Reports - Meeting Media Group

Beyond Politics: How Washington, DC Is Redefining How the World Experiences a Capital

Fri, 04 Sep 2026 12:04:44 +0200

© All photos courtesy of washington.org

Washington, DC is entering a defining period in its destination story. As the United States marks a period of global visibility shaped by America’s 250th anniversary celebrations, the FIFA World Cup and the road to the Los Angeles 2028 Olympic and Paralympic Games, the nation’s capital is leveraging its unique mix of political influence, intellectual capital and cultural assets to elevate its profile in the global events market.

Author: Manuel A. Fernandes, HQ Magazine Manager

The timing is significant. Destination DC recently announced record tourism performance, with 27.2 million visitors generating US$11.9 (€10.3) billion in visitor spending. Yet, beneath those headline figures lies a more complex reality. International visitation declined by 4% yearon-year, reflecting broader challenges facing the US travel market. Even so, Washington, DC outperformed the national average dropf of 5.5%.

For Melissa Riley (right), Senior Vice President of Convention Sales and Services at Destination DC, these figures reinforce the importance of long-term thinking. “We are really making sure that we are investing in the right markets at the right time with the right financial support,” she says. “At the end of the day, this is a long game.” That perspective is particularly relevant as Destination DC navigates reduced funding these days; still, Riley remains confident that sustained destination marketing investment continues to deliver value. “The investments we have made over the past several years will continue generating momentum well into the future,” she says. “Destination marketing is, by its nature, a long-term investment strategy.”

The City Behind the Headlines

For many international audiences, Washington, DC remains defined by politics. Riley argues that this perception overlooks much of what makes the destination distinctive. “Washington is really a tale of two cities,” she says. “There is the city associated with Capitol Hill and policymaking. Then there is the other where people live, work and build communities.” That distinction sits at the heart of Destination DC’s There’s Only One DC campaign, which aims to showcase the city’s neighbourhoods, culinary scene, cultural diversity and quality of life alongside its institutional relevance.

“People come with a preconceived notion of Washington, and then discover an entirely different city,” Riley says. “The reaction is almost always: ‘I had no idea.’” For meeting planners, that transformation is increasingly valuable. In addition to convention centres and hotels, delegates gain access to world-class museums, cultural institutions and neighbourhood offerings that enrich the overall event journey. “A great leisure destination makes a great meeting destination,” Riley notes.

From Destination Marketing to Knowledge Hub

While infrastructure remains critical, Riley believes the role of destination organisations is evolving rapidly. “The role of the DMO today is no longer limited to promoting hotels, convention centres or meeting space,” she says. “Increasingly, we are becoming subject-matter experts, connectors and knowledge hubs for our destinations.”

This philosophy underpins Destination DC’s Meetings Capitalized strategy, unveiled at IMEX Frankfurt. The initiative places greater emphasis on the city’s intellectual and institutional assets, from universities and associations to think-tanks, embassies and policymakers. “We have been positioning that intellectual capital for the past 10 to 15 years,” Riley explains. “But now we are looking beyond traditional sector-based framing and focusing more on experiences and outcomes.

Washington, DC’s status as the US capital also creates unique opportunities for advocacy, diplomacy and knowledge exchange. “There is no other place in the United States where organisations can engage with policymakers in the same way,” she says. “Throughout history, people have gathered in Washington and changed the course of history through dialogue and exchange.” Rather than distancing itself from its political identity, the city is learning how to leverage it as a competitive advantage for business events.

“A great leisure destination makes a great meeting destination”

Accessibility as a Path to Inclusion

Another area shaping DC’s meetings strategy is inclusion. For Riley, inclusion is no longer simply a matter of accessibility compliance. Instead, it must be embedded throughout the delegate journey. “Inclusion is only going to become more significant in the years ahead,” she says. “We want to be proactive in designing experiences where every delegate feels welcomed, valued and supported. That includes creating environments that accommodate neuro-divergent attendees, offering quiet spaces and lasting impressions that recognise a wider range of participant needs."

The approach is already influencing how events are delivered. The International Society on Thrombosis and Haemostasis became the first congress in Washington where Destination DC helped facilitate a dedicated childcare centre. Meanwhile, the American Speech-Language Hearing Association partnered with Planet Word museum to create an exhibition focused on speech disorders, turning the destination itself into part of the learning process. “It gave attendees a sense of belonging and recognition,” Riley says. “It showed how the city could authentically support a highly specialised professional community.”

The focus on social impact is not confined to individual events. Through the NextDC, their official nonprofit partner, Destination DC supports hospitality education, internships and scholarships designed to strengthen the future workforce. “When the industry invests in the next generation of talent, it creates a long-term cycle of shared success,” Riley says.

America 250 and a New Era of Experiences

The America 250 celebrations provided another major boost for the destination. Destination DC is helping planners integrate anniversary-related activities into meetings and conventions, while museums and cultural institutions across the city are developing new exhibitions and programmes. “The 250th anniversary of the United States is a tremendous opportunity for Washington, DC,” Riley says.

One recent example saw delegates attending an event at the National Archives, dining in the presence of some of the nation’s founding documents, including the Declaration of Independence. “There is only one place where attendees can network while being immersed in the institutions and stories that have shaped the United States,” she says. For Riley, these settings demonstrate how destinations can move beyond infrastructure and make the city itself part of the meeting.

Stronger Together

That same philosophy of collaboration also informs Destination DC’s participation in the BestCities Global Alliance. “What makes BestCities particularly important is that it brings together cities that share common values and long-term ambitions,” Riley says. While business development still carries weight, she believes the alliance’s greatest value lies in knowledge sharing. “As an industry, we can only continue to evolve if we are willing to share not only our successes, but also the lessons learned from initiatives that did not work as expected.”

In many ways, that sentiment captures Washington’s current approach. At a time when destinations face growing competition and changing expectations, the city is looking beyond traditional measures of success. Economic impact remains a benchmark, but increasingly it is being complemented by intellectual capital, inclusion, legacy and meaningful human connection. Perhaps that is why so many visitors leave the city with a different impression than the one they arrived with. “People come with a preconceived notion of Washington,” Riley reflects. “And then they discover an entirely different city.”

(This report is part of an editorial series developed in partnership with the BestCities Global Alliance, exploring the people, perspectives and strategies behind the work of its member cities as they shape the future of global business events.)

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 Happens Inside Matters Outside: Lessons from the AIPC Conference 2026 in Bilbao

Fri, 28 Aug 2026 18:59:49 +0200

At Euskalduna Bilbao Conference Centre, the AIPC Annual Conference 2026 turned its attention to a convention-centre industry being asked to carry a much heavier brief: smarter use of technology, genuinely accessible spaces, stronger ties with communities, closer alliances across the destination and a clearer contribution to the cities they serve.

Our report picks out some of the conference's most thought-provoking sessions – from innovative leadership and destination transformation to the hotel–venue relationship, accessibility and the next generation of convention centres – alongside the ideas emerging from the Future Shapers programme and the AIPC Innovation Awards.

HQ Magazine Manager Manuel A. Fernandes reports from Bilbao

At AIPC's 2026 Annual Conference in Bilbao, the convention-centre community spent four days discussing subjects that would once have sat in separate compartments: artificial intelligence alongside accessibility; hospitality alongside workforce strategy; energy and sustainability alongside urban development; destination competitiveness alongside community value. The agenda was broad but not fragmented. Taken together, the discussions pointed towards a different understanding of what a convention centre is expected to do in 2026 despite external contingencies.

Having last attended the AIPC conference at Hungexpo Budapest in 2022, the contrast was striking. The industry had plenty to contend with then, emerging from the disruption of the pandemic and confronting an uncertain operating environment. In Bilbao, the conversation had moved into more complicated territories. Resilience remains necessary, but it is no longer an adequate description of the job. Convention centres are being asked to account for their contribution to cities, communities and economies in ways that reach well beyond the events on their calendars.

That made Bilbao the setting, director and main character of this script. A city whose own development has been shaped by long-term decisions about infrastructure, culture, investment and civic ambition provided an appropriate backdrop for a conference asking what convention centres might contribute to the places in which they operate. AIPC's programme was organised around Innovation & Transformation, People & Hospitality, and Legacy & Community Impact, but the most interesting discussions repeatedly crossed those boundaries.

Innovation was the First Test

Claire Hayek, a NeuroLeadership expert, gave a talk on Innovative Leadership, in which she examined the less glamorous side of bold thinking: the ability to maintain clarity, make sound decisions and keep teams on track when the pressure mounts. The following discussion, Innovation to Become a Convention Destination, took the question from the individual to the city, with case studies from Bilbao, Belgrade and Saskatoon respective convention centres. Jon Azua Mendia's account of Bilbao's transformation placed governance, economic strategy, infrastructure and collaboration alongside innovation itself. Kristina Milinčić, CEO of the Sava Center, suggested that an idea may be easy enough to produce, but the real test lies in creating the conditions for it to withstand competing priorities, institutional interests and the passage of time. In both cases, innovation was presented less as a discrete initiative than as part of a longer process of urban and economic renewal.

Community was another recurring thread. In How Can Communities Make Convention Centres Thrive?, Joyce Leveston of the Javits Center and Taubie Motlhabane of the Cape Town International Convention Centre explored venues as civic assets, looking at local engagement, talent development, stakeholder partnerships and legacy. It also raised the question of who benefits from the value created by a large convention centre. If the answer is solely the operator, the equation is narrow. A venue may generate business for hotels, work for local suppliers, visibility for a destination and opportunities for residents, whilst remaining formally separate from all of them. The most ambitious model is one in which these relationships are deliberately nurtured.

The Delegate Does Not Know Your Org Chart!

That tension surfaced again in Friends, Frenemies or Future Co-Creators?, moderated by AIPC President Julianne Jammers. Hotels and venues have plenty of reasons to work together, but also plenty of commercial reasons to guard their territory. The panel brought together perspectives from Kursaal Bern, bnetwork, Accor and Austria Center Vienna to examine service integration, commercial alignment, sustainability and destination-wide cooperation. For the delegate, however, those organisational boundaries barely exist. The journey is continuous: airport, transport, hotel, venue, restaurant, meeting and the city in between.

Jammers puts the human dimension of that journey firmly at its centre: “The most successful convention centres have always recognised that hospitality, delivered through people, is the foundation of their value proposition. When consistently executed at a high level, it becomes a powerful strategic advantage. Digital transformation is no longer a source of differentiation; it is an expectation. Technology is a capability, not a benefit in itself. The organisations that will lead the market are those that invest in their people, strengthen their service culture, and place both employees and customers at the centre of their operations. Ultimately, technology supports the experience, but people create it.”

Can the venue set the standard for the city?

The point was given a practical dimension by John Sage's Accessibility as a Strategic Advantage for Convention Centres. The Founder & CEO of Accessible Travel Solutions has experienced these obstacles first-hand and asked delegates to consider accessibility as a complete journey, not a compliance exercise. A person with a disability does not encounter a destination in isolated components: difficulties can emerge at the airport, on public transport, in a hotel or at the venue itself. The subsequent accessibility tour of Euskalduna made that point unusually tangible. What might have remained an abstract discussion about inclusion became a physical inspection of how a convention centre accommodates people with different mobility and cognitive needs. It also exposed how accessibility is often discussed as a feature of a building when, in practice, it is a test of how well a destination works as a whole.

The same logic applies to destination impact. In How Events Impact Destinations and Their Positioning?, Yurdana Burgoa of Last Tour and Irene Chan of AsiaWorld-Expo examined the contribution major events can make to reputation, investment, local business and community pride. The event itself may occupy a few days; the relationships, knowledge, spending and visibility attached to it can have a much longer life. This is where the convention centre starts to look less like a container for events and more like an intermediary between different interests in a city. Jammers expressed that vision with particular clarity: “The building itself is only one part of the equation. Equal, if not greater, attention should be given to identifying and mobilising the partnerships within the community that will contribute to its economic, social, intellectual, and environmental future.”

The Next Generation Is Already Here

By the final morning, the physical proposition was being reconsidered too. The Next Generation Convention Center: Economic Catalyst, Community Connector, Cultural Destination examined how convention districts are incorporating hospitality, entertainment, culture, retail, public space and mobility. The venue becomes part of an urban environment that has to work on ordinary days as well as event days. While senior leaders debated how today's centres should adapt, emerging professionals were being given space to tackle the problems they will inherit. The AIPC Future Shapers programme brought another generation into that picture. Ten emerging venue leaders spent five months working across continents before arriving in Bilbao to pitch two concepts developed around real challenges facing convention centres. Team Future Ready proposed Venue IQ, a platform designed to capture operational and client feedback and turn it into usable intelligence for venue teams. Team Growth Lab, meanwhile, proposed Convention Center Hospitality Excellence Certification, a standard conceived to raise service standards, improve the client journey and give venues a structured way of embedding hospitality excellence into their operations.

Better technology, greener operations and more sophisticated buildings all have their place. What matters is what they enable a convention centre to contribute to the city around it. Jammers has a longer view: “I would hope that, by 2035, people will say the greatest achievement of today's leaders was transforming convention centres from venue operators into strategic partners in community and destination development. Over this decade, the most successful centres will have moved beyond measuring success solely through attendance and economic impact, focusing instead on their ability to drive innovation, attract and employ talent, foster collaboration, and create lasting benefits for their communities.”

The Next Idea May Already Be Inside

The Innovation Awards offered a more grounded view of what change looks like inside a convention centre. Eight finalists presented projects spanning circularity, immersive technology, waste management, sustainability, health and new approaches to venue use (check out the two RAI Amsterdam projects in our upcoming HQ #126). The shortlist brought together projects spanning circularity and waste recovery, immersive technology, sustainability and health, alongside inventive approaches to making better use of existing venue space.

Kuala Lumpur Convention Centre (KLCC) provided the clearest example. Its Agile by Design, Sustainable by Choice project took underused parts of an existing building, including the former Press Centre, and converted them into contemporary meeting rooms and flexible event spaces. The venue expanded its offer without expanding its footprint, turning an existing constraint into a commercial and environmental opportunity. The project won both the Jury Award and the Delegates' Choice Award. The judges recognised the business case; the delegates recognised its practical relevance. In a conference where innovation was repeatedly linked to pressure, resourcefulness and long-term value, KLCC's solution offered a refreshingly simple proposition where the next piece of capacity is already sitting inside the building.

Bilbao offered plenty of evidence for that trajectory, but also a useful warning against easy conclusions. No single convention centre can solve a city's economic, social or accessibility challenges. Nor can technology compensate for weak partnerships, poor service or an incomplete understanding of the visitor journey. What venues can do is occupy a more deliberate place in the machinery of a destination: convening interests, opening doors, creating encounters and helping translate international business into local value.

The next AIPC Annual Conference will take that conversation further west, in a very special setting. From 27 to 30 June 2027, the association will meet at the St. John's Convention Centre in Newfoundland and Labrador, Canada. After Bilbao, the geography changes but the ambition travels with it: convention centres becoming active contributors to the places they serve.

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Business Events Generate US$1.8 Trillion for Global GDP, Landmark EIC Study Reveals - New research finds business events generated approximately €2.69 trillion in total business sales, contributed around €1.56 trillion to global GDP and supported 24.2 million jobs in 2025.

Wed, 05 Aug 2026 19:12:20 +0200

Business events generated US$1.8 (€1.56) trillion in global GDP, supported 24.2 million jobs and produced US$3.1 (€2.69) trillion in business sales during 2025, according to the newly released 2026 Global Economic Significance of Business Events Study from the Events Industry Council (EIC) in partnership with Oxford Economics.

Positioned as the most comprehensive economic assessment of the sector to date, the 114-page report paints a picture of an industry whose contribution extends far beyond delegate spending, highlighting its role in fostering innovation, trade, workforce development and long-term economic competitiveness.

Drawing on data from more than 1,600 event organisers, venues, destination organisations and suppliers, alongside country-level economic impact studies and industry datasets from organisations including UFI and CEIR, the research examines activity across more than 180 countries using a methodology aligned with guidance from UN Tourism.

An industry powering the global economy

According to the study, business events attracted 1.65 billion participants worldwide in 2025 and generated US$1.3 (€1.13) trillion in direct spending. Once indirect and induced impacts are included, the industry's footprint expands to US$3.1 (€2.69) trillion in total business sales, US$1.8 trillion (€1.56 trillion) in GDP and 24.2 million jobs globally.

The report also underlines the sector's strong multiplier effect, estimating that every US$1 spent directly on business events generates an additional US$1.37 elsewhere in the economy, benefiting industries ranging from hospitality and aviation to technology, logistics and professional services.

"Business events are a vital part of the infrastructure that supports economic growth, workforce development, innovation and global competitiveness," said Amy Calvert, President and CEO of the Events Industry Council. "This report gives our industry credible, current evidence to demonstrate that value, while also helping us tell a more complete story about the knowledge, relationships, investment and long-term progress created through face-to-face engagement."

Stephanie Harris, Chair of the Events Industry Council Board of Directors and President of the Incentive Research Foundation, believes the report provides the industry with a powerful advocacy tool.

"This study gives every part of our global business events community a shared foundation for action," she said. "By bringing together credible data from markets around the world, it equips industry leaders to advocate with greater confidence, make stronger investment decisions and demonstrate how business events create lasting value for people, organisations and communities."

North America leads, while Asia moves into second place

Regionally, North America remained the world's largest business events market, generating US$487.7 (€424.3) billion in direct spending, equivalent to 37.8% of the global total.

However, the study also highlights the continued rise of Asia, which produced US$352.8 (€306.9) billion in direct spending, overtaking Western Europe, whose contribution reached US$328 (€285.4) billion.

Among event formats, corporate and business meetings represented the largest economic segment, accounting for US$566 (€492.4) billion in direct spending. They were followed by conventions, conferences and congresses at US$383.2 (€333.4) billion, while trade shows generated US$178.5 (€155.3) billion and incentive events contributed US$86.6 (€75.3) billion.

Trade shows deliver their own economic powerhouse

The report dedicates a separate section to trade exhibitions, underscoring their distinct contribution to the global economy.

In 2025, trade shows attracted 318 million participants across more than 180 countries, generating US$179 (€155.7) billion in direct spending.

Including indirect and induced effects, exhibitions were responsible for:

US$444 (€386.3) billion in total business sales;
US$256 (€222.7) billion in GDP;
4.3 million jobs worldwide.

The value of face-to-face goes beyond economics

While the headline figures demonstrate the industry's financial contribution, the study also examines what it describes as the "catalytic effects" of business events—the less tangible outcomes that underpin long-term business growth.

Survey findings suggest that 70% of respondents consider relationship-building through face-to-face meetings the hardest aspect to replace, while organisations estimate they would lose 28% of their revenue without participating in or exhibiting at in-person events.

Respondents also reported an average return of US$11 in incremental revenue for every US$1 invested in attending or exhibiting at business events, with 22% of new customers attributed directly to face-to-face participation.

Growth forecast continues through 2028

Oxford Economics expects the industry's momentum to continue over the coming years.

The study forecasts direct business event spending will reach US$1.6 trillion by 2028, representing an average annual growth rate of 6.7% from 2025 levels.

Direct employment is also projected to rise to approximately 10.4 million jobs, bringing the sector within 4.1% of its pre-pandemic 2019 employment levels.

"The results demonstrate both the scale of the sector today and its importance to future global growth," said Adam Sacks, President of Tourism Economics, an Oxford Economics company. "Business events support extensive economic activity across hospitality, transportation, venues, production, technology and professional services, while also enabling business relationships and knowledge exchange across industries."

Paul VanDeventer, President and CEO of MPI and Chair of the EIC Research and Advocacy Steering Committee, encouraged destinations, associations and event professionals to use the findings to strengthen industry advocacy.

"This research belongs to the entire global business events community," he said. "We encourage our members, partners, destinations, event professionals and business leaders to use these findings in their own advocacy, investment and stakeholder conversations. Data gives us credibility, and a unified voice gives us momentum."

Later this month, the Events Industry Council will publish regional reports and advocacy resources designed to help destinations and industry organisations translate the global findings into policy, stakeholder engagement and investment discussions.

The full, 114-page report is available for purchase for US$395 (€345) here. The Executive Summary is available here

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APSAE to Unveil First State of Asia Pacific Associations Report

Tue, 21 Jul 2026 00:05:14 +0200

The Asia Pacific association community is set to receive its first comprehensive regional benchmark with the launch of the State of Asia Pacific Associations Report, to be unveiled at the APSAE Summit 2026 on 24 July at Marina Bay Sands, Singapore.

Developed by the Asia Pacific Society of Association Executives (APSAE), the report is the first study dedicated exclusively to the association sector across the Asia Pacific region. More than simply taking stock of the current landscape, it seeks to provide association leaders with a clearer understanding of the structural challenges, opportunities and priorities shaping one of the world's fastest-growing economies.

The publication comes at a pivotal moment. While Asia Pacific accounts for more than half of global economic growth, its association sector remains highly fragmented, with organisations operating largely within national boundaries, relying heavily on membership dues and lacking the regional frameworks and collaborative structures seen in other parts of the world.

At the same time, the report highlights a growing skills challenge. With almost 80% of employers across Asia Pacific reporting difficulties in recruiting qualified talent, associations are increasingly expected to play a central role in professional development, certification and workforce upskilling. Yet many organisations continue to face constraints in governance, digital capability and cross-border collaboration, limiting their ability to respond to these demands.

Rather than simply documenting these challenges, the report examines the forces reshaping the association landscape and identifies the strategic priorities that will define future success. Topics include the adoption of artificial intelligence, digital transformation, leadership succession, volunteer engagement, revenue diversification beyond membership dues, advocacy, and the growing role of associations as drivers of economic development and community impact.

According to Prasant Saha (on the right), President of APSAE, the report represents a milestone for the region's association community. "This report is the first serious attempt to understand the state of association leadership across our region on its own terms – not through the lens of models built in other regions. Asia Pacific's association sector is at a critical turning point. The findings will challenge assumptions, surface urgent priorities, and give association leaders the evidence they need to make the case for investment, relevance, and impact."

APSAE is a neutral, non-profit platform connecting association leaders, partners, and knowledge institutions across the region, with the mission to strengthen the association ecosystem through collaboration, education, and leadership development.

The report will be presented for the first time to delegates attending the APSAE Summit 2026 before being released publicly after the event. Beyond providing a snapshot of the sector today, APSAE hopes it will establish a long-term evidence base to support stronger collaboration, more informed decision-making and greater recognition of the role associations play in shaping industries, professions and societies across the Asia Pacific region.

Register your interest in becoming an APSAE member here

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New White Paper Offers Strategic Roadmap for Association Financial Sustainability - Mayvin Global's new three-part white paper, Mission and Margin, provides practical guidance on financial sustainability, strategic partnerships and long-term resilience for associations, featuring an ESAE case study.

Mon, 20 Jul 2026 23:31:28 +0200

As associations navigate increasing financial pressure, shifting member expectations and a more competitive funding environment, a new white paper from Mayvin Global argues that long-term sustainability depends less on generating new income than on rethinking how organisations create value, manage risk and build strategic partnerships.

Headed by Deanna Varga, Mission and Margin is a three-part series that draws on real-world case studies from associations, charities and international business events to explore how organisations can strengthen financial resilience while remaining firmly anchored to their mission.

Rather than treating commercial activity as separate from organisational purpose, the publication presents financial sustainability as an enabler of greater impact. Across the series, association leaders are encouraged to diversify revenue, invest in governance, strengthen partnerships and embrace continuous innovation as complementary elements of long-term resilience.

