Geneva’s picturesque countryside, a 20-minute e-TukTuk (from Welo.swiss) ride from the city centre. Wander through lush vineyards and savour the exquisite wines that Geneva is renowned for!

This editorial unravels the wide variety of opportunities that Brussels, the beating heart of European policy and decision-making, offers association executives looking to enhance their skills. Belgium’s capital is uniquely positioned to provide face-to-face and online opportunities for upskilling in key areas such as technology adoption, sustainable development, leadership and strategic planning.

Author: Jesús Guerrero Chacón, HQ's Deputy Editor

At a time when technology is evolving at lightning speed and global challenges are becoming increasingly complex, lifelong learning has never been more important for association executives, especially in the face of disruptive challenges and threats posed by artificial intelligence. Skilled in the intricate dynamics of policymaking at European and international levels, association professionals are on a constant journey to refine their skills and broaden their knowledge base.

This article highlights the critical role of lifelong learning in empowering association executives to navigate and excel in their ever-changing professional environment. Beyond individual skill enhancement, we also explore various European initiatives that promote continuous learning and professional growth within the general public.

As a hub for international and European associations, Brussels is a centre for diverse educational opportunities and, as some of our readers will recall − as we have covered in past editions of HQ − the Executive Master in International Association Management (at the Solvay Brussels School, part of the renowned Solvay Lifelong Learning) is an essential resource for advancing the skills of association executives to the next level. Solvay’s tailormade programme for association executives really stands out for its curriculum. This course isn’t just an academic pathway; it’s a comprehensive toolkit for success in the world of association management. It equips learners with essential managerial skills, from strategy and marketing to communications, budget management, and governance.

The programme is designed to reflect the unique and ever-changing challenges the association sector faces. This executive master’s programme has been developed in partnership with leading organisations such as AcForum, the Federation of European and International Associations, the European Society of Association Executives (ESAE), the Union of International Associations, visit.brussels, Visit Flanders, and Wonderful Copenhagen.

Brussels excels as a leading city for learning opportunities for association executives and influential events such as the European Association Summit, a cornerstone alongside its prestigious academic programmes. You may also recall our articles in past issues of HQ about this event conceived by visit.brussels and ESAE, this summit is an unrivalled forum for networking and knowledge exchange, where participants immerse themselves in the latest industry trends, engage in stimulating discussions, and forge connections across various sectors. These gatherings foster pioneering ideas and collaborations that shape the future of associations.

Marking a new era for the European Association Summit, ESAE is taking over its organisation from visit.brussels. This strategic transition coincides with the launch of The Association Place (check out our HQ #113), a new initiative by visit.brussels. ESAE, a founding partner of the Summit, is committed to maintaining its excellent reputation and ensuring it continues to be a comprehensive platform for association professionals across Europe. The upcoming edition, scheduled for 22nd May 2024, will be a milestone, especially with ESAE’s prestigious Association Awards Ceremony, opening a new age of knowledge exchange and advancement in association management.

ESAE’s dedication to lifelong learning extends beyond the events. Their Leadership Circle, aimed at top Association Executives like Director Generals, Secretary Generals, and CEOs, offers an unparalleled platform for networking, sharing best practices, and discussing industry trends. Additionally, their Knowledge Library and their communities demonstrate their commitment.

In today’s digital era, the landscape of learning and professional development extends far beyond associations and traditional classrooms. Online platforms have also emerged as pivotal resources for continuous learning and skill enhancement for the open public. The Lifelong Learning Platform (by the European Civil Society for Education) is a prime example, offering extensive resources for association executives and citizens who shouldn’t be left out. Their vision is meant to ensure equity, social cohesion, and active citizenship. This platform provides access to various courses and materials and fosters community engagement, enabling professionals to share experiences and learn from each other.

Another significant initiative is the European Digital Education Hub. This hub acts as a gateway to digital upskilling, in line with the broader European ambition to improve workforce skills in the digital age. It presents a wealth of online courses, webinars, and interactive tools catering to the diverse needs of European professionals.

Highlighting specific projects in different fields, the Artificial Intelligence Skills Alliance and Better Health and Wellbeing demonstrate Europe’s commitment to advancing skills in specialised areas. Supported by the European DIGITAL SME Alliance and the European Health Management Association, respectively, these projects focus on upskilling in artificial intelligence and healthcare sectors, to mention a few. They offer targeted training and resources and provide platforms for collaboration and innovation, reflecting the dynamic nature of these fields.

These online learning opportunities and initiatives aren’t just educational resources but integral parts of a broader movement towards a knowledge-based, future-ready European workforce. They represent the European Union’s commitment to ensuring its professionals, including association executives, are well-equipped to navigate and lead in an increasingly digital world.

For association executives, these opportunities are much more than personal growth opportunities; they significantly contribute to their organisation’s resilience and adaptability in a rapidly evolving world. The impact of lifelong learning and upskilling initiatives in Brussels illustrates how dedicated efforts in professional development can lead to substantial achievements for individuals and their organisations, and real-world transformations, leading to the development of new initiatives for the associations’ goals and significantly impacting European policy-making in the different fields.

In a context where change is becoming a more important factor than ever before, the capacity to continuously learn and adapt is not only an advantage, but a necessity. Looking to the not-too-distant future, and as the first reports already suggest, the need to adapt to the unpredictable changes that artificial intelligence is bringing to all professional fields will make such upskilling programmes a must for associations. The lifelong learning landscape will continue to expand and integrate innovative technologies and practices. The role of face-to-face events and training programmes, online platforms and industry partnerships will become increasingly essential in developing a workforce ready for the present/future. For Brussels-based association leaders and their global counterparts, the journey of learning and adaptation is ongoing, promising a future where skills, knowledge and innovation converge to foster a more agile and resilient professional community.
 

Would you like to share with us information about other training opportunities for association executives in Brussels or online? Contact our content team: press@ meetingmediagroup.com

The Melbourne Global Forum underlined the fact that face-to-face meetings are key to cultivating meaningful connections, while purposeful associations were also high on the agenda for the entire delegation that travelled to Australia. Destination leaders, association professionals and industry players were the recipients of a number of workshops, presentations and practical experiences that once again emphasised the importance of face-to-face learning and collaboration at the heart of association work.

Manuel A. Fernandes reports

What?

For several years now, BestCities has provided a stage of excellence to sustain an industry-thought dialogue between international associations with great social responsibility and cutting-edge destinations with an ambitious, forward-looking vision. To recap, the BestCities Global Alliance consists of 13 carefully selected top MICE destinations that set a high standard in organising association conferences. Continuous and mutual learning is therefore one of the clear advantages of this membership, which usually leads to the Global Forum. The annual Global Forum is the meeting point for this ongoing process, attended by authorities from the alliance's member cities, international associations executives, trade media and speakers. ‘Meeting the Challenge: Creating Connections with Purpose’ was the theme behind this 2024 Australian chapter and the five different sessions we witnessed not only did justice to these challenges but also demonstrated how these connections can lead to a greater good for associations.

Why?

In what was my fourth meeting in a row between the cities that make up the alliance, this year's Melbourne forum had the ability to continue the discussion left by the other chapters while swerving into the world of associations again... by creating connections with purpose. In fact, of all the editions I've attended, I dare say this was the one that prompted the most discussions and fireside chats on the most pressing issues for associations. In Copenhagen, we put the promotion of event legacies at the centre of the table by measuring the impacts of its Legacy Lab; in Madrid, we took this concept to a hands-on approach in designing strong RFPs that was enshrined in the 'Madrid Challenge' - integrating impact and sustainability into the day-to-day planning of conferences; in Vancouver, the scope of the issue was deepened with the Conference Legacy Impact Study that the Canadian city used with practical cases of sustainability. This time, and with an industry ready and fired up for the usual business dynamics, Melbourne set out to recreate purposeful meetings that would facilitate peer-to-peer connections and strategic partnerships (the main topic of the latest HQ #113). It was a light but assertive edition in which the associations were often able to choose the direction of the conversation, and in which the programme followed a logical sequence of topics which, although they had been dissected by other conferences, had room to breathe in Melbourne with a high level of participation from everyone.

“The key characteristic of a leader is foresight. The reason they can lead is that they see things not just as they are, but as they will be.”

Where!

