The Asia Pacific Society of Association Executives (APSAE) has announced a new Knowledge Partnership with the Union of International Associations (UIA), reinforcing its commitment to building a stronger, more connected association community across the Asia-Pacific region.

The partnership marks a significant milestone as APSAE prepares for its official launch at the APSAE Summit 2026, taking place on 24–25 July 2026 at Marina Bay Sands, Singapore. It reflects a shared vision to advance collaboration, facilitate knowledge exchange, and strengthen ties between regional and global association leaders.

Founded in 1907 and headquartered in Brussels, the Union of International Associations is widely recognised as one of the world's leading independent sources of information on international associations and global civil society. Through its extensive research, databases and documentation of international organisations and meetings, UIA has served for more than a century as a trusted knowledge hub for the global association sector.

As the only regional platform dedicated to bringing together association leaders from across Asia-Pacific, APSAE aims to foster collaboration, leadership development and knowledge-sharing across the sector. Established as a neutral, non-profit initiative, APSAE seeks to create a stronger ecosystem for associations, industry partners and knowledge institutions throughout the region.

Prasant Saha (right side), President, APSAE, said: "The launch of APSAE is about creating a stronger and more connected association community across Asia-Pacific. Partnering with UIA, an institution with over a century of knowledge and insight into the global association ecosystem, adds immense value and credibility to this journey. Together, we hope to create stronger bridges between regional and international association leaders."

Cyril Ritchie, President, UIA, said: "For more than a century, UIA has been committed to documenting, supporting, and connecting international associations worldwide. We see significant potential in the Asia-Pacific region, and APSAE represents an important platform for bringing leaders together, strengthening collaboration, and advancing the role of associations in addressing regional and global challenges."

The announcement comes at a pivotal moment for APSAE as it prepares to formally launch during APSAE Summit 2026 in Singapore. The summit will convene senior association executives, strategic partners and thought leaders from across Asia-Pacific to explore emerging opportunities, address shared challenges and help shape the future of the association sector.

Association leaders from across the region are invited to take part in this founding moment by attending APSAE Summit 2026 and becoming Founding Members of APSAE. Register for APSAE Summit 2026 here

The Asia Pacific Society of Association Executives (APSAE) is a neutral, non-profit platform connecting association leaders, partners and knowledge institutions across the region. Its mission is to strengthen the association ecosystem through collaboration, education and leadership development.
 

Don't miss our exclusive interview with Prasant Saha in the upcoming July issue
 

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

As Asia Pacific continues to drive more than half of global economic growth, a new regional body is being launched to strengthen collaboration, leadership and innovation across the association sector. The Asia Pacific Society of Association Executives (APSAE) will officially launch during the APSAE Summit 2026, taking place on 24–25 July 2026 at Marina Bay Sands. The event will bring together senior association leaders, industry partners and ecosystem stakeholders from across the region.

Positioned as a landmark moment for the APAC association community, APSAE aims to become the region’s leading platform for advancing association leadership excellence, strategic growth and cross-border collaboration across one of the world’s fastest-evolving economic regions.

sAPSAE has been established to fill that gap.

With a vision “to establish Asia Pacific as a global model for association leadership excellence,” the organisation aims to elevate leadership capability, foster regional collaboration, generate APAC-focused insights and support innovation among associations shaping industries and communities across the region.

“Asia Pacific is no longer simply participating in the global association landscape — it is helping shape its future,” said Prasant Saha, President of APSAE. “The launch of APSAE represents an important step toward building a stronger regional ecosystem where association leaders can collaborate, learn from one another, and collectively elevate the impact of associations across APAC.”

Often compared to the role played by established association leadership bodies in the United States and Europe, APSAE has set an ambition to become the leading regional authority for association excellence in Asia Pacific by 2028.

The inaugural APSAE Summit is expected to convene between 100 and 150 senior association leaders from across the region, including representatives from Australia, China, Japan, South Korea, Taiwan, Hong Kong, Mongolia, Indonesia, Malaysia, Singapore, Thailand, Vietnam, India, Pakistan, Bangladesh, Nepal, Bhutan, Sri Lanka, the Philippines and Macau.
 

Designed specifically around the realities and opportunities shaping the APAC association ecosystem, the summit programme will focus on themes including the future of associations in Asia, member engagement strategies, AI and digital transformation, sustainable association models, social impact, and the role of MICE and associations as drivers of industry growth.

The programme will also include executive masterclasses, APAC-focused case studies, strategic networking opportunities and research-led discussions intended to strengthen regional cooperation and knowledge exchange.

Confirmed speakers include:

• Amitendu Palit — Senior Research Fellow and Research Lead (Trade and Economics), Institute of South Asian Studies (ISAS), National University of Singapore
• Jessy Lee — Regional Director for East and Southeast Asia, Society of Actuaries (SOA)
• Holly Fang — President, Singapore FinTech Association (SFA)
• Steven Yeo — Executive Director, Caregiving Welfare Association

The launch comes at a time when associations across industries including healthcare, research, technology, trade, education and community development are facing mounting pressure to navigate AI disruption, changing membership expectations, leadership transitions and growing demands for measurable impact.

APSAE says it intends to serve both as a leadership platform and a neutral regional body through which association executives can exchange insights, access education, develop partnerships and collectively shape the future of the sector across Asia Pacific.

Registration for APSAE Summit 2026, partnership opportunities and founding membership expressions of interest are now open.
 

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The Association of Event Organisers (AEO) has extended its partnership with Leadership Connect Solutions (LCS), reinforcing its commitment to helping members attract, develop and retain talent through mentoring, leadership development and HR advisory support.

The renewed agreement runs until March 2027, with LCS continuing as AEO’s exclusive HR partner, providing specialist expertise across talent and leadership development.

A key pillar of the collaboration is AEO PeerConnect, the mentoring platform powered by LCS and created in response to member demand, connecting professionals with experienced peers for both short-term advice and longer-term career guidance. The partnership will also continue to deliver year-round mentoring, training and advisory programmes, integrated across AEO events and member channels to maximise accessibility and impact.

Anna Golden, chief executive at AEO, said: “We know that talent is one of the biggest opportunities - and challenges - facing our industry right now. This partnership is about giving our members practical, accessible support to build stronger teams, develop their people and navigate that challenge with confidence. LCS brings real expertise and insight, and through initiatives like AEO PeerConnect, we’re making that support more visible and easier to access across the community.”

Siân Feuillade, co-founder of Leadership Connect Solutions, added: “The events industry is powered by its people, and the pace of change means organisations need to be more intentional about how they develop and support their teams. Through our partnership with AEO, we’re able to work directly with organisers to tackle challenges; from leadership capability to team performance - and create environments where people can do their best work.”

Association of Event Organisers (AEO) is the trade body representing companies, which conceive, create, develop or manage trade and consumer events. It is run by its members for the benefit of its members through an elected council of representatives, specialist working groups and a fulltime secretariat.

For more information on AEO, please visit the website 
 

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.

Embracing the human side of AI, reshaping uncertainty and empowering teams through technology were just some of the key messages discussed at the recent Event Supplier and Services Association (ESSA) 2025 Conference.

Over 200 event professionals attended this year’s annual conference, which took place at Warwick Conferences in Coventry, with a programme composed of expert speakers and panellists exploring the overarching theme of ‘What’s Next?’.

Opening the conference, William Higham, leading futurist and strategist, explained that while we are living in an uncertain world, the events industry is no stranger to unpredictability, and here in lies opportunity: “In our uncertain world, you have to create something that gets someone off the sofa,” William said. Therefore, personalisation is key. You want to make attendees feel a 1,000-person event was built just for them.”

AI and its implications were also a big focus throughout the day, particularly when it came to not forgetting the human element of its usage. Speaking on AI’s benefits and limitations, AI strategist and author, Katie King, said: “AI is not just augmenting tasks, it’s augmenting human intelligence and reshaping entire professions. The challenge is getting the human element of transformation right.

“We must remember that AI is backstage tech, not the headline act. Tone, style, risk, legal checks – AI is useless without these all-important human checks and input. The future of events isn’t artificial, it’s emotional.”

This human focus on AI was also echoed by members of the AI & Automation User Panel, who shared practical examples of how the technology was being used, such as facilitating job functions to help reduce burnout. However, challenges were presented too, such as the risk of losing experience pathways for junior talent if duties once used for development are automated too fast.