One of the strongest messages running throughout the white paper is that successful organisations no longer view sponsorship as a transactional activity. Instead, they cultivate long-term partnerships based on shared values, co-created programmes and measurable outcomes.

This philosophy is illustrated through several case studies. The European Society of Association Executives (ESAE) describes how it transformed its membership model from an exclusive network for chief executives into a broader community serving professionals across all stages of association leadership. Rather than pursuing growth for its own sake, ESAE adopted an iterative approach—expanding membership categories, investing in digital infrastructure, creating Communities of Practice and developing new partnership models that complemented, rather than replaced, traditional membership income.

The publication notes that ESAE's evolution has been accompanied by consistent membership growth, a 90% retention rate, more than sixteen annual events and a diversified revenue base supported by twenty-eight strategic partners. According to the analysis, the organisation's success stems from viewing partnerships as long-term collaborations centred on knowledge exchange and member value, rather than conventional sponsorship agreements.

A similar philosophy emerges in the case of OzHarvest, Australia's leading food rescue organisation. With around 60% of its income generated through corporate partnerships, the charity deliberately prioritises relationships that align with its values and mission, often investing years in developing collaborations before formal agreements are reached. The report argues that this emphasis on trust, cultural fit and shared purpose provides greater financial stability than short-term sponsorship arrangements, while also protecting organisational reputation.

Governance is another recurring theme. Drawing on the experience of the Australian and New Zealand College of Anaesthetists (ANZCA), the white paper challenges the notion that robust governance limits innovation. Instead, it argues that clear decision-making structures, comprehensive risk management and long-term planning create the confidence required to pursue ambitious initiatives, including international congresses and cross-organisational collaboration.

The business events sector also features prominently through the World Conference on Ecological Restoration (SER2023) in Darwin. Beyond logistics and venue selection, the conference is presented as an example of how destination expertise, Indigenous engagement and legacy planning can reduce organisational risk while enhancing delegate experience. The event integrated local cultural knowledge throughout the programme and concluded with tangible environmental and community initiatives, reinforcing the publication's broader message that successful events increasingly create value beyond the conference itself.

Across all case studies, Mayvin Global identifies a consistent pattern. Organisations that achieve sustainable growth tend to diversify revenue sources, embed governance into strategic decision-making, treat partnerships as long-term investments rather than sales opportunities and remain willing to adapt their business models as member expectations evolve. Iteration, the report argues, is not a sign of uncertainty but a core leadership discipline that enables resilience in an increasingly complex operating environment.

Rather than offering a prescriptive formula, Mission and Margin presents a collection of practical lessons for association executives seeking to balance commercial sustainability with organisational purpose, value and innovation. In doing so, it reframes financial resilience not as an end in itself, but as the foundation upon which associations can continue to innovate, serve their communities and maximise long-term impact.

Download the white paper here

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Competitiveness Now Goes Beyond Venue Capacity, Says New Study

Wed, 08 Jul 2026 14:54:44 +0200

Destination competitiveness in the global business events sector is increasingly being defined by value creation, connectivity, policy support and measurable impact rather than venue capacity alone, according to the newly released Global Destination Report 2026 from The Business of Events (TBOE), produced in partnership with VisitScotland Business Events.

Presented during TBOE's Policy Forum at IET London: Savoy Place, the fifth edition of the report draws on surveys and interviews with more than 1,000 destination stakeholders worldwide. Produced in collaboration with SFA Connect, the study aims to help destinations strengthen advocacy efforts and secure long-term political and financial support.

The findings suggest the sector has moved beyond post-pandemic recovery into a period of stabilisation. Around 90% of destinations reported stable or growing event activity, while 67% recorded growth in economic value during 2025 despite 80% operating with stable or reduced budgets.

The report also underlines the industry's continued economic contribution. Nearly seven in ten respondents (68%) estimated that business events generated more than €25 million annually for their destinations, while 17% reported impacts exceeding €500 million, including 7% that surpassed the €5 billion mark. However, the highest-value impacts remain concentrated in a relatively small number of destinations, particularly across Southern Europe and North America.

Commenting on the report, a spokesperson for The Business of Events said: "The 2026 Global Destination Report helps industry stakeholders understand current challenges and opportunities in the business events sector, while also tracking trends over time.

As our report shows, although the sector generates significant economic value for destinations, it continues to face budget and resource constraints, as well as an advocacy gap in ensuring this value is fully reflected in policymaking. We’re proud to provide information that destinations can use to secure funding and help make the case for the essential role business events play in economic and social development."

Among the report's key findings is the growing competitiveness of Tier-2 destinations, which are increasingly differentiating themselves through stronger local stakeholder collaboration, walkability and more personalised delegate experiences rather than scale alone. Association meetings also continue to prove more resilient than corporate and incentive events during periods of uncertainty.

Despite this resilience, resourcing remains a major concern. More than half (58%) of respondents said their teams are too small to meet current objectives, although satisfaction with staffing levels varies significantly across regions.

The report also points to an ongoing "advocacy gap". While perceptions of government support have improved slightly, 60% of respondents said support remains unchanged and insufficient. Economic impact and return on investment continue to be the strongest arguments when engaging policymakers, whereas wider benefits such as talent development, regional development and destination competitiveness are still viewed as less persuasive.

Although destinations increasingly recognise the importance of legacy, sustainability and knowledge exchange, the report notes that these broader outcomes remain difficult to measure consistently, limiting their influence on public policy discussions.

Neil Brownlee, Head of VisitScotland Business Events, said: "My colleagues and I at VisitScotland Business Events and across the wider industry have long advocated for a more holistic approach to measuring the impact of business events. For me, this is a real passion, as we see every day the tangible, positive benefits that business events with an intentional legacy bring to our country.

Business events are about much more than numbers; they bring people together, create jobs, stimulate local economies, and enable the exchange of expertise and knowledge that drives innovation and opportunity in communities. It’s vital that we continue to highlight this issue in reports such as TBOE’s Global Destination Report, and I remain committed to working together with my industry colleagues to find ways to better advocate for the value of business events to government."

Geopolitical uncertainty is also emerging as a defining challenge. Around 86% of respondents reported that geopolitical developments are having a moderate to significant impact on their ability to attract and deliver events. Some US destinations, in particular, cited growing difficulties linked to international perceptions, visa accessibility and geopolitical positioning.

Looking ahead, the report argues that destinations need more than marketing support. Instead, respondents called for stronger policy recognition, enabling infrastructure, practical funding mechanisms and more robust tools to demonstrate the long-term economic and societal value of business events.

According to TBOE, these findings reinforce the need to position business events as strategic investments that contribute to economic growth, sector development and place-making, rather than as a discretionary segment of the tourism economy.

The report can be downloaded here

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Poland's Mid-Sized Cities Are Writing the Next Chapter of Its Meetings Industry

Tue, 30 Jun 2026 15:18:21 +0200

Cities rarely transform overnight. More often, they evolve quietly, through long-term decisions about mobility, education, public space, innovation and the communities they aspire to build. Business events may not initiate those changes, but they incentivise and reveal them. Few countries illustrate this shift more convincingly than Poland, where a growing number of regional cities are using meetings not simply to attract visitors, but to reinforce broader ambitions for economic development, sustainability and civic identity.
This was the underlying message behind Spotlight on Poland and the GDS-Forum 2026.

Author: Manuel A. Fernandes, HQ Magazine Manager

Last year, when I spoke with the Head of the Poland Convention Bureau, Aneta Książek, for a lengthy HQ interview, one question centred on the country's approach to decentralising its meetings industry. As Poland's international profile continues to rise, how could the benefits of that growth be distributed beyond Warsaw, Kraków and the country's most established destinations? Her answer was unequivocal: “In recent years, we have seen a clear rise in the importance of what we call ‘second-tier’ and ‘third-tier’ cities in the meetings industry. Event planners and participants are increasingly searching for fresh, non-traditional destinations; places that surprise with their authenticity, unique character, and fresh approach to organising events (…) For us, this growing participation of regional cities in international rankings reflects not only the increasing appeal of these locations but also the success of our broader strategy to promote Poland as a multi-dimensional destination.”

Recent ICCA rankings suggest that strategy is paying dividends. Poland retained its place among the world's Top 20 destinations for international association meetings in 2024, hosting 191 ICCA-qualified events and ranking 12th in Europe. While Warsaw and Kraków continue to lead nationally, the data also points to a broader geographical spread. Poznań consolidated its position as Poland's fifth-ranked meetings destination, hosting ten qualifying international association meetings, while Szczecin's inclusion in the rankings reflects the growing visibility of emerging regional cities. Together, they illustrate how Poland's meetings ecosystem is becoming progressively diverse, with distinctive urban identities and specialised knowledge economies complementing the country's established gateways.

It was against this backdrop that Headquarters travelled to both cities in June for two events that, although different in focus, explored remarkably similar questions. Spotlight on Poland in Poznań examined how their national destinations can create more relevant, accessible and participant-centred events. Days later, in Szczecin, the GDS Forum & Impact Day steered the conversation towards stewardship, sustainability and the long-term relationship between events and the communities that host them (in a long trajectory that HQ has been chronicling over the years). Together, they offered a revealing snapshot of a country whose meetings industry is evolving alongside a broader story of urban and economic transformation.

Poznań: The Making of a Mature Destination

Few Polish cities embody this evolution as much as Poznań. Often described as the cradle of modern Poland, the city bears centuries of history etched into the walls of its Old Town, Cathedral Island and the Imperial Castle. Infected by its past and as a testament to consistency, what impresses most today is its business dynamism and sustained growth, captured in places such as Concordia Design Poznań or the largest conference centre in Central and Eastern Europe, the Poznań Event Hub. The city exudes a sense of prosperity, confidence and self-assurance, with spacious public areas, efficient transport, thriving universities and a strong entrepreneurial culture, creating one of the most liveable urban environments in Poland. For more than a century, Poznań has hosted trade fairs and exhibitions, nurturing a business culture with international gatherings that remains visible today. This balance between economic dynamism and quality of life provided the ideal setting for ‘Spotlight on Poland’.

The conference ran on four main topics: impact, relevance, accessibility and participant-centred design – concepts that are often debated within the conference sector, but whose practical application often remains difficult to achieve. Accessibility, for example, is often reduced to venue specifications or technical requirements; however, in Poznań, it begins long before delegates enter a conference room, through urban mobility, connectivity and the ease with which visitors can engage with a destination. Poland’s ongoing investment in public transport and urban regeneration reflects precisely this broader understanding. Made Raie’s opening speech perfectly captured the spirit of ‘Spotlight on Poland’ (check out our HQ conversation with her here). Challenging the sector’s traditional obsession with attendance figures, she invited delegates to consider a different question: if the number of participants is not the metric that leaves a legacy in a destination, then what is? Her answer highlighted the social, intellectual and community value that meetings can generate long after delegates have returned home and (especially in this case) for the host city. Poznań has benefited from this powerful combination of strengths: academic excellence, research capacity and a long-standing culture of knowledge exchange.

Yet, the city is careful not to define itself solely through business. During our conversation, Jan Mazurczak, CEO of the Poznań Convention Bureau, repeatedly reverted to a theme that has become central to many destination debates: balance. Unlike many destinations struggling with overtourism, Poznań continues to maintain a healthy relationship between residents and visitors. “If you visit the Old Market Square or any of the city's popular restaurants and cafés, you will find tourists and residents sharing the same spaces. We have not lost our local identity, and that is something we value greatly.”

One concrete example is Pyrkon, one of Europe's largest fantasy festivals. Far more than a convention, the event spills into the urban fabric, filling streets, restaurants and public spaces with participants. Rather than isolating itself from the city, the festival becomes an integral part of it, encouraging residents to immerse themselves in the atmosphere and shape the overall experience. “For us, this is about much more than aesthetics. We want to create an environment where delegates can enjoy their time beyond the conference venue itself, whether before the event, between sessions or after the programme has concluded.” This distinction is important. As destinations around the world seek ways to ensure that tourism and events contribute positively to local life, Pyrkon offers a real-world template of how successful economies are often built on coexistence.

The city's meetings strategy reflects a similar maturity. For many years, Poland's appeal was associated with value for money. While affordability remains important, destination leaders across the country gradually acknowledge that the conversation has changed. As Mazurczak observed, “We are no longer perceived as an exceptionally low-cost destination, and that is an important shift. Today, our focus is not on competing through price alone but on delivering high-quality experiences, strong service standards and excellent value for both time and investment.” In many ways, that evolution mirrors Poland's broader development. The country no longer needs to introduce itself as an emerging destination. Instead, it is refining its identity and articulating what kind of destination it wants to become. “Our task is not to invent a story for Poznań, but to communicate the one the city already has.”

Szczecin: Reinventing a ‘Floating Garden’

The train journey from Poznań to Szczecin provided an unexpected metaphor for this transition. Travelling through western Poland reveals a serene, flat landscape untouched by the hustle and bustle and socio-economic character of its major cities. However, the destination at the end of the line tells a markedly different story. For whilst Poznań represents a certain continuity, Szczecin represents reinvention. Located close to the German border and shaped by successive waves of migration following the Second World War, Szczecin occupies a unique position within Poland's strategic roadmap. Unlike cities whose identity emerged through centuries of uninterrupted development, Szczecin's modern character was assembled from multiple histories, voices and communities in a resilient and anachronistic way. That legacy remains visible today.

Residents often describe the city as a place built by people who chose it, rather than one they inherited. Families arrived from different regions of Poland and from beyond its borders, creating a shared identity rooted in openness and adaptability. That may explain why discussions about sustainability and long-term transformation seem particularly authentic here. The city hosted the GDS Forum & Impact Day, (an event that HQ has been promoting and supporting for several years) which has been dedicated to exploring how destinations can generate positive environmental, social and economic outcomes. For this 2026 edition, Szczecin was more than just a host; it served as a living case study.

Much of the city’s contemporary identity can be traced back to ‘Floating Garden 2050’, a long-term vision conceived not as a tourism campaign, but as a genuine commitment to a green future and a new complexion for the city. Launched in 2008, the strategy aimed to raise Szczecin’s unique profile, improve its quality of life and guide its economic development through sustainability and innovation. Its origins lie in the success of the Tall Ships Races, an annual series of maritime events for sailing training vessels, which led city officials to reconsider what truly set this city apart from other Polish destinations. As Leopold Korytkowski, Director of Tourism and Events at Żegluga Szczecińska Turystyka i Wydarzenia, told us, the turning point came when the city’s former mayor viewed Szczecin from above. “The decisive factor was the view of Szczecin from the sky,” he said. “The aerial images revealed that almost 70% of the city consisted of water, parks and forests. This is our greatest asset.”

That simple realisation became the cornerstone of a policy that continues to influence everything from waterfront regeneration and mobility to economic diversification and talent attraction. Like many other European cities, Szczecin understands that its future competitiveness depends not only on attracting visitors, but on their everyday people. “We have to rethink our city strategies around talent and urban development. We want to give power to the people, power to the youth, and help them create the city they want to live in.” Indeed, local leaders spoke openly about the challenge of retaining graduates and attracting skilled professionals. The response has been to invest in sectors capable of shaping the city's next chapter: offshore wind, green energy, maritime innovation and sustainable transport.

These ambitions are gradually reshaping Szczecin's economic identity while creating opportunities for the meetings industry to align with local expertise. “We cannot organise an event for more than 2,000 people; we don’t yet have the capacity for that. However, four or five venues spread across the city could create something far more memorable. The city is not changing because of tourism. Tourism is following the changes already happening in the city," says Korytkowski. That distinction is important. Rather than driving urban development, meetings and visitor activity are becoming part of a broader transformation rooted in sustainability, innovation and talent attraction.

Szczecin may not possess a dedicated convention centre on the scale of larger destinations, but it compensates with character and adaptability of venues such as Stara Rzeźnia. Once the city’s municipal slaughterhouse, this impressive 19th-century industrial building has been carefully restored to become a multi-purpose venue for conferences, exhibitions and forums such as this GDS event. That relationship between place and purpose formed one of the recurring discussions of the Impact Day. For years, destinations measured success through visitor numbers, room nights and economic impact. Those metrics remain important, yet a more nuanced conversation is emerging. “When the ‘Floating Garden’ horizon was set for 2050, people laughed because it seemed like such a distant and unattainable goal. But if we look back today, everything is falling into place,” adds Korytkowski. “Events like this GDS-Forum take you out of your comfort zone and make you think outside the box.”

Seen through this lens, Poznań and Szczecin appear less like contrasting destinations and more like complementary expressions of the same national trajectory. One draws strength from history, economic maturity and established institutions. The other looks towards reinvention, sustainability and future industries. One hosted conversations about relevance and participant-centred design. The other explored stewardship and impact. Both, however, point towards the same conclusion. The next phase of Poland's meetings industry will not be defined by how many events it attracts. It will be defined by how effectively those events contribute to the places that host them. That may ultimately prove to be the country's most significant advantage.

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.

Business Event Demand Surges as Industry Confidence Remains Strong, EIC Barometer Finds - The latest EIC Global Business Events Barometer shows future event demand reaching 122% of pre-pandemic levels, signalling strong industry confidence despite geopolitical and economic uncertainty.

Wed, 24 Jun 2026 13:41:06 +0200

Long-term demand for business events continues to strengthen despite ongoing geopolitical and economic uncertainty, according to the latest Global Business Events Barometer released by the Events Industry Council (EIC).

The first-quarter 2026 report reveals that global hotel group room nights reached 92% of 2019 levels, while overall request for proposal (RFP) activity for future events remained above pre-pandemic benchmarks at 101% of 2019 activity. Demand for events scheduled more than a year ahead was particularly strong, climbing to 122% of 2019 levels, up from 115% in the previous quarter.

The figures suggest that while organisations continue to face short-term challenges related to global mobility, economic conditions and geopolitical tensions, confidence in the long-term value of meetings, exhibitions, conventions and incentive travel remains robust.

“Perhaps the most compelling story in this quarter’s data is the contrast between today’s realities and tomorrow’s expectations,” said Amy Calvert, President and CEO of the Events Industry Council. “While many organisations continue to face near-term complexity, the significant increase in demand for events planned further into the future reinforces the enduring value of bringing people together. Business events are increasingly recognised not simply as activities or expenditures, but as investments in talent, innovation, relationships and community growth.”

Across regions, Asia Pacific led the recovery in future event demand, with RFP activity reaching 131% of 2019 levels. North America followed at 124%, ahead of Western Europe (120%) and Latin America and the Caribbean (114%). Hotel group room nights were strongest in North America and Latin America, both reaching 96% of pre-pandemic levels.

The findings follow the release of EIC’s 2026 Global Economic Significance of Business Events Study, which highlighted the sector’s contribution to economic activity, workforce development, innovation and community growth worldwide. Together, the two reports provide both a snapshot of current market conditions and a broader view of the industry's long-term impact.

“The Barometer continues to demonstrate the resilience and adaptability of our industry,” said Stephanie Harris, Chair of the EIC Board of Directors and President of the Incentive Research Foundation. “Across every sector of the business events ecosystem, organisations understand that meaningful human connection remains essential to business performance, professional development and innovation. The continued strength of future bookings reflects confidence in the role business events play in helping organisations achieve their most important objectives.”

According to Oxford Economics, the global economy maintained solid growth during the first quarter of the year despite persistent geopolitical tensions. While the conflict in the Middle East and its impact on transportation and trade networks continue to create uncertainty, the consultancy does not currently anticipate a more severe global downturn.

“Business events are powerful connectors of organisations and individuals, but disruptions to safety, air transportation networks and future commitments impede what is possible,” the report notes. “Even with a resolution, the effects of the Middle East conflict on business events will take time to dissipate.”

Produced by EIC in partnership with Oxford Economics, the Global Business Events Barometer combines data from Amadeus MeetingBroker, Cvent, STR and the Center for Exhibition Industry Research (CEIR). Launched in 2023, the initiative aims to provide the industry with timely market intelligence to support strategic planning and advocacy efforts.

The full report is available on the EIC website.

When Business Loosens Its Tie: The Quiet Structural Shift of Bleisure

Sat, 16 May 2026 00:20:49 +0200

The white paper, It’s My Bleisure, presented at IBTM World 2025, shows that bleisure is no longer a peripheral phenomenon. The data collected by The Hague & Partners reveals clear intent, strong emotional motivation and a solid generational base. The main challenge now lies in systemic execution: early integration into planning, compatible product design, partnerships and the reorganisation of the MICE ecosystem.

As Tibby van Dijk, Campaign Marketeer B2B at The Hague & Partners and one of the project coordinators, puts it: “The will is there. Now it is up to destinations, organisers and businesses to create the conditions for this to translate into real behaviour.”

The consolidation of bleisure (the combination of business and leisure travel) has moved beyond the status of an emerging trend to become a structural vector of transformation in business trips. The latest study by The Hague & Partners confirms this shift through objective data: 75% of business travellers express the intention to extend their professional trips for leisure purposes, a figure that rises to 95% among the 26–35 age group. However, the conversion of this desire into actual behaviour remains limited. According to research by the Netherlands Board of Tourism & Conventions, it is estimated that only around 10% of Dutch business travellers effectively carry out such extensions, revealing a clear intention–action gap.

For Tibby, this gap is largely explained by the timing of decision-making: “The decision to extend a trip has to be made very early in the process. Once tickets are booked and the agenda is closed, there is virtually no room for manoeuvre.” The researcher also highlights that factors such as work-life balance, corporate policies and the very design of the event are decisive. “It all depends both on the employer and on how the event is planned, whether by a professional organiser or internally.” Kyra de Hair, The Hague & Partners’ Business Researcher, adds that the strongest motivating factors, the inspiring character of the destination and affordable accommodation, also need to be communicated at an early stage. “The perception that a destination is inspiring can and should be built right from the start by the event organiser.”

Micro-Bleisure and Time Management

When a full extension is not possible, the concept of microbleisure comes into play: small leisure windows integrated into the professional programme. According to the quantitative data of the study, an extension of just 24 hours appears as the most viable model, particularly among younger participants. Kyra is clear: “An additional night is often enough to create a complete leisure experience, as long as the destination clearly shows what can be done within that time frame.”

In this context, the possibility of extending room blocks and offering activities that are accessible on foot or by public transport become key elements. Tibby reinforces the importance of urban design and mobility: “The multi-venue approach allows participants to move around the city during the event itself. That already partially turns them into tourists.”

What Makes a Destination ‘Energising’?

The study confirms that the main driver for extending stays is not only operational, but emotional. Destinations perceived as ‘inspiring’ show significantly higher rates of bleisure intention. Kyra details the generational differences: among those aged 26 to 35, gastronomy emerges as the main motivator, followed by culture. In older age groups, culture and gastronomy remain central, but the importance of nature, relaxation and beach experiences increases. A relevant fact is that ‘culinary interest decreases progressively with age.

Tibby translates this data into strategic planning: “The offer must be modular – it can prioritise nature and beach, but also urban gastronomic routes or immersive cultural circuits.” She also highlights the Big Five campaign, dedicated to the great masters of Dutch painting, as an example of integration between cultural programming and events.

Seasonality and Redistribution of Urban Tourism

One of the most relevant impacts of bleisure lies in its ability to redistribute tourist flows throughout the year, mitigating peaks in demand. In The Hague, major congresses take place mainly in autumn and winter months, traditionally a period of lower tourist demand. “January, February and March are crucial for the city’s economic balance. International events bring about 500 to 2,000 delegates during the low season, which generates a direct impact on hotels, restaurants and local businesses,” explains Tibby.