Designed to close each calendar year in December, Melbourne Convention Bureau opted to host this Forum in January 2024, so that it would coincide with the tennis Grand Slam, Australian Open among other activities. This was an excellent opportunity to showcase the city's potential as a host for sporting mega-events beyond the well-known ones such as transport, technology and health, and to enjoy other summer activities in the Southern Hemisphere. “The curated programme at Global Forum Melbourne was designed to cultivate a community where mutual learning drives the success of business events. The Global Forum was a terrific opportunity to also showcase how our city’s exciting events calendar, state-of-the-art infrastructure and world-class supply chain can enhance conference and meeting offerings,” said Julia Swanson, MCB Chief Executive. Throughout the four-day programme, the working sessions included many of the places Melbourne is known for: the Melbourne Convention and Exhibition Centre, one of the largest and most modern event spaces in the southern hemisphere, was the starting point for the welcome reception at the Lume, and also for the first day's sessions; the imposing Marvel Stadium, refurbished to the tune of AUD$ 225 million and capable of hosting sporting events, concerts and congresses, served as the stage for the afternoon sessions, the Cargo Hall by Showtime Event Group - a former docking shed reimagined with a reference to its maritime past - extended the second day's programme at South Wharf. The last round of the event took place at the Aerial, just a few steps from the convention and hotel area.

How!

Demographer and social analyst Mark McCrindle, founder of the McCrindle agency - recognised worldwide for coining the name of the first generation born in the 21st century, Generation Alpha - cut the ribbons with a fresh perspective on the five main trends transforming the association landscape. Between changing demographics, human-centred technology, economic volatility, virtuous consumerism and redefined work, McCrindle sought to explain that the concept of change, while inevitable, must be guided by the measurable pointers of the future and not by an unshakeable need to do something "unprecedented" for the sake of it. Purpose Drives People; People Build Communities; Communities Change the World - this is how Social Impact Leader, Natalie Simmons, introduced the UN Sustainable Development Goals and ESG frameworks to a greater understanding of design thinking for meetings and global problem solving. For Natalie, in today's world we must incorporate purpose into all our operations and strategy to prepare businesses for the future and become a profitable force for good. For example, brands that have a clear, purpose-driven strategy outperform their competitors by 134%, and this is not a coincidence. In the second day's sessions, Olena Lima, founder and consultant at Member Boat, explained how the transition from a traditional to a digital world can help association professionals deliver an exceptional member experience. Through tools such as CRM, Digital Marketing, Marketing Automation and AI, Olena pointed out that good data most often makes good marketing, and that segmenting your membership while collecting reliable behavioural data can positively map your member's journey with you. In one of the highlights of the programme, Belinda Moore, association expert and researcher stole the show with a fantastic presentation outlining how to thrive through change to unleash the Power of Strategic Planning. According to her, associations do not exist to recruit or retain financial members, they exist to make a positive impact on those they serve. The association is just one tool that can be used to achieve your purpose and the strategic plan is the roadmap for your journey to make this happen. Among factors transforming the operational landscape of associations and issues dominating association planning, the author focused on the positive impacts that associations should instill in those they serve. Finally, the Dutch meeting designer, Mike van der Vijver, discussed the added value of well-thought-out and designed programmes for meetings and events at the end of the Forum.

Regarding the carbon footprint, the approximately 149 tons of emissions generated by flights, use of transport, catering, venues and other sources of the event were offset thanks to a partnership with Trees4Events. In addition, Forum delegates also helped raise $2,500 for OzHarvest, a food charity organisation. Next year’s BestCities Global Forum will be held in Dublin, Ireland.

The BestCities Global Alliance is a network of cities focused on leveraging positive impacts and paradigm shifting legacies through conferences. In turn, Destination Vancouver sought to reap the benefits of this knowledge capital for an audience of international associations, in yet another chapter of this rotating global meeting.

HQ editor, Manuel Fernandes reports...

When the BestCities annual meeting ended last year with the signing of the notorious Madrid Challenge, one was left with the exciting feeling that the commitment to legacy events would not stop there. This pledge introduced by BestCities at the Global Forum 2021 led representatives of destinations and associations present in the Spanish capital to collaborate closely, share knowledge and advocate for delivering value beyond tourism through their events for a more impact-driven industry. Even before, the Copenhagen Convention Bureau had unveiled at the 2019 forum its Legacy Lab: a strategic approach to create a long-term positive impact from international congresses with local stakeholders, business and scientific communities as major beneficiaries of this systematic development. Tough task?

This is what the BestCities Global Forum is helping to create within its mission-related goals linked to the sustainable future of the meetings industry, by supporting the essential axis of the partnership between destinations and international associations with new strategies and tools to crystallize the success of social legacies. This time, the forum moved to Vancouver for the 2022 chapter, where this conversation continued on the various internal projects towards principles such as sustainability (mainly) and other liaison programmes, following the incorporation of legacy into RFPs and assistance to associations for their international events on the ground. In an era of “relevance”, it is essential to convey the testimony of best practices and methods that allow us to provide sustainable and double-reach experiences, full of positive and lasting impacts that lead to a path of global success.

BestCities Global Forum 2021: Time to push legacy impacts forward!

Sustainability as an event compass

Vancouver has a long history of climate action leading a worldwide circular economy, and this has inspired much of the local experience in the journey between workshops, site inspections and thematic presentations. Venue for many of these, the Vancouver Convention Centre − a double LEED® Platinum certified facility located on the city’s waterfront − has managed to converge the latest green technologies with eco-friendly operating practices, attested to in its six-acre roof with over 400,000 indigenous plants, a sophisticated black water treatment plant and an innovative marine heating and cooling system for the building. The recognition as one of the most livable cities in the world is also due to the application of these changes and the general awareness of the community on policies as urgent as urban transport and energy transition.

One of the organisations working with the Vancouver City Council to implement these measures and certifications is Ocean Wise Seafood − a non-profit whose mission is to empower communities to take action to protect and restore our world’s oceans. In a series of coffee talks, we were able to reflect on a range of environmental threats, including overfishing, climate change and pollution, which this global conservation organisation advises on and tackles through its process of engagement, research, and education at corporate and public levels. Ocean Wise holds a seafood recommendation programme that helps to protect ocean life by certifying companies when sourcing products, educating audiences and helping customers make the right choice when stocking for an event − something associations will be able to capitalise on when delegating their catering, for example.

We often think that carrying out these sustainability projects is merely a matter of reputation, but without being backed up by facts and figures, it may be insufficient to unlock legislation and call for political decision-making. That was the tone that shaped the conversation with Destination Vancouver’s sustainability development manager Gwendal Castellan (check our interview here), where the operative phrase was “social procurement” − i.e. collateral changes for society and the environment that the procurement of goods and services can generate from an event’s legacy plan in a destination. Designing your Social Buying Journey in Vancouver means buying and selling with impact by leveraging existing purchasing power to simultaneously achieve economic growth and social outcomes to include conscious practices, real impact and community spirit. “We are just finishing our 2021 emissions report, and will be doing a comparison soon after to see how things have changed. Numbers are just the basis of records over time, so we need quality narratives to get people on board,” Castellan told us.

Legacy Impact Study: Where to begin?

Vancouver is a respected global destination for conferences and meeting events located midway between the Western and Asia-Pacific markets. In 2022, Vancouver hosted 18 citywide conferences that attracted 50,000 attendees from around the world. Considering the economic development and the support for key industries in the region, it was felt that the short and long-term impacts emerging from these events were not being studied in depth. The City then commissioned a Conference Legacy Impact Study to Capilano University which collected data from five face-to-face conferences held at the Vancouver Convention Centre to identify and measure conference legacies and outcomes. “When we talk about stories this isn't about the number of stories we get, it’s about the quality of the stories versus the data. It ranges from conference results, where the numbers really matter, to legacy stories, where conference depth is the most impactful component of data collection,” says Kara Walker, co-author of the study (check our interview here).

Perhaps the best example to retain of these synergies was that of the International Hepato Pancreato Biliary Association, who after participating in the 2021 forum in Madrid had an ongoing conversation about legacy in their RFP that led to the inclusion of this element in the strategic plan for their upcoming conferences in Cape Town, Singapore, and finally Vancouver − all members of the alliance − a clear example of how associations have so much to gain from participating in this global conversation on social, scientific and environmental impacts in a collaborative environment. “The impact that meetings have on local communities is invaluable, and encompasses knowledge exchange, talent acquisition, academic research, and new business opportunities,” said Lesley Williams, managing director of BestCities.