While the panel agreed AI should be used strategically, they also stressed that people are still front and centre when it comes to AI, as Mark Buckley, Senior Technical Manager at Aztec Event Services, said: “AI should help empower teams, not hollow them out. We’ve never looked to replace someone. Instead, we use AI so people can do their jobs more effectively.”

Rounding out the conference was Richard McCann, founder of the iCan Academy. As the young child of the first victim to be murdered by serial killer Peter Sutcliffe, and the subsequent monumental life-changing impact that had on him and his siblings, Richard spoke on his journey to overcoming incredible challenges and hardships, showing how we all have the ability to do so: “When you begin to shift your mindset, and when you have the right coaching and the right people around you, well then, it’s amazing what you can discover you are capable of doing.”

Reflecting on the conference and its learnings, ESSA CEO, Andrew Harrison said: “What stood out today is that AI doesn’t diminish the role of people; it elevates it. The events industry thrives on human connection, emotion and experience, and those things can’t be automated. AI will help us work smarter, faster and safer, but it’s our people who bring imagination, empathy and collaboration to the table. Our responsibility now is to embrace innovation in a way that strengthens our teams, inspiring and equipping them for whatever uncertain futures may hold.”

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.

The 54th eucen Conference, held in Cork, Ireland © eucen

Europe’s universities face pressure to adapt, from the rise of AI to threats against academic freedom and the spread of degree mills. At the same time, they remain central to trust, knowledge, and lifelong learning. eucen, the European University Continuing Education Network, is the continent’s largest association dedicated to university lifelong learning. 

President Pascal Paschoud discusses opportunities, vulnerabilities and collaboration following the eucen Autumn Seminar 2025 in Barcelona and ahead of the 56th Annual Conference in Cagliari in 2026.

Headquarters: You lead eucen as President while also directing the lifelong learning centre at UNIL-EPFL, the joint continuing education hub of the University of Lausanne and the Swiss Federal Institute of Technology. How does your roles influence your approach to university lifelong learning in Europe?

Pascal Paschoud (on the right): This dual role is a privilege, as it connects the local realities of university lifelong learning in Switzerland with the wider opportunities and challenges we face across Europe. At UNILEPFL, I am closely involved in the daily running of lifelong learning: designing programmes, supporting teachers and learners, and encouraging collaboration between a comprehensive university and a technical university. I also contribute to discussions at the national level. This hands-on experience constantly reminds me of both the potential and the complexity of putting lifelong learning into practice.

At eucen, I can take these insights into a broader European conversation, where we work to shape policy on University Lifelong Learning. I see how the European Commission, through initiatives like the Union of Skills, is building a framework at EU level, and I observe how challenges may differ from one country to another, as well as the creative solutions our members develop. For me, this dialogue between the local and the European levels is vital, as it ensures eucen’s work stays rooted in university life while bringing new perspectives back to my institution.
 

HQ: eucen’s 55th Annual Conference in Lille and the upcoming Autumn Seminar address lifelong learning from very different angles – one on strategic ecosystems, the other on AI. How do these events help universities exchange ideas and respond to fast-changing contexts?

PP: Our conference and seminar complement each other. The conferences give space for research and strategic reflection, while the Autumn Seminars focus more on practice and immediate challenges for lifelong learning professionals. For example, the Annual Conference in Lille explored lifelong learning as part of wider strategic ecosystems: how universities connect to other stakeholders to contribute to economic development, sustainability, and digitalisation. It was a chance to reflect on higher education’s role in society, and then to see how that vision takes shape inside universities.

This year’s Autumn seminar in Barcelona took a deep dive into AI, addressing immediate opportunities, risks, responsibilities, and concrete university examples.

Together, they form a continuum: from long-term vision to more short-term challenges. In both, the real strength lies in peer exchange. Universities learn best from one another, and eucen provides a trusted space where institutions can share openly, test ideas, and help shape the future of education collectively.
 

 
Cagliari, Sardegna - the 2026 eucen Conference destination 

HQ: The Autumn Seminar on ‘University Lifelong Learning in the Age of AI’ came at a time of rapid disruption. How can universities support staff and students in using AI responsibly, and what priorities does eucen see for embedding it in higher education?

PP: AI is reshaping higher education, and universities must engage thoughtfully, supporting teachers to integrate it, helping students use it critically, and building ethical frameworks for fairness and academic integrity. Adoption must be transparent and equitable, avoiding new divides between learners or institutions.

At eucen, we believe AI should enhance, not replace, learning, and we share practices that balance innovation with responsibility. We see three main priorities: embedding AI responsibly in teaching, learning, administration, and research; ensuring equity of access so that lifelong learning stays inclusive; and keeping education student-centred.

As a network, our role is to nurture dialogue, share good practices, and champion approaches that combine innovation with responsibility.

AGE Platform Europe Interview: "Digitalisation must be human-centred"

HQ: In our previous issue, Dearbháil Lawless of the European Association for the Education of Adults (EAEA) described adult learning as a democratic act. How does eucen’s partnership with EAEA help build a more inclusive and coherent European lifelong learning space?

PP: Our partnership with EAEA is effective because we share the same values: equity, inclusion, and the belief that learning is a democratic right, while bringing complementary strengths. EAEA works closely with adult education providers rooted in communities, while eucen represents universities. By working together, we show policymakers that lifelong learning is an ecosystem, and that it only works when all sectors are connected.

Universities have a special responsibility in this ecosystem. They are often public institutions with strong credibility, and they must act as open, civic actors, not closed ivory towers. That means creating pathways between formal, non-formal, and informal learning, recognising prior learning, and giving adults real opportunities to access higher education throughout their lives. The power of lifelong learning pathways is that they enable learners to keep building their knowledge and skills, progressing from lower levels of education to higher ones. Strong foundations through adult education can open the door to university, which makes these connections absolutely crucial.

Building a coherent European lifelong learning space is not about competition between sectors. It is about connection, ensuring that community learning and campus-based learning reinforce each other, so that every learner can find their place.
 

HQ: Scandals over false degrees, alongside political interference and the rise of degree mills, have undermined trust in higher education worldwide. How can universities defend academic integrity and ensure credential legitimacy, and what role can networks like eucen play in this effort?

PP: Scandals remind us that trust is the cornerstone of education. When integrity is shaken by fake degrees, interference, or shortcuts, universities and democracy also lose credibility.

Public universities must safeguard that trust through rigorous quality assurance, transparent credentialing, and independence to uphold academic freedom.

Yet universities cannot do this alone. Networks like eucen are essential: we offer a platform to exchange good practices, we advocate at European level for policies that protect institutional independence, and we amplify the collective voice of universities so it is stronger than any single institution.

In today’s climate of doubt and misinformation, universities must remain custodians of credibility, and networks like eucen can stand beside them to make that possible.
 

EDMO Interview: "Any Response to Disinformation Needs to Respect Freedom of Expression"
 

HQ: What do you see as the main opportunity, and greatest vulnerability, for university lifelong learning in Europe?

PP: The green, digital and demographic transitions open major opportunities for upskilling and reskilling, and universities are well positioned to respond. EU policies on skills, microcredentials, and the European Education Area also give us a real chance to make lifelong learning a core mission of universities. For learners, this means new pathways into higher education, greater access for those with fewer qualifications, and the chance to continue studies at any stage.

Vulnerabilities are real: universities risk moving too slowly and losing relevance to more agile private providers, and losing relevance if they fail to adapt. Funding remains fragile, many institutions still treat lifelong learning as peripheral, and without proper support, inequalities could deepen.

This is a decisive moment. Europe’s universities can make lifelong learning a true pillar of their mission, but it requires urgency and commitment. If they hesitate, others will fill the gap, and equity, quality, and trust may be the first casualties.

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ICCA, in partnership with BestCities Global Alliance, has announced WONCA (the World Organization of Family Doctors) as the recipient of the 2025 Incredible Impacts Award, presented during the closing ceremony of the 64th ICCA Congress in Porto, Portugal.

The Incredible Impacts Programme celebrates international association meetings that go beyond tourism and economic value to create meaningful, long-term legacies for their host communities and industries.

WONCA was recognised for its 2022 World Rural Health Conference, held in Limerick, Ireland. The conference united family doctors, researchers and policymakers to address rural healthcare challenges and build a shared vision for equitable access. It was hosted by the University of Limerick, the Irish College of General Practitioners (ICGP) and the Rural, Island and Dispensing Doctors of Ireland, in partnership with Fáilte Ireland and the Shannon Region Conference and Sports Bureau.