Kyra adds the importance of continuous monitoring: “We work with monthly visitor flow data and cross-reference it with the events calendar. This allows us to act in the so-called shoulder months.” Coordination between the DMO, hotels and event organisers thus emerges as a strategic pillar, in a destination that does not yet face acute over-tourism pressures.

From the Tourist Experience to the B2B Market

The report also highlights a cross-cutting interest in cultural, nature-based and relaxation experiences. The Hague & Partners’ institutional response has been to adapt existing B2C market assets to the events universe. Tibby describes this transition: “Interactive walking routes, originally designed for tourists, are now being repurposed to allow fast movement between venues and points of interest, functioning as natural extensions of the event programme.”

The strategy also involves direct engagement with local partners. In January, the DMO convened hotels and venues to present the study’s data and develop joint proposals. “Some hotels have already opened up to the idea of testing pilot programmes for extended stays,” she adds.

Furthermore, the data confirms clear behavioural differences between generations. Younger travellers prefer to travel alone during bleisure extensions, while older groups tend to integrate partners and family. Kyra summarises: “Personalisation starts with communication. A 24-hour extension can be positioned as a solo retreat for some or as a mini family getaway for others.”

Redesigning the MICE Ecosystem

Finally, the report identifies logistical ease as the main enabler driving bleisure: simple processes, integrated bookings and operational clarity. For Tibby, this represents a structural challenge for the entire MICE ecosystem. “Congresses tend to repeat the same formats year after year. If they want to attract new generations, they need to rethink schedules, create leisure windows and allow the extension of stays with concrete city-based propositions.” The DMO advocates a 24-hour package model, with pre-built accommodation, bespoke activities, routes and relaxation options.

From the organisers’ perspective, the main obstacle is largely cultural. “If there is no openness to talk about bleisure, immersive events or social impact, transformation simply does not happen,” Tibby underlines. On the other hand, “if the delegate is already at the destination, extending their stay is more sustainable than returning at another time.”

Global Business Events Industry Generated €1.2 Trillion in GDP in 2025, Says EIC Study - New global research with Oxford Economics finds business events generated US$1.3 trillion in direct spending and supported US$1.8 trillion in total GDP worldwide in 2025.

Fri, 15 May 2026 23:58:16 +0200

The Events Industry Council (EIC), the global voice of the business events industry in advocacy, research, professional recognition and standards, has released the Executive Summary of the 2026 Global Economic Significance of Business Events Study, developed in partnership with Oxford Economics.

The study offers a comprehensive analysis of the scale, reach and economic impact of business events across more than 180 countries. In 2025 alone, the sector brought together 1.65 billion participants worldwide and generated US$1.3 trillion in direct spending — a 12.2% increase compared with 2019 levels.

When accounting for direct, indirect and induced effects, business events supported US$3.1 trillion in total business sales, contributed US$1.8 trillion to global GDP and sustained 24.2 million jobs worldwide.

“Business events are essential infrastructure for a connected, innovative and resilient global economy,” said Amy Calvert, President and CEO, Events Industry Council. “This study gives our industry credible, current data to demonstrate what we have long known: when people gather with purpose, they create economic value, strengthen communities, accelerate knowledge exchange and build the trust required to move ideas into action.”

Part of a broader rollout of advocacy tools and industry messaging, the research also found that business events generated US$759 billion (€700 billion) in direct GDP and supported 9.7 million direct jobs globally in 2025. Direct business sales linked to business events averaged US$785 per participant, while trade shows alone accounted for US$180 billion in direct spending.

The report further contextualises the sector’s economic relevance, noting that in 2025 business events directly generated US$1.3 trillion (€1.2 trillion) in sales — surpassing several major global industries, including air transport, telecommunications equipment, textiles and aerospace manufacturing.

“This research is an important advocacy tool for every sector of our industry,” said Stephanie Harris, EIC Chair and President, The Incentive Research Foundation. “It helps destinations, venues, organisers, suppliers, associations and corporate leaders tell a stronger, more unified story about the role business events play in job creation, workforce development, innovation and long-term economic growth. The data reinforces that our sector is not discretionary — it is a driver of progress.”

The study also highlights the continued recovery trajectory of the global business events industry. By the fourth quarter of 2025, EIC’s Global Business Events Barometer showed RFP activity at 102% of 2019 levels, while hotel group room nights had recovered to 97% of pre-pandemic performance. According to Oxford Economics forecasts, direct spending generated by business events is expected to reach US$1.6 trillion by 2028, with direct employment rising to 10.4 million jobs.

“Business events have demonstrated remarkable resilience and continued relevance in a complex global environment,” said Adam Sacks, President of Tourism Economics for Oxford Economics. “The findings show not only the magnitude of direct spending and employment, but also the broader economic ripple effects created through supply chains, wages and local communities. The sector’s catalytic value — including business development, innovation, research collaboration and knowledge transfer — further underscores why business events matter to economies and societies around the world.”

The study defines business events as gatherings of 10 or more participants lasting a minimum of four hours in a contracted venue, excluding social, formal educational and recreational activities. The research combined primary data from a global survey involving more than 1,600 organisers, venues, destination marketing organisations, suppliers and other industry stakeholders, alongside country-level studies, third-party industry data, EIC’s Global Business Events Barometer and Oxford Economics’ economic and business travel forecasts.

Beyond direct economic impact, the report also underscores the catalytic role of business events — highlighting their contribution to new business opportunities, partnerships, professional development, knowledge transfer, innovation, research collaboration, health and technical advances, productivity gains, and the development of human and organisational capital.

Survey findings reinforce the enduring value of face-to-face engagement. Seventy percent of respondents identified relationship-building through in-person interaction as the hardest element to replicate digitally, while a further 12% pointed to community-building, trust and emotional engagement. Participants also reported that in-person events increased awareness by an average of 37%, while organisations estimated they would lose 28% of revenue without hosting physical events.

“The future of business events depends on our ability to measure impact, communicate value and advocate with confidence,” Calvert said. “This study belongs to the entire global business events community. We are deeply grateful to Oxford Economics, our sponsors, contributors, strategic partners, member organisations and volunteer leaders for making this work possible.”

EIC also acknowledged the organisations supporting the 2026 Global Economic Significance of Business Events Study, including contributors Amadeus, Cvent and GainingEdge; Global Visionary Sponsors MPI and PCMA; and Founding Sponsors including Caesars Entertainment, Freeman, Hilton, IMEX Group, Incentive Research Foundation, Javits Center, Los Angeles Tourism and Convention Board, The mci Group, MGM Resorts International, Resorts World Las Vegas, Society of Independent Show Organisers, SITE Foundation, U.S. Travel Association and The Venetian Resort Las Vegas.

Additional insights from the study, including regional analysis and the Q1 2026 Events Barometer, are expected to be released in the coming weeks.

Check out the report here

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GDS-Movement Launches New Guide on EU Sustainability Claims Rules

Tue, 12 May 2026 17:44:36 +0200

The GDS-Movement, in collaboration with the European Travel Commission and NECSTouR, has launched Proof, Not Promises: A Practical Guide to the EU Empowering Consumers Directive for Destinations, a new report aimed at helping destinations, tourism organisations and event professionals navigate one of the most consequential regulatory shifts currently reshaping sustainability communication across Europe.

Developed in response to the EU’s Empowering Consumers for the Green Transition Directive (EU) 2024/825, the publication provides practical guidance on how destinations, venues, convention bureaux and event organisers can adapt their communication strategies ahead of the Directive’s implementation on 27 September 2026.

The legislation introduces stricter requirements around environmental claims made to consumers, requiring all sustainability-related messaging to be clear, evidence-based, specific and verifiable across text, visuals, branding and labels.

The guide was officially launched during a webinar attended by more than 300 registered participants, underlining the growing urgency surrounding sustainability accountability within the tourism and events sectors.

Guy Bigwood, CEO of the GDS-Movement, said: “This is a defining moment for tourism and events. Sustainability is no longer just a story we tell. It is something we must prove. Organisations that invest in evidence, verification, and alignment will not only reduce risk, they will build trust and competitive advantage.”

Moving From Narrative To Evidence

The report reflects a broader transition taking place across the tourism and meetings industries, where sustainability communication is increasingly shifting away from aspirational narratives towards measurable, data-backed accountability.

The guidance highlights the importance of aligning marketing, operational and data teams to ensure sustainability claims are supported consistently across organisational processes and public communication.

Teodora Marinska, COO of the European Travel Commission, commented: “This Directive is an opportunity for destinations to lead with clarity and credibility. Evidence-based communication can strengthen trust, foster collaboration, and position Europe’s destinations for long-term resilience.”

John Fitzgibbon, Managing Director of NECSTouR, added: “EmpCo reinforces the need for transparency, data, and measurable impact. For destinations, this is a shift towards more accountable and evidence-driven tourism systems.”

Addressing Compliance And Credibility

Beyond explaining the regulatory framework itself, the publication offers practical recommendations on how organisations can substantiate sustainability claims while avoiding the growing risks associated with both greenwashing and “greenhushing” where organisations avoid communicating sustainability initiatives altogether due to legal uncertainty.

Rather than framing the Directive solely as a compliance obligation, the report positions it as an opportunity for destinations and tourism organisations to strengthen credibility, improve transparency and build greater trust with consumers, partners and stakeholders.

The guide also points to a wider capability gap across the sector, particularly around governance, data collection and evidence systems. According to the report, organisations that invest early in these areas will be better positioned not only to comply with regulation, but also to strengthen long-term competitiveness and reputation.

The report is available via the official website

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CityDNA 2026 in Helsinki: Trust, Data and the Reinvention of Urban Tourism

Fri, 08 May 2026 01:43:38 +0200

All photos kindly provided by City Destinations Alliance

The CityDNA International Conference & General Assembly 2026 in Helsinki gathered more than 230 delegates to explore a defining question for the future of European cities: what makes a destination truly successful in an era of complexity, fragmentation, and accelerating technological change? Under the theme “The Human Pulse of Place and Purpose – Beyond the Numbers”, the conference moved decisively beyond traditional tourism metrics, positioning trust, social cohesion, and human experience as the new foundations of urban competitiveness. Across two days of debate, a clear narrative emerged where destinations are no longer measured solely by growth, but by their ability to balance residents’ wellbeing, visitor experience, and long-term urban sustainability within a single, integrated system.

Manuel A. Fernandes reports from Helsinki

The CityDNA International Conference & General Assembly 2026, held in Helsinki, sought to mark a pivotal moment for the European urban destination ecosystem, bringing together more than 230 delegates from 30 countries for a debate that extended well beyond tourism as an economic sector. Under the theme “The Human Pulse of Place and Purpose – Beyond the Numbers”, the conference consolidated an ongoing conceptual shift: the transition from a visitor economy mindset to a broader, more integrated approach centred on what truly defines a destination: its people, its communities, and the social contract that underpins urban life.

“We need to sit at the table. Airbnb is a huge force for tourism in Hamburg, but we now have the opportunity to use data, steer it more effectively, and help these companies understand how we perceive tourism and how we want to shape the development of our city,” said Michael Otremba, CEO of Hamburg Tourismus. He was joined in this session by Patrick Bontick, CEO of visit.brussels; Karel Platteau, EU Senior Public Policy Manager at Airnbnb; Mariana Oleskiv, Chair of the Future of Cities Coalition; and Raul Sanchez, Secretary General of the European Large Families Confederation (ELFAC).

This shift became evident from the very first sessions. The opening discussion, focused on the state of the industry, clearly articulated the new paradigm: destination organisations (DMOs and CVBs) are no longer assessed solely on overnight stays or revenue, but increasingly on their ability to serve residents first. The underlying premise is both simple and disruptive: cities that function well for those who live in them will naturally become more attractive to visitors, whereas the reverse tends to trigger a range of social tensions. The opening session also reinforced the need to reposition tourism within the public policy debate, highlighting that the sector remains too often marginalised in political decision-making processes.

The keynote address by Professor Greg Clark, urbanist, scholar, and Founder of The DNA of Cities, a project we featured in February in HQ magazine (see here), deepened this perspective by introducing the concept of the urban “social contract”. In a context of mounting pressures, including housing affordability, climate change, mobility, digital platforms, and overtourism, tourism emerges not only as a source of tension but as a potential instrument for rebalancing, provided it is guided by principles of equity, trust, and participation. Within this framework, the notion of “optimum tourism” replaces the simplistic debate between growth and restraint.

The challenge is not merely to increase or reduce visitor flows, but to define the type, scale, and impact of tourism that each city can accommodate without compromising its social cohesion. Vienna was repeatedly referenced as a compelling example of this balance, with its long-standing public housing model (where 60 to 70% of residents live in partially or fully subsidised homes) demonstrating how sustained investment in affordability and liveability can support a more sustainable and socially accepted approach to tourism growth. "Trust is going to be the key ingredient that we have to foster, enable, encourage, optimize and use. Trust is at the heart of everything," he says.

Helsinki: an urban laboratory of sustainability and trust

The choice of Helsinki as host city proved particularly symbolic. Consistently associated with Finland’s position as the world’s happiest country (don’t miss our exclusive story on Helsinki Capital Region in the latest HQ #124 issue), the city embodies an urban model grounded in institutional trust, social cohesion, and a deep connection to nature, all themes that remained central throughout the conference discussions. More than simply a venue, Helsinki positioned itself as a practical case study in place leadership, where strategy and execution converge. The city has increasingly established itself as a benchmark for sustainable tourism, not merely through environmental metrics, but through a broader vision that integrates culture, design, and collective wellbeing.

The VivaCITY Helsinki case study demonstrated how this vision translates into tangible action. Rather than accumulating data for its own sake, the city has invested in pilot programmes (such as the Tourism Testbed) designed to test products and services in real-world settings, involving both users and stakeholders in the process. This approach reinforced one of the conference’s strongest messages: data only becomes meaningful when it generates concrete transformation. "Instead of collecting more data, we focused on the value and engagement. We assessed the value of our databases one by one by asking very simple questions such as what do we need in our daily work, what is being used and what data actually creates change," explained Jukka Punamaki, Senior Advisor at Helsinki Tourism and Destination Management, City of Helsinki.

Another distinctive aspect of Helsinki’s strategy is its commitment to regenerative tourism, where visitors cease to be passive consumers and instead become active contributors to the destination. Baltic Sea initiatives, nature-based experiences, and community engagement programmes illustrated how tourism can actively generate positive value for the territory and its communities. Interestingly, Helsinki also faces the phenomenon of “green hushing” (the undercommunication of its sustainability credentials) highlighting a broader challenge faced by many destinations today: aligning what a city truly is, what it communicates, and how it is ultimately perceived externally. "Although Helsinki is really leaning in all the charts about sustainability, they don't talk about it. The design and culture here are truly impressive and make us feel special here in Helsinki... but nobody talks about it," said Frank Cuypers, co-founder of the destination consultancy Place Generation and one of the coordinators of this VivaCITY programme.

From Community Value to the Experience Economy: Redefining Destination Success

Over the course of two days, the conference developed a remarkably coherent narrative, with different sessions reinforcing a common idea: the future of destinations will depend on their ability to integrate the human dimension, technology, and sustainability into a unified strategic vision.

One of the most recurring themes was the need to reposition tourism as a tool for social balance and as part of the solution to broader urban challenges. Cases such as Glasgow – represented at the conference by Aileen Crawford, Head of Tourism & Conventions at Glasgow Convention Bureau, and Carron Tobin, Executive Director of SCOTO, Scottish Community Tourism – demonstrated how community tourism initiatives can generate direct impact within local communities through partnerships with social enterprises and co-creation models. “We spent a year researching, communicating, workshopping. Carron came into Glasgow a couple of times over the year to present to the social enterprises. We went on visits, and we engaged for a year before we hosted the SCOTO conference,” said Crawford.

Here, success is no longer measured purely through visitor numbers, but through social outcomes such as local employment, community resilience, and talent retention. This repositioning reflects a profound shift: tourism is no longer something that simply “happens” to cities, but rather something that happens with cities. “A lot of communities feel that tourism happens to them. They're not engaged in the process of how visitors are coming. A good place to visit has to first of all be a good place to live and work,” added Tobin, referencing a community-led project called Callander hostel whose success is measured less by occupancy rates than by its contribution to apprenticeships, youth retention, and long-term neighbourhood regeneration.

The so-called experience economy emerged as one of the principal drivers of growth, evolving from a niche segment into a structural pillar of destination development. London exemplifies this transformation, having formally integrated the experience economy into its long-term growth strategy. The focus is shifting from “where do I want to go?” to “how do I want to feel?”, reflecting a significant behavioural change among travellers.

“If we look solely at the immersive sector, it is set to grow from its current figure of around £98 billion to £350 billion within three to four years. What this clearly means is that the experience sector is a growing one. The opportunity is real and the pace is accelerating,” said Richard Wilcox, Head of Destination at London & Partners. This trend reinforces the idea that destinations are remembered not for their tangible attributes, but for the emotions and narratives they create, a principle closely aligned with the “human pulse” that defined the conference theme.

“Rather than viewing experiences as vertical pillars operating effectively, perhaps in parallel, the approach here is to create experiences that are difficult to replicate, experiences that not only shape perception, forge emotional connections, and attract global audiences, but also interconnect and reinforce one another. In this way, the experience economy is providing us with the destination’s foundational platform,” he added.

Overtourism, Housing Pressures and the Rise of Europe’s Secondary Cities

Pressure on iconic destinations remains a central concern. However, the approach has evolved: rather than relying on reactive responses, the discussion is now centred on strategic management based on carrying capacity, visitor flow redistribution, and social legitimacy. Cities such as Barcelona and Vienna illustrate markedly different approaches, particularly in relation to housing policy. The debate surrounding short-term rentals and the new European regulatory framework highlighted the need for governance grounded in data and transparency, but also in dialogue with platforms and local communities. Within this context, tourist taxation emerges not merely as a financial instrument, but also as a means of demonstrating to residents that tourism contributes to the collective good.

Against an increasingly unstable geopolitical backdrop, Europe’s secondary cities are emerging as one of the sector’s greatest opportunities. With a uniquely polycentric urban structure, comprising approximately 250 mid-sized cities, Europe holds a clear competitive advantage: the ability to offer more authentic, less saturated experiences that are more closely connected to local everyday life. “Europe is critical at the moment in terms of the opportunity to capitalise on what’s going on in the rest of the world. It’s not just the key well-known cities. It’s the secondary cities that people are beginning to want to know now. We did a partnership with Istria and Slovenia and now we’ve run two incentives in that destination,” said Meenaz Diamond, Global General Manager at Maritz Global (below on the right), during the opening session. This repositioning responds directly to a new type of demand, particularly from the North American market, which increasingly values destinations that are less obvious, more distinctive, and perceived as more genuine.

The New Complexity of the Business Events Ecosystem

The session The MICE Pulse Check: How the Business Events Ecosystem is Changing? focused on the structural evolution of the business events sector in a context marked by growing operational complexity, increasing pressure for tangible outcomes, and a clear redefinition of what constitutes value. “Sustainability has moved from a narrative to accountability. It's no longer a positioning exercise, but is instead embedded in the bid criteria, linked to the host city’s policy. I think this is a real reset,” said Natasha Richards, Director of Impact & Industry Relations at IMEX Group.

The discussion underlined that the MICE ecosystem can no longer be viewed solely as an autonomous economic driver, but rather as a strategic component embedded within urban competitiveness, economic diplomacy, and the international positioning of destinations. As a result, congresses, meetings, and incentive programmes are no longer assessed exclusively through volume or direct economic impact, but increasingly through their contribution to broader ecosystems of knowledge, innovation, and territorial development.

A second panel discussion at Finlandia Hall highlighted the significant rise in operational complexity across the sector, driven by longer decision-making cycles, increased budget scrutiny, and heightened expectations surrounding sustainability and the social responsibility of events. “I had a conference that we were bidding for and my first step was to ask who is on the board. I saw that the decision-makers were in my age range, and so I did a totally different pitch with some short videos to explain why Graz is the best destination. We won that bid. I think it's very important to ask who your decision-makers are so you target the right person,” said Lisa Legat, Head of Graz Convention Bureau.

At the same time, speakers acknowledged the growing pressure for faster and more efficient responses to RFP processes, forcing destination organisations to balance operational agility with strategic depth. “What a lot of destinations are really getting wrong is the complexity of how clients are actually deciding on events. It's not necessarily just the agency that you're talking to; they need to have this offer move through a whole chain of command. It needs to go to the senior event person, who needs to make a shortlist, who needs to have the shortlist validated, who then takes it to procurement, who negotiates it, and finally brings it to the C-suite. And those steps need to happen really, really fast,” explained Bettina Reventlow-Mourier (top left), Deputy Convention Director at Wonderful Copenhagen.

Within this context, the most competitive destinations will be those capable of combining operational efficiency with a compelling impact narrative, positioning MICE not merely as an event acquisition industry, but as an active instrument for economic and social transformation.

VivaCITY Torino: Destination DNA, Trust and Strategic Identity

The two VivaCITY case studies (Helsinki and Turin) showed distinctly different approaches to destination transformation. While Helsinki demonstrated the importance of execution and experimentation, Turin stood out for the depth of its strategic process. Over a two-year period, the city focused not on launching projects, but on building trust, alliances, and a shared vision, engaging stakeholders not merely as participants, but as “right holders”. “The process is everything. What we did in Turin was very different from what we did in Helsinki. There were no projects. For two years, there was even panic. What we were doing was building a process. It was a matter of trust,” said Frank Cuypers (below).

Turin’s strategy – Torino Tale – combines qualitative growth with storytelling, structuring the destination’s offer around seven experiential pillars that reflect the city’s local identity and cultural heritage. “Those are our key assets. Torino is probably the best-known city in Italy for its royal heritage. We were the first capital of Piemonte. Food and drink culture is not only a strategic asset to welcome tourists, but over the last hundred years it has also become a genuine industry,” said Maurizio Vitale, President of Turismo Torino e Provincia.

Together, both case studies reinforced one of the conference’s central conclusions: there are no universally replicable models for destination development. Instead, each city must begin with its own “DNA,” a concept widely explored throughout the conference, in order to build strategies that are both authentic and sustainable.

Rethinking the Role of DMOs in an AI-Driven World

Technology, and particularly artificial intelligence, emerged as another defining theme of the conference, shaping discussions across sessions such as The Great Debate: Beyond the Numbers – Data vs. Human Insight in Shaping Our Cities and Rethinking the Role of DMOs in an AI-Driven World. Together, both conversations explored how AI is rapidly transforming the way travellers discover, plan, and experience destinations, while simultaneously questioning how cities can balance data-driven decision-making with human-centred governance.

A recurring conclusion throughout both sessions was that the challenge is no longer “data versus human”, but rather how to combine the two effectively. While data enables greater personalisation, behavioural analysis, and operational efficiency, speakers repeatedly stressed that it cannot fully capture the emotional, cultural, and social meaning of experiences.

As AI increasingly shapes travel recommendations and visitor journeys, DMOs are being pushed to evolve from traditional marketing organisations into trusted providers of structured destination intelligence and facilitators of digital ecosystems. At the same time, the discussions reinforced the enduring importance of storytelling, authenticity, and emotional connection — positioning these human qualities as essential differentiators in an increasingly automated travel landscape.

From Maps to Constellations: Trust as the New Tourism Infrastructure

The session “From Tourist Journey to Constellation Model: Rethinking Tourism for a Connected Future” proposed a shift in perspective: from the linear tourist journey to a living constellation of experiences, where each touchpoint influences decisions shaped less by the availability of information and more by trust. In an ecosystem saturated with digital signals and automated recommendations, the real challenge is no longer to inform, but to inspire confidence in choice.