The next BestCities Global Forum will take place in Melbourne, Australia in next January under the theme of “Creating connections with purpose” and the outlook is great. The Australian city is looking forward to welcoming 60 events this year, including eleven large association events across the year. Let’s see what’s in store for us there!

The International AIDS Society Conference on HIV Science (IAS 2023) will take place at the Brisbane Convention & Exhibition Centre (BCEC) in July 2023, presenting a global focus for Australia’s evidence led approach to HIV, leading the world in the minimisation of infection rates.

BCEC together with local host organisation ASHM (Australasian Society for HIV, Viral Hepatitis and Sexual Health Medicine) submitted the winning bid to the International AIDS Society (IAS) to host its 2023 Conference, allowing Australia's key learnings in this area to be shared on a global scale. Organisers are anticipating that 6,000 members of the international research community at the forefront of HIV science, will attend the five-day on-site event, testifying to Australia's scientific excellence in the immunology and infectious disease space critical to Brisbane's choice as host city.

Holding the conference in Australia is intended to be an accelerator for the country to achieve its goal of virtually eliminating HIV transmission by 2025, while also bringing an important focus of attention to the most vulnerable communities in the Asia-Pacific region. A number of scientists from leading Australian research institutes involved in the COVID-19 pandemic played an active role in securing the Brisbane HIV Science Conference, expanding the role of science in the areas of infectious disease and viral medicine to the conference.

Headquarters spoke to both sides of the issue (the host venue and the organising association) to understand the reasons for this partnership and the significant legacy for the Australian HIV research community, the whole country, the Asia-Pacific region and the world:

Alison Gardiner, Director of Sales at BCEC

1) What scientific and academic reasons led Brisbane to emerge victorious in the international competition for this conference. What was the secret sauce for this success?

Australia leads the world in the minimisation of HIV infection rates. It was our science excellence within the immunology and infectious diseases space that was key to the selection of Brisbane as the host city for what is the world’s largest and most influential HIV Sciences conference. The bid was underpinned by the strength of the science and record of Australia’s leadership in the elimination of the disease, and in the area of HIV cure research. It is Australia’s and Brisbane’ s objective to partner with IAS to create an outstanding HIV Science conference that will reflect current scientific knowledge and emerging science in the areas of HIV treatment, prevention, cure, ageing and obstacles to HIV elimination including stigma.

2) BCEC has a strong track record of supporting scientific collaboration and exchange through its highly successful Convention Advocates Partnership. Tell us more about this local partnership.

Just over a decade ago we set up the BCEC Convention Advocates Partnership, a form of “ambassador” programme, to recognise the internationally renowned leaders in sectors that are a priority for our government and our universities. We have 75 Advocates and a Patron, and together they have helped to bring over 135 conferences to Brisbane creating AU$190 million in economic impact for our city. The pride these local leaders have in supporting their city and ‘shining a light’ on the innovation in their sectors, has been inspirational. The partnership is known and highly regarded across the city, in our universities and within our state government as an example of successful collaboration between the Research & Development sector, industry and government.

"One of our key BCEC missions in life is to attract the right meetings to the right sectors within our innovation community."

3) What impact do you hope to bring to Brisbane with this mega-conference?

We are looking forward to the economic impact of having 6,000 HIV research experts visiting our city and experiencing the amazing quintessential Australian lifestyle and the world class infrastructure we enjoy here in Brisbane − but the follow-on benefits are so much more. The Australian impacts include: virtual elimination of HIV transmission by 2025; free medications and clinical care for all people living with HIV in Australia; an agreed roadmap for addressing stigma; Australia, hoping to become a fast track country as part of a fast track global strategy to end the HIV, TB and Hepatitis B and C epidemics; decriminalisation of sex work in our home state of Queensland; furthering the national plan for Health Equity for First Nations peoples.

Regional impacts for our Asia Pacific neighbours include: Shining a spotlight on “at risk” communities from climate change; and a Regional Fellowship Programme to support scientists and clinicians across the region. As for the global impacts: COVID-19 learning and Adaption; and IAS HIV Science 2023 Indigenous Legacy Statement.

4) Do you believe that the conference of the future that aims to eradicate disease, save lives, and advance science will have to unequivocally include this virtuous triangle − people, government and experts in the field?

Absolutely, we do! One of our key BCEC missions in life is to attract the right meetings for the right sectors for government and our innovation community. It’s the win-win-win and most definitely the virtuous triangle with business events as a strategic and tactical vehicle for the international peak body, and the Australian community in that sector. Everyone wants positive impact. Together with our destination partner, Brisbane Economic Development Agency, we put in a great deal of time and effort to ensure that we bring a range of social, economic and environmental impact options to our clients choosing Brisbane. Now that the post-COVID recovery is well underway, we are doubling down together to look at new ways we can support international associations’ goals and United Nation Sustainable Development Goals in areas like public awareness, educational legacies, next generation engagement and policy change, to truly deliver optimal impact in hosting events in Brisbane.

Professor Charles Gilks, International AIDS Society 2023 Local Chair

1) What do you look for in a destination as a partner at this level?

We were looking for two features: the enthusiasm Brisbane showed in hosting this conference and showcasing what Brisbane has to offer as a world city for delegates and their accompanying partners. A very powerful offer was made that was clearly aimed at the whole city, far more than just hosting a major science conference at the convention centre.

"IAS aims to award hundreds of scholarships to young scientists and health leaders from the global south in HIV/AIDS"

2) How do you plan to spread the Australian example on a global scale and use your expertise within the conference to make that goal happen?

Brisbane will, on World AIDS Day 1st December 2022, sign “the Paris Declaration on Fast-Track Cities − ending the HIV epidemic” and then host a Fast Track cities workshop pre-conference to review progress made globally but with special reference to our Asia-Pacific region which has special issues and challenges to overcome. We also hope to have significant political engagement in the opening and closing ceremonies where there will be a renewed commitment to the HIV elimination agenda.

Complacency is a real threat to sustaining the efforts to elimination; those last parts can be very challenging and need special focus. We are planning several symposia that compare and contrast our responses to HIV and COVID-19, both nationally and globally; we will have a special session on pandemic preparedness to ensure that the learnings of what to do and how to do it are not forgotten as and when the next pandemic arises.

3) How do you intend to bridge the gap between representation from more developed countries and low and middle-income countries to ensure the scientific outreach drawn from the conference?

This is a perennial issue for IAS Science, as most of the resources for science and therefore most of the research is in the global north. IAS aims to award hundreds of scholarships to young scientists and health leaders from the global south in HIV/AIDS, and Brisbane will have as a specific legacy a particular focus on youth leadership in First Nations scientists, community and healthcare.

The challenges for convention centres in the post-pandemic period with a focus on human resources by Sven Bossu (photo below), AIPC CEO.

Coming out of the pandemic, the overall expectation was that business would come back gradually, allowing the convention centre teams to get back up to speed in a controlled way. Well, that did not happen. With Tesla-like acceleration, agendas were filled up with events, leaving little breathing space and putting pressure on teams. In an environment where it is difficult to find staff, this comes with specific challenges.

On July 22nd, GL Events Group presented its results for the first half of the year. With over 50 venues worldwide, the results can be considered as a good indicator of what is happening in the world of convention centres. The results were impressive: Q2 2022 revenue levels outperform comparable periods in 2018 and 2019, and increased by 150% compared to 2021. In terms of number of events organised, GL is at 87% compared to 2019. At the same time, not all types of events are recovering in the same way. While corporate events are booming, international congresses and exhibitions are lagging somewhat behind. Geographically, China does not show the same signs of recovery as the other regions. But this is clearly not a gradual recovery – it is a big jump.

Other big jumps can be seen in the labor market. The August figures of the US Bureau of Labour Statistics confirm that the big resignation is still ongoing in the leisure and hospitality industry: 9% (1,3 million persons) of its workforce changed jobs. And looking at the profiles most at risk for leaving, persons with a 5/10-year tenure are the most vulnerable with women quitting at a higher rate. Finding staff has become extremely difficult. 60% of AIPC members say recruiting and retaining suitable employees is extremely/very challenging – and it’s hardest to find mid-level managers. 56% of members have launched special HR initiatives to attract staff.