Professor Liam Glynn (cover photo), Conference Ambassador and Professor of General Practice at the University of Limerick, said: "We are delighted to accept the Incredible Impacts Award, but really is a story of a fantastic collaboration between Fáilte Ireland, UL Events, the WONCA Working Party on Rural Practice, RIDDI, the ICGP, the University in Limerick and rural GPs and communities themselves in making Rural WONCA 2022 such an impactful conference with an outstanding social legacy which continues to this day in transforming rural healthcare."

Dr. Senthil Gopinath, ICCA CEO, said: “The Incredible Impacts Award continues to highlight how international association meetings can inspire real, measurable change. WONCA has demonstrated outstanding creativity and purpose in connecting people, knowledge, and community impact. We are honoured to celebrate their achievement at our Congress in Porto.”
 

Loren Christie, Managing Director, BestCities Global Alliance, said: “We’re proud to recognise WONCA for their outstanding leadership in advancing high-quality healthcare in rural and remote areas. This year’s record-breaking number of submissions was truly inspiring. Each one demonstrated how international meetings can be powerful catalysts for real, lasting change. The Incredible Impacts Programme proves that when business events are driven by purpose, their influence reaches far beyond the conference room and into communities worldwide.”

The Incredible Impacts Award winner receives USD 20,000 to further advance its legacy initiatives and inspire other associations to embed impact and sustainability at the heart of their events.

Other finalists included the International Federation of Endodontic Associations (IFEA) and International Papillomavirus Society (IPVS). The Seed Fund grant winner, recipient of the $5,000 USD grant, was Autism-Europe (AE).

The 2025 ICCA Congress in Porto, a groundbreaking multi-venue experience that brought together 1,540 delegates from 81 countries, focussed on innovation, co-creation, and legacy in the global meetings and events industry. It set a record as the largest Congress ever held in continental Europe. The next ICCA Congress will be held from 8-11 November, 2026, in Panama City, Panama.

Learn more about the Incredible Impact Awards here

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Following last week’s autumn board meeting at dmg events head office, the Events Industry Alliance (EIA) – the collective associations of AEO, AEV and ESSA – has announced several changes to the board structure as part of the annual association rotation. 

Ian Taylor, managing director, NEC and AEV chair assumes the role as EIA chair for AEV’s term as lead, with Kerry Villa, COO, ACC Liverpool as AEV vice chair. Jeremy Rees, CEO, Excel London continues his role as EIA treasurer, as does Dino Gazzi as finance director. 

Rachel Swann, chief operating officer – energy division, dmg events steps down as EIA chair and remains on the board with Alison Willis, CEO, Easyfairs UK & Global. Andrew Williams, president, Maritime Group and EVP Informa Markets, joins the board as the final AEO representative. 

Taylor commented, “Thank you to Rachel Swann for her efforts over the past year, I am looking forward to my term leading the EIA team as we continue advocating for the industry. As shown in the recent economic impact study published last month, business events and exhibitions boosted the UK economy by £11.5 billion business sales in 2024.” 

Rob Brackstone, managing director, ESM and ESSA chair, Alexandra Bailey, managing director, Creative8 Ltd and ESSA vice chair and Marija Erzen, co-owner, Solutions2 all remain on the board. 

The three association CEOs complete the board: Rachel Parker, AEV, Anna Golden, AEO and Andrew Harrison, ESSA. 

The new EIA board will continue its work ensuring the events industry is counted including its work calling for a Mutual Recognition Agreement with the EU to ensure the UK can continue as a leading global destination for business events. 

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© Business Design Centre, London

The Association of Event Organisers (AEO) has announced that the AEO Forums 2026 will take place on Friday 30 January 2026 at the Business Design Centre, London - celebrating its 10th year of partnering with the venue.

The AEO Forums is the industry’s go-to learning and networking event for junior to middle management professionals across marketing, sales and operations. Each stream features expert-led sessions designed to inspire, inform and equip them with practical tools for success.

The 2026 theme, “Beyond the algorithm,” will explore where automation ends and imagination begins. As technology continues to redefine how we market, sell and deliver events, the programme will examine how creativity, empathy and human connection drive progress in an increasingly technology-led world.

The 2026 programmes are being shaped and chaired by three respected industry leaders:

• Sam O’Connell, regional marketing director, UK & Global at Easyfairs: Marketing stream
• Corina Hedley, director of safety, security & operations at Hyve Group: Operations stream
• Alexi Khajavi, president of hospitality, travel & wellness at Questex: Sales stream

Together, they will curate content, guide sessions and ensure the day offers sharp insight and practical takeaways.

Anna Golden, chief executive officer at AEO, said: “Technology continues to accelerate change across our industry, but it’s people who give events their power. Beyond the algorithm is about finding the sweet spot between innovation and imagination - using technology as a tool, not a replacement, for human connection.”

Lisa Tyson, deputy managing director of Aztec Event Services, added: “The AEO Forums offer a fantastic opportunity for insightful content, networking, and practical strategies to strengthen business. Aztec is thrilled to be a headline sponsor of this premier industry event, and we look forward to the connections, discussions, and inspiration that make it a must-attend for event professionals.”

Charlotte Barker, venue sales manager at Business Design Centre, commented: “Business Design Centre is once again proud to be hosting the AEO Forums and People’s Awards. The Forums have, for a decade now, offered event professionals the opportunity to come together, learn and thrive. This partnership represents more than sponsorship to us - it’s a reflection of our ongoing investment in the people and communities we serve. We look forward to welcoming the AEO team and the wider industry to the BDC in January, for both an inspirational day and celebratory night.”

Association of Event Organisers (AEO) is the UK trade body representing companies, which conceive, create, develop or manage trade and consumer events. It is run by its members for the benefit of its members through an elected council of representatives, specialist working groups and a fulltime secretariat.

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The International Association of Professional Congress Organisers (IAPCO) has launched ‘Dear Associations’, its latest global advocacy campaign designed to spotlight the unique value and expertise IAPCO Accredited Professional Congress Organisers (PCOs) deliver to associations worldwide.

Building on the success of their ‘Unlocking Excellence’ campaign, ‘Dear Associations’ speaks directly to the clients of IAPCO members – the associations shaping industries, advancing knowledge, and serving communities globally. The campaign highlights how IAPCO members deliver measurable impact for associations through knowledge-sharing, governance support, driving advocacy, and creating outcomes that matter.

Martin Boyle, CEO of IAPCO said, “Associations deserve the highest standards, and IAPCO accreditation is that guarantee. From strategic guidance and content curation to logistical precision and compliance expertise, our members bring unmatched competency, creativity and care to every detail.”

IAPCO members are association specialists working at the nexus of membership value, governance and commercial frameworks. They deliver advocacy and policy outcomes on national and international stages, and are globally connected, continually exploring new models of conference delivery so their clients stay one step ahead.
 

Rui Pinho, President, EUCENTRE Foundation said: “The success of our international conference could not in any way have been reached without the partnership of an IAPCO Accredited member.

“In any industry and profession, the process of accreditation always plays a critical role in ensuring not only the provision of quality services, but also the adoption of up-to-date practices and principles,” said Pinho.

IAPCO members delivered 9,854 health and life science conferences worldwide in 2024, generating more than €7 billion in economic impact[1], while also completing thousands of hours of professional education to remain at the forefront of global standards.

Boyle said that at the heart of the relationship between associations and PCOs is the capacity to manage brand and reputation, trust, and the design and attainment of measurable outcomes.

“This campaign will reinforce that choosing an IAPCO Accredited PCO means choosing assurance, quality, and excellence – delivered by professionals who truly understand associations and the communities they serve,” said Boyle.
 

Through this campaign, IAPCO seeks to reinforce its mission to raise standards across the global meetings and events industry, giving associations the confidence to focus on their purpose while partnering with experts who understand their sector.

The campaign ‘Dear Associations’ will run from late September to December 2025, and will feature association case studies, client endorsements, social media activations, and a dedicated presence at IBTM World in Barcelona.

For more information on ‘Dear Associations’ and to find accredited IAPCO PCOs, click here on the website

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Association executive Mark Levin gives some tips on how to overcome last-minute problems and dilemmas in crisis management for association events.

Any association executive or meeting planner that has been around for more than a few years has addressed the issue of crisis management in one form or another. It might have been in the form of a medical crisis – someone was injured, or even died, at an association event. Perhaps the organisation’s President or Chief Staff Officer suddenly resigned or passed away. Maybe the hotel where your annual meeting was to be held had a fire or was heavily damaged in a hurricane or other natural disaster.