Within this framework, DMOs position themselves as curators of meaning and orchestrators of validated knowledge, with TICs playing a key role in revealing “localhood” – the elements that do not appear in algorithms but define the soul of a destination. At the same time, the session highlighted the urgency of breaking down internal silos, connecting marketing, data, and frontline services into a single operational narrative. Ultimately, the model reminds us that tourism is not organised solely through maps or journeys, but through relationships of trust. And that even the most advanced technology cannot replace the essential foundation: robust, human, and well-interpreted data.

From Destination Marketing to Urban Storytelling Systems

The Case Study Lab sessions dedicated to Copenhagen and Linz proved how European destinations are progressively moving away from a logic centred solely on attracting visitors, towards more sophisticated models of urban governance, where tourism, quality of life, and territorial identity become deeply interconnected.

Copenhagen emerged as a particularly strong example of this transformation through its Legacy Lab programme (extensively covered in our HQ Mag). The Danish capital presented concrete cases of medical events in which the focus is no longer on promotional storytelling, but on events as operational infrastructure integrated into intellectual capital, urban design, MICE strategy, and the city’s relationship with its residents. Among the examples frequently associated with this model are large-scale international congresses in the fields of cardiology, diabetes, and public health, such as the meetings of the European Society of Cardiology and the European Association for the Study of Diabetes, as well as other European scientific events which, when hosted in the city, have been used as catalysts for urban innovation, community engagement, and long-term transformation.

The Linz case presented by Marie-Louise Schnurpfeil, Linz Tourismus CEO (pictured above), at CityDNA stood out precisely for the launch of the “Expect the Unexpected” campaign, which frames the city not as a conventional tourism destination, but as a space of continuous experimentation and evolving cultural narrative. Rather than communicating static attributes, the campaign builds an identity based on surprise, innovation, and the deconstruction of expectations associated with the medium-sized European city. Through a creative approach combining contemporary storytelling, disruptive visual language, and the use of emerging technologies and innovations such as medias arts and AI, Linz set itself as a living laboratory of urban communication. This repositioning does not merely serve promotional purposes, but reinforces a broader city branding strategy oriented towards differentiation within the MICE and cultural context, highlighting how smaller cities can compete globally through bold narratives that remain coherent with their innovative identity.

All in all, the CityDNA Conference 2026 delivered a clear message: the future of urban destinations will not be determined by their capacity to grow, but by their ability to generate trust. Trust between residents and visitors; between the public and private sectors; and in the way destinations use data, technology, and resources.

“What makes CityDNA unique is not only the knowledge we share, but the way we share it: with openness and a genuine willingness to learn from one another,” said Barbara Jamison-Woods, President of CityDNA (pictured below). “In Helsinki, we saw a community ready to tackle complex challenges together and shape a visitor economy that delivers real value for people and places.”

In this new paradigm, DMOs position themselves as managers of complex systems, where tourism, quality of life, and urban development are deeply interconnected, creating cities where people want to live, work, and, naturally, visit. The next opportunity to further this debate will be the CityDNA Autumn Conference in Verona, Italy, where this agenda of transformation and strategic consolidation is expected to continue.

Don’t miss our interviews with Frank Cuypers, Founder of Place Generation, and Charlotte Bellmann, Project Manager at the German Institute for Tourism Research.

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.

73% of UK Event Professionals Affected by Middle East Conflict, MIA Finds

Tue, 28 Apr 2026 18:47:21 +0200

The Meetings Industry Association (MIA) has found that 73% of UK event professionals are currently being impacted by the ongoing conflict in the Middle East, according to a recent survey.

The findings point to a growing sense of uncertainty across parts of the UK business meetings and events sector, particularly in areas reliant on international delegates, speakers and travel.

Respondents reported a range of disruptions, including event postponements and cancellations, with some larger-scale events now being pushed into 2027. Others noted slower booking activity and widening gaps in event calendars, reflecting increased caution from clients when it comes to signing contracts or confirming attendance.

A consistent theme emerging from the research is heightened hesitancy among international clients — including delayed decision-making, reluctance to commit to contracts, and frequent requests to hold space without formal confirmation. In some cases, this has led to revised contractual terms designed to offer greater flexibility.

In response, the MIA is partnering with international law firm CMS and event insurance specialists InEvexco to examine ways the sector can strengthen booker confidence and reduce cancellation risk. The collaboration will focus on practical contractual and insurance solutions aimed at easing current pressures and supporting organisations in securing bookings during periods of uncertainty.

Speaking on the findings, CEO of the MIA Shonali Devereaux said: “The current political climate is difficult to predict, which means clear, practical guidance is even more important to help organisations make informed decisions and maintain confidence during times of uncertainty.

“As we continue to monitor the situation and its impact on the sector, we encourage organisations to continue sharing their experiences with us. This insight is vital in helping us, alongside CMS and InEvexco, build a clearer picture and ensure we can respond effectively and provide the right advice and support to the industry.”

The Meetings Industry Association (MIA) is one of the fastest-growing associations in the business meetings and events sector, established by a proactive group of hotel and event venue operators and booking agents to provide education, training, best practice guidance, accreditation, and a unified voice to government.

Supporting more than 700 members, the MIA delivers value through regular regional networking opportunities, the promotion and awarding of its industry-recognised Accreditation for quality and excellence, and a comprehensive library of best practice and standards guidance. It actively promotes accreditation to industry buyers, provides information, research, education and advice to enhance business performance, and shares key sector insights while advocating for the importance of business tourism with government.

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.

What do Surveys of Suppliers, Venues and Planners Reveal about the Industry for 2026? - A year of uncertainty has reshaped the global events industry, with new data revealing how suppliers, venues and planners are adapting and where the biggest opportunities lie for 2026.

Tue, 21 Apr 2026 15:14:19 +0200

© The National Gallery of London

Whether you are a supplier, venue or event planner, 2025 was a year of shifting priorities, rising costs and workforce challenges to name but a few. Findings from industry-wide surveys, compiled here by events and hospitality consultancy Custard, paint a mixed picture that is sure to continue impacting everyone in the industry in 2026 and beyond.

While things remain uncertain, a series of surveys of suppliers, venues and event planners from the past 12 months have revealed the trends, challenges and opportunities that have shaped events, highlighting what every event professional should know as we navigate the year ahead. These surveys highlight key information that every event professional should be aware of as they enter the new year. Each survey sheds light on the challenges and opportunities in a specific area of the industry, and collectively, they paint a comprehensive picture of the current state of the events industry and its ongoing evolution.

From supplier sustainability commitments to venue cost pressures and planners’ rising focus on purpose and wellbeing, these findings show where the industry is heading and where professionals should be focusing their energy. In a year defined by uncertainty, the data provided by these leaders in our industry offers event professionals the information they need for the year ahead.

Suppliers: An Industry of Two Halves

The UK events supplier and contractor industry is ‘an industry of two halves’ according to findings from the Stronger Together Survey, published by the Event Supplier and Services Association (ESSA).

Almost half of event businesses surveyed (46%) forecasted higher revenue for 2025, yet nearly a third (29%) anticipated a decline. Similarly, confirmed business in January 2025 outpaced the same month in 2024 for 35% of companies, while 31% saw the opposite and had more work in 2024.

When it comes to staffing, over two-thirds (68%) said they were operating at full capacity, highlighting that almost a third (32%) are not operating where they should be. Similar findings were found in sustainability, with 68% of those surveyed saying they have a formal sustainability plan in place, but nearly a third (32%) do not.

© Foxhills Country Club & Resort

Venues: Navigating Rising Costs

For venues, many are balancing optimism with operational pressures. The latest mia Insights Report from the Meetings Industry Association (mia) revealed that almost half (46%) of venues surveyed said they are down on their revenue forecast for 2025.

Almost nine in ten (89%) said costs have increased in 2025 compared to 2024, with an average increase of 12%. These increases are leading some organisations to reduce their workforce, with just over a quarter (25%) stating they have done so in response to rising costs.

"64% of respondents have increased their prices to combat rising costs."

This has led many venues to also look for new ways to adapt to the changing needs of event planners, a key factor highlighted in Mindful Mornings, Active Afternoons Survey, a report by Foxhills Club & Resort.

It found that Thursday has now officially taken over Friday as the preferred day for off-site meetings, with mornings also being prime time for them to take place, with just over 70% of respondents saying they preferred to tackle creative tasks early in the day, an increase of 12% from last year.

Venues that can offer team-building opportunities are also at an advantage, with almost 90% of those surveyed viewing team building as a priority.

"When asked which meetings should be held off-site, respondents placed team engagement (85%), strategy (76%) and brainstorming (61%)."

Event Planners: Purpose, Engagement and Wellbeing

The focus on team-building is also vital for event planners, particularly those organising events for businesses, with employees looking for activities with purpose. Clean the World Event’s Team Building in a Changing Workplace Survey found that over nine in ten (92%) believe purpose-driven team-building strengthens relationships with colleagues more than traditional events, and more than eight in ten (83%) feel businesses have a responsibility to enable team volunteering and giving back.

The benefits of incorporating team-building and volunteering into events are clear, with 85% of those surveyed saying volunteering through work boosts their overall job satisfaction and also increases their loyalty to their employer.

Mindfulness also plays a big role in these types of events, with The National Gallery’s latest Mindfulness and Enrichment Poll finding that 43% of respondents believe that mindfulness enhances ROI by improving focus and retention.

Industry-Wide Challenges And Opportunities

No matter your role in events, looking after your wellbeing is a priority. While conversations around the topic are improving, with 66% of hospitality employees feeling their workplace supports open discussions around mental health, according to Hospitality Actions’ latest Taking the Temperature Survey, 62% of junior employees view burnout as part of the job, nearly half report poor work-life balance, and 61% said they have experienced a mental health issue in the past year.

"63% remain concerned that vocalising a mental health challenge could negatively impact their progression."

Overall, the findings of these surveys reveal an industry that is evolving rather than standing still. Suppliers are looking outward and prioritising sustainability, venues are adapting to rising costs, and planners are leaning into purpose-driven engagement, wellbeing and culture-led programmes. While there are undoubtedly still challenges ahead, there are clear opportunities for those ready to innovate and make the most of 2026.

EIC Launches Global Survey to Power 2026 Economic Impact Study

Thu, 19 Mar 2026 19:19:57 +0100

The Events Industry Council (EIC), the global voice of the business events industry across advocacy, research, professional recognition and standards, has launched the industry-wide survey for the 2026 Global Economic Significance of Business Events Study (ESS), in partnership with Oxford Economics.

The initiative invites professionals from across the global events ecosystem to contribute insights that will inform the final report, set for release on 6 May 2026, in conjunction with Global Meetings Industry Day (GMID).

Conducted every three years, the Economic Significance Study is widely regarded as the most comprehensive analysis of the global business events sector. It measures the industry’s economic contribution – covering jobs supported, spending generated and broader community impact – while providing policymakers and industry leaders with credible data to guide investment and policy decisions.

“The Economic Significance Study is the one of the most credible and impactful tools we have for demonstrating the value of business events to policymakers, investors and communities around the world,” said Amy Calvert, President and CEO of the Events Industry Council. “By participating in this survey, professionals across our industry are joining a global effort to ensure that the story we tell about our impact is both credible and representative of the global ecosystem.”

“Strong advocacy begins with strong evidence,” added Stephanie Harris, 2026 Chair of the EIC Board of Directors and President of the Incentive Research Foundation. “This study provides the data our industry needs to demonstrate its full economic and societal impact. Broad participation from across our global community is essential to ensuring the findings truly reflect the scope and influence of business events.”

Global Visionary Sponsors Announced

EIC also confirmed its first Global Visionary Sponsors supporting the study: Meeting Professionals International (MPI) and the Professional Convention Management Association (PCMA).

Through their support – alongside other sponsoring organisations – the study strengthens industry-wide research and advocacy, ensuring access to reliable economic data to inform policy, investment and workforce development globally.

“MPI is proud to support this important initiative,” said Paul Van Deventer, President and CEO of Meeting Professionals International. “Accurate, credible economic data strengthens our industry’s ability to advocate for the policies, investments and infrastructure that enable meetings and events to thrive.”

“Business events create meaningful economic and social value in communities around the world,” said Sherrif Karamat, CAE, President and CEO of PCMA. “Supporting this study and encouraging industry participation ensures we have the insights and evidence needed to advance the sector and demonstrate its lasting impact.”

Additional confirmed sponsors include: Caesars Entertainment, Freeman, IMEX Group, Incentive Research Foundation (IRF), Los Angeles Tourism and Convention Board, the mci group, MGM Resorts International, Resorts World Las Vegas, Society of Independent Show Organisers (SISO), U.S. Travel Association and The Venetian Resort Las Vegas.

Call for Industry Participation

EIC is encouraging planners, suppliers, destinations, venues, associations and corporate event professionals worldwide to take part. Broad participation will ensure the study reflects the full diversity and scale of the global business events ecosystem.

The survey takes approximately 20 minutes to complete and will close on 31 March 2026. Participants will receive one Continuing Education (CE) credit toward CMP certification or recertification.

The 2026 Global Economic Significance of Business Events Study will be released on 6 May 2026 as part of GMID, providing updated insights and a unified narrative on the value and impact of business events globally. A GMID toolkit will also be released shortly to support worldwide engagement and advocacy.

Take the survey

Why the Events Industry is Stronger Than Ever? Insights from IBTM Trends Report 2025

Fri, 13 Mar 2026 20:12:27 +0100

The IBTM Trends Report 2025 reveals an events industry that is expanding and proving resilient despite global pressures, with in-person experiences retaining their strategic value. The study highlights six driving forces (demographics, transformation, AI, investment, sustainability and culture) that are reshaping the sector. The report, authored by Alistair Turner (below), Managing Director of Eight PR & Marketing, also notes rising investment and consolidation, introducing the new Ignite section to explore the industry’s evolving financial landscape.

The IBTM Trends Report 2025 signals optimism for the meetings industry despite global turbulence, from geopolitical tension to inflation. Its resilience reflects structural strength built over years. Event professionals have become adept at demonstrating ROI, ensuring live experiences are no longer viewed as discretionary but as core to marketing and sales. Turner explains: “This is one of the most positive aspects of the report, that this growth is occurring despite some of the greatest challenges the industry has faced since the pandemic. The industry has proven structurally robust and responsible over a long period, moving ‘events’ up in sales and marketing budgets from ‘first to cut’ to closer to ‘last to cut’.”

The report highlights a renewed appreciation for in-person connection, countering digital fatigue. Turner links this to a post-pandemic shift where live engagement is viewed not as a temporary rebound but a long-term differentiator: “I believe that the industry accelerated out of the pandemic based on the renewed value of face-to-face experience. There is no doubt that the event industry’s juxtaposition against digital communication is another major reason for this continued growth. In terms of responsibility, authenticity, creativity and purpose, live events are the antidote to social and digital marketing.”

Strategically, demographics are now central to event design. The rise of older audiences alongside Gen Z creates multi-generational challenges. The report stresses the need to recalibrate approaches to older delegates, who are increasingly digitally adept, socially engaged and economically active. “The clear opportunity lies within the over-60s demographic, who are growing in volume at an exponential rate. How we treat these audiences says a lot about how businesses look at every demographic and how focused approach has many hidden benefits. It would be wrong to say that events do not recognise these audiences, but there is a tendency for brands to be overly concerned with the enthusiasm of younger generations and the demographic changes they bring with them.” The narrative was to reposition older audiences as proactive and participatory members of society, rather than sidelined from it.

This demographic shift is also transforming the core purpose of business events. The report flags a move from events as solely learning or networking platforms to hubs for experiences centred on belonging, identity, and personal impact. Turner emphasises the strategic swing required: “This nods back to the earlier point around value and ROI; the shift from event professionals as ‘organisational’ to ‘strategic’. In the past, we have seen personalisation as the ability to communicate with individuals with more information about them. But the broader shift is to understand that different people – be this generational or not – require different outcomes from events.”

"By understanding different generations, event professionals can speak across multiple generations without pigeonholing into lazy stereotypes"

Closely linked to this is the aspiration for transformational events. Imagination and creativity become key differentiators, yet Turner notes that many events claim experiential credentials without scrutinising their experience against a high benchmark. “This challenge of transformationalism is a bold one, and it is fair to say that many events are not on this journey just yet. We need to respect the inherent difficulty in delivering genuine transformational experiences and see it as a high aspiration. That being said, many brands and businesses are reaching this benchmark.”

On the other hand, imagination poverty, lip service and generic concepts remain a challenge, particularly when it comes to maintaining audience engagement. Turner argues that outcomes, rather than rhetoric, are the defining measure: “The reality is that brands and businesses will find out those events and event professionals who lazily apply buzzwords, without the strategic integrity they deserve, or lack the creative quality that is driving so much positive effects in the industry... guests, consumers, and audiences can feel when they are truly being engaged, and act when they are being excited or challenged. Messages resonate and turn into behaviours when they are delivered with purpose and commitment.”

The integration of AI presents both promise and caution. AI can enhance accessibility, augment creativity, and streamline operations, but unchecked, it risks homogenising experiences. Our interlocutor emphasises the critical role of human oversight in preserving event distinctiveness: “The mix between large language models, agentic thinking, and digital communication has to be balanced through human thinking and behaviour. Event professionals understand this, and recommend using AI only where it adds most value to the event: accessibility, automation and augmentation. However, the promise of personalisation has not been delivered, and having AI drive it into more homogenous spaces will be detrimental to audience experiences.” Equally, AI-led design reduces the value of tactility and individualism that has been one of the great achievements of recent event creation.

Moreover, financial maturity signals growth in value and long-term stability. Increased startup activity, investment, and mergers and acquisitions indicate the sector’s growing stability and attractiveness to capital markets. “History shows us that this trend is a bell curve, with investors jumping in while the industry is hot but exiting as soon as the sector shows weakness. Looking at some of the biggest event tech companies, large event agencies and well-funded destinations, we often see the biggest ideas, investment in innovation, and market-leading data and insight,” he says.

"Brands need to be challenged, and the industry needs to hold clients accountable if they keep hiding away from sustainable event design"

Sustainability remains a pressing area for industry action. As regulatory frameworks expand, the report stresses that compliance must become a commercial advantage. Turner underscores this imperative: “For too long, events have been seen as an unwilling battlefield to hit ESG targets, and a box-ticking exercise lacking real commitment. This is both wrong and dangerous. A number of forwardthinking organisations have developed training, tracking, and benchmarking tools needed to assess environmental impact. There really should be no excuses for events to own sustainability and be part of the wider conversation.”

Finally, DE&I is moving from tokenism toward genuine engagement. Events are increasingly judged on how effectively they reach diverse audiences and create meaningful interaction. Turner warns that the growing focus on culture and community must not become an excuse to sidestep DE&I: “There is a changing societal trend, with DE&I being owned and misused, as well as evolving in its narrative. The main thing for events is to be representative and to take their responsibility seriously to ensure content finds its audience, no matter where or who they are.”

IAPCO AM&GA 2026: The Journey Back to Ithaca!

Fri, 06 Mar 2026 18:33:20 +0100

“For there is nothing dearer to a man than his own country and his parents, and however splendid a home he may have in a foreign country, if it be far from father or mother, he does not care about it.” ― Homer, The Odyssey

So begins one of the passages of The Odyssey, by Homer — not with the glory of war, but with the longing for return. It was this very journey that served as the narrative thread for IAPCO’s Annual Meeting & General Assembly 2026 in Athens. Under the theme “The Odyssey Reinvented – A Very Human Journey Toward the Meetings of Tomorrow,” global leaders in professional congress organisation gathered in the city that first taught the world the art of dialogue to reflect on how meetings must be reimagined in an era defined simultaneously by technological acceleration and a renewed search for human meaning.

HQ Magazine Manager, Manuel Fernandes reports from Athens, Greece

Some journeys unfold across open seas. Others span decades, industries and generations. And then there is The Odyssey, Homer’s timeless voyage through the human spirit, where every island becomes a trial, every detour a lesson, and every return a redefinition of what “home” truly means.

It was through this metaphor that the International Association of Professional Congress Organisers (IAPCO) chose to convene its global ecosystem for the IAPCO Annual Meeting & General Assembly 2026, held in Athens from 25 to 28 February 2026, at the Megaron Athens International Conference Centre. The setting was not merely a destination but a symbol of passage from isolation to reconnection, from survival to renewal. For if the meetings industry is indeed undergoing a profound reinvention, perhaps there is no more fitting place to confront this question than the cradle of democracy, philosophical debate and the ancient art of thinking together. Just as Odysseus required ingenuity, wisdom, narrative and purpose to find his way back to Ithaca, today’s PCOs are increasingly called upon to become strategic storytellers: designing journeys rather than programmes, crafting experiences with narrative arc, tension, climax and catharsis. In many ways, IAPCO 2026 became precisely that journey!

The four-day conference brought together more than 200 senior leaders from the professional congress organising community, alongside destination and strategic partners and other industry stakeholders, representing around 36 countries. Through a programme of workshops, field trips, compelling keynote sessions, awards and the deliberations of its own Council, the gathering reaffirmed IAPCO’s role as a forum for governance and strategic direction for the future of the global meetings industry. The 2026 Annual Meeting recorded its highest attendance to date and an unprecedented number of first-time participants. Today, the global IAPCO community comprises 95 member organisations worldwide, collectively delivering more than 23,000 meetings each year.

In Athens — where landmarks such as the Acropolis and the Agora stand firm as enduring witnesses to the coexistence of classical heritage and contemporary infrastructure — the setting embodied precisely what the sector seeks to achieve: tradition paired with reinvention, legacy with innovation, memory with forward vision. At the heart of IAPCO’s strategy lie five central pillars — quality, innovation, collaboration, education and advocacy — designed to support members navigating a rapidly evolving industry landscape. In that context, the central question that ran throughout the assembly was not whether technology should shape the future of events — that is already inevitable — but how to integrate it without losing the profoundly human essence that ultimately defines the impact of business events.

“We designed the programme as a journey. Day one began with storytelling, setting the narrative context for our discussions. Day two focused on leadership and the business challenges facing our sector, before moving — with Pascal — towards the future. We concluded by returning to the individual, exploring themes of personal development, balance, trauma, and homecoming, alongside important conversations around autism and the wider work of IAPCO,” Sissi Lignou, IAPCO President and CEO of AFEA Congress, told us. AFEA was one of the PCOs responsible for organising the congress, alongside CONVIN, ERA and ERASMUS, with the support of the This is Athens Convention & Visitors Bureau.

She continued: “From an IAPCO perspective, it was also an opportunity to highlight everything the association has achieved over the past year. I hope participants felt the passion and commitment of the Council in advancing our mission and strategic pillars. Through the programme and the Council sessions, we aimed to present a clear narrative of IAPCO’s past, present and future — culminating in the General Assembly, the election of the next president, and many exciting projects for the association moving forward.”

Day 1: From Ithaca to Impact

The Opening Session set the tone for the conference with unmistakable momentum, strategic clarity and a shared sense of purpose. Institutional addresses from the Greek Minister of Tourism and the Mayor of Athens underscored the city’s stature as a forward-looking, sustainable destination of global relevance. Moderated by Hazel Jackson, the session emphasised collaboration, sustainability and innovation as the defining pillars of both the local ecosystem and the wider international meetings landscape. Blending celebration with ambition, it paid tribute to the collective effort behind the event — not least the dedication of Team Athens and its partners — while highlighting the industry’s global reach and the strength of the community that underpins IAPCO.