This contrast between high market demand and loss/lack of staff is increasingly leading to opportunity costs, as some convention centres simply need to refuse business, either to a lack of availability but also because the lack of staff does not allow to meet the service levels required.

Unfortunately, there is no magic solution for this challenge. On top, the event industry is not the only one facing lack of staff and having difficulties in retaining talent. However, the event industry does offer a number of advantages, which are important for a new generation of professionals. When asked what would make them leave their job, Gen Z and Millennials will not give salary as top driver. Instead, the following aspects are in the top 5 (next to work-life balance and risk of burn out): lack of purpose, lack of challenge and lack of learning opportunities. These are typically things which the event industry is actually great at.

Personally, I believe that the same level of effort which has been put into sustainability on an event industry level – via the Zero Carbon Events Initiative – should be put in making our industry attractive for upcoming talent. Especially because we will need those talents to achieve our ambitions when it comes to sustainability, the integration of new technology or delivering the next level of delegate experiences. Definitely something to discuss during the upcoming industry events.

AIPC is a global network of more than 190 convention centres across 64 countries. Their goal is to promote the best in convention centre management by providing education, research and networking opportunities to management-level events professionals worldwide. Visit aipc.org for more information.

Workshop conducted by #Meet4Impact with Tourism New Zealand, on a project entitled "Enrich New Zealand - Conference Impact", in September 2019.

Disruptions are a hotbed for creativity and also a major driver for people to refocus their priorities, principles and ethos. The pandemic has also raised the issue of values, and even organisations are realising that they need to have a better corporate culture, carry strong values, and give a new meaning to their events. At BestCities, we met Geneviève Leclerc, president and CEO of MEET4IMPACT, a collective and collaborative project focused on making the events industry a driver of positive societal impact and lasting legacies.
Check our conversation below:

How would you describe the role Meet4Impact plays in the business events industry?

I think the core role we play revolves around two aspects. First, building capacity: there seems to be an increased awareness that DMOs need to gain a better understanding of the impact their events are having on their community. We see more willingness to undertake efforts to remedy this situation and to put in place such strategies. We do that by training and consulting. The second gap concerns a lack of tools, methodologies and mentoring practices. This is the second role we play: developing tools, processes and methodologies for DMOs to carry out their social impact and legacy strategies around events.
 

Do you think this is where destinations in the future will excel in bidding for association meetings and events?

We will have a period where this will become a competitive advantage, however another will follow where not having done so will become a disadvantage. Sustainable development will see a ramp-up phase where more and more destinations are going to address this issue, and implement legacy and impact planning proposals. While this is happening, those who do it best and fastest will gain that advantage. Then there will be a tipping point with a cost for other destinations for not having done so, and therefore the dialogue will revolve on the loss of competitiveness by the absence of these strategies. It will take some time for that to happen as, after the setback we are experiencing now, people will go back to survival mode and risk management, to open the borders with all these contingencies. That’s going to delay the strategic work in a lot of places. The other thing is that it is also a long-winded process, so people who are investing now will probably start reaping the benefits within a year or two.

What major differences do you denote between the pre-COVID phase and now in the understanding of this matter?

I would say that the sense of relevance is perhaps the most pressing issue, which has driven decision-makers to want to make sure that what they are presenting is highly relevant. This is true both on the organiser side and the destination side. Especially for associations, as their members will start asking from now on why they should travel to meetings. The value proposition in travelling to a meeting is going to be a real issue in the coming years. So, associations will be looking for new strategies to attract people by including mechanisms that can create wider additional value in their meetings.

Another point is that associations also have to demonstrate that they are fulfilling their mission. There is a small core of associations that are quite advanced in merging the objectives of their meetings with their underlying mission. But the reality is that there is a whole silent crowd behind them where that work is not necessarily being done. How to broadly align your meetings with your 360 strategy, and tie them together over the years. Anchoring your meeting in a stronger impact narrative is a tool for associations to strengthen their mission.
 

"Sustainable development will see a ramp-up phase where more and more destinations are going to address this issue, and implement legacy and impact planning proposals."

With the associations you have worked with, have you at any point struggled to guide your partner in the search for a core legacy of a particular event?

The event was a real challenge for the more than 1,200 IFEMA MADRID staff and supplier partners who made a definitive contribution to the successful organisation and staging of what is already being hailed as a historic event  

IFEMA MADRID has added a new international milestone to its trajectory after hosting and producing the NATO summit.

This was, without a doubt, the biggest global event it has ever hosted, in the wake of other high-profile international occasions such as the COP25, IMF meetings and Summits of Iberoamerican Presidents, to name but a few.

The event, entrusted to the IFEMA MADRID by the Government of Spain, entailed a great deal of hard work by the Congress and Conventions Division to coordinate all areas the site.

A total of 50,000 square metres of space in Halls 12, 14 and 14,1 of IFEMA MADRID were occupied by the Summit on 29 and 30 June, as well as for the International Press Centre. A further 100,000 square metres in Hall 1, the security coordination centre, and Hall 3, which housed a large catering area were put in service meet the needs of all the staff mobilised for the event.

These impressive data give an idea of the enormous scope of the Summit, which required 1,200 of IFEMA MADRID and its partners’ staff to assemble. Almost 50,000 square metres of carpet, 83,000 lineal meters of electrical wiring, 6,000 of were optical fibre; 2,500 network connections, 30,000 metres of electrical wiring to support an installed power of 56 megawatts. A huge array of equipment was required to equip and operate the different scenarios. A total of 3,100 LED projectors, 1,100 spotlights and more than 8,000 pieces of furniture were required, for which 350 trailers were used.

As for the media repercussion of the summit, more than 2,000 journalists from all over the world were accredited with exceptional impact in the news. To illustrate the figures expected from the media tracking platform, whose international capability is extremely limited, with more than 236,000 news items published, of which more than 5,000 were in print, 2,500 on television and 1,800 radio, and 24,000 in digital media, as well as repercussions on social networks where more than 200,000 impacts were registered.

A massive media success that showcased organisation and streamlined operation of the Madrid Summit, which has once again put the city and Spain on the world map.

On April 19, Lviv Convention Bureau held an online marathon “GMID-2022. United for Ukraine”. The event was dedicated to Global Meetings Industry Day, which is celebrated annually. The celebration of GMID-2022 was another opportunity to remind international partners that russia is currently waging war against Ukraine.

During the marathon, there were two fundraising initiatives:

1. Grant Fund to support Ukrainian students studying tourism and the MICE industry abroad. The gathering is organised by the largest association of the meeting industry MPI.
2. Means of protection – first aid kits, turnstiles, bandages, helmets, walkie-talkies for military medics. The gathering is organised by the National Scout Organization Plast in Lviv.

The online marathon included two panels:

• Events that create peace
• Lviv and the conference industry during the war

In the first part, Krzysztof Cieluch, CEO of Celuch Consulting, spoke with Dorota Wojtczak, Marketing Director of Live Age, Michał Czerniak, CEO of BRILL AV MEDIA, Michał Michałowski, Senior Partner of KDK events and Sofiya Kayinska, Acting Director of Lviv Convention Bureau. It was about the role of events in the modern world, about how events can bring peace.

Sofiya Kayinska told us that during events we learn from others, we get to know others, we look for something in common that unites us, we better understand each other’s culture and values, which in turn creates peace. Michał Czerniak continued that events are a personal connection. During events we get acquainted, make friends. We are blurring the borders between countries.

The Meetings Industry Speaks with One Voice in Support of Ukraine

In the second part, the conversation was between representatives of the Lviv conference industry, who became volunteers during the war. Acting Director of the Lviv Convention Bureau Sofiya Kayinska asked about how the industry was transformed. The speakers were: Denys Rynsky, founder of the largest industry conference “Event Industry Forum”, event director of Emily Resort and head of Global Events; Yulia Stefanyuk, managing partner of the Just Lviv it and FESTcatering projects; Inna Klyap, founder of the So good company event agency.

The participants spoke about their experience, shared memories from the first days of the war, talked about how the work of their teams is organised now, what challenges they faced and what they will do after the victory.