All of these are among common crises with which association executives and meeting planners have to contend. Their experience and training prepare them to deal with most of them in appropriate ways.

But things are changing constantly, and in the meeting environment of 2025 there are some critical issues that must be considered as you plan and carry out your organisation’s events, meetings, and other activities.

1. There is a desire for higher levels of physical security.
   People are concerned about things such as violence, terrorism, and large groups such as protestors in or near their event venue. These concerns are even higher if there are large number of spouses or children/families at your events.
   ► What we can do: Look over your meeting agendas and speaker materials. If any topics or discussions are going to be on issues that might spark heated discussions, make sure someone is assigned to monitor the session. Ask your venue to tell you what their policy and preparedness is to deal with physical safety situations. Start your event with a brief safety presentation and any related reminders (exits, evacuation routes from meeting rooms, etc.) Know how to contact local law enforcement or other security services if needed. Get a list of other meetings in the hotel/facility, and determine if any of those events may be a target for protestors, etc. Ask the hotel what they are doing to control crowds and ensure the safety of your members if there is a problem that spills over from another event on their property.

2. The Covid pandemic/crisis has changed people’s concerns when travelling and attending events and meetings. It is going to be a long time before the decision to physically participate in meetings is based strictly on programme content or location.
   ► What we can do: Have a clear policy/statement on what your organisation does to make your events safe. Work with your facility to identify local health laws and assure them you are in compliance. Be sure to have something on your registration form that clearly allows attendees to identify not just food allergies but also other health issues that they may need assistance with at your event. Have your ‘event health policy’ on your website and link to it your registration forms and registration confirmations.
    
3. Economic uncertainty is worldwide, not just in the U.S. or Europe. There are concerns about possible tariff wars. This could create situations where currency values fluctuate wildly during your event (I would classify that as an onsite crisis!). The cost of meetings is getting so high that attendance is affected on a regular basis. Supply chain delays can affect the delivery of meeting materials and exhibitor displays and equipment.
   ► What we can do: Try to work with your vendors to agree on a guaranteed currency exchange rate, or at least a cap on it. Backdate your ordering times for everything even further than you normally would, especially those last-minute shipments of meeting materials, awards, registration packets, etc. Try to be flexible with your attendees (especially your members) on cancellation policies. Try to offer more tiered registration options, with various packages at different rates.
    
4. There is growing concern about cybersecurity at both the individual and professional levels. Everyone wants a secure connection for their devices at your events. Many people want/need to be ‘connected’ constantly, safely and in an uninterrupted manner. They bring with them an expectation of service and security.
   ► What we can do: Be sure you include privacy and cybersecurity clauses in your meeting facilities contracts that identify what the facility’s backup plan is for power outages and internet failures or cyber-attacks – this is especially critical if you are having a hybrid event, with attendees participating virtually. Have someone who is knowledgeable from a technical standpoint available to answer questions regarding internet and wire services, connection options, and other security-related questions. Have your cybersecurity measures in your meeting promotion materials.
    
5. Environmental issues are everywhere and getting more important. People, especially younger people, want to know what our organisations are doing to deal with climate change and other environmental concerns such as air quality, water pollution, etc. Since this combination of concerns is often referred to as an ‘environmental crisis,’ there are expectations that even organisations not related directly to these concerns will be doing their part to help make the situation better.
   ► What we can do: If you have not already done so, adopt a policy on being an environmentally friendly organisation. Take advantage of every opportunity to tell your members and your stakeholders what actions you are taking to be a better community/world citizen. Highlight conservation actions that the organisation’s staff is participating in, such as car-pooling, taking public transportation, using recyclable materials, being energy conscious, etc. Throughout your meetings and events, point out your reduction in usage of paper and other efforts you are making to lower your organisation’s carbon footprint.
    

Crisis management is a skill, one that we can learn, and one that also requires us to use common sense and anticipation. Our members and customers come to our events ready to learn, meet new people, support their industry or profession, and enhance their careers or their businesses. Our job is to identify likely crisis points and deal with them in ways that are so effective that our attendees do not even realise there was a ‘crisis.’

Mark Levin, CAE, CSP has more than 20 years of experience as an association executive and is also an internationally-known speaker and consultant to the nonprofi t and association community. He currently serves as Executive Vice President of the Chain Link Fence Manufacturers Institute, an international trade association, and as President of B.A.I., Inc., his speaking and consulting firm.
 

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.

The Association of Event Organisers (AEO) announced the promotion of Jess Wright from senior events executive to event manager.

Wright’s promotion recognises her exceptional organisational skills, commitment to customer service, and dedication to making AEO events inclusive and welcoming for all. As AEO continues to grow its event portfolio through its working groups, Wright is playing a key role in transforming group outputs into valuable, engaging events that reflect member needs.

In her new role, she will take greater ownership of event planning and delivery – managing suppliers, supporting partners and sponsors, and focusing on enhancing the delegate experience. Her care and attention to partner deliverables, sponsor needs, and attendee experience ensure that every detail of AEO’s events is handled with professionalism and heart.

Sarah Scott, director of events and operations and Wright’s line report, said: “Jess is an absolute asset to our team. She manages multiple projects and stakeholders with ease, always keeping calm under pressure and delivering to a high standard. She’s incredibly organised, cares deeply about every element of our events, and always has our members’ experience front of mind. This promotion is very well deserved, and I’m excited to see her continue to thrive as event manager.”

Wright’s promotion reflects AEO’s ongoing commitment to recognising and nurturing talent within its team, as the organisation continues to evolve its events in line with member and working group outputs.

Find out more here
 

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The Comité Européen des Entreprises Vins (CEEV) has been the voice of European wine companies since 1960, involved in the production of wine and aromatised wine products throughout the European Union. Representing over 90% of European wine exports, the organisation's main mission is to identify, monitor and influence legislation that could impact the sectors and members they serve. In turn, the EU is the world's largest producer, consumer, exporter and importer of wine, accounting for 63% of world production and 57% of world wine consumption.

In this conversation with Ignacio Sánchez Recarte (cover photo), CEEV Secretary General, we talk about challenges and opportunities related to a wide range of issues, from wine-specific regulations and fiscal measures to environmental policies, trade concerns and public health issues.
 

Headquarters: From the point of view of the producers to the current nexus with consumers, what is the commercial landscape before us? What is your assessment of the current European framework?

Ignacio Sánchez Recarte: Representing the voice of the European Union wine sector certainly facilitates our work, as we are widely recognised as the point of reference by both the European Commission and the European Parliament. We actively participate in official advisory groups and stakeholder dialogues that the EU institutions rely on to gather insights and shape future legislation. However, while EU legislation can serve as a powerful catalyst for growth, it can also present challenges – particularly when it becomes a barrier to the competitiveness of our companies. The final link in the value chain – the moment a product meets the consumer – is critical. Our role is to help shape a regulatory environment that allows companies to arrive at that point in the best possible condition. The outlook is not without its challenges. We operate in a fragile sector, one that relies on a delicate balance. Safeguarding that balance – and ensuring a fair, competitive, and coherent framework across the Union – remains a top priority for us.

HQ: Between April 2020 and March 2021, CEEV issued two “COVID-19 Wine Packs” assessing the impact of the pandemic on the sector's trade and suggesting a set of recommendations to the European Commission. Almost four years after the second pack, how do you see the sector's growth and progress?

ISR: Under the EU’s Common Agricultural Policy, the wine sector does not benefit from direct support in the same way as some other agricultural sectors. Instead, we have access to a tailored set of specific measures, designed to support our unique needs. One of the main instruments is the promotion programme, which allows wine companies to receive up to 50% co-financing for activities aimed at developing third country markets. This includes participation in international events, fairs and exhibitions, as well as the preparation of essential studies for export expansion. In addition, support is available for investments in tangible and intangible assets to modernise grape and wine production. These measures are crucial for enhancing the competitiveness and sustainability of our production systems.

In recent years, the EU wine sector has shown a remarkable degree of resilience in the face of unprecedented challenges, including the COVID-19 crisis, ongoing geopolitical instability and the growing impact of climate change. However, the cumulative intensity of these pressures is making it increasingly difficult for our companies to remain competitive on the global stage. It is therefore essential that the EU continues to recognise and strengthen the strategic value of our sector, maintaining and improving the tools that allow us to adapt and thrive in a rapidly evolving landscape.
 