Alongside the plenary programme, the IAPCO Dialogues unfolded across the first two days as deliberately curated spaces for structured, peer-led exchange. Eight breakout groups convened to explore themes including leadership, community engagement, innovation, legacy and emerging talent, fostering candid discussion, shared insight and practical solutions in an atmosphere designed to encourage genuine collaboration rather than passive attendance.

In the first keynote, “From Ithaca to Impact”, Angeliki Kosmopoulou grounded storytelling firmly in the classical imagination while reframing it as a contemporary leadership instrument. With her background in archaeology and cultural management, she offered a distinctive lens on meetings as spaces of transformation rather than mere transactions. A well-designed gathering, she argued, should function as a compass — providing direction in times of uncertainty. Narrative, she suggested, is not decorative embellishment but an invisible infrastructure that shapes experience and meaning. “Your work is not just about organising. It is about creating the conditions for people to speak, to be heard and to find their way home." When participants feel genuinely seen and listened to, something fundamental occurs: belonging. Active listening, moments of silence and more intimate formats were presented not as optional refinements, but as strategic design choices. In an era saturated with information, depth — not volume — becomes the true differentiator.

If the first keynote explored the historical and human essence of meetings, Panos Tzivanidis expanded the perspective to the global stage of mega-events. Drawing on the operational realities and legacy planning behind the Milano-Cortina Winter Olympics, he underscored the necessity of embedding sustainability from the outset, treating legacy as a strategic imperative rather than a retrospective consideration. The prioritisation of existing infrastructure, the reliance on renewable energy and parallel scenario planning reflected a clear philosophy: large-scale events demand accountability, long-term vision and disciplined internal communication. “Legacy and the impact that a mega event like the Olympics has on a city must be considered from the moment of the bid — not as an afterthought.” He also addressed the emotional dimension of delivering such projects, acknowledging the psychological intensity of high-stakes environments and the importance of structured transition after periods of extraordinary pressure.

Between these two keynote moments, the institutional segment “From IAPCO to the World” charted the organisation’s strategic evolution throughout 2025. Particular emphasis was placed on the continued expansion of its global community — with growing engagement across Latin America — alongside the consolidation of flagship education initiatives such as the EDGE programme across multiple regions. The association also strengthened its advocacy work through campaigns including Dear Associations, part of the broader Unlocking Excellence initiative, while launching a comprehensive sustainability toolkit designed specifically for PCOs and aligned with international standards. Recognition through awards further reinforced IAPCO’s culture of excellence, notably the Sustainability Award presented to K.I.T. Group (above) for its work on the IUCN World Conservation Congress 2025, as well as the newly established IAPCO & NZICC Jan Tonkin Scholarship, awarded to Shimal Jaykant, Conference Manager of Medical Conference Partners in recognition of her commitment to professional development and reflective leadership.

The recognition of emerging talent was equally significant, accompanied by a deliberate shift in institutional language: the transition from “Next Gen” to “Emerging Leaders”. As Giulia Sarri articulated, "(...) the leaders of tomorrow are already in the market today so we can all work together to tear down that invisible hierarchy. Words can change behaviors, can change the culture. Emerging leader as a definition removes that hierarchy, supports inclusion and shared responsibility.” In this spirit, the Emerging Leader Award was presented to Cheryl Choy (below), Head of Project Management for Asia-Pacific at International Conference Services, in recognition of her development of agile, collaborative operational frameworks. The regional dimension of leadership development was further strengthened with the launch of the IAPCO & FIEXPO Jorge Castex Scholarship Programme for Latin America, delivered in partnership with FIEXPO Exhibitions Group, honouring Jorge Castex, a foundational figure in the LATAM meetings sector and former IAPCO President.

Day 2: Navigating Between Myth and Machine

If the opening day established the philosophical compass of the gathering, the second unfolded as a deeper exploration of leadership in uncertain waters. The morning began with “Leading Through the Odyssey”, a discussion-led keynote by Fortune Greece, moderated by the news anchor Apostolos Mangiriadis, and bringing together three Greek businessmen Panagiotis Kouris, Aleksandar Preradovic, and Antigoni Xioni for a candid conversation on artificial intelligence and the evolving responsibilities of business leadership.

Rather than framing AI as a disruptive threat, the panel approached it as an instrument whose value depends entirely on human stewardship. Across sectors — from healthcare to marketing — examples illustrated how machine learning can accelerate decision-making, refine data analysis and unlock new levels of operational efficiency. Yet the speakers were equally clear about the anxieties this transformation provokes within organisations. Employees often fear becoming marginal to decision-making, a perception that leadership must actively counter. In many ways, the conversation echoed Odysseus’ own strategy before confronting the Sirens: technology may sing seductively, but wisdom lies in learning how to listen without losing control of the helm.

A brief strategic update followed in the second instalment of “From IAPCO to the World,” but now on route to 2026. The session offered members a snapshot of the association’s trajectory. Community engagement emerged as a central thread, alongside the expansion of regional education initiatives and advocacy programmes designed to amplify the voice of professional congress organisers in global markets. New partnerships — including collaborations with destinations such as Rwanda, Türkiye, and Vienna — illustrated a growing emphasis on experience-driven events, where the character of place becomes as memorable as the programme itself. “IAPCO represents a truly high-level global network dedicated to the advancement of business events. Before confirming our partnership, we had the opportunity to host an IAPCO Council meeting 2025 in Vienna, and what impressed me most was the openness, professionalism and genuine spirit of collaboration within the community. The insights shared were both generous and invaluable in helping us further develop Vienna’s position as a leading meetings destination. For a city of two million inhabitants that already hosts a remarkable number of international events, it is essential that the entire ecosystem — from institutions to industry partners — works together towards a shared global vision,” told us on-site, Anita Paic (photo above), Director B2B Management at Vienna Convention Bureau.

The late morning shifted tone with one of the most lively and out-of-the-box sessions of the conference: “A Thought-Leaders’ Session Jeopardy,” moderated by Kenes’ Ori Lahav. The format blended debate with a playful quiz structure, bringing together leading industry voices, namely PCMA’s Sherrif Karamat, AIPC CEO Sven Bossu, ICCA’s Senthil Gopinath and Tina M. Wehmeir, President of AMC Institute. Beneath the light-hearted delivery and pressured hints, however, the conversation tackled some of the sector’s most pressing structural questions. Leadership itself became an early point of reflection. As Karamat provocatively suggested, "I believe that most leaders in our world today are not leaders. They were put in positions because they were at the right place at the right time...and our industry specifically is grossly lacking in leadership.” — a gap that associations must address if they are to remain credible stewards of our ever more complex communities. Bossu, meanwhile, challenged the traditional model of annual global gatherings, arguing that associations must decentralise their services: "I think coming together once a year all in one place. That's no longer necessary. We need to go local. We need to offer our services where they are needed. And having those big things globally — No, stop doing that."

Technology and sustainability also surfaced repeatedly throughout the exchange. AI was acknowledged as a powerful operational tool, yet one incapable of replicating the empathy that underpins meaningful human encounters. On the environmental front, Gopinath highlighted a paradox familiar to many organisers: "If you look at RFPs I think 95% now have this full page of sustainability things to comply with. So every RFP has it and not a single client is willing to pay for it. Associations have the upper hand in this industry.". The discussion ultimately circled back to a broader principle — that the future of associations will depend on adopting the mindset of startups: agile, experimental and constantly reinventing the value they provide to their communities. As Wehmeier puts it: "In order to unearth new value, you've got to reinvent. Startups is about innovation and creativity. And if associations are more agile, use more innovation, I think they will unearth more value for their customers."

The afternoon programme brought a more hand-on-approach attitude. In “Ithaca and After: The Strategy and Reality of Exiting a Business,” Hazel Jackson drew on her own entrepreneurial journey to explore a topic rarely addressed openly in professional forums: knowing when and how to step away from the organisation one has built. Beyond financial valuation and taking her own company as a case study, she emphasised the importance of timing, investment and emotional readiness — reminding participants that leadership also involves recognising the right moment to pass the torch.

The day concluded with a very personal keynote from futurist Pascal Morgan, titled “An Odyssey into the Future: Being Human in a Technology Era.” Weaving together personal biography, classical philosophy and digital culture, Morgan reflected on how technological acceleration is reshaping not only economies but the very texture of human attention. The modern equivalent of the Lotus-Eaters, he suggested, may well be the frictionless comfort of algorithmic platforms that quietly erode concentration and critical thought. Drawing on the ancient metaphor of Scylla and Charybdis, Morgan argued that leadership in the twenty-first century increasingly resembles navigating between competing risks in a volatile environment. The response, he proposed, lies in reframing the familiar VUCA paradigm: volatility demands vision, uncertainty requires deeper understanding, complexity calls for courage, and ambiguity necessitates adaptability. Between Calypso and the seductive comfort of eternal refuge lies another reflection: the security of the familiar model versus the risk of innovation. Remaining on the island may feel tempting. Yet the calling of this industry has always been to set sail.

Day 3: From Survival to Strength

The final day of the conference unfolded as a sequence of deeply human reflections, anchored in resilience, self-awareness and renewal. In the session “Ithaca Is Worth Reaching. Still, True Success Lies in Balance Along the Journey”, prima ballerina Eleana Andreoudi brought the language of performance to the stage as a metaphor for professional life. Through the discipline of dance, she portrayed existence as a voyage towards the destiny — yet reminded the audience that fulfilment is defined less by arrival than by the poise with which one navigates adversity. Drawing on the myth of the Symplegades, she evoked the sudden collisions that confront every individual without warning, demanding courage rather than preparation. Music, she observed, functions as a universal companion — a stabilising force capable of sharpening focus and restoring equilibrium — while simple breathing practices can recalibrate composure in moments of pressure.

This was followed by a keynote of profound psychological depth, in which Despina Ploussiou used Homer’s Odyssey as a framework for healing and integration. In “The Odyssey Within: From Survival to Homecoming," the truam therapist reframed Ithaca not as a geographical endpoint, but as an internal condition of safety and belonging. Tracing Odysseus’ journey through its symbolic stations — from the dissociation of the Lotus Eaters to the confrontation of grief in the underworld, and the restorative yet restrictive embrace of Circe — she illustrated how trauma shapes survival mechanisms embedded in the body. True integration, she argued, requires a distinct form of courage: not the resolve to endure, but the willingness to return and be recognised anew. Her central message resonated clearly: crises are rarely failures of intellect, but rather breakdowns in regulation. As she noted, “Unregulated nervous systems may create unstable cultures,” underscoring the vital role of self-regulation in leadership and collective wellbeing.

The second part of the Thought Leadership session, highlighted the pivotal role of the Events Industry Council as a global federation representing more than 60 members, while advancing a collective impact model designed to address pressing societal challenges. The CEO Amy Calvert (pictured above with Martin Boyle) showcased their sustainability strategy rooted in the integration of the Sustainable Events Standards and UN SDGs, and developed with the guidance of the Net Zero Carbon Events, an initiative led by the Joint Meetings Industry Council. In parallel, the economic impact study conducted with Oxford Economics quantified the global business events industry at $2.8 trillion, with 1.6 billion annual participants and approximately 30 million professionals — a cornerstone reference for articulating the sector’s global value proposition. An updated edition, expected in May 2026, will incorporate catalytic and legacy impact metrics. Together with the EIC Foresight Report and the Futures Landscape Study, these tools provide strategic insight to anticipate emerging trends and strengthen organisational resilience in an increasingly fluid environment.

The subsequent session introduced a wave of collective energy and social reflection, culminating in an inspiring contribution from basketball superstar Dimitris Papanikolaou (up in the picture) and his daughter Aria Papanikolaou. Both living with Asperger’s syndrome, they shared their personal journey of neurodiversity, resilience and inclusion, transforming the auditorium into a space of attentive listening and shared inspiration. As Dimitris reflected, the visibility gained through his sporting career became a catalyst for publicly sharing Aria’s diagnosis — a step taken not only to support their family, but to help thousands of others facing similar circumstances: “When you shine a light, it reaches every corner. We needed to use our family’s recognition from my career to make our daughter’s diagnosis public. Only then could we help not only Aria, but countless other families confronting the same or related challenges.” Through stories of perseverance, teamwork and belonging, the message was clear: consistency, unity and determination are the true hallmarks of excellence... both on and off the court. “The difference between winning or losing is that a winner tries one more time. The moment we give up, someone else wins. So we must continue.”

The day ended with the final housekeeping notes regarding the handover of the presidency in 2027 to Jason Yeh (pictured below), CEO of the Taiwanese GIS Group, along with the admission of three new members to the IAPCO Council. The next host destinations were also announced — Mumbai (2027) and Cairo (2028) — reaffirming the association’s truly global footprint and its capacity to carry the sector’s dialogue into new cultural and geographical landscapes. The 2027 edition in Mumbai will take place at the JIO World Convention Centre, under the theme “All is Well” — inspired by contemporary Indian culture and rooted in shared values of hospitality, balance and optimism in the face of industry challenges — an invitation to approach moments of pressure with composure and intent.

“I hope this meeting conveyed a strong message about the power of our industry to navigate crises and generate meaningful socio-economic impact and lasting legacy. It definitely showed the strength of our community coming together to create change, while showcasing both the capabilities of the host destination and the remarkable work of our members,” Lignou added.

To reinvent meetings is to recognise that every congress is, in its own way, a modest Odyssey: operational challenges, unexpected storms and demanding decisions are inevitable. Yet so too are community, discovery and transformation. In a city that fforged new worlds, IAPCO encouraged its members to navigate not merely to endure change, but to return to what truly matters: gatherings defined by purpose, depth and humanity. For in the end — as in Homer’s epic — the journey has never been solely about crossing seas; it has been about understanding what it means, ultimately, to come home.

“A man who has been through bitter experiences and travelled far enjoys even his sufferings after a time” ― Homer, The Odyssey

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.

Innovating with Tradition: Notes from the BestCities Global Forum in Guadalajara

Tue, 10 Feb 2026 23:09:11 +0100

The BestCities Global Forum 2026 has already taught us to go beyond the limits of a traditional conference; it set the pace for international dialogue with a series of frank conversations that far exceed the mere “attracting events” approach, but rather justify their social, economic, and scientific relevance. For three days, Guadalajara bore witness to this chapter of the global alliance, not only as host but also as facilitator of joint discussions and case studies that are disrupting the association conferences/smart destinations duality.

HQ Magazine Manager, Manuel Fernandes, reports from Guadalajara

The BestCities Global Forum usually brings together destinations and associations for internal sharing, but in Guadalajara the dynamic was particularly open. Under the title, "Innovating with Tradition, for a Sustainable Future," there was no obvious concern with selling ideal business models, since the focus was on explaining what is working, what is not, and how much it really costs to change practices in the sector.

The structure of the forum itself contributed to this: small groups, sessions with long questions and equally detailed answers, and plenty of time outside the meeting rooms. Over the three days, the idea that the industry has already passed the stage of quantitative growth was raised repeatedly. The problem now is relevance: how to justify in-person events to organisations that demand verifiable, measurable, and financially sound results.

Within BestCities, members seem to take on a role closer to that of project partners than hosts. Several association participants told me that, when choosing a destination, infrastructure has become just a basic requirement. The decisive factor is whether the destination can involve universities, local ambassadors, and public authorities in a common agenda. This is what Guadalajara set out to do!

In practice, this changes the application phase and places extra responsibility on the host's shoulders. Instead of just presenting convention centres and a physical roadmap, destinations are encourage to showcase experts, research centres, and potential scientific collaborations. Some association managers also pointed out that today they expect preparatory meetings with local researchers even before deciding on the city.

Guadalajara and the LATAM Context

Guadalajara fits nicely into this model as the city actively promotes economically viable and identifiable strategic sectors – technology, pharmaceuticals and chemicals, creative industries, and logistics – all concentrated in a large yet fairly compact area. This facilitated seamless connections between international buyers and the local community without the need for complex parallel programmes.

The impact was particularly noticeable in the technical visits and interventions by regional actors. These were not formal participations; on several occasions, local professionals themselves explained what kind of collaboration they expect from events coming to the city (check out Marissa Lazo and Isaac Hernández keynotes down below). With a mutual and resonant approach across their passions, they detailed the impacts that can be caused, what training can be established, and what projects can continue after the conference close its doors.

Within Latin America, this stance essentially positions Guadalajara as a connecting platform and, consequently, as a strong source market. Some association executives emphasised how the city is an interesting place to bring together scientific communities from Latin America while maintaining links to Europe, Northe America and Asia in a global region that is rapidly evolving with strong growth potential among stakeholders.

Association Forum – Balancing long-term Planning and Real-time Action!

In the initial workshops, associations were invited to analyse challenges, implementation strategies and solutions across six core drivers: advocacy, legacy and impact, financial sustainability, member engagement, partnerships, and digital transformation. The recurring theme was (as usual) the misalignment between board expectations and operational reality. Many organisations continue to measure success by the number of participants, while technical teams are evaluated by academic or professional impact.

There was much talk about the four-year cycle: application, scientific preparation, implementation, and follow-up. The face-to-face meeting has become just one visible stage in this process; impact is now largely influenced by AI predictions and data collection; the coordination of the programme's agenda in terms of fundraisers and sponsorships is now fundamental to financial viability; and several associations already maintain active working groups throughout the interval between congresses to ensure the continuity of the knowledge produced.

Day 2: Sustainability and entrepreneurship

The second day's morning session, The Real Cost of Sustainability, held at Hospicio Cabañas, brought together three sustainability experts to discuss measurement methodology and debunk myths about the carbon footprint of events. In the conversation between Alexis Kereluk, Director of Sustainability at ConnectSeven Group, Milda Salciute, Director of Events Consulting and Academy at GDS-Movement, and Natalie Lowe, Founder of Sustainable Events Forum, it became clear that many environmental reports continue to exclude material production, supplier transport, and participant food behaviour. According to Natalie, when these factors are included in the calculation, many results are no longer net positive. Alexis, in turn, summed up the transactional nature of this investment: reducing impact means changing the participant's experience, not just negotiating with suppliers. Practical examples mentioned included shorter menus, eliminating disposable scenery, and communicating in advance to participants about mobility and consumption choices during the event. In short, is it expensive to integrate sustainability policies into a professional conference? Perhaps... but everyone agreed that it is indispensable for modern-day brand reputation for associations.

The lecture by businesswoman Marisa Lazo brought a more human perspective to the relationship between the local economy and the development of the events sector. Instead of talking directly about conferences, she spoke about the business fabric, inducing why certain destinations are able to consistently host international meetings — by being loyal to their community, supply chain, and solid professional teams when there is ongoing skills development and not just scale. Founder of a vast chain of artisan bakeries that grew from a solitary project in a garage to more than 115 stores and around 1,350 employees, Lazo described a slow expansion model without external financing, based on continuous reinvestment and quality control. In the end, a simple idea remained: competitive event destinations do not depend solely on convention centers, but on the quality of their business and human fabric. Events come to connect with these networks and uplift ecosystems, not to replace them.

In the session Building a More Sustainable, Impact-Driven Tradeshow: The Intermoda Journey – moderated by Gustavo Staufert, CEO of the Guadalajara Convention & Visitors Bureau, with contributions from Jaime Barba Hernández, Member of the Intermoda Board of Directors, José Andrés Orendáin De Obeso, President of Expo Guadalajara’s Technical Committee, and Linda Garzon Rocha, Latin American Representative for #Meet4Impact – the evolution of Intermoda, the largest fashion trade show in Latin America, was presented in tandem with Expo Guadalajara, showcasing concrete changes: standardised booths, material limits, and common rules for suppliers. The measure reduced logistics costs and simplified assembly, with exhibitors reporting more time available for business meetings. The venue complemented these changes with rainwater harvesting, solar panels, and a LEED Gold certification goal.

Day 2: Art as a Vehicle for Transformation and Impact Measurement!

At the opening of the last day, the highly acclaimed Mexican dancer Isaac Hernández explained how to use Dance as a Tool for Transformation, describing his journey from Guadalajara to the world's leading international ballet companies, framing it as an example of the structuring role of the arts. More than a biography, his presentation focused on how artistic training can leverage social mobility, counter stereotypes, and generate economic activity when there is continuous access and not just one-off events. Through the Despertares festival and associated educational programs—free workshops, technical training, and ballet schools in the state of Jalisco—his example reinforced a recurring idea in the forum: impact depends not only on funding but on continuity. As cultural initiatives become part of the local economy and the external perception of the destination, urban and educational policies promote the democratisation of culture, spilling over into society. Such was his message!

In the last session of the forum, Unlocking Event Measurement Impact with AI, Jonathan Easton (Snapsight by Gevme) and Linda Garzon Rocha (Meet4Impact) focused the discussion on a simple problem: the industry has been talking about impact for years, but rarely manages to demonstrate it consistently. They argue that the difficulty lies not in a lack of data, but rather in its dispersion among registrations, parallel sessions, scientific reports, and qualitative feedback that is almost never analysed together. Placing measurement at the center of decisions throughout the process will yield results in terms of advocacy, education, attendee engagement, and environmental action. That's where Jonathan came in. Drawing a parallel with his intelligent event content platform, he listed the benefits of AI tools in interpreting and simplifying free text, debates, or workshop notes with qualitative gains.

If Guadalajara has focused primarily on innovation with tradition for a sustainable future – heritage, balance, and community impact – Dubai should explore scale and knowledge transfer between regions with a rich tradition of innovation in recent years. The UAE city serves as a link between associations operating on multiple continents, especially between Europe, Asia, and the Middle East, where many professional sectors share standards and where progress, security, and a pro-business environment go hand in hand with events and tourism.

Curious to learn more about Guadalajara's venues and hotel capacity? Don't miss our special HQ report from last year, where we take you on a tour of the best the city has to offer.

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How Copenhagen is Forging Impact-driven Events to Inspire People, Business and the Planet!

Fri, 23 Jan 2026 15:07:16 +0100

In an ever-changing world, Copenhagen is setting the tone when it comes to responsible tourism and conscious travelling. Initiatives such as CopenPay, Legacy Lab, and the EarthCheck certification, are raising the city’s standards both locally and globally.

Conscious planning and ESG principles are at the heart of how Copenhagen is designing the future of its tourism and events sector for the greater good and with an eye to local and global sustainable development. The destination offers a favourable environment for events that seek to integrate climate-friendly practices, with initiatives within sustainability, mobility and hospitality. For this reason, the city is a front-runner in the development of sustainable solutions across the board, from pioneering bike infrastructure to climate-smart planning – arguments that led it to special honours such as the third most sustainable destination in the world or the Innovation Award for its ‘CopenPay’ initiative (see below), both awarded by the GDS Movement. Crucial endeavours for an industry seeking to tackle the urgent challenges related to climate change, geopolitical instability, and over-tourism through partnerships for action throughout the supply chain.

Following a cohesive trajectory of many years, in 2024, the city launched its ‘Copenhagen, All Inclusive’ tourism strategy, one of the most ambitious tourism strategies seen to date, to accelerate the sector’s green transition with an ambitious climate roadmap that lays the foundations for carbon neutrality in Copenhagen by 2050. Tourism accounts for nearly 8% of global CO₂ emissions, and with international arrivals predicted to reach 1.8 billion by 2030, critical action is key. ‘Copenhagen, All Inclusive’ has set out to redefine an outdated and passive form of travel into an active and conscious approach through shared responsibility between the industry, stakeholders, and guests/delegates.