An Unexpected Visit to Lviv in 2017

Inna Klyap shared that before the war her team was preparing to attend the Events Industry Forum, had signed contracts to organise spring events for her clients, and was also preparing for the spring-summer festival season. With the outbreak of war, all plans changed. Inna and her team got together to create the railway station navigation to help people who were navigating Lviv for the first time, where to go and where to stay. They donated their festival equipment to the station for the installation of heating points, and also helped people who were stuck in queues at the Polish border. Now Inna is preparing a project for women, where there will be an opportunity to acquire practical skills in tactical medicine during the war.

 

During the second panel, LCB also spoke with the Honorary Ambassador of Lviv Andriy Bazylevych, who is the former Chairman of the Ukrainian Medical Society and the president of the World Federation of Ukrainian Medical Societies. Andriy Bazylevych told how international medical associations and organisations were helping Ukraine with medicines and medical equipment. He also talked about the opening of field hospitals, training for medical students and joint initiatives to hold medical conferences in Lviv.

 

 

 

Will the War Prevent International Association Events Coming to Europe?

It is impossible to write an article regarding the use of technology in the association management field without being worried about your facts and opinions being out-of-date by the time the article is published and distributed. However, I’m going to try.

Technology advances have changed everything about associations and their meetings and conferences. From the way people find out about events to the way they register to (at least for the past two years) to even the way they “attend” events, the use of technology has become the assumed method for participation. That’s fine, because it has proven to be more cost-effective, accurate, time-efficient, and much safer than old-fashioned methods. Moving forward, there are, I believe, some things we need to keep in mind.

1) Not all members/attendees should be considered equal – when it comes to technology.

We still have some huge generational gaps in many organisations. Large scientific organisations still contain as many as five different generations actively involved in the society. While the youngest generations are anxious for your organisation to adopt the most recent technological advances (they think you are going too slow), the older generations are just getting comfortable with some of the basic technologies (they think you are going too fast).

I’ve heard for years that organisations need to use technology in the most efficient ways, and for those members who can’t or won’t adapt, the organisation just needs to move on and admit that maybe they just aren’t the right organisation for those members anymore.

Really? Would you rather have people who have been members of your society for years, maybe decades, just drift away because the organisation has moved on technologically? I think you need to be careful about how that is communicated to your members who struggle with some of the newer technologies. Of course, it is less efficient to give members OPTIONS on how they can participate, but shouldn’t we at least show some empathy for those who struggle with technology?

Just a quick suggestion: if you don’t already do so, develop videos and other methods to assist members in using the organisation’s technologies, especially on-site at events.

2) There is no excuse not to be data-driven – or data secure.

One of the best aspects of technology advances is the ability to gather more and more data to assist in organisational decision-making. Information that associations used to have to buy or subscribe from third-party companies can now be obtained and stored easily in-house.

However, having the right data in your systems is one thing: being able to access it and use it effectively is another. We also need to remember that all associations, professional organisations, chambers of commerce, etc., obtain confidential information about our members, stakeholders, attendees, sponsors, exhibitors, and other partners. This makes it even more important that data management and data retrieval are in the hands of trained professionals.

Mark Levin: Why Not Us?

Another important aspect of having accurate and relevant data available is the fact that cyber-security has become a global issue of importance.

The volunteer leaders of your organisation are coming from workplaces and companies that are relying more and more on data to drive institutional decision-making and planning. They are going to expect their trade or professional organisation to mirror government and private sector best practices in the way you keep your information and systems secure. (Note: The Chain Link Fence Manufacturers Institute, the association for which I serve as Executive Vice President, has sponsored several cyber security programmes for its members that have enable member companies to upgrade their own systems and head off a growing number of problems in the manufacturing community in North America).

3) When looking to the future, data will be even more important.

As was just mentioned, one area where data is increasingly critical is organisational planning. For many years associations used to call it “long range planning” but you rarely hear that term used any more. Planning committees looking five years or more into the future has become a much less reliable way of envisioning your organisation’s size, scope, financial position, membership base, etc. The main reason we stopped calling it long range planning is because things change so fast that it is nearly impossible to comprehend all of the changes and variables that will impact our associations that far in advance.

What we CAN do a better job of right now is strategic planning. Yes, most groups are still limiting their planning to 2-3 year cycles, but they can be more focused (strategic) because of the availability of more credible data. This data not only supports or refutes many of the assumptions that are made during planning sessions, but it also provides the metrics and benchmarking criteria necessary to monitor the strategic plan as it is being implemented. At certain data points the organisation can adjust goals, reapportion resources, restructure committees and staff, etc. The quality and how much trust the leaders place in that data can help keep the organisation on track and provide higher value to members and stakeholders.

Associations need to engage members not only through various technologies but also by helping members gain new skills as they master and use these technologies.

The ability to “mine” critical data using technology provides associations with opportunities to be more efficient in many ways, but also puts a burden on the organisation to be able to manage the data in a secure and effective manner.

Data based planning is perhaps the most important outcome of effective data management. The credibility of your organisation is based on its ongoing success in returning value to its members, and your data management capabilities can be the cornerstone of that credibility.

ABOUT THE AUTHOR

Mark Levin, CAE, CSP has more than 25 years of experience as an association executive and is also an internationally-known speaker and consultant to the nonprofit and association community. He currently serves as executive vice president of the Chain Link Fence Manufacturers Institute, an international trade association, and as president of B.A.I., Inc., his speaking and consulting firm. He is also the current president of the National Speakers Association National Capital Area Chapter.

FOR MORE INFO:
MLEVIN0986@GMAIL.COM
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As the war situation in Ukraine continues to heat up, several concerns have been raised from a destination perspective regarding the impact of the war on event planners when choosing their next congress destination in Europe.

From a global health crisis, we immediately moved to a regional war with international repercussions, which led us to reconsider priorities for associations and their event commitments for 2022.HQ reached out several international association representatives to share their voice on this matter:

“As a PCO working with various associations, many of which are medical associations, at this moment, we are not looking into relocating any of our in-person and hybrid events to other continents. As we do not have any conferences scheduled to take place in either of the countries in this conflict, we have not seen a need for any relocations. We are monitoring the situation, but neither we nor our association clients see a reason to move their educational events from Europe,” said Ms. Magdalina Atanassova, marcom director at Kenes Group, based in Tel Aviv.

Mr. David Goncalves,executive director, from International STEM Council, based in Perth, shared his thoughts: “To be honest I think it's 'one step away' from being a continent-wide crisis. That's the unknown which brings anxiety. It's not so much about the threat of war or security doubts during the event, but more about the logistic issue that resulted by the war. Looking into the upcoming 2-3 years, the situation does put a layer of uncertainty…”

“So far, the war has not influenced our decisions or preferences on meeting locations. Probably it will be depending on how the situation evolves. Currently, we don't have any huge events planned for Europe in 2022. Our smaller meetings in Europe are not affected, yet, ” said Christoph Schewe, managing director at International Federation of Air Line Pilots' Associations (IFALPA), based in Montreal.

Ludovic Thanay, executive officer at World Customs Organization (WCO), based in Brussels, responded: “We don’t see an issue about having an event in Europe. As a matter of fact, we are having our next event in Maastricht in October.” ICCA president, James Rees, also added: “ICCA’s Board of Directors have made a unanimous decision to cancel all planned activities and events in Russia. In addition, Russian members will not be able to attend ICCA events until further notice. On behalf of the Board, we categorically and unequivocally condemn Russian aggression in Ukraine. ICCA is liaising with our members in Ukraine and we will be contributing €10,000 to an agreed humanitarian charity to support them in their efforts to provide aid to those Ukrainians who are suffering as a result of these acts of aggression”

On behalf of the AIPC - International Association of Convention Centres - its CEO, Sven Bossu, also addressed the issue: “The war will not prevent International associations to come to Europe. Travel to and within Europe is safe and there is no reason to think this will change. Yes, there will be some travel trepidation, having a limited impact on delegate numbers. But I believe this will be off-set by the number of people wanting to meet in person after two years of digital meetings. We really should not underestimate the negative impact the last two years have had when it comes to collaboration, trade and innovation. People not only want but need to come together again, because it is a key requirement for building our future.”

HQ will continue to gather more information and different statements from our industry leaders on this sensitive and tragic situation in the days to come. 

The IMEX Group has suspended the participation of all Russian state entities and companies - which includes the national convention bureau - in the upcoming IMEX Frankfurt trade show in response to Russia's invasion of Ukraine. Along with the German trade show, many other voices were raised in condemnation of the ongoing war and in the call for the restoration of peace and order in Eastern Europe. 