"Threats or opportunities can be initially identified either by a company – which then alerts us through our network of national associations – or directly by our team in Brussels."

HQ: How can the wine industry fight bad press and dispel exaggerated stereotypes about the sector? How has your association been working to recreate a ‘sexier, cooler’ image towards consumers?

ISR: Fortunately, awareness of the risks of alcohol abuse is growing. For over 15 years, the European wine sector has been promoting responsible drinking through our ‘Wine in Moderation’ social responsibility programme. The aim is to educate and empower consumers to enjoy wine responsibly and appreciate its cultural value. Our sector is made up of over 99% SMEs, who do not engage in aggressive, large-scale marketing – it is not in our culture or in their budgets. Instead, the connection with consumers is built locally, usually through wine tourism. With 36 million oenotourists in the EU annually, this growing trend helps link the product to its producer, landscape and heritage in a meaningful way.

HQ: How has your association guided its partners, suppliers and SMEs towards best practices and sustainability standards for the sector? Do you provide benchmarking tools, sustainability indices or quality seals to your members?

ISR: We work closely with our members to ensure that sustainable wine production practices are properly identified and recognised by legislators, retailers, and consumers. Our efforts begin at the international level, where detailed technical standards are adopted by the International Organisation of Vine and Wine – an intergovernmental body established in 1924. At the national level, our members have developed various quality labels to reflect these practices. The next important step is securing recognition at the EU level for the general principles of sustainable grape and wine production.
 

HQ: What is your take on the regulatory landscape for the European wine market? Is CEEV satisfied with the rules imposed by the EU or would it like to see some changes to protect the sector?

ISR: The wine sector operates in one of the most complex and regulated legal frameworks, and we welcome this in order to maintain fair and secure conditions for our operators. This specific legislation has allowed us to be the first sector authorised to use a digital label – e-label – to communicate certain mandatory information (the list of ingredients and the detailed nutritional declaration) to consumers. This new rule has been instrumental in simplifying the marketing of our products across the EU.

The EU Single Market is a vital pillar of our sector's success. Preserving and strengthening it is essential. Unfortunately, in recent years we have seen a gradual erosion of the Single Market. Increasingly, national legislation is creating fragmentation, making it more complex, more expensive and more difficult for businesses to reach consumers across the EU.

HQ: In a climate of tariff crisis, how do you plan to deepen ties with other American associations so as to protect transatlantic trade? How does the association intend to better represent its members in a highly pressurised economic context?

ISR: The US wine market is crucial to the sustainability of our sector and there is currently no viable alternative. We have been actively talking and collaborating with the European Commission and Member States to ensure that wine is not again caught in the crossfire of unrelated trade disputes. We maintain a strong and trusting relationship with our US counterpart, the Wine Institute of California. In 2020, we signed a joint declaration outlining the principles of wine trade, advocating a ‘wine for wine’ approach – ensuring that wine is excluded from unrelated trade conflicts. With our US partner, we also try to facilitate dialogue between our two administrations.
 

"Our sector is made up of over 99% SMEs, who do not engage in aggressive, large-scale marketing – it is not in our culture or their budgets."

HQ: Can you outline the main projects and partnerships in which CEEV is currently involved?

On a cultural level, we launched VITAEVINO, a grassroots campaign aimed at defending and promoting wine culture. On the technical front, we are involved in a significant EU project centred on soil health. We are also part of an alliance advocating the use of digital tools to improve consumer information, as well as the ‘Close the Glass Loop’ initiative, which aims to achieve 90% collection of glass packaging for recycling across the EU by 2030. Internationally, we work at the International Wine Federation (FIVS), where I currently serve as co-president. Through the FIVS, we work to promote the overall sustainability of the global wine sector.

HQ: What will be the highlights of the meetings for the CEEV community and its members in the coming months?

We just hold our General Assembly, which took place in Lisbon this month - a particularly special occasion as we also celebrated the 50th anniversary of our Portuguese member, ACIBEV (Association of Wines and Spirits of Portugal.) This milestone was marked by a high-level Summit with important institutional and industry figures. We are also actively working on the 2025 edition of the CEEV Club of CEOs, our advisory group made up of around 30 CEOs from leading European wine companies. This meeting off ers a unique platform for strategic dialogue and high-level exchange within the sector.
 

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The Association of Event Organisers (AEO) has announced the renewal of its partnership with InEvexco, reaffirming its commitment to providing members with industry-leading event insurance expertise and risk management support in 2025.

This partnership ensures that AEO members continue to benefit from tailored insurance solutions designed to protect their businesses against evolving industry risks.

With the increasing complexities of event planning, securing comprehensive insurance coverage remains paramount.

Through this renewed agreement, AEO members gain direct access to InEvexco’s specialist knowledge, helping them navigate challenges such as cancellations, liability concerns, and financial risks. In addition, members will have opportunities to engage with InEvexco’s experts through targeted thought leadership sessions and dedicated risk management discussions.

Key benefits of this partnership for AEO members include:

• Exclusive insurance guidance – Members will have access to InEvexco as a trusted adviser for sense-checking insurance provisions, ensuring they have the right level of coverage for their events.
   
• Risk management insights – InEvexco will provide valuable input on industry risk trends, including a dedicated session on ‘de-risking your business’ for the AEO PIE (private independent entrepreneur) group in early April.
   
• Practical support for event organisers – InEvexco will host a ‘breakfast, learnings and takeaways’ (BLT) roundtable discussion for senior industry figures, focusing on business risk mitigation strategies, including pandemic-related insurance options.
   
• Ongoing industry collaboration – AEO will work closely with Inevexco to ensure members receive timely updates on insurance-related developments that could impact their events and businesses.

Anna Golden, chief executive officer of AEO said: “We know that event organisers face complex risks, and we want to ensure our members have access to the best expertise available. InEvexco has been a trusted partner for many years, providing invaluable guidance and support. By renewing this partnership, we are reinforcing our commitment to helping members protect their businesses and operate with confidence.”

Mark Blair , executive director of InEvexco said: “We are delighted to continue our partnership with the AEO, providing their members with access to our extensive experience in the exhibition and events industry. As market leaders and pioneers in innovation, we are committed to understanding the challenges and opportunities that AEO members face. We look forward to collaborating closely and continuing to develop tailored products and services that will support their future growth and success in this dynamic industry.”

The continued collaboration with InEvexco ensures that AEO members remain well-equipped to manage risks effectively and make informed decisions about their event insurance needs.

The importance of salt in our lives is not limited to food and feed and the health sector, but is highly important in the chemical, transport, and energy industries. A strategic business for the European economy, the proper representation of the values and benefits of salt often clashes with misinformation and misinterpretations in its public perception. EUsalt was created in 1958 to represent European producers and educate them about the values and benefits of salt. Today, the association represents companies from 19 countries in Europe and other continents, and almost 90% of total salt production in Europe. We spoke to Adriana Nosewicz (on the right), Managing Director of EUsalt, about the socio-economic and environmental benefits of salt production, innovation and sustainability in the sector as well as the #NoSalternative communication campaign.
 

How did the #NoSalternative project came about? How was it imagined, and what goals did it aim to fulfil?

The idea of the #NoSalternative campaign was prepared in the last months of 2022, to educate and communicate the benefits of salt as well as the different uses in people’s daily lives. Members decided to go for a more humoristic communication to create a more dynamic interaction between the industry, policymakers and stakeholders connected to the Brussels bubble. We were in touch with a communication agency in Brussels that produced the videos and helped promote them through social media platforms. The drafting and production process started in early 2023, when the EUsalt Board decided on the scripts, scenes and dynamics. The campaign ran from November 2023 to February 2024, with one video a week accompanied by a teaser trailer, with four million advertising impressions, a remarkable total of 118,693 interactions and over one million views.

How are you currently tackling the problem of misinformation and changing the wrong perception of salt through your actions and marketing campaigns?

Salt is a vital part of people’s lives not only as a seasoning ingredient but also as a water treatment product, medicine, and chemical ingredient, as well as for road safety during winter. EUsalt is also working with the Iodine Global Network (IGN) and the World Health Organization (WHO) concerning the promotion of iodised salt and its integration into Europeans’ diets. Iodine is essential for thyroid health, brain development, and overall well-being, and salt iodisation remains the main strategy to ensure adequate intake across the WHO European Region. EUsalt is proud to have contributed to the WHO and IGN report, ‘Prevention and control of iodine deficiency in the WHO European Region’, highlighting the importance of salt iodisation in tackling non-communicable diseases.