“Copenhagen has shown tremendous leadership in embedding sustainability into its tourism strategy and operations,” Stewart Moore, CEO and Founder of EarthCheck.

To ensure the success of this strategy, Wonderful Copenhagen has dedicated years to the development and continuous refinement of the pioneering Copenhagen Sustainability Guide that includes pre- and post-planning indicators to help planners reduce their CO₂ footprint and resource consumption, along with long-lasting social impact benchmarks for their events. This interactive guide, developed as a digital pre-emptive tool, calculates and reports CO₂ emissions broken down into six categories – international transport, virtual participation, local transport, accommodation, venue and event design, food and beverages, and indirect mitigation efforts – in line with the UN’s Sustainable Development Goals. An efficient and useful method to incorporate the positives and reassess the negatives of trips and the different phases of any given event.

A World-Leading Certification and Other Initiatives!

But the cherry on top came with the highest certification for destinations: the EarthCheck Sustainable Destination certification, granted in 2024. Copenhagen’s green efforts have been rewarded by this label, which reinforces the credibility and harmonisation of tourism products and services in systematising, documenting and accelerating the local industry’s transition within a comprehensive and pragmatic agenda. This international recognition, which came about through a close collaboration between the City of Copenhagen and Wonderful Copenhagen, also sheds light to the broader design of the destination’s new tourism strategy by forging a common language and structured approach for cross-sector collaboration with multi-stakeholders in urban development. It also signals one of the most important goals of the National Tourism Strategy, in which all destination management organisations, as well as 70% of accommodation and amusement parks in Denmark, will have to be sustainability certified by 2030.

Through benchmarking, data-based documentation and annual audits, the certification will create an overview of key indicators – such as energy consumption, water use, CO₂ emissions, waste and social conditions – crucial to navigate this sustainable journey. Since 1987, EarthCheck has been helping businesses, communities and governments to deliver sustainable, clean, safe, and prosperous destinations for travellers to visit, live, work and play. As a ‘third-party certification,’ it is subject to a rigorous science-backed, people-focused certification process, providing a framework for destinations to measure, monitor and improve their environmental, social and economic performances. The Copenhagen certification process will be independently verified annually by external auditors, guaranteeing its accreditation and transparency.

“In addition to working with sustainable certification of our tourism organisation, individual partners, and now Copenhagen as a destination, we also wish to influence, and guide actual tourism behaviour in a more sustainable direction,” Søren Tegen Pedersen, CEO of Wonderful Copenhagen.

Copenpay 2025: Arrive By Train For A Guided Tour Through A Museum

Among the innovative ideas that Danish officials will be presenting at this audit will certainly be the latest generation of CopenPay, a great case study of how a ‘green action’ incentive can be a game-changer to get consumers to act out of the box and adopt more conscious behaviour. This impact-driven experience economy allows visitors to ‘pay’ for leisure experiences in the city with concrete actions. You can, for instance, enjoy a boat trip, take part in an excursion or get a discount at a museum if you choose to swap your car for a bicycle, help clean up the city or work in an urban garden. The initiative’s resounding success with visitors is now reflected in the nearly 100 attractions in Copenhagen lasting nine weeks (from 17 June until 17 August) – from a simple pilot in 2024 CopenPay was responsible for collecting 29% more tonnes of waste with a 98% approval rating.

Meanwhile, cities and DMOs worldwide have already shown interest in adopting a local version of the initiative, rewarding their visitors for more responsible behaviours. Berlin, Bremen, and Helsinki are creating their own local incentive schemes inspired by CopenPay, which defines the cross-city scope and nature of this project. Probably the biggest perks for business travellers are transport and accommodation. This year, CopenPay rewarded travellers who arrive by train and, once in the city, also encouraged visitors to stay longer. CopenPay 2025 also brought a new surprise, which was the use of CopenPay at congresses. Selected international events were able to test local activities as a pilot element in their social programme. During the 23rd European Symposium on Organic Chemistry, for example, early risers were invited to plogging (pick up + jog) in exchange for a packed breakfast, to help keep the city’s harbourfront clean and tidy.

Last but not least, final words for the Copenhagen Legacy Lab that HQ has been following from the start – the ground-breaking project that is ample proof of how a shortlived event can leave lasting transformations in both the organisation and the place where it takes place. Last year, the Lab expanded its legacy framework for congresses to include events, identifying specific legacy opportunities within its systematic approach, and the work does not stop here.

ICCA Congress 2025: Charting the Course for the Future of Events in Porto

Fri, 16 Jan 2026 12:27:29 +0100

© All photos kindly provided by ICCA

The ICCA Congress 2025 turned Porto into a laboratory for global events, blending tradition, innovation, and social purpose. With nine venues, thought-provoking debates, and timely topics, the flagship association also returned to Europe with a new, more active format. Between start-ups, technology, and a Forever Pact, the Portuguese city showed how second-tier cities can lead the industry.

HQ Magazine Manager, Manuel Fernandes, reports

Arriving in Porto brought a mixed, almost uneasy feeling to me. As a brief disclaimer to our readers, I was born there and it has been very close to my heart since it was still a neighbourly, feisty and concealed human canvas in northern Portugal, which made me follow its transformation over the last decade with particular attention. On Saturday night, downtown was crowded and lively, as it tends to be these days: restaurants packed late into the night, small bars lining the streets, multiple languages mingling on the sloping streets. Porto has shifted from a discreet city to a global tourist hub, and while that revitalisation brought investment and visibility, it also deeply reshaped its social and economic fabric.

In this context, hosting the ICCA Congress was more than just another event: it worked as a practical test-bed of how large business events can help counterbalance traditional tourist flows, generating more qualified economic returns and broader societal value. Porto is not a capital, not a financial hub, nor a saturated metropolis and therein probably lies its strength. The growing relevance of so-called second-tier cities, a thesis we explored last year for HQ within the EU CVB Network, took concrete form here right from the outset.

The ICCA Congress 2025 took place under the motto ‘Charting the Course’, a formulation broad enough to accommodate both the strategic discourse and the political agenda that currently percolates the events industry. With around 1,500 participants, this was the largest edition ever held on European soil, confirming not only ICCA’s vitality, but also the diversity of profiles – among them event destinations, international associations, PCO’s, agencies, technology providers and institutional decision-makers. The atmosphere kept the typical ICCA relational vibe, but with a more visible political weight – especially in sessions where public policy, funding, destination impact, and changemaking were centre stage.

Porto played an active role in the congress, the programme and the social experience of the delegates. This was evident in the multivenue distribution of the sessions, which required real mobility between different urban areas; in the commitment to public transport and foot travel; and in the activation of cultural and historical facilities as workspaces.

The congress took place in nine different venues: the afternoon sessions were held at the Cruise Terminal, Caves Ferreira, CEiiA, WOW – World of Wine and Alfândega, which acted as the event’s headquarters; while the social programmes took place at the Coliseu do Porto, Palácio da Bolsa, Super Bock Arena and Arena do Estádio do Dragão. This model forced delegates to move around, which changed the pace of the congress. Not everything was perfect – there were delays, overlapping routes, and some logistical fatigue. But the overall effect was positive: ICCA left the single building, the carpeted floor, and blended into the surrounding environment. Meanwhile, instead of feeling like a foreign body temporarily installed in its host, the congress stimulated constant reflection on the territory.

In terms of legacy and social impact, the connection with the local community did not end with formal platitudes. Social responsibility projects involved local institutions, and several initiatives were designed to continue beyond the days of the congress, a clear attempt to avoid the extractive loop of events that come and go. One of the most interesting initiatives launched at the congress was the Porto & North Forever Pact, promoted by Visit Porto & North and co-created by #Meet4Impact with Portuguese consultancy Vale Consultores. The pact proposes a framework for action based on three tracks of change: Inclusion, Innovation & Creativity, and Wellbeing. More than a manifesto, the Forever Pact aims to be a working tool for the region – aligning events with long-term goals, involving public decision-makers, operators, and local communities, and measuring impact on an ongoing basis.

The educational programme was extensive and multi-modal. There were some solid moments of critical sector analysis, particularly in sessions that crossed public policy with multilateral involvement in international meetings (the ‘Ministers’ Panel’); major cultural and sporting events with the sustainable growth of destinations (‘Game-Changers or Chaos-Makers?’); and climate change, demographic transitions and the urban impact on the global economy by Professor Greg Clark’s keynote speech. Accessibility and inclusion were also addressed through a human-centred lens in Christian Bason’s lecture. Still, it was Tuesday’s ‘Association Leadership Quest’ session that most clearly broke with the comfortable tone of institutional discourse. Faced with geopolitical instability, fragile business models and rising member expectations, association leaders admitted they now manage more crises than strategies. Co-creation with destinations was defended over rigid purchasing processes, alongside a shift from associations as knowledge archives to competence builders. Persistent failures in transparency, post-contract support and hidden costs were also openly acknowledged.

On Monday, the Innovation & Technology Track proved pragmatic and hands-on. At CEiiA – Centre of Engineering and Product Development, there was much talk of artificial intelligence, but with skeptical enthusiasm. Technology appeared as a tool for associations, with discussions on personalisation, data, automation, but also risks, privacy and dependence. There were solid sessions on hybrid models, digital marketing and a future design showcase on technology serving sustainability. The next day, the Purposeful Business Models & Start-Ups Track sought to shift the debate on innovation and purpose from rhetoric to practicality, questioning which business templates make sense today in a sector pressured by economic uncertainty and public funding. The group discussion in which I took part brought some candour to the table by admitting that many legacy projects fail while trying to square impact with unrealistic cost structures and little Board support. In the Purpose Labs, participants worked on pitches, financing, RFPs with impact criteria, and intersections between real industry needs and emerging solutions.

On the last day, the awards ceremony recognised the best in class: the Incredible Impacts Award 2025 honoured the World Organisation of Family Doctors (WONCA) for the lasting impact of its world conference on rural health in Limerick, Ireland, in promoting equitable access and tangible national reforms; while the Best Marketing Award went to Visit Faroe Islands for its Closed for Maintenance – Open for Voluntourism campaign, a rare case where destination marketing and environmental preservation reached international heights. The congress officially closed with the announcement of the next destination, Panama City, in 2026, where the community of associations and CVBs will meet once again to take centre stage in the discussion of major congresses.

New International Planner Report Reveals Shifting Regional Attitudes

Tue, 13 Jan 2026 08:10:58 +0100

The Business of Events published its 2025 International Planner Sentiment Report in June at an event held at Corrigan’s in London, revealing a sharp divergence in the priorities of event planners across global markets. We broke down these data and findings with the Director of News and Content of this British independent Think Tank for the events sector.

Drawing on contributions from corporate, association, agency, and incentive and reward planners across the UK, Europe, and North America, the report is a vital resource for destinations and venues seeking to remain competitive in a changing landscape. Sponsored by Tourism Ireland and released to coincide with the opening of The Meetings Show, the report’s findings show diverging regional priorities, particularly among North American planners, shaped by ever-changing economic, cultural and political landscapes. While most areas of sentiment remain relatively stable, suggesting that event planning trends, especially in Europe, have not altered dramatically, the marked cutback in North American planners’ priorities in relation to 2024 raises further concerns, particularly in two areas closely linked to the new political climate in the US – ‘Equity and Diversity’, and ‘Sustainability and Social Impact’.

“European event planners feel similar to how they felt in 2024. However, there is an increased focus on cost and value for money, reflecting economic challenges, cultural identity, and equity and diversity,” says Mike Fletcher, Director of News and Content at The Business of Events. When asked if this will drastically change the business landscape, he has a few doubts: “Perhaps not, but we are likely to see a greater sentiment around cultural identity translate into more considered legacies, and an increased emphasis on equity and diversity turn into events that cater to everyone and better reflect the world around us.” According to Mike, the two main areas of declining sentiment among US planners (Equity and Diversity, and Sustainability and Social Impact) will not have a huge effect on where the events will take place. “For one, association congresses are typically peripatetic and move around according to where membership is based. In addition, host city status is often awarded several years in advance, so plans seldom change unless there is significant political turmoil or conflict.” That said, will international delegates vote with their feet and stay away from US-based conferences and trade shows, if they feel planners are not giving due consideration to the planet or diversity and inclusion? “That is certainly something to keep an eye on. According to ICCA’s statistics, Europe remains the largest market for association congresses, so I do not believe we will see much change in the intent to travel from US-based delegates,” he replies.

"Planners in the UK and Europe are putting Cost and Value for Money at the top of the agenda amid ongoing economic pressures."

Another point that stands out in this study is the apparent disregard of planners for aspects related to the destination’s cultural profile, both in terms of identity and welcoming, in the North American market. Rather than a cultural shift, this could be interpreted as political isolationism and ‘business as usual’ behaviour in the region. “The shift in homegrown sentiment amongst US planners is almost certainly more a reflection of the ‘America First’ political climate. One might see this as an increase in isolationism, but I believe we need to separate the desire to conduct business and the exchange of ideas in a face-to-face environment from what is happening in the White House.” Although this might affect the synergies and complementarity of international associations in the Western world, location is not key: “International membership associations do what is best for their members. They want to bring together people from different territories, collaborate with international host cities and CVBs, and boost knowledge sharing at a global level. Associations have never prioritised certain regions. They relocate congresses and events to accommodate members’ interests, regardless of their location."

Meanwhile, Cost and Value for Money has increased in importance among European planners, now rated at 10, up one point from the previous year. This mirrors trends in the UK and likely reflects inflationary pressures and economic uncertainty affecting budgets across the supply chain. Other decision-making factors, such as Accessibility, Destination and City Brand, Food and Hospitality, and Safety and Security, remained largely stable year-on-year across all regions. “According to the 2024 ICCA rankings, the appeal of what we would class as second-tier cities in the UK has grown enormously. Liverpool, for example, has risen 61 places to 112th worldwide, making it the fourth busiest city for congresses in the UK, while Birmingham has risen 87 places to 125th, its highest position since 2017. While lower venue and accommodation costs are undeniably attractive, they are only part of the ‘Beyond the Capital’ story. Events outside London also offer greater potential for local legacy, regional development and collaboration between stakeholders.” For associations focused on knowledge transfer and impact, this can be a critical differentiator. “Smaller cities often create more intimate, community-driven event environments, which are ideal for meaningful networking and delegate engagement. There is no question that London remains the UK’s number one city for major events and remains incredibly competitive when bidding against other European capitals. But its once-unchallenged domestic dominance is now being thoughtfully rebalanced by other cities across the UK, offering creativity, credibility, and purpose-led experiences to suit a range of mid-sized congresses and events,” Fletcher states.

"Associations have never prioritised certain regions. They relocate congresses and events to accommodate members' interests, regardless of their location."

In the words of our fellow analyst, the race for sustainability will not end until organisations and governments reduce global emissions by 50%, in line with the Paris Agreement, and develop pathways to achieve net zero by 2050. “The fact that sustainability sentiment has remained the same in both the UK (7/10) and Europe (8/10) amongst event planners underlines this ongoing mission. It shows that sustainability is no longer a ‘nice to have’. It is expected as part of organisational targets and is now ingrained into the planning process. In the EU, policy and legislation continue to push the agenda forward. However, globally, frameworks like the GDS-Index help to measure how destinations are truly performing in terms of sustainability, rather than just what they claim in their bids. Initiatives like this have shifted the narrative and helped to ensure that sustainability is an important ‘given’ and firmly embedded in everything that planners do,” Fletcher says.

The International Planner Sentiment Report forms part of The Business of Events’ wider research programme, which includes the Quarterly Event Economy Tracker, and Global Destination Report. “We will launch two further pieces of research around IBTM World in Barcelona in November. Our annual Global Destinations Report, along with an inaugural report into accessibility, will provide fascinating insights from global convention bureaux, venues, and delegates with accessibility requirements,” Fletcher concludes.

The full 2025 International Planner Sentiment Report is available to download here.

Calaveras, Agave, and Stage Lights: Guadalajara as a Living, Breathing Event!

Tue, 16 Dec 2025 18:09:46 +0100

Heart of Jalisco, Guadalajara moves on its own rhythm, where murals, tequila fields and digital light shows collide. Each street, plaza and stage is a canvas for events that surprise, interact and sketch themselves anew. Tradition is reimagined, technology serves a purpose and every experience feels alive. Here, the ordinary bends into a Mexican spectacle.

I arrived in Guadalajara with high expectations, shaped by my initial conversations with the bureau’s team during IMEX Frankfurt, and by the destination’s recent admission to the BestCities Global Alliance – a distinctive seal reserved for cities that demonstrate operational excellence, strategic vision and a commitment to creating positive impact through events. That sense of anticipation was further reinforced when I learned that the Guadalajara Convention & Visitors Bureau (GCVB) is regarded by its own hosts and local partners as the most active, coordinated and influential convention bureau currently operating in Mexico – an organisation capable of mobilising the city, working transversally with authorities, venues, hotels and business clusters, and assuming a leadership role in attracting major international congresses.

This momentum is further underlined by the bureau’s global step forward as an official IAPCO destination partner, strengthening its position within the world’s most prestigious professional congress networks and establishing itself as a credible counterpart for large-scale events. Interestingly, my first tangible encounter with this reviting energy did not take place in a convention centre, but on the eve of the official programme, when I joined one of the bureau’s representatives at the electrifying Chivas vs Atlas derby at Akron Stadium (below) – a venue set to host some matches during the FIFA World Cup 2026, and a clear demonstration of the region’s capacity to deliver sporting events on a global scale.

From a strategic perspective, the GCVB stands out for its clearly defined agenda: international expansion, global alliances, technical strengthening of MICE infrastructure, sectoral diversification, a strong focus on the delegate cultural experience, and sustainable positioning. It is a vision that is both pragmatic and ambitious, placing Guadalajara in a rare competitive position within Latin America. Evidence of this can be seen in the event pipeline for the next years: the World Physiotherapy Congress 2027, the UFI Global Congress 2027, and the International Conference on Robotics and Automation (ICRA) 2028 – three confirmations that double down on the bureau’s structural work and the destination’s maturity.

Day 1 – Gateway to Tapatío Liveliness

Arriving in Guadalajara during Día de los Muertos felt almost cinematic. The scent of cempasúchil filled the streets, colourful skulls adorned façades, and the city pulsed with a festive spirituality rooted in Mexican memory and celebration. The Convention Bureau welcomed us with the same energy, setting the tone for four intensive days that quickly revealed a city capable of hosting delegations and planners with pace, clarity and precision.

Our temporary base, the voco Guadalajara Neruda, shaped the first hotel impression: contemporary and efficient, with spacious rooms and six meeting rooms – in addition to a theatre-style auditorium – well suited to executive briefings and small meetings. Located in the Financial District, it operates as a discreet, functional strategic hub, ideal for international teams.

By late afternoon, we headed to Tlaquepaque, a colonial enclave where art, gastronomy and retail converge, offering an ideal setting for social programmes. Its pedestrian streets, illuminated with Día de los Muertos motifs, lend themselves naturally to welcome cocktails, walking dinners and cultural incentive activations. As mariachi music echoed through the courtyards, the cuisine at Casa Luna marked the group’s first shared meal.

Day 2 – From Colonial Grandeur to the World of Tequila

The second day began at Hacienda del Carmen – a place where time slows just enough for creativity to breathe in the vastness of the Valles Region. This historic estate – with its arcades, expansive gardens, and four versatile salons for gala dinners, themed evenings or corporate retreats — stands out not only for its colonial charm but also for its own rum production and greenhouses. Outdoor spaces welcome large gatherings, while indoor rooms offer elegant settings, each imbued with the spirit of tradition and hospitality.

We then crossed the sweeping agave landscapes – a UNESCO World Heritage Site – to reach the legendary town of Tequila. At Mundo Cuervo, particularly the iconic Fábrica La Rojeña (above), we discovered one of the most exhilarating experiential-event settings anywhere, where blue agave becomes the liquid heart of Mexico. Centuries-old cellars for sensory dinners, industrial courtyards for product launches and gardens that glow beneath unforgettable sunsets – all grounded in rich narratives and a compelling brand identity that shape MICE experiences into lasting memories.

Day 3 – Culture as Stage and Statement

The third (and most intensive) day of the programme began with a visit to the monumental Expo Guadalajara (above), the engine underpinning the city’s MICE appeal, surrounded by a strong cluster of premium hotels. With over 90,000 m² of modular space, robust technical infrastructure, optimised logistics for load-in and build-up, and a plethora of multifunctional halls, the Expo serves as the city’s backbone for international congresses, fairs and large-scale conventions. Its multiple sustainability certifications further guarantee quality management, operational excellence and environmental balance aligned with global standards.

From there, we proceeded to the imposing Instituto Cultural Cabañas (below), also a UNESCO World Heritage Site, where architecture and cultural impact converge. Known historically as the Hospicio Cabañas, it breathes heritage and artistic depth, with José Clemente Orozco’s murals provoking reflection and lending visual force to any exhibition or educational event. The museum offers areas suitable for sophisticated receptions, ceremonies or institutional gatherings.

From that historical gravitas, we moved to the elegance of the neoclassical Teatro Degollado and, after a walk through the historic centre, we reached Guadalajara Cathedral. Its architectural and spiritual presence transforms the area into a dynamic backdrop for light city tours, ideal as culturally driven networking interludes.

In the afternoon, we stopped by a few high-end hotels. The JW Marriott Guadalajara, with 191 bedrooms, blends contemporary elegance with a serene atmosphere tailored for executive briefings. Its six well-equipped, light-filled meeting rooms encourage focus and creativity, while its rooftop frames the city as a backdrop for exclusive receptions.

At the RIU Plaza Guadalajara (right side), we made our way up to the SkyBar terrace to meet the hotel’s managers as the city glowed beneath us – the ideal setting to imagine events with panoramic backdrop. The hotel combines urban energy with modern, functional design, geared towards corporate travellers. Its 16 versatile rooms can be easily converted into theatre, classroom or banquet formats, always with fluid logistics while maintaining smooth operational flow.

Day 4 – Art, Identity and a Brilliant Finale

The final day offered a more relaxed and playful pace, with visits to interactive museums and neighbourhoods ideal for informal delegate activities. The Hyatt Regency Guadalajara greeted us with tactful elegance and a finely tuned corporate rhythm, ideal for association programmes. During the site inspection, we toured 2,500 m² of event space across 14 versatile rooms, suited to everything from board meetings to plenaries of over 800 participants – set-ups transition smoothly between theatre, U-shape or banquet, supported by modern technology and a highly skilled operations team.

Next, we moved to the Conjunto Santander de Artes Escénicas (below), one of Mexico’s largest university cultural complexes, offering exceptional acoustics, advanced technology, versatile stages and generous foyers — a perfect ecosystem for academic congresses, international forums and hybrid events. The university environment adds a layer of inspiration, dynamism and a natural link to innovation.

The JAPI Museo Interactivo proved delightfully surprising, blending immersive technology with educational storytelling. The highlight was the virtual flight over Jalisco, soaring above volcanoes, valleys and lagoons as though aboard an invisible drone — whereas the digital journey through the state’s fauna and flora revealed a region rich in ecological nuance. Interactive murals completed the experience, inviting touch, exploration and discovery with the ease of encountering a new destination.

The afternoon took us to Downtown Zapopan, where sun-lit squares, galleries, cafés and altars led us to the MAZ Museum before settling in for a beer tasting at Cerveza Zorra Bistro Pub. And once the sun set, the grand finale emerged: Calaverandia — a themed park where light, digital art and performance intertwined in an immersive Día de los Muertos spetacle. Playful, visually striking and emotionally resonant, it proved the perfect closing chapter for an incentive programme infused with energy, culture and compelling storytelling. We ended the journey just as we started it — with genuine brightness in our eyes.