IMEX Group leaders, President Ray Bloom and CEO Carina Bauer, revealed the news in a joint statement on their official Linkedin page, confirming that this decision is a direct result of the ongoing military aggression. “Sadly, today we have taken the decision to suspend Russian state enterprises from participating at IMEX in Frankfurt 2022, as a direct result of the current political situation”, they said. “We do this with a heavy heart, understanding that the world is in an unprecedented situation. Our hearts go out to everyone who is affected and especially the people of Ukraine. All of us wish for a speedy and peaceful resolution to this conflict.”

The venue hosting the trade show, Messe Frankfurt also released a statement addressing this situation: “Messe Frankfurt is looking with great concern at the tragic developments in Ukraine these days. Our company creates internationally neutral communications and trade platforms where people of all nations come together. Our corporate principles stand for peaceful co-existence and trade relations of the same kind – because this is a prerequisite for a functioning international economy and for a functioning international coexistence as a whole.”

ICCA President's Message:

In an official statement posted on the association's membership section, ICCA president James Rees also wrote to members calling for a peaceful resolution to the conflict.

"I am sure you will be extremely saddened to see the escalating hostilities unfolding in Ukraine in recent days. It is particularly hard to witness such devastation in countries where we normally work together, in partnership, so our thoughts at this time are with our members, friends and colleagues in both Ukraine and Russia who are being directly affected by this action.

"ICCA is an association that advocates for all of our global members, prizing knowledge exchange and internationalisation; where differences are challenged through debate and discussion. We call on governments on all sides to do everything possible to end hostilities and meet to negotiate a peaceful resolution to this conflict," Rees said.

A message from Bea World:

MPI Statement on Russian-Ukraine Conflict:

"Meeting Professionals International condemns the acts of aggression from Russian forces and urges an expeditious end to the conflict with Ukraine. In a show of support for the people of Ukraine, MPI will immediately suspend business with all companies in Russia. In addition, any plans to formalize a chapter in Russia will be paused.

MPI is disheartened that an action like this is necessary, yet understands it is critical to ensure these violent acts are met with responsible action to help lead towards a peaceful resolution.

We remain concerned for the well-being of our community and our MPI members in Russia and Ukraine who were already seeking to climb out of the shadow of this pandemic and are now experiencing these unprecedented challenges."

European Cities Marketing President's Message:

“We are strongly condemning unilateral attacks on Ukraine, affecting the architecture that has given Europe peace and stability over many decades. We call on Russia to stop the violence and come up with a peaceful resolution of the fight. In those troubled days, more than ever, ECM is highly determined to keep its community strong and united, as destinations, as professionals, as friends and colleagues throughout its cities and nations, all over the European continent.

“All together, we are aiming to start again together a future of collective impact with tourism as an integral part of the shared DNA that unites our cities, communities and cultures in meaningful change.”

SITE statement on the situation in Ukraine:

(News in progress)

The shaky and tormented nature of Poland’s history is of widespread knowledge: too often does it cover its glorious part and its wonders. The same can be said about its cities, often obscured by the capital, and while the glitz of Warsaw may outshine the rest of the country, a city stands firmly with a proud face: Gdansk, the city of many names and many gates. 

Gdansk is a city on the Baltic coast of northern Poland, and the capital of the Pomerania region. It’s notable for having been ruled by many different countries (Poland, Prussia, Germany) as well as for having long periods of autonomy. It was the wealthiest city of Poland before Warsaw’s growth in the 18th century, it was part of the Hanseatic league and as a port city, home of a very important immigration ranging from artists to merchants. During our trip, we got some time to discover a booming locality, ready to welcome the MICE industry with open arms. It’s a testament to Gdansk’s identity, fully committed to preserving its past while thriving for the future.

The Radisson Hotel & Suites

Our first sight was one of majesty and serenity: the 4-star Radisson Hotel & Suites, which granted us the privilege to be hosted in one of its suites, is located right in front of the Motława river. The view from our room was therefore quite impressive, and we could gaze with wonders at the boats slowly gliding away as the streets display a very active life. The hotel itself is a thing to behold: its entrance is covered with amber – the gold of Poland as they say – as are the other rooms. Capable of welcoming 700 delegates in theatre style (350-400 in banquet style) in its 700 m², we were apparently the first MICE press guests they had received since the outbreak of covid-19. The guide tour showed us the conference rooms, all equipped with the most relevant technologies – from the audio-visual system to automatic curtain blinds. There are three meeting rooms (with a capacity of 250 people max), a boardroom, as well as a pre-function ballroom area. 

After a first appetiser, we were delighted with a three-course meal – foodies will quickly realise that Gdansk is a heaven of gastronomy, with an extremely diverse offer of food ranging from multinational food court to traditional or high-end cuisine. The Radisson Hotel has different spaces for guests to enjoy their meal. One which caught our eyes is composed of two large ones: a big room for seated dinner, and then above a beautiful, cosier one for conference goers. A perfect setting for more close-up encounters and intimate, face-to-face talks.

One of the most pleasant characteristics of this city is that everything is at a walking distance. It only takes 20 minutes by car to get to the nearest airport, and 20 minutes on foot to go to the European Solidarity Centre and discover another major part of Poland’s history: the Solidarność movement and the role it played in Poland’s liberation. The place itself has a good, albeit not too big, conference room, and in general it’s a nice incentive for people to get to know more about this town. And it would be a sin to miss out on the exhibitions there, with an interior design reminding us of the first local industry back then: boat construction and repair. 

Later that evening, we discovered how dynamic our district’s nightlife was, with a lot of locals and Polish tourists and many bars to hang out in. You’d be surprised how much punch the Old Town packs on a Friday night! 

Old Town, Gdansk

The City of Gargoyles

Our second day started with an impressive tour of the PURO hotel (4 stars). Suffice it to say that if the Radisson Hotel offered us luxury and classical refinement, this one bluffed us with a very bold, eclectic and elegantly designed architecture. Everything inside is shaped to make a reference to the city’s atmosphere and historical shipyard. Such care and attention to details are quite rare with hotels, which commonly adopt a conventional look and end up all looking the same: here, the desire is to be completely unique and it’s all in the best of taste. Conference rooms all have specific names with different moods (red mouse, granary, etc.); the second floor can be privatised, as well as an incredible rooftop which is also open to the public in the evening. 

After this, we enjoyed a very insightful guided tour to the Old Town, with various stories on the fantastic architecture, which reminded me of Bruges as well as some small Dutch towns - heritage of Dutch architects who settled here and brought their style with them. Amongst all of these historical wonders, and the numerous adorable little gargoyles recently placed around the city as landmarks, one statue stands out: Neptune and its trident. Just like any other places in the world, the city has its own legends: two associate the former statue with the creation of the Goldwasser. One says that Neptune got pissed off at the habit of throwing coins into his fountain, struck the water into vodka and smashed the coins into small flakes of gold. Another tells a more positive tale, with a smiling Neptune rewarding the local people by transforming the water into pure vodka to water the whole town.

Then, came the moment to visit the Gdański Shakespeare Theatre. Gdansk is a Shakespearian destination, as it was the place where English travelling companies from the 17th century would come and play. From the outside, one might think it was created by some evil character to become their lair. It’s a completely dark structure, a “black box” per se, made of bricks imported from Belgium, assembled according to Renato Rizzi’s schematics and dedicated to theatre as well as exhibitions. Inside is a completely different story and counterbalances the heaviness of the exterior. It can host from 250 to 400 people for a cocktail, has its own bar – you can even bring your glass inside and drink during the performances, just like it used to be in the past – and uses modern technology to recreate an open-space environment with a retractable roof. Around the latter, the flat surface is large enough to welcome an outside gathering. 

Modernity Amongst the Nature

Following this intense cultural half, we immediately hoped in a cab to discover the Olivia Star. A huge skyscraper of 34 floors where the last 3 can be used for MICE events. Beware of the fear of heights! The view is astonishing and you can wander outside to see everything around, from the Forest to the Sea. Each floor has different restaurants, with one in the 33rd overseen by the renowned chef Paco Pérez and aiming for a Michelin star. Amongst them, a tremendous wine collection for the amateurs who share the passion for this divine beverage. On the 34th floor, 850 square metres of functional space can welcome 350 guests, with nearly 6m rooms height that can be used as whole or divided in 3 distinct halls. 