How can the sector point the way to energy selfsufficiency and economic independence for Europe, while at the same time strengthening sustainability?

The salt industry is uniquely positioned to play a pivotal role in Europe’s path toward energy self-sufficiency and economic independence, all while bolstering sustainability. The recent developments about different sodium-ion batteries underscore the potential of this mineral to revolutionise energy storage. This presents a significant opportunity for Europe to reduce its reliance on imported raw materials and potentially bolster its domestic battery production capabilities. The salt industry can further contribute to Europe’s energy independence by supporting the growth of renewable energy sources. Salt caverns can be utilised for energy storage, effectively addressing the intermittent nature of solar and wind power.

Innovative projects capturing essential raw materials have also been in place for several years. There are operations able to recapture essential minerals such as mineral from salt bittern, for example. Lastly, the exploitation of sea salt contributes to the development of biodiversity with fauna and flora specific to wetlands. The spatial organisation of the ponds and their different depths and salinity levels favour the development of a variety of microenvironments and microorganisms which are attractive to a wide range of bird and fish species. This kind of habitat for communities of salt-tolerant vegetation and aquatic invertebrates is rarely found in other types of environments.
 

What kind of relationship does your sector maintain with technology and the automation of work processes?

How are your members innovating and paving the way for a more modern and up-to-date industry? Automation has become a key driver of transformation in the salt sector. Modern salt works and production facilities increasingly use automated machinery to streamline operations, from mining and extraction to packaging and logistics. This reduces reliance on manual labour for repetitive and potentially hazardous tasks, ensuring greater safety for workers while improving productivity. Beyond automation, the salt industry is embracing innovation to promote sustainability and modernise production processes. European producers are investing in technologies that reduce the energy used in salt production. It is also worth mentioning that water treatment technologies that use salt are being refined to improve the efficiency of household appliances, reduce energy consumption, and extend appliance lifespans – supporting both environmental goals and consumer needs. These innovations enhance salt production’s environmental sustainability and align with the European Union’s broader climate goals. It is how the salt sector contributes to the REUSE principle.

How is EUsalt looking at a wide range of digital tools and technological resources and utilising them within its framework?

During the COVID-19 pandemic, EUsalt implemented webinars and online events to give the possibility to all members and stakeholders to join the policy discussions. In recent years, the association restarted the in-person meetings via its annual events, which normally occur once a year in a designated country depending on members’ proposals. We found that this in-person approach better increases participation and networking opportunities among members and stakeholders. In terms of other tools, EUsalt will continue to explore digital communications, such as short videos and dynamic content.

What are the highlights regarding education and training proposals for your membership?

EUsalt offers different opportunities for members to take part in policy discussions and promotes active participation in events and these meetings. Our members can participate in Committee meetings depending on their area of production and interest, often accompanied by a talk or presentation by an expert or an external specialist on a specific topic. The EUsalt Innovation Award, for example, specifically aims to recognise EUsalt members’ commitment and initiatives in the area of innovation by providing a platform to showcase best practice models for the industry. During the EUsalt’s annual events, the membership and interested stakeholders can participate in a full-day conference where speakers from different backgrounds present their latest work and research. During this day, the members can also showcase their projects through the Innovation and Safety Awards, a competition designed to highlight innovative projects and initiatives carried out by EUsalt members. At the end of these days, participants are invited to a site visit of a mine or sea salt plant depending on the location.

First created in Paris in 2002, Eurosif – the European Sustainable Investment Forum – is a Brussels-based membership organisation with a mission to promote sustainable development through financial markets. Over the last 22 years, they have established themselves as the leading pan-European association promoting sustainable finance at the European level. Eurosif’s membership is comprised of Europe-based national Sustainable Investment Fora (SIFs), most of which have diverse memberships themselves including asset managers, institutional investors, index providers and ESG (Environmental, Social, and Governance) research and analytics providers.

One of the main conclusions of their JEDI workstream (Justice, Equity, Diversity and Inclusion) is that there is a strong appetite among the investor community to implement improved practices, data collection and JEDI investment, but there is also a lack of information to follow. The Eurosif Community of Practice has been successful in addressing these issues by emphasising the usefulness of exchanging best practices and concrete ideas to tackle these challenges. Eurosif and its members are committed to the growth and integrity of significant sustainable investment flows, supporting European policymakers in accelerating a just transition and a fully transparent investment market. HQ spoke to Aleksandra Palinska, Executive Director of Eurosif, about this JEDI workstream.

How did you imagine these communities of practice based on the “Justice, Equity, Diversity and Inclusion” quadrilateral?

Although the importance of a just transition is recognised, little has been done to date in practical terms to address the growing inequalities in societies, wealth, education and insufficient diversity across companies, especially at management and board levels. Despite the growing prominence of impact investments, including those focused on social issues, there is little awareness of how to promote (JEDI) through investments.

Finance is a powerful lever for positive change in the economy, which applies to both social justice and the environment. Based on discussions with investors, we realise that they are willing to incorporate JEDI considerations, but face challenges regarding the acquisition and availability of data and also need guidance regarding practical implementation. It is very useful to have a space where you can exchange ideas and best practices with peers, which is what the Eurosif community of practice has offered. We have also invited various experts to our Community of Practice debates, sharing knowledge and ideas to help investors dismantle the mechanisms that drive social inequality.

When it comes to climate investment funds, how do you make the case that racial and gender diversity, equal opportunities and social impact can contribute to the original goal of investors and industry members?

Besides the moral argument, marginalised communities are disproportionately impacted by the effects of climate change, a point made by our podcast guest Kim-Smouter Umans, Director of the European Network against Racism. As of 2015, the G8 nations were responsible for 85% of global excess CO2 emissions. High-income countries, therefore, bear a greater degree of responsibility for climate damage. Research by the Climate Finance Fund has proven the correlation between DEI efforts and the overall sustainability performance of portfolio companies. Diverse teams also build better, more resilient and profitable businesses. As a result, there is a business case and a moral case for investing in DEI principles.

Eurosif’s JEDI Community of Practice has sought to develop a wider understanding of the notion of climate justice. By investing through the JEDI lens and encouraging improved diversity at different levels of companies, a higher degree of consideration is given to marginalised communities to ensure a just transition to a more sustainable economy. Ultimately, these issues are symbiotic: climate change increases social inequalities, while efforts to alleviate them tend to bridge the gap.

During the first phase of the project, the communities of practice identified obstacles such as the difficult access to DEI-related data and the legal risks of collecting data. What conclusions did you reach?

The challenge is the lack of ESG data available on everything beyond gender diversity, such as age, ethnicity, social background, disability, etc. The misconception is that GDPR actively prohibits the collection of this data, which is not the case. Article 9 of GDPR effectively allows the collection of special categories of data when the person has given explicit consent. This encompasses DEI data collection, which can, in fact, be done on the basis of employees’ consent, ensuring that surveys are anonymous. GDPR also allows EU Member States to implement a specific basis for measuring diversity initiatives in their local laws. However, Member States have not used this prerogative.

To resolve this issue, anti-discrimination organisations encourage the collection of DEI data, as long as it is done in accordance with human rights. One of the main principles is to let people identify themselves with their preferred ethnic backgrounds. Setting the correct categories is also important, since failing to do so can influence the entire data collection process. However, this is difficult in some EU member states like France, where local law does not allow the categorisation of people based on their race/ethnicity. In these cases, other data will need to be collected to build up a picture of an organisation’s diversity, such as nationality, place of birth, mother tongue, etc.

The Corporate Sustainability Reporting Directive and European Sustainability Reporting Standards (ESRS) constituted a great opportunity to improve the availability of DEI disclosures. Unfortunately, these disclosures did not make it into the final version of the ESRS. This is something to consider during a review of these standards.

Is there any possibility of including JEDI-aligned social bonds to revert these proceeds to activities sensitive to climate justice or social impact?

The EU Green Bond Standard (EU GB) is aimed at financing projects that contribute to environmental sustainability. However, this standard has already been adopted, therefore, from a legislative standpoint, there is no possibility to include any criteria connected with JEDI at the moment. That said, the new EU legislative mandate constitutes a great opportunity to consider measures that can support a just transition to sustainable growth. Currently there is a clear gap in the EU sustainable finance framework with regard to defining and standardising socially sustainable investments. This could be addressed by creating a social taxonomy or establishing a set of criteria defining social investments in the context of the review of the Sustainable Finance Disclosure Regulation, expected in 2025.