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A Business Event Breturn? EIA Calls for a Mutual Recognition Agreement with the EU

Mon, 15 Dec 2025 18:21:15 +0100

The Events Industry Alliance (EIA) launched a campaign at the beginning of July urging UK and EU policymakers to prioritise the establishment of a Mutual Recognition Agreement (MRA) for the business events sector in future trade discussions. Our Magazine Manager, Manuel Fernandes, spoke to EIA’s trio of leaders about the need for this continental convergence.

The UK business events sector is a vital economic engine, hosting more than 1,100 trade shows and seven million attendees annually with an economic impact of around £10.9 billion (approx. €12.75 billion). With more than 100,000 jobs created across the country, the sector makes a significant contribution to regional and national economies. In 2023 alone, the sector grew by 17% – far outstripping the UK’s GDP growth of just 0.1%. “It is clear that the business events industry is extremely valuable to the UK economy and drives business travel to every part of the country but often our industry does fly under the radar. That is partly why the EIA is actively working to change that perception and lobbying for a strategic business events strategy, similar to the one recently announced by Ireland,” says Anna Golden, EIA Co-Director and CEO of the Association of Event Organisers. “One of the major issues has been that we fall between the cracks of diff erent Government departments and do not have one sole department advocating on our behalf. We have been working successfully over the last few years to build political support for the sector across Westminster and Whitehall.”

Almost five years after the official departure from the EU, the knock-on effects on the UK industries are still being felt across the board. In addition to set-up challenges and increased supplier costs, a recent ESSA survey reveals that 82% of business events suppliers believe that Brexit has negatively impacted their operations, with 67% reporting direct business losses. “It is clear that the Brexit scenario, and the following period of uncertainty, partnered with the pandemic, had a signifi cant bearing on the UK business events industry,” says Rachel Parker, EIA Co-Director and Director of the Association of Event Venues. “However, our members continue to create, build and host world leading business events, attracting domestic and international visitors and exhibitors across the UK.” While other creative sectors have received assurances of support and safeguards to tackle their obstacles, such as touring musicians, the events sector has remained largely excluded from the debate. Yet, “our recent report presented some positive findings; it concluded that by 2024, the number of exhibitions showed further recovery growing by 4% to reach their highest level since 2017. The average number of exhibitions per venue was also up compared to 2023 and the volume of trade exhibitions was up above pre-Covid levels,” Parker states.

Our key informants for this report and EIA Co-Directors: Anna Golden, Rachel Parker, and Andrew Harrison.

The EIA is calling for a set of continental recognition agreements to reduce the current administrative, bureaucratic and mobility barriers through a sector-specific MRA. Members of the Event Services and Suppliers Association (ESSA), which represents contractors and suppliers of goods and services in the UK, are feeling the consequences most acutely. “They are at the cliff face of changes affecting the ability to transport goods across Europe, changes which are impacting the competitiveness of UK suppliers. While it is clear that the UK’s exit from the European economic area has had consequences, we are encouraged by the Government’s ambition to seek a closer trading relationship with the EU and believe that this will bring significant benefits to the industry if a mutual recognition agreement is reached,” says Andrew Harrison, EIA Co-Director, ESSA Director and a regular HQ contributor. One high-profile casualty of these trade barriers was the relocation of the world’s largest gaming and technology fair – the International Casino Exhibition (ICE) – from London to Barcelona, resulting in an estimated €287 million loss to the UK economy. “At the UK/EU summit in May, we saw a commitment to continue working on making it easier for touring artists, travel, and cultural exchange amongst other agreements around food standards, defence and security, and youth mobility with the bloc. Our campaign is designed to ensure our industry does not miss out on the benefits of this closer relationship which are already being worked towards in other sectors,” adds Golden.

According to various reports, European and British planners are now very anxious about value for money and destination support. Economic challenges, increased paperwork and tariffs can lead to a mountain of inflation throughout the supply chain. “We have found that economic pressures are driving destinations and venues to be more creative and competitive in the way they attract and stage major events,” says Harrison. “While the most cost-effective destinations may get a short-term boost as planners look for savings, venues that combine solid infrastructure with adaptability and partnership-driven approaches will remain highly competitive.” For EIA, in many cases, improved infrastructure can help level out production costs by reducing operational friction, increasing efficiency and offering integrated support services. “Excel London recently completed a €252 million expansion to improve its facilities, with a focus on sustainability and fl exible event spaces. Olympia London is investing €1.5 billion which will see a new international convention centre opening in 2026. Smaller venues in London continue to modernise and invest, including the Barbican, which has announced a €275 million investment programme. Similarly, ICC Birmingham and Manchester Central have both rolled out upgrades to improve connectivity, hybrid features and the attendee experience. These investments are not just about capacity; they are about higher quality support and services that justify the value in a challenging market,” explains Parker.

This is especially important when we hear countless stories of conferences that have been moved, cancelled or rescheduled to more reliable and stable destinations due to changing political trends and regional tensions. “While it is important to recognise that there are new challenges in the market, some of our members are excited about the new business. Excel London recently announced that it will host ten major international congresses in 2026 – a record for a single year that will generate £250 million (approx. €292.5 million) for London’s business economy. P&J Live in Aberdeen will host 375 events this year, all with a significant economic impact for the city and the region. Finally, ICC Birmingham has also won a number of medical congresses in 2026 and 2027, which points to the UK’s cherished opportunity as a destination for the sector,” Parker reassures. Finally, the rise of destinations in Asia and the Middle East to the top of international event rankings represents not only the economic vitality of these regions, but also the expansion of a global industry that is tangible to various sectors. This could be another strong argument for a closer working relationship between the UK and the EU. “In an increasingly multipolar market, standing still is not an option. The UK must ensure, as far as possible, that exhibitors enjoy frictionless cross-border operations. As we have seen in recent years, destinations that remove regulatory and mobility barriers gain market share, while those that add complexity lose it. That is why we have launched this campaign, because we need to act fast to position the UK as a reliable and accessible destination again,” concludes Anna.

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How to Find the Right Local Partner for Your Event in Paris?

Tue, 21 Oct 2025 17:38:54 +0200

HQ has already been to Paris for conferences, site inspections and ahead of the Olympics... but in early September, the Paris je t'aime Convention Bureau proposed something different, featuring some real-life stories of legacy impacts the city is driving forward. In the following lines, you will meet some of the finest local partners, institutions, and ambassadors who are making remarkable strides in areas such as medicine, transport, social inclusion, and digital health.

Manuel A. Fernandes reports from Paris

The business events industry generates a significant social impact, both directly and indirectly. Its reach goes far beyond economic activity, extending to aspects such as education, inclusion, scientific development, technological progress and urban planning. Academic, scientific and professional events promote the exchange of ideas and the transfer of knowledge in various areas, driving new projects, start-ups and solutions to social and technical problems. For this reason, many cities have been striving to shift the focus of their bids towards a more local component, paying attention to their ecosystems, while associations have come to see these destinations as real partners in conference planning. But how to find out where they are and what potential they can offer?

To meet this challenge, Paris je t’aime – Convention Bureau organised its first Legacy Eductour, mapping out a network of cohesive partners with value propositions to drive social change. For this two-day site inspection, a select group of associations and federations (mostly French) were invited, along with media representatives, to learn about Paris's best practices in areas as diverse as accessibility, inclusion, technology, and health. Covering an area of 105 km² and with a population of around 2.1 million, this legacy tour took us to various corners and arrondissements of the city, from the Porte de Versailles (home to Paris Expo, France's largest exhibition centre) to the vicinity of Saint-Denis (site of the Olympic Village). On the Brussels-Paris route, the easiest and fastest way to travel is still by train, with Eurostar covering the distance in around one hour and twenty minutes. The company connects the French capital to cities such as London and Amsterdam, forming a metropolitan network which we recently covered on the occasion of its 30th anniversary.

Inclusion, Innovation & Care

It all started on a pleasant Thursday morning, 11 September, upon arrival at the Gare du Nord. Then we had breakfast at Café Joyeux, which (we quickly realised) was not just any place. The social responsibility agenda has been gaining ground in major European cities, urging businesses and entrepreneurs to adopt fairer and more inclusive practices for people with mental and cognitive disabilities. Born with the ambition of giving them a real, paid and rewarding job, Joyeux is the first family of café-restaurants and coffee brand to promote the professional inclusion of people with disabilities – mainly Down syndrome and autism. Initially founded in Rennes in late 2017, the restaurant has opened several cafés in Portugal and France, including this one on Rue Paul Cézanne, where we attended the group's first introductions.

From there, we headed to a medical district in the south of the city to visit the medtech advances being made at Assistance publique – Hôpitaux de Paris (AP-HP). PRIM3D is a 3D printing platform – led by Director of Operations, Delphine Prieur – which offers a shared service for engineering, prototyping and production of customised parts with specific expertise in healthcare. Since 2023, this project has been supporting teams from AP-HP's 38 hospitals, as well as researchers, clinicians and start-ups in the creation of innovative devices and cutting-edge tools to reduce health risks. At the former Broussais Hospital facilities, we were able to see first-hand the anatomical replicas, prostheses and ultra-realistic simulators that are turning a new page in medical treatment, research and education in order to meet the needs of patients for whom an industrial solution does not yet exist.

Half an hour later, we were off to lunch at Pullman Paris Montparnasse, one of the city's largest hotels, with over 6,000 m² of meeting and event space, 50 modular rooms, and a 750 m² Grand Ballroom, all equipped with state-of-the-art technology and in-house catering. Also noteworthy are the Grand Studio, ideal for conferences and dinners, the innovative C2 Immersive, perfect for hybrid events, and the Green Floor, with 800 m² of outdoor areas. Part of the Maine-Montparnasse complex, the hotel has 957 elegant rooms, a rooftop with panoramic views, several restaurants, and a modern fitness centre.

If you are part of a medical association in the field of oncology, the following institution may be the right partner for your conference. The Paris Committee of the French League Against Cancer offers a range of care services for people with cancer and their loved ones, ranging from psychosocial support, adapted physical activities and nutrition to financial assistance and back-to-work support. Here we had the chance to visit their new pioneering social lab designed to serve the most vulnerable patients and combat cancer-related inequalities: La Maison (pictured above). Located at Porte de la Villette, this help centre offers free services to cope with the disease in the best possible conditions, while raising awareness of risk factors and promoting screening.

Later, it was time to check in at the Paris Marriott Rive Gauche with its first-class amenities on four complementary floors. The hotel has 757 rooms and a conference centre with over 4,500 m² of modular event space. In total, it has 33 event rooms and 50 breakout rooms, the largest of which – Scène ABC – can accommodate up to 2,000 people in a theatre configuration. In the basement, we were able to take a closer look at Moir (see one of its brand customisations below), an interactive maze for immersive gatherings designed for brand activations, corporate meetings, team building and product launches. Within an atmosphere where participants are also actors, Moir offers an experiential narrative combining adaptable spaces, holographic intervention and cutting-edge creative technologies. Dinner was served on the rooftop of the Hotel EKLO near Paris Expo Porte de Versailles. This eco-friendly and economical hotel has 304 rooms of different types to cater to both business and leisure travellers. With a relaxed style that contrasts with other franchises, it also has three meeting rooms and the “French Kiss” restaurant on the top floor with an outdoor area that can be privatised and accommodates around 230 people.

Medtech & Accessibility

The following morning, Friday 12 September, enshrined the conversations held over these two days in a solemn atmosphere. For Paris, this legacy impact journey reached its peak after the 2024 Olympic Games in venues such as the Grand Palais, or in neighboring departments such as Seine-Saint-Denis (check out our Vivian Xu's report on HQ #114). In light of these legacy achievements, our delegation was invited to a roundtable at the Hôtel de Ville, the city hall. Besides addressing the carbon footprint that large congresses have on the destination and the strategic synergies between scientific societies and health associations, Paris je t'aime also unwrapped the Cleo Impact, a state-ofthe- art calculator available to event organisers to assess their social and environmental spillovers.

One of these transformations resulting from the post-Olympic legacy was the H4 Hotel Wyndham Paris Pleyel Resort, where we had lunch in the stunning skybar. The Pleyel tower offers 697 rooms and suites spread over 40 floors, four restaurants, a swimming pool and a gym, all with a unique panoramic view of Paris. In the parallel building, the unit offers a 10,000 m² modular conference centre with a maximum capacity for 2,600 people, 16 meeting rooms, including a 1,180 m² plenary room with an 8-metre ceiling, suitable for tradeshows and exhibitions. All equipped with audiovisual equipment, in-house catering and state-of-the-art technology.

At the intersection of health and technology, we stumbled upon a world-class centre for research, innovation, and entrepreneurship in the Quartier Saint-Lambert. Born out of a public-private partnership, PariSanté Campus is a French hotbed of digital health, designed to stimulate the production and use of health data, e-health training, and high-impact economic and social solutions. With the presence of institutions such as Inserm, Inria and Health Data Hub, the campus is a key intellectual partner for French research and development in santé numérique. As such, it features modular rooms and auditoriums that can be used for project launches, symposiums, scientific meetings, workshops or hackathons, related to innovation in health, AI, big data and public policies.

We ended this tour witnessing the progress made in accessibility that the city has developed under the Grand Paris Express (GPE) mega-project. La Fabrique du Métro, in Saint-Ouen-sur-Seine, has become a space for mediation and public demonstration in the exhibition of this enormous cross-cutting plan to expand mobility in the Île-de-France region, improve connections between the suburbs and the centre of Paris, and thus alleviate the heavy passenger traffic that affects a large part of the residents. La Fabrique houses an interactive tour with models, life-size models, immersive projections and other installations so that visitors can immerse themselves in the technical and chronological aspects that will lead to the construction of four new automatic lines, 68 new stations and the extension of the famous metro line 14. The GPE will be a turning point for the Parisian transport network, unlocking peripheral areas, reducing inequalities and promoting the urban regeneration of neighbourhoods around stations.

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Business Events Singled out for Significant Growth According to New Study - The report points to business events as one of the segments that will become transformative tourism growth drivers, along with live events, ecotourism, and wellness.

Mon, 28 Jul 2025 19:50:47 +0200

A new World Economic Forum Report points to business events as a significant growth driver for tourism and New Zealand must be part of the wave, Business Events Industry Aotearoa (BEIA) says.

Travel and Tourism at a Turning Point: Principles for Transformative Growth Insight Report (July 2025) shows the business events sector is projected to grow at 9% Compound Annual Growth Rate (CAGR) between 2025 and 2030, from USD870 billion in 2024, outpacing the rest of the business travel segment.

The report points to business events as one of the segments that will become transformative tourism growth drivers, along with live events, ecotourism, and wellness.

BEIA Chief Executive, Lisa Hopkins says business events are globally recognised as strategic enablers of growth.

“The report's findings align with New Zealand's Pīata Mai, the national strategic direction for New Zealand's business events sector outlining sustainable growth opportunities.

“New Zealand needs to be ready to capture this growth, to stand out from the international competition as an attractive business events destination,” she says.

“The report notes competition is intensifying, as these opportunities are recognised, making distinctive positioning and coordination increasingly important. Success requires investment, skills development and marketing capabilities.”

“Looking ahead to 2026 and beyond, the Government's boost for the business events sector is already yielding strong returns, although it is clear that competition is intensifying and we need to ensure we continue the trajectory we are currently on, or better still, amplify it with a long term plan.

“We see the Tourism Growth Roadmap supporting this, with business events recognised as a critical component.”

Tourism New Zealand's latest Statement of Performance Expectations (SPE) 2025 – 2026 increased the value of conference bids supported through the Conference Assistance Programme from $140M (USD85M) up to $185M (USD112M), following additional funding from the government's Tourism Boost package.

“This funding is key to enabling New Zealand to effectively compete with destinations now offering even more substantial incentives and continuity is king. Given some of the geopolitical uncertainty, organisations are increasingly favouring destinations which are considered safe and protected from these shifts,” Hopkins says.

The report shows key enablers for growth are infrastructure, finance, technology and innovation, people and skills, regulation and public-private collaboration.

“Key infrastructure developments are powering this growth,” Hopkins says. “New Zealand's business events industry now has world-class infrastructure with new conventions centres — Te Pae Christchurch and Tākina Wellington, and the New Zealand International Convention Centre (NZICC) in Auckland opening early next year.”

“The three new convention centres together will create 1400 new jobs, over 300,000 room nights annually and direct spend in excess of NZD150M (USD91M). Additionally, we are witnessing significant infrastructural investment in airports, multi-purpose venues and hotel development, contributing to the overall experience a delegate can expect when they travel here.”

Hopkins says the value of business events to New Zealand extends well beyond visitor numbers.

“Business events are not just good for tourism growth, they open doors to global knowledge, trade, and investment. The WEF report highlights the value of face-to-face interaction. Business events bring together the very people who drive progress, scientists, innovators, policymakers, entrepreneurs. They create meaningful legacies for New Zealand.

“As a key action area, the report identifies enhancing sustainability, necessitating business events to integrate environmental responsibility, community benefits and lasting impact, a position New Zealand already takes a lead in,” she says.

“Boosting New Zealand's business events growth is a collaborative effort with Tourism New Zealand, regional convention bureaux, professional conference organisers, venues and hotels, and raft of businesses across a broad range of sectors including hospitality, technology, and creative services all working together to create success.”

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City Travel Report by CityDNA Shows a New Era of Recalibration for European City Tourism

Mon, 28 Jul 2025 19:07:52 +0200

The City Travel Report by CityDNA 2024–2025 marks a pivotal moment for Europe’s urban destinations. Stabilisation replaces recovery as European city destinations adapt to a shifting tourism landscape. Based on benchmarking insights from 128 cities, the 21st edition of the report reveals that growth is moderating — average bednight growth slowed to 5.8% in 2024, down from 13.7% in 2023 — signalling that city tourism is no longer rebounding, but recalibrating.

“This year’s report signals a new phase for city tourism in Europe,” said Barbara Jamison-Woods, President of City Destinations Alliance. “Growth is no longer the only metric. City destinations are now called upon to define success in terms of value, sustainability, and shared prosperity. This shift demands evidence-based strategies and stronger alignment between urban and national tourism agendas.”

The CityDNA Report 2024–2025 confirms the continued dominance of London, Paris, and Istanbul in terms of total bednights. Yet the dynamics are evolving: Milan (+28.1%), Florence (+16.6%), and Vienna (+9.1%) posted the most notable increases among the top 20 cities. Overall, 107 of the 128 cities analysed experienced growth.

International source markets performed unevenly: single-digit growth was recorded from Russia, the UK, Germany, France, Spain, and Italy, while double-digit growth came from the United States, Japan, and China, reaffirming their strategic relevance for European destinations.

However, the report highlights a critical trend: national-level tourism outpaced urban tourism in 2024. International bednights grew by 12.2% in EU nations and the UK, compared to 7.9% in cities. Total bednight volumes also grew faster in other regions (7.6%) than in cities (5.2%). These gaps call for a strategic rebalancing and closer coordination between tourism stakeholders in ensuring sustainable, equitable growth across all levels.

“City tourism remains the most dynamic segment of the tourism economy, but it must now compete on the basis of resilience and innovation,” noted Prof. Karl Wöber, President of Modul University Vienna and Scientific Partner of the report. “The data shows stabilisation, but also signals emerging structural challenges that demand sophisticated destination management and long-term planning.”

Additional key findings include:

Bed capacity in cities increased by 5.5% in 2024, with Florence (+35.7%) and Barcelona (+33.4%) experiencing the highest average growth rate between 2020 and 2024.
Bed occupancy reached a benchmark average of 48.8%, up from 46.8% in 2023.
Transport-related CO₂ emissions from tourist travel to cities rose by 3.3%, with 13 out of 59 cities managing to reduce per-tourist CO₂ levels.

These results arrive against the backdrop of continued geopolitical instability, inflation, and mounting climate concerns. Yet, they also reflect how cities are shifting from short-term recovery measures to longer-term recalibration strategies that prioritise resilience, sustainability, and visitor value. Sustainability is a journey for destinations, and the recent 'VivaCITY Whitepaper: The Score is Not the Story' reflects that while 91% of the cities have embedded sustainability within their overall city strategy, only 70% have done so in their DMO strategy.

The full report offers in-depth analysis and visualisations to support strategic decision-making by destination marketing and management organisations. As Barbara Jamison-Woods concludes: “The City Travel Report by CityDNA is not just a benchmark — it is a blueprint for building a smarter, more balanced and future-fit visitor economy in Europe’s cities.”

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UFI Global Barometer Indicates Activity Growth and Regular Use of AI Tools

Mon, 28 Jul 2025 18:15:41 +0200

UFI, The Global Association of the Exhibition Industry, has released the latest 35th edition of its flagship Global Exhibition Barometer report, which captures the current status and outlook of the exhibition industry worldwide.

The results indicate expected growth of activity in different markets for 2025, following a year 2024 where operating profits were stable for a majority of companies: on average globally, 34% of respondents anticipate an increase of more than 5% of the space rented in their country, and 36% expect this for their company. Most businesses expected to increase by more than 5% in Brazil, India, Malaysia, Mexico, Saudi Arabia and the UAE. But this does not apply to the three largest markets, where most respondents anticipate either stability (in USA and Germany) or decrease (China).

In parallel, increases by more than 5% of other revenues channels are expected by 39% for services, and 26% for sponsoring opportunities.

“Global economic developments”, “Geopolitical challenges” and “State of the economy in the home market” are listed by businesses as the top issues for both short and mid-terms, preceding “Sustainability / Climate” (12% of global answers for mid-term), “Competition from within the exhibition industry” (12%), “Impact of digitalisation”, “Competition with other media” and “Internal management challenges” (all 8%) and “Regulatory / Stakeholders issues” (7%).

Still, development is underway at different levels: 8 companies out of 10 plan new activities - either in the classic range of exhibition industry activities, outside of the current product portfolios, or in both areas –more than 6 companies out of 10 declare using AI tools on a regular basis, and 4 companies out of 10 plan to recruit in the coming 6 months.

“The UFI Barometer has been providing benchmark data across key metrics for the industry since 2009, helping organisations to gain insight on trends to help them plan their business activities. This new edition of UFI’s Barometer research highlights very contrasted outlook within most regions on one side, and very positive signs towards developments on the other. It is especially encouraging to see high levels of recruitment and also the significant proportion of companies having already integrated AI-powered tools into their systems” comments Chris Skeith OBE, Managing Director and CEO at UFI.

“We are grateful to the 386 respondents from 58 countries, and whilst the results offer valuable insight, as with any research we recommend close attention to sample weighting and regional data differences. This edition also brings a new level of analysis, with segmentation of results for organisers, venues and service providers/suppliers whenever possible. We hope that this will help all readers, in addition to the detailed market profiles.”

"Globally, 34% of companies expect the space rented in their domestic market to increase by more than 5% in 2025 compared to 2024"

Size and scope

This latest edition of UFI’s bi-annual industry report was concluded in July 2025 and is based on data from 386 companies in 58 countries and regions. The study includes outlooks and analysis for 19 focus countries and regions – Argentina, Australia, Brazil, China, Colombia, France, Germany, Greece, India, Italy, Malaysia, Mexico, Saudi Arabia, South Africa, Spain, Thailand, the UAE, the UK, and the USA – as well as five additional aggregated regional zones. It also segments global results for organisers, venues and service providers/suppliers whenever this is relevant.