Last but not least, we had the pleasure to discover the Novotel Marina Hotel, a cute resort on the shore of the Gdansk Bay, where you can enjoy fish & gin and convert downstairs rooms into events. While it might not be the best place for big conferences, it is nevertheless interesting for smaller events where its numerous corners and activities make for a very family-friendly environment. 

All in all, Gdansk is bound to charm you if you give it a chance!

"As we get back to the beginning stages of normalcy in many parts of the world, our regular contributor Mark Levin suggests that perhaps we should look beyond the return of leisure travel, conferences and meetings, increased tourism, and association meetings."

Why would I suggest looking “beyond” those things in a magazine that is dedicated to increasing worldwide tourism and international meetings?

Because now might just be the right time for the hospitality industry to exert some real leadership. Not leadership in the form of the most bookings, the newest facility, the hottest destination, or the biggest conference. I mean, why not take what we have (hopefully) learned from what the world has been through in the past two years and exercise some real global leadership in improving our world?

I’ve been honored to write articles and opinions in Headquarters Magazine for more than five years now. I’ve seen the power and passion of the international meetings and hospitality industry accomplish great things, bring value to clients, members and customers in many forms, and provide incredible insights into the marketplace.

What if, in the coming years, we, collectively, harness that power and passion to change the world for the better? We all want some person, some entity, some government, some group to do that.

Why not us?

Who is better positioned to be a change agent for how different nationalities and different cultures and different ideas interact and communicate with each other? We do that every day, bringing people and organisations and decision-makers together, with no judgements, no prejudices, and complete inclusiveness.

Who is better equipped to bridge the barriers between people and countries than the industry that owes its success – indeed, its very existence - to being able to negotiate win-win situations for all the stakeholders?

Who has more experience coordinating the advancement of education at all levels and in all parts of the world? Each year we bring millions of people to technical conferences, advanced learning forums, safety and security discussions, standards-setting gatherings, student achievement events, and educational enhancement meetings.

Who is more aware of the need to work together to protect the environment, the atmosphere, and the inhabitants of our planet? We accommodate and help coordinate the events and meetings that address these issues. But someone has to take a leadership role in assuring that these issues are addressed by initiating these activities in the first place.

Why not us?

The travel industry can bring people together, face-to-face (not just screen to screen), and provide the mobility needed to get to the right people in the room, exhibit hall or conference centre.

The hospitality industry and its suppliers can assure the safety and the comfort of participants, can coordinate with the technology community to provide for universal access to information, and can extend its hand to those who need to participate but may lack the resources to do so.

The association industry can bring value and content to these efforts by maximising the vast reservoir of human resources it represents. The best minds in every field; the best thinkers on every issue; and the best communicators at every level, are members of these international professional, trade and technical associations.

So how do we bring all of these forces together to make real change?

We focus on outcomes, not process. We agree on sharing risk as well as rewards. The bottom line is that there is no bottom line, because that is no longer an outcome.

We establish measurement criteria that have nothing to do with heads in beds, seats in seats, guarantees, or attrition clauses. We don’t wait for others to create a timeline, we offer a timeline to others. We commit to things that others think are “not in the realm of the meetings and hospitality industry” because doing the right thing to advance our common well-being is exactly what our realm should be.

The American poet and philosopher Ralph Waldo Emerson once said that “there is no limit to what we can accomplish if no one cares who gets the credit.” Someone needs to seize on that philosophy and make a real impact on our society.

Why not us?

ABOUT THE AUTHOR

Mark Levin, CAE, CSP has more than 25 years of experience as an association executive and is also an internationally-known speaker and consultant to the nonprofit and association community. He currently serves as executive vice president of the Chain Link Fence Manufacturers Institute, an international trade association, and as president of B.A.I., Inc., his speaking and consulting firm. He is also the current president of the National Speakers Association National Capital Area Chapter. 

FOR MORE INFO:
MLEVIN0986@GMAIL.COM
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The BestCities Global Forum showed us again that legacy can and should reflect the political capital and intellectual heritage of an event, both in the host city and in the organisation's raison d'être; leaving a deep mark on society at large and a series of long-term impacts that can range from industry transformation, research progress and policy making.

Manuel A. Fernandes, HQ Magazine Manager, reports from Madrid.

If I were to ask you, dear reader, what you understand by event legacy, what would be the first thing you would come out with? Sustainability? Right, but that would only be the tip of the iceberg that hides so many other layers. Economic development? Sure, we can't run away from numbers but it is not the be all end all of an association conference. Customer loyalty? Also, but that might put the cart before the horse as to the real reasons why that loyalty happens in the first place.

Even today this concept, which is gaining traction in the global events industry, often raises eyebrows out of mere mistrust or sheer ignorance of its true scope. On both sides of the fence (i.e. destinations and associations), this notion of tangible results that last way after a one-off event and capable of generating a quantified social impact is often underestimated in favour of the "good ol’ business as usual". But if money always talks, it's time to take a step back and let other voices do the talking. It would therefore be useless to waste the expert contributions of a local scientific community for the programmatic agenda of a medical congress. Or strong synergies made possible with innovation companies and start-up 'unicorns' to pump new blood into a tech summit.

All ambassadors of BestCities partner cities.

For several years now, BestCities Global Forum has been a committed advocate of this collaborative matrix, pushing the idea that neither the convention cities nor the associative community are apart from a common pathway and set of goals. The three-day event brought together 25 international association executives and ambassadors from the 11 convention bureaus that make up the Global Alliance, under one roof - the Hyatt Regency Hesperia - to explore this time the achievements and transformations of the Madrid chapter. But those who think that this annual meeting is just another hosted buyers programme spiced up by the liveliness of the Spanish capital should not be fooled.

Here, the very legacy of BestCities has been unpacked in the search for a broader understanding of this cooperative axis between destinations and associations; a bridge was established between the objectives endorsed by Copenhagen - the former organising city - and its Legacy Lab; and, finally, the first seeds have been sown for what Madrid Convention Bureau (MCB) plans to take on as sustainable applications and long-standing co-operations with associations in the form of its Madrid Challenge.

At the heart of this idea were the various programme presentations that helped to crack the code on how to institute legacy design and create/predict impact. The testimonies were both personal - with the radical life story of Armando del Rey, co-owner of the famous Flamenco tablao, "Corral de la Morería" - and collective, when visiting the Spanish Red Cross. Through the voice of their EMEA director, Kai Troll, we also learned about the work of Best Buddies - an international non-profit organisation running a global volunteer movement that aims to develop opportunities, integrated employment, and inclusive living for people with intellectual and developmental disabilities.

The delegation gathered for two more presentations at Madrid's City Hall

“Madrid has long since set itself the objective of valuing the impact of events beyond the merely economic. This forum aims to leave as its "legacy" how to improve social, environmental or working conditions through well-designed actions" - David Noack, Director of the MCB, thus positions this forum on the city's wide convention scene. A strategy that promoted a prodigious and unique outcome in the European Society for Radiotherapy and Oncology's (ESTRO) curious case study. Through the joint legacy project with MCB, the impact of ESTRO's 2021 congress ultimately led to a €700 million investment by the Spanish government in a roll-out of radiotherapy machines, which were in short supply not only in Madrid but throughout Spain. A real life-saving operation! – (do not miss the HQ interview with ESTRO CEO in the issue #103).

But this forum was not only made by cases and stories, there were also tools and projects to be launched. Madrid Plus, for example, is as simple as it is brilliant at honing in on RFPs that take into account sustainability and impact actions in their core legacy. A digital platform open to all associations that offers specific reports and filters for meetings and events in Madrid, calculating the impact from the planning stage to the actual implementation of the event. The adoption of the UN Sustainable Development Goals as a framework can also guide the thought process and trigger legacy plans with this service.

The event came to an end with a symbolic gesture: all the association executives and destination leaders agreed and committed to this set of ideas and ambitions in what will be remembered as the Madrid Challenge. Smart mobility, eco-friendly venues, community inclusion, any of these points can make a difference to a better society and a more compact event, under this ‘challenge’.

Nigel Brown and Lesley Williams from BestCities together with David Noack present an award to the Spanish Red Cross.