Finally, how do you see the current associative landscape with regard to social justice and DEI from a management and leadership perspective?

As a starting point, associations need to collect the appropriate data from their employees, which, as already mentioned, is permitted by the GDPR and remains possible even in countries where laws prohibit certain terms or categories. In our podcast episode with Prof. Lokke Moerel, she explained that the GDPR actually establishes the proper legal conditions to collect this data, in line with data minimisation, privacy-by-design and security. This gives associations a picture of their own DEI status and will help identify areas for improvement, acting as a springboard for internal analysis as to why certain groups are under- or over-represented, and subsequently developing measures and goals to address this. Transparency on such matters is a starting point for making management decisions to enhance diversity. What helps is raising awareness of the benefits of diversity in organisations, which can render better results. Naturally, advancing social justice can also go beyond the operations themselves and become part of one’s external political advocacy.

UNICEO® − the United Networks of International Corporate Event Organisers − will be organising its next International Congress 2025 in a few days' time in Abu Dhabi. The congress under the slogan ‘Elevate yourself, your teams, your events’ will allow marketing, communications and events decision-makers from leading international corporations and associations to discuss the latest trends, strategies and challenges in these areas of activity.

We asked the organisation's CEO, Laurent Fuchs, how the 2025 conference will address the critical role of live communications, experiential marketing and hybrid experiences in today's corporate event strategies.

1) How is the status of the meetings and events industry as we speak, from a communication and marketing perspective?

First of all, from a corporate perspective, meetings and events can be managed by different departments – marketing, communication, human resources – depending on the organisation’s strategic structure. Each company or association has its own unique vision for driving sales, marketing products, or engaging employees, which leads to diverse event strategies. Since events are at the heart of human connection in business, the situation refl ects the complexity and evolution of our world, with stark contrasts in engagement techniques, technology adoption, and event formats. Within our portfolio of members, we see varying approaches: some teams are overwhelmed by internal requests for live events, while others have scaled back signifi cantly post-COVID, moving to hybrid or fully digital formats. Despite these diff erences, the common thread that unites us is the fundamental human need to connect. The variations in demand across sectors or regions are not divisions, but refl ections of local needs, each bringing its own energy and challenges to the table.

2) What are the most up-to-date trends in customer engagement? What are currently the umbrella topics in the MICE industry that PCOs and individual event planners cannot ignore?

Trends are always the signals of what people value. If today there are many trends regarding places or tech tools, engagement is the key for event success and agencies know this well. A long time ago, you could ask your delegates to be passive and entertain them with a good speaker. This is not possible today; you need to immerse them into an experience. Moreover, and especially after the pandemic, people are in search for a meaning. So, the engagement experience needs to be connected with a strong message that give them a true reason to be there and to accept the message you are communicating. Among the umbrella topics with a strong meaning, we find sustainability, diversity, or the integration of technology not as a tool, but as a means to ‘elevate’ human connection. Every event designer today needs to understand that to remain relevant, the focus is on creating sustainable, purposeful, human-centric experiences.
 

"Peer-sharing is not a side effect – it’s the driving force."
 

3) What were the most obvious criteria and benefits that led you to Abu Dhabi for the next UNICEOS congress?

When we went there with some of our Advisory Board Members, we were truly amazed. The UAE capital is a city that bridges cultures, ideas, and possibilities. It offers not only world-class infrastructure for events but a sense of purpose – a commitment to the future, built on a remarkable journey from humble beginnings to a thriving cultural and economic hub. Their values and forward-looking vision aligns perfectly with ours and therefore made it an ideal destination for our 2025 congress.
 

4) What is the likelihood of holding a 100% live event today without neglecting the optimisation and advantages of the hybrid world?

In today’s world, live events are more than just physical gatherings – they are emotional experiences, enhanced by both in-person and virtual touchpoints. For most of our members, technology has transformed how we interact without replacing the magic of face-to-face engagement. To them, virtual platforms and tech tools are enablers, extending the reach of events, improving measurement, communication, and engagement, and often reducing workload.

For some, technology is seen as the ultimate panacea of solutions, particularly for cost savings, as online events eliminate travel, accommodation, and catering expenses; for others, it is just a tool. This is an ongoing and neverending debate. But the real question is: can we fully capture the richness of human experience without being live and in-person? Neuroscience tells us it is not possible. That is why hybrid events – an evolution of a format that actually already existed – have gained traction. They offer a balance, though they come with higher costs and resource demands.
 

"UNICEO® operates as a think tank and community of practice for corporate communications and events leaders across the world’s leading associations."
 

5) How did you design this congress? What pace did your marcom leaders and strategists set to meet your different sectors?

Together with Debora Piovesan, UNICEO Head of Events and 45 Congress Advisory Committee Members, we have done our best to create ‘The Congress everyone dreams of attending’. We are talking about a space where the heartbeat of the sector can be felt by participants. The objective was to listen to our members’ deepest needs focused on human connection, innovation, and meaningful engagement. These are the pillars of many events, but what makes the difference at the UNICEO Congress is the fact that the participants are involved in creating ideas. Peer-sharing is not a side effect – it is the driving force. Every attendee is a contributor, shaping the experience in real-time and redefining what is possible in corporate communication and events. Ultimately, this is what live experiences are meant to be. They are not just about content delivery – they are about co-creation, connection, and shared purpose. The event becomes more than just a meeting; it becomes a catalyst for change.

6) Finally, what are your main projects for the near future?

Our Community of Practice was founded on a simple yet powerful idea: bringing together peers who share a passion for corporate and association marketing and communication, and who oversee event strategy, believing in the irreplaceable value of in-person meetings and live communication. That is why we organise numerous events for members in cities like Paris, London, Frankfurt, Rome, Geneva, Budapest, and more, along with national Forums. At present, I have to say our busy agenda and limited means (we are a small association) are mainly focused on the 2025 congress that promises to be an unforgettable event.

The EBU Board in 2024. Back row, standing, from left to right - Dagmar Filgasova, David Aldwinckle, Jakob Rosin, Hubert Perfler, Andreas Havsberg, Anja Uršič, Sabine Stroem. Front row, seated, from left to right - Roland Studer, Kevin Kelly, Tytti Matsinen, Bárbara Martín Muñoz, Maria Thorstensson (absent, Sinan Tafaj). Photo credit: Terhi Korhonen

The European Blind Union (EBU), a non-profit NGO representing visually impaired people, brings together national independent associations and members with full legal status under the umbrella of the organisation. The background to this union was the recognition that together, they could have a much greater voice and impact with European decision-makers and institutions in drafting legislation and advocating on behalf of their community.

Last year, they celebrated an important date as an organisation – the 40th anniversary of their creation in 1984, testament to the EBU’s longevity and dynamism on an international scale. HQ spoke to Lars Bosselmann (pictured below), Executive Director of EBU, about working together to improve the rights of blind and partially sighted people across Europe.

1) How do you see this collective image of Europe as a more inclusive society for people with visual impairments? What are the great examples that you highlight in this race for progress?

In terms of achievements, we would have to highlight the European Accessibility Act, which was a great victory for our community.There has also been a lot of lobbying in favour of the single euro currency to make coins and banknotes more accessible to our community, with improvements planned for the next generation of euro banknotes. Another result is the Braille labelling of pharmaceutical products and medicines, which was due to our advocacy work and has become a standard over time.

Of course, things are changing; new technologies have great potential and bring with them many innovations. However, they also bring with them the challenge of accessibility, and if alternatives to other means of digital communication are not accessible, this can be a problem. If an online bank is not accessible and does not have a human alternative, this apparent progress can lead to exclusion, especially in areas where it is a question of financial data privacy and the independence of processes. In fact, it is an elimination of choice and that is our main message regarding these new technological resources. Technology has greatly opened up access to information for blind and partially sighted people, and it would be foolish for us to be conservative in rejecting it. However, we must fight for accessibility and inclusion, and be sure to take everyone with us on this journey.

2) It is estimated that more than 30 million people in Europe suffer from total blindness or partial visual impairment, a figure that not only reflects the enormous obstacles these people face in accessing employment or education, but also weighs heavily on other social groups such as women, the elderly and ethnic minorities. How is your work linked to the causes of other socially disadvantaged groups?

There is an internal and external response to this issue. I do not think any organisation can claim to be perfect when it comes to inclusion and diversity, because there are many aspects to consider and bringing them all together is a big challenge. We are working internally to speed up the creation of committees that take care of our own diversity in different positions, whether leadership or secretarial. As for the external component, I think we need to form alliances with other groups in the population because blind and partially sighted people share the same struggles and difficulties. Although we cannot completely say that women or the LGBTQ+ community face the same problems, there are common characteristics and reasons for this discrimination. At the end of the day, it is absolutely essential that society in general realises the benefits of planning accessibility for a blind or partially sighted person, as this will benefit not only disabled communities but society as a whole. It is not just about special needs, as part of our advocacy work is quite straightforward and includes cross-cutting aspects for various groups.
 

Annual Conference 2023

3) What do you expect from this next European executive and the budgetary framework to act towards a more inclusive Union? Do you feel that your voice and interests are represented in Brussels?

There is no black and white answer, because it depends on the subject and sometimes the legislation, as well as the type of institutional set-up we are talking about. Overall, I think there is a clear willingness on the part of the European Commission to involve and dialogue with NGOs like ours on topics that interest us. In addition, the European Parliament is usually an excellent ally for highlighting our legislative problems and legal barriers.

When it comes to the Member States, it is a little more difficult to balance the scales, as there is a fear that too much legislation will mean additional costs for businesses or that new laws could be restrictive to businesses. We have to convince them otherwise, not least because this agenda is not exclusive to our cause, but to many other minorities. In spite of the single market, conditions differ widely in European countries. Minimum standards need to be harmonised so as not to impose an additional burden on the implementation of accessibility laws. In my opinion, the only way to do this is using both a legal and voluntary framework. We should establish European rules that are comprehensive and easy to implement to give companies, individuals and organisations room to manoeuvre. As I said before, if websites and banking apps had accessible rules and universal measures today, then everything would already be in place.

4) In this sense, what is your assessment of the European Accessibility Act? What are your objections and praises to it?

The fact that we achieved this landmark victory doesn't mean it was easy, as there was opposition and reluctance to produce an EU-wide law in this field. The fact that it exists is an important achievement in itself, and in fact creates demands to make things accessible and to know how to technically do it. This wasn't the case a few years ago, so the accessibility law plays a very important role in boosting demand for accessibility. However, the criticism is that it still remains a law for online or web applications, where there is a separate directive that doesn't recognise the physical domain as much as it should, where accessibility is also important. We should always read them and think about them together to give them real-world functionality. In this plan, we would like to see more engagement and commitment and a possible expansion of the law. Both from the theoretical to the practical and from the virtual to the physical.

The virtual world now plays a big part in our daily lives, but the barrier also often occurs in your home, your town, your bank or your bus stop. We need both and the real world is a little less addressed by accessibility law these days. We've also put a foot in the door to go further within the agenda we plan to take forward for the next five years during the law review. Certainly looking to the future in terms of new technologies, artificial intelligence and virtual reality, which, again, holds plenty of potential but also potential risks in our claims to work in the real world.
 

"Braille has evolved effectively over time and is perfectly adapted to modern times and digital communication."

5) Tell me more about the three current campaigns the EBU is working on: The Marrakesh Treaty, lift accessibility and media funding for the film industry.

I'll start with the Marrakesh Treaty, where it's really about access to information. As we know, there has never been as much information out there as there is today and this includes printed media, books, educational material and so on. Now, much of this in the past was difficult for visually impaired people and others to access. Why was this? Because of high copyright restrictions, especially cross-border ones. So, this has led to the kind of absurd situation where a Braille book made in the UK can't easily be reproduced in Braille by a printer in the US. So, in order to remove some of these obstacles and share better access to information internationally, this Marrakesh Treaty was adopted. Now, the next step is to ensure that it is ratified and then implemented, so that the results of this agreement are not diverted to other formats.

On the subject of lifts, it may seem like a small and basic thing, but it's a real problem. When a partially sighted person gets into a hotel lift to go to the 26th floor, they often end up having no idea where they're landing. The buttons may not be in ascending order, you may not speak the local language, and the people you meet don't always speak English. How many times have I actually found myself on the wrong floor and there was no-one to ask. So, imposing standards so that there is Braille and voice audio in lifts, at least in Europe, is essential, since not all of this is replaced by touch screens, which is now the trend. The problem with these screens is that most of them are not actually accessible, and once installed, they become expensive to replace. To avoid this, this is one of our campaign efforts.

Finally, the idea behind the media and film industry is really to promote audio description and subtitling, which has become a little more popular. It has to be clearly stated that there is positive progress in this field, but we want the European Union, through its funding instruments, to only promote films that take into account and provide audio description and subtitles. So, this is very important to us, that there is no taxpayers' money spent on inaccessible films, to put it bluntly. That's something we're working on and trying to get the next European Parliament to consider for the next round of budget negotiations.

6) What recommendations and guidelines would you recommend for European associations to become more responsible? What can associations do to improve their Diversity, Equity, and Inclusion culture?

Diversity has to be lived fully and not just be a theory on paper. It has to be visible and reflect the leadership of organisations, as it is important both for the credibility and power of the message as well as for its internal and external consistency. Of course, organisations need specific organisational policies – there must be defined rules and targets. I am not necessarily talking about quotas, which would take us to another discussion, but I think it is important to set targets for inclusion and diversity. The other thing I think organisations can do is work on the accessibility of their own procedures, IT infrastructure, communication tools, etc. A few years ago, this was hardly an issue, but we see more and more people interested in making their promotional videos accessible and inclusive, by inserting subtitles or audio descriptions or including alternative texts next to the images. All of these things are important and can be solved quickly. It is also important on the inclusion journey to get some quick wins to show off. This can be done by selecting a location where accessibility can influence the communications and IT infrastructure, a suitable in-house technical team, or an adapted meeting room.
 

7) What are the priorities and demands that the EBU raises when choosing a destination to host its conference? What special attention do you ask for your visually impaired delegates?

There are three dimensions to this question. One is the location to ensure that the hotel or congress centre has a sufficient level of physical accessibility – ideally with Braille labels and large print documentation so that our delegates can navigate the space quickly. This is a critical aspect that we try to safeguard with the host organisation by effectively training staff on the ground. How to guide a visually impaired person in the venue; where things need to be physically placed; how to organise the circulation and movement in the venue. Physical adaptations are necessary, but they are usually added as the team is trained. The second aspect is the journey from the airport/train station to the venue. Here, it is very important that people have the relevant information in advance. What is the best option for travelling; what are the costs, distance, and obstacles. If this is not provided in good time, it can cause significantly more stress for blind or visually impaired people than it would for sighted people. The third is about communication and the presentations expected at the conference. I would say, for example, that the use of PowerPoints is superfluous and does not add any value to a visually impaired audience. On the contrary, descriptive presentations and verbal information can work much better. It would also help to make digital material available in advance so that delegates can access it on the way to the conference, and do not necessarily have to print it out in Braille on the spot.

8) Finally, what major institutional events are you preparing at the moment?

The most important meeting for us took place in November in Brussels, where we brought together a large number of parliamentarians to discuss our demands for the next five years. We want to build some alliances to bring them over to our side, to ensure that when they vote, draft and comment on pieces of legislation, they can keep this inclusion perspective in mind. Then, a different activity for next year will be the celebration of the 200th anniversary of the invention of the Braille code. The invention of Braille means a lot of autonomy, access to information and education for blind and partially sighted people and, to mark this anniversary, we will be planning a series of physical events, but mainly online activities and celebrations in 2025.

© Association Forum

On Thursday, 7 November 2024, Associations Forum celebrated achievement and excellence across the sector by outstanding associations and individuals at the Association Awards™ Dinner.

“The 2024 Association Awards have been a celebration of the substantial achievements of many associations as demonstrated by the high standard of all nominations received this year.” said John Peacock AM, Chief Executive Officer of Associations Forum.

Association of the Year™ 2024 was awarded to the Australasian Institute of Mining and Metallurgy (AusIMM). In its 130th year, AusIMM has demonstrated its enduring relevance and impact on the global resources sector. AusIMM’s thriving community of members are more connected, knowledgeable, and prepared to lead the industry into a sustainable future. The recipient attributes the success to a strategic investment in great staff, emphasising that the team and not just the leadership, has developed a clear and effective strategy.

Small Association of the Year™ 2024 was awarded to the Australian College of Nurse Practitioners, whose mission is to promote and support improvements in health care, access to health care, and as an integral part of that, the nurse practitioner role. This dual mission is not only complex and enormous, but also vitally important for the health of Australians. During the