Rented space at country level

Globally, 34% of respondents expect an increase in activity of more than 5% in their country, while 48% believe it will remain stable (+/-5%). This leaves only 12% expecting a decrease of more than 5%, and 6% are uncertain. However, detailed results highlight significant differences in most regions:

In North America, around 6 respondents out of 10 forecast an increase of more than 5% in Mexico, while the same proportion foresees a stable situation (+/- 5%) in the US.
In Central and South America, around 7 respondents out of 10 forecast an increase of more than 5% in Brazil, while 5 out of 10 in Argentina and 6 out of 10 in Colombia foresee a stable situation.
In Asia/Pacific, the contrast is even wider. Out of the five markets detailed in the report, there are two where a majority of respondents foresee an increase of activity of more than 5%: India and Malaysia (for respectively 7 and 6 companies out of 10); one with a stable status forecast (Australia, 4 participants out of 10) and two where the majority of respondents plan a decrease of more than 5%: China (55%) and Thailand (40%).

Revenues

Global results indicate that most companies foresee:

An increase of more than 5% of their revenues in 2025 compared to 2024 for “Renting space” (36% of respondents) and “Selling services” (39%).
A stable evolution (of +/- 5%) for “Selling sponsoring opportunities” (32% of respondents, while 27% of respondents mention that this revenue stream is not relevant for their company).
54% of respondents do not consider “receiving subsidies” relevant to their company. When it is, most anticipate a stable evolution (+/- 5%) of this revenue stream.

Similarly to the previous question related to country revenue forecast, country results to this question indicate significant differences. Countries where most companies anticipate an increase of more than 5% of their 2025 revenues compared to 2024 are: Saudi Arabia (80%), the UAE (67%), India (62%), Mexico (61%), Argentina (58%) and Colombia (55%) for “Renting space”; Saudi Arabia (70%), the UAE (67%), India (62%), Malaysia (60%), Argentina (58%), Brazil (57%) and Colombia (54%) for “Selling services”.

The results by type of activity highlight different forecasts by revenue stream:

For “Renting space”, most organisers (49%) anticipate an increase of more than 5% while most venues or “venues and organisers” anticipate a stable trend (51% for both).
For “Selling services”, most service providers/suppliers (42%) anticipate an increase of more than 5% while most organisers, venues or “venues and organisers” anticipate a stable trend (42%, 44%, 38% respectively).
For “Selling sponsoring opportunities”, most organisers and “organisers and venues” anticipate a stable trend (respectively 39% and 48%), while this revenue channel is “not relevant” for most venues and service providers/suppliers (respectively 55% and 73% of respondents).

Operating profit

For 2024, 40% of the companies report an annual increase of more than 10%, and 51% declare a stable result (between -10% and +10%). For 2025, 30% of the companies report an annual increase of more than 10%, and 53% report a stable profit.

Country results show significant differences, and the 5 top markets with the highest proportions of respondents reporting an increase in their operating profit by more than 10% are: Mexico (63%), Germany (61%), the UK (53%), the UAE and India (both 50%) for 2024; and India (64%), the UAE (58%), Brazil (43%), Colombia (42%), and Malaysia (40%) for 2025.

Results by type of activity do not show significant differences, and a majority of respondents from all segments anticipate stable profits (between -10% and +10%) for both 2024 and 2025: 50% of organisers, 48% of "venues & organisers", 53% of venues and 53% of service providers/suppliers for 2024; 53% of organisers, 56% of "venues & organisers", 63% of venues and 47% of service providers/suppliers for 2025.

"63% of companies declare using AI tools on a regular basis"

Workforce development

Globally, 40% of companies declare that they plan to increase their staff numbers, while another 56% declare that they will keep current staff numbers stable. The highest proportion of companies planning to add staff is identified in Saudi Arabia (80%), Malaysia (70%), Spain (62%), the UAE (58%), and India (57%).

At segment level, on average, organisers and service providers/suppliers are more likely to recruit than venues: 43% of both organisers and service providers/suppliers plan to add additional staff, while 54% of organisers and 48% of service providers/suppliers will keep current staff numbers stable; 17% of venues plan to add additional staff and 83% to keep current staff numbers stable.

Most important business issues

For the short term:

The most pressing business issue remains “State of the economy in home market” (19% of answers globally, against 23% six months ago), and it is the main issue in all regions, except the Middle East and Africa, where it ranks second.
“Geopolitical challenges” (16% of answers, same as six months ago, and the top issue with 18% of answers for the Middle East and Africa) and “Global economic developments” (15%, same as six months ago) come in as the second and third most important issues globally.
"Internal management challenges" (13%), "Competition from within the exhibition industry" (10%), followed by "Impact of digitalisation", “Regulatory / Stakeholders issues" (respectively 9% and 7%, both +2% compared to 6 months ago), "Competition with other media" and "Sustainability / Climate" (both 6%) follow.

The analysis of the top 5 global issues by industry segment shows no differences for the top 2 issues, but the order of the other 3 varies.

There are many differences in ranking when comparing the most important issues in the short term versus mid-term:

The top three issues remain the same, but the first and third have swapped places: “Global economic developments” now is the top mid-term issue with 19% of answers (compared to the short-term issues, where it ranks third with 15%), followed by “Geopolitical challenges” with 15% of answers (compared to 16% for the short term) and “State of the economy in the home market” is third with 12% of answers (compared to the short-term issues, where it ranks first with 19%).
“Sustainability / Climate” comes to the fourth position for the mid-term (with almost the same level of 12% as the third one), compared to the nineth position on the short term (with only 6% of answers).
“Competition from within the exhibition industry” (12% of answers), “Impact of digitalisation”, “Competition with other media” and “Internal management challenges” follow (all with 8%), and then “Regulatory stakeholders’ issues” (7%).

The analysis of the top 5 global issues by industry segment (organiser, venue and service provider/supplier) shows differences: Organisers and venues share the same top 2 issues: “Global economic developments” (20% of answers for organisers and 22% for venues) and “Geopolitical challenges” (16% of answers for organisers and 15% for venues); but “Sustainability/Climate” is the top priority for “Service providers/suppliers” (15% of answers), followed by “Geopolitical challenges” (13% of answers).

"40% of businesses plan to increase staff numbers in the coming 6 months, despite concerns around global and national economies, plus geopolitical issues"

Current Strategic Priorities

In all regions, a large majority of companies intend to develop new activities, either in the classic range of exhibition industry activities (venue/organiser/services), outside of the current product portfolios, or in both areas: 78% in Europe, 79% for both Asia-Pacific and the Middle East & Africa, 83% in Central and South America, and 84% in North America.

The analysis by industry segment (organiser, venue and service provider/supplier) shows that:

Organisers are the ones who primarily plan to develop their activities in line with their current product portfolio (40% of their answers) or consider both developments, also including new activities outside their current product portfolio (22%).
Service providers are the ones who primarily plan to develop new activities outside their current product portfolio (36%).

In terms of geographic expansion, half of companies report an intention to develop operations in new countries and regions. Half of organisers (51%) report this, while it is higher for service providers/suppliers (62%) and lower for venues (19%).

At the country level, international development is on the agenda of a majority of companies in 10 of the 19 markets analysed: Germany (87%), Colombia (73%), South Africa (71%), the UAE (70%), Saudi Arabia (63%), France (56%), Italy (54%), the UK (53%), China (53%) and Mexico (51%).

Generative AI applications

Globally, 63% of companies indicate that they currently use standard AI tools (such as ChatGPT, Google Gemini, or similar) in at least some of their business functions. In addition, 17% have AI-powered tools integrated into their existing systems, and 3% have already developed proprietary algorithms trained on internal data. In parallel, 17% of respondents declare having no or almost no use of AI at this stage.

The 5 countries with the highest proportion of respondents who reached either of the last two levels of advancement (implemented their own algorithms trained with company data or AI-powered tools integrated into their platforms) are Thailand (44%), the UK (39%), the UAE (38%), the USA (33%) and Saudi Arabia (30%).

At segment level, on average, organisers appear more advanced than service providers or venues: 12% of organisers, 21% of service providers/suppliers and 34% of venues declare a low or non-existent level of implementation; 24% of organisers, 19% of service providers/suppliers and 17% of venues declare already reaching either implementation of their own algorithms trained with company data or AI-powered tools integrated into their platforms.

In terms of their level of maturity, most companies are still researching or testing solutions in the 3 domains surveyed: 72% towards “improving company and process efficiency”; 68% towards “improving customer experience”; 54% towards “generating revenues using AI-powered products”.

The 5 countries with the highest rates of companies declaring either testing or implementing AI solutions are: Thailand (88%), Germany (74%), Malaysia (70%), Brazil (64%) and France (64%) for “improving company and process efficiency”; China (68%), Argentina (64%), Thailand (63%), the UAE (61%) and France (58%) for “improving customer experience”; Colombia (45%), the UAE (39%), Thailand (38%), China (37%) and France (36%) for “generating revenues using AI-powered products”.

At segment level, the proportion of companies declaring either testing or implementing AI solutions is: 61% for service providers/suppliers, 56% for organisers, and 30% for venues towards “improving company and process efficiency”; 58% for organisers, 37% for service providers/suppliers and 21% for venues towards “improving customer experience”; 28% for organisers, 19% for service providers/suppliers and 0% for venues towards “generating revenues using AI-powered products”.

Background

The 35th Global Exhibition Barometer report, concluded in July 2025, provides insights from 386 companies across 58 countries and regions.

It was conducted in collaboration with 32 associations: AAXO (The Association of African Exhibition Organizers) and EXSA (Exhibition and Events Association of Southern Africa) in South Africa, ABEA (Australian Business Events Association), ABEOC (Associao Brasileira de Empresas de Eventos) and UBRAFE (União Brasileira dos Promotores Feiras) in Brazil, AEFI (Italian Exhibition & Trade Fair Association) in Italy, AEO (Association of Event Organisers) in the UK, AFE (Spanish Trade Fairs Association) in Spain, AFECA (Asian Federation of Exhibition & Convention Associations) in Asia, AFEP (Asociacion de Ferias del Peru) in Peru, AFIDA (Asociación Internacional de Ferias de América) in Central & South America, AIFEC (Asociacion Colombiana de la Industria de Ferias, Congresos, Convenciones y Actividades Afines) in Colombia, AKEI (The Association of Korean Exhibition Industry) in South Korea, AMEREF (Asociacion Mexicana de Recintos Feriales) and AMPROFEC (Asociación Mexicana de Profesionales de Ferias y Exposiciones y Convenciones) in Mexico, AOCA (Asociación Argentina de Organizadores y Proveedores de Exposiciones, Congresos, Eventos y de Burós de Convenciones) in Argentina, APPCE (Asociación Panameña de Profesionales en Congresos, Exposiciones y Afines) in Panama, AUDOCA (Asociación Uruguaya de Organizadores de Congresos y Afines) in Uruguay, HKECIA (Hong Kong Exhibition and Convention Industry Association) in Hong Kong, IECA/ ASPERAPI (Indonesia Exhibition Companies Association) in Indonesia, IEIA (Indian Exhibition Industry Association) in India, JEXA (Japan Exhibition Association) in Japan, MFTA (Macau Fair & Trade Association) in Macau, MACEOS (Malaysian Association of Convention and Exhibition Organisers and Suppliers) in Malaysia, MECA (Myanmar Exhibition and Conference Association) in Myanmar, PEIFE (Professional Events Industry Association Saudi Arabia) and SCEGA (Saudi Conventions & Exhibitions General Authority) in Saudi Arabia, SECB (Singapore Exhibition & Convention Bureau) in Singapore, SISO (Society of Independent Show Organizers) for the US, SOKEE (Greek Exhibition Industry Association) in Greece, TEA (Thai Exhibition Association) in Thailand, and UNIMEV (French Meeting Industry Council) in France.

The next UFI Global Exhibition Barometer survey will be conducted in December 2025.

In line with UFI’s objective to provide vital data and best practices to the entire exhibition industry, the full results can be downloaded at UFI.org

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Showcasing 60 Years of Switzerland’s MICE Strategy at the 2025 Swiss Trophy - Headquarters has long supported the Trophy as a media partner, and this time our International Commercial Manager took part for Team Belgium, telling us about his first visit to Switzerland.

Thu, 10 Jul 2025 16:35:46 +0200

From 19 to 22 June 2025, the Switzerland Convention & Incentive Bureau (SCIB) and Switzerland Tourism hosted the 19th Switzerland Meeting Trophy. The multi-day rally gathered 62 international event professionals from across Europe and North America to assess Switzerland’s MICE infrastructure through a comprehensive programme filled with diverse activities, including team-based challenges, site exploration and opportunities for informal interaction among participants.

Headquarters has long supported the Trophy as a media partner, and this time our International Commercial Manager took part for Team Belgium, telling us about his first visit to Switzerland.

Author: Jesús Parrado - HQ International Commercial Manager

I arrived at Zurich Airport shortly before the official programme began and walked through the city centre to get a feel for the country. I found Zurich to be efficient, easy to navigate and calm. That afternoon, I joined Team Belgium at Zürich Hauptbahnhof, and we travelled on the historic Red Arrow Churchill train to our first destination. After several seamless connections, we reached Grindelwald and checked into the Sunstar Hotel Grindelwald. Located against the backdrop of the Eiger Mountain, the hotel offers business groups the opportunity to enjoy the beautiful scenery while making use of its facilities, including seven seminar rooms and a plenary space for up to 260 participants. That evening, we attended a flying dinner at the Romantik Hotel Schweizerhof, where we interacted with the other teams and Swiss partners.

The rally format transforms destination familiarisation into a challenging, team-based activity. Over the course of several days, we travelled through Jungfraujoch, Interlaken, Spiez, Emmental and Bern, completing tasks that highlighted local culture, transport links and venue potential. At Jungfraujoch, also known as the ‘Top of Europe’ and home to Europe’s highest railway station, we tested our knowledge of the country and our coordination in a curling challenge. This was followed by a chocolate tasting experience at the highest-altitude venue in Europe. Afterwards, we had lunch at Congress Kursaal Interlaken, a venue capable of hosting events for between 80 and 1,500 attendees, showcasing how historic character and modern logistics can coexist in one place.

That evening, after crossing Lake Thun by boat, we stayed at the Deltapark Vitalresort in Gwatt bei Thun, a wellness retreat overlooking the lake. We began the next morning's programme at Kultur- und Kongresszentrum Thun (KKThun), a lakeside venue in the Bernese Oberland offering a mix of versatile spaces suited for different kinds of business events. Its central location and cultural programming also support blended business-leisure formats, making it a practical option for planners seeking local engagement and efficient organisation. Following this, the group visited the Emmentaler Show Dairy in Affoltern im Emmental, where we observed a demonstration of traditional cheese-making before proceeding to Bern.

In the capital, a tour of BERNEXPO showcased the scale and versatility of Switzerland’s event infrastructure. With over 47,000 m² of flexible space, the venue’s halls and meeting rooms can accommodate events with 10 to 5,000 attendees. Recent developments, including the Festhalle and Cube Congress Centre, have added a further 8,500 m² to the venue, increasing total capacity to 9,000 delegates. Located near the centre of Bern and connected to major transport hubs, the venue is ideal for hybrid congresses, trade shows and large-scale association meetings. In the afternoon, a cultural session at the Federal Palace involving traditional flag-throwing wrapped up the day’s activities.

We spent our final evening at the Swissôtel Kursaal Bern, a venue with 27 meeting spaces, a casino, and a rooftop restaurant offering views of the Old Town, a UNESCO World Heritage Site. At the farewell dinner, the North American team claimed victory in the 2025 Trophy, with Belgium close behind. Our last day concluded with brunch at Casino Bern, a walking tour of the city and the return journey to Zurich Airport.

The Switzerland Meeting Trophy provides a clear example of how MICE professionals can be introduced to a national offering through immersive engagement. From a planning perspective, this competition offers a live demonstration of how venues, transport systems, and destination partners can work together seamlessly. It also reveals Switzerland’s long-term strategy in this sector, reflecting the country’s 60-year commitment to the business events sector and its pioneering role as the birthplace of the world’s first national convention bureau in 1964.

The SCIB, created through a collaboration of destinations including Lausanne, Montreux and Interlaken, among others, continues to this day as part of Switzerland Tourism, promoting Swiss destinations across 13 international markets. That legacy was marked at IBTM World in Barcelona in November 2024, where SCIB celebrated its 60th anniversary. HQ joined the commemoration as a longstanding media partner. However, as a first-time participant, I found the strength of first-hand experience to be the most compelling takeaway, rather than the presentations or promotional messages. Seeing the execution in real time, the coordinated logistics and the professional hospitality of Switzerland’s business events community gave me a much deeper understanding of the destination’s capabilities than any brochure or sales pitch could.

Switzerland has much more to offer than beautiful scenery and engaging social activities. The country also brings together innovation and expertise across a wide range of sectors. Our coverage of association events in the country reflects our broader editorial focus on the ways in which national strategies support knowledge-driven meetings. A good example is our report from the European Space Agency’s 50th anniversary in Lausanne, (written by my colleague Manuel Fernandes and published in HQ #120). Readers can also access exclusive online interviews with Patrick Barbey (Managing Director of Vaud’s innovation and investment support agency, Innovaud), Grégoire Bourban (Head of Space Exchange Switzerland – SXS), and Emmanuelle David (Executive Director of ESC – eSpace).

These interviews are part of our magazine’s collaboration with the Space Cities Network, an international alliance founded by Lausanne and other cities to promote innovation and cross-sector engagement in space. The network connects universities, research institutions, industry and public agencies to promote scientific exchange and economic development. This mission closely aligns with Switzerland’s broader positioning as a host of high-level, science-oriented business events.

For more information, visit Switzerland Meetings

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Industry White Paper Urges Associations to Rethink Geopolitical Resilience -

Fri, 04 Jul 2025 19:19:10 +0200

White paper from The Hague & Partners Convention Bureau and ESAE outlines sector’s need for a strategic response across four critical areas: Events, DEI, Cybersecurity, and Innovation.

The Hague & Partners Convention Bureau, in collaboration with the European Society of Association Executives (ESAE), has released the completed white paper exploring association resilience: Exploring the Geopolitical Landscape: Implications for Associations.

“Unlike previous studies, this paper captures a sector at a strategic crossroads, one where resilience is being redefined by geo-political change through action in four key areas: event delivery, digital security, diversity and inclusion, and innovation,” said Bas Schot, Head of The Hague & Partners Convention Bureau.

Based on qualitative insights and a global survey of 99 association leaders, it reveals that 85% of organisations have already experienced disruption due to geopolitical instability, and 88% expect further challenges.

“This isn’t just about risk, it’s about a strategic change needed across all associations around the word,” continues Schot. “From rethinking where events are held to how boards are governed; associations are building new models of operational and ethical resilience. Our findings show that this shift must be integrated, values-led, and responsive to complexity. Destinations like The Hague have a clear role, not just as hosts, but as strategic partners.”

Four Key Areas of Consideration

Events: Once logistical endeavours, events are now deeply political decisions. 26% of respondents reported negative impacts from geopolitical instability on their event planning, while 28% have moved events to more politically stable destinations. Risk assessments, hybrid models, and values-driven site selection are becoming standard practice.
DEI (Diversity, Equity and Inclusion): Far from a soft issue, DEI has become a critical focus point. Over 60% of respondents rated DEI as ‘very important’ to internal stability, yet nearly 17% still see it as peripheral. Anti-DEI laws and sentiment are actively affecting location choices, partnerships, and messaging.
Cybersecurity: As associations digitise, they are becoming vulnerable targets. 81% of respondents expressed concern about cyber threats, but 23% report having no formal cybersecurity protections at all. Only 15% have cyber insurance, exposing a critical preparedness gap.
Innovation: Despite budgetary pressure, innovation is gaining traction. 72% identified alternative funding and revenue generation as critical, with 71% favouring more organisational flexibility. While 57% are investing in digital transformation, only 22% have a formal innovation strategy, highlighting both ambition and constraint.

Strategic Gaps and a Call for Action

While some associations are evolving fast, others remain constrained by complexity or capacity. Just 13% feel well prepared for the geopolitical landscape, despite widespread awareness of the risks.

“What this research shows is that association leadership must now be structural, strategic and courageous,” said Ioannis Pallas, Managing Director of ESAE. “From cybersecurity and DEI to funding and advocacy, our members must prepare not for the exception, but for the new normal. This paper offers practical guidance on how to lead with clarity, credibility, and collective purpose.”

To download the full white paper, click here

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Cvent Global Travel Managers Report Reveals 91% Manage Both Business Travel and Meetings - The 2025 report shows centralised travel and event sourcing is now standard, with 91% in Europe noting that this change has led to cost savings.

Thu, 03 Jul 2025 12:57:28 +0200

Cvent unveiled the findings of its 2025 Global Cvent Travel Managers Report, offering comprehensive insight into how sourcing, budgets and business travel priorities are evolving worldwide.

Responses from over 1,600 corporate travel decision-makers reveal that a majority (91%) of travel managers currently source hotels and venues for their organisation’s meetings and events, a significant increase from 2017, when 64% of meetings and travel programmes were either consolidated or on the verge of consolidation, highlighting the shift toward centralised sourcing as the new standard. The primary reason for this consolidation is enhanced operational efficiency (49%), which rises to 53% in Europe. More than four in five (83%) respondents report that they’ve reduced costs by managing both programmes together.

As in-person engagement continues to prove its value, travel managers are prioritising meetings that drive clear business outcomes. The top reason for face-to-face meetings globally is acquiring new customers (43%), similarly echoed by European managers (43%).

Rising travel costs remain a concern, with 71% of travel managers expecting higher expenses in 2025. Consequently, organisations are reassessing travel, with incentive trips (31%) and internal meetings (31%) the most likely to be cut. Despite cost pressures, only 13% plan to cut technology spending this year, illustrating a continued need for robust technology platforms to enable greater efficiency and programme visibility.

Other Report Highlights

Online content and sourcing technology remain critical tools to enable more informed venue decisions.

48% of travel managers surveyed state that specifications, images and videos of guest rooms most influence their decision to submit an RFP.
— To evaluate hotel suitability, they rely on travel websites (52%), hotel websites (47%) and search engines (42%).
— Despite these resources, 33% struggle to determine whether a hotel meets programme needs.
In Europe, sourcing platforms play a more significant role, with 43% stating they help them assess and analyse bids easily, surpassing the global average of 38%.

Sustainability remains a top concern.

30% of travel managers worldwide and 32% in Europe indicate sustainability practices and goals will influence business travel priorities through 2026.
In Europe, travel managers value commitments to waste reduction (32%) and locally sourced food (29%) the most.

“This year’s global report demonstrates how the role of the travel manager has become increasingly strategic and streamlined, overseeing both business travel and event sourcing. Despite ongoing budget concerns due to rising travel costs, organisations are recognising significant operational and financial benefits from this consolidation. This trend is particularly strong in Europe, where travel professionals are focusing on operational efficiency and leveraging digital tools to overcome sourcing challenges, drive smarter decision making and deliver greater value,” said Graham Pope, Cvent Vice President of International Sales.

“The findings also underscore the importance of working with partners who can support this evolution. Hotels and venues that embrace the sourcing needs of today’s travel managers, including sustainability and transparency, and offer strong supplier partnerships, will be best placed to succeed.”

About the Study

In March and April 2025, Cvent partnered with Censuswide to survey over 1,600 business travel decision-makers across North America, Europe (including the UK), Asia-Pacific and the Middle East and Africa. The research explores trends in sourcing, spend management, technology use and more.

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