Wrapping up, legacy can and should reflect the political capital and intellectual heritage of an event, both in the host city and in the organisation's raison d'être. Leaving a deep mark on society at large and a series of long-term impacts that can range from industry transformation, research progress and policy making. “Financial sustainability is also a precondition for having impact. If your meeting doesn't have a purpose people won't show up again, but if you're not surviving as an organisation your impact will be limited as well. The sweet spot is to make these two factors progress hand in hand,” says Lesley Williams, managing director, BestCities Global Alliance. Her team will be sure to amplify this dialogue and extend legacy-related topics at their next forum scheduled for later this year in Vancouver, Canada.

At HQ Magazine, we like to talk about the MICE Industry as something disjointed from the larger tourism industry. But we're also open to different points of view and we know that we need more critical thinking about the impact of travelling in general. So, for the 100th edition, we decided to interview a renowned Italian intellectual who wrote a book about what he calls “the Age of Tourism”. Marco d'Eramo is a journalist as well as a social theorist who collaborated with journals like El Pais, La Quinzaine Littéraire, New Left Review and Der Tagesspiegel, and published many essays – the latest being The World in a Selfie. An Inquiry into the Tourist Age (Verso, 2021).

How did you get to write a book about tourism?

Tourism belongs to that category of social phenomena, like sport or advertising, which are ubiquitous, familiar, but always undigested, unelaborated: they evade questions, neutralise reflection. As in the case of sport and advertising, the bibliography on tourism is now endless, but conceptual elaboration is fragmentary: texts abound, but new ideas are small nuggets in a huge mass of dirt. And truly original contributions can be counted on the fingers of one's hands.

At the end of the day, there are only two types of texts on tourism: texts by tourism professionals, which are internal to the sector, promotional, and never question its categories; and external texts, which snub it. Because tourism is difficult to take seriously, since people confuse tourism with tourists… and tourists are always a bit funny, they are always literally out of place. We always look down on them and blame them for the harm tourism brings; it's as if we blamed the workers for the pollution caused by factories. But we are all tourists sneering at other tourists.

Why do you believe we live in the “Age of Tourism”?

The creation of tourism required two revolutions to take place. A technological one, with the revolution in transport and communications that made travel possible, cheap and quick. And a social revolution, which created the travellers themselves. This was the product of hard-fought, interminable struggles to win paid time off. For human beings to become tourists, it isn't enough for them to have free time alone — after all, the unemployed have plenty of that. Never before in human history did a significant share of the population enjoy income in periods of not-working. Today almost all of tourists are on paid holidays or on a pension.

And then you have to think that tourism has an immaterial goal: what you want is to see the Parthenon at sunset or the Machu Picchu at dawn, but to get this immaterial goal, tourism needs a very heavy, very material, huge infrastructure. In a sense, tourism is an industry that triggers all other industries. The pandemic demonstrated just what a crucial role tourism plays. That's not only true of countries with a particular niche for tourism like Italy, Spain and Austria, where this industry contributes around a sixth of GDP and employment numbers. Tourism is decisive for the global economy as a whole. Without tourism, hotels and restaurants shut down, along with all the economic activities connected to hospitality. The aircraft industry disappears, the auto trade slumps, cruise-ship building sinks, and construction receives a heavy blow, too. When these trades collapse, they bring down steelworks, cement production and electronics with them. Four years ago, when I wrote in my book The World in a Selfie that tourism is this century's most important industry, I was taken for a blowhard who loves, well, making silly claims. But if this industry is usually belittled, COVID-19 has shown just how essential it really is.

Then there is also a subjective factor: the technological revolution and the social revolution transformed not only our lives, but also our intellectual categories. They made the possibility of travel the key element of our idea of freedom. With the pandemic, we felt how much we were missing not being able to get a change of scenery and go anywhere else. The will to travel is a demand for freedom.

In the West, we hadn't realised this before COVID-19. We ought to have known as much, given that in East Germany the demand for tourist visas was the spark that triggered the fall of the Berlin Wall in 1989. We hadn't realised that the need to move and experience different horizons was so intensely political. Only the repeated, prolonged lockdown, with the second and third waves of the pandemic, made us feel the impossibility of travelling on our own skin, a prison around us. For the first time, we were in the same shoes as the East Germans. To stop citizens from being tourists is to deny them a key element of their idea of freedom. So, you see, we live in the age of tourism because tourism shapes both our objectivity — economic living conditions — and our subjectivity — our idea of freedom.

In your book (left side), you talk about the concept of “tourist city” and how is a certain kind of tourism “subtly” killing cities, to paraphrase you? Can you explain?

To make a long story short, all our cities have transformed the centre of the town in a tourism district, which is a specialised form of entertainment district. That’s why at the end of the day, when tourists leave these districts become dead towns. We saw it during the pandemic — without tourists our city centres were deserted, dead, ghostly.

A city becomes a tourist city when it has lost the other industries and economic activities that made it live. Venice discovered tourism already at the end of the 16th century, when it was declining as a world commercial power. It was then that the Venetians focused on Carnival, so much so that after a century the Venetian Carnival no longer lasted a month, like all carnivals in the world, but six months of the year. So, in the 18th century Venice promised young noblemen from all over Europe a holiday full of culture, good food, and lots of sex, just like the carnival in Rio today. Today, port cities are all recycling themselves by turning their dismissed ports into tourist waterfronts. When they have lost their other activities, cities turn into a museum of themselves.

How is it possible to preserve a real diversity as well as an “authentic authenticity” in your opinion?

You know, authenticity is a nostalgic concept — you never ask if your home cooking is “authentic”. The problem of “authenticity” arises only when the “authentic” is in danger, when it is on the way of disappearing. That’s the dilemma of tourism: the tourist is desperately searching for the authentic, but she knows very well that if she reaches it, it is because the authentic has already turned into the inauthentic (the mere presence of the tourist makes it so). That is why every tourist's dream is to be in a place without tourists. In short, the tourist wants to be in a place without himself.

Some cities go so far as branding themselves as “convention cities”, like Las Vegas. Do you think there's a difference between this business travel and leisure tourism?

Tourism is a multitasking activity. No one goes to a place for only one reason, or then they are not a tourist. For example, the holidaymaker who goes to Greece wants to relax by the sea, but also to do some culture and visit some ancient ruins. Business tourism respects the logic of multitasking because it wants to combine professional activity (scientific meetings, managerial conventions) with recreational activities in the true sense of the word such as in Las Vegas, or just escaping the routine and have a little fun. On the other hand, business tourism is more segregated than other types of tourism because wherever you go, you always meet the same people, your colleagues. A universe of colleagues. The drama of conventions is that the only human type present is the colleague, which makes them a little melancholic despite all the efforts. When you go to a restaurant, you immediately recognise the table of convention goers.

IFES, the International Federation of Exhibition and Event Services publishes the white paper, "Digitization in the Live Marketing + Exhibition Industry – Opportunities + Challenges", to launch at "Best of Events" industry trade show.

Under the title "Digitization in the Live Marketing + Exhibition Industry - Opportunities + Challenges," IFES has published a Whitepaper on the occasion of Best of Events Connect, the online offshoot of the BoE industry trade show, that focuses on the changing use of digital formats in the context of physical events. In the paper, which is aimed primarily at small and medium-sized Enterprises (SMEs), the association uses the "customer journey" to describe strengths and weaknesses as well as opportunities and risks of digital and hybrid trade show and event formats.

The working paper starts with a situation analysis and breaks down how corporate communications have changed over the past year. This is followed by a basic definition of the terms "virtual" and "hybrid" event concepts. Focusing on the relationship between exhibitor, organiser and visitor, the paper illustrates the changes that digital "add-ons" have on the role of the partners involved.

As a decision-making aid for communication managers in companies, the paper then uses the customer journey to describe the changes at touchpoints between customer and product/service. The SWOT analysis that follows gives the reader the opportunity to compare his own situation with the possibilities of the changed communication measures. In this way, he succeeds in making the right decision for his company when using digital as well as physical measures.

"It was important to us that we provide as comprehensive a basis for decision-making as possible for our members' customers within the scope of the paper," says IFES Association Managing Director Uta Goretzky. "In doing so, we also wanted to dispel the misconception that the acceleration of digital communication makes face2face communication obsolete or that digital communication channels are fundamentally cost-effective and lead to a better ROI.

The white paper is published in English and can be requested free of charge from the IFES office, at events@ifesnet.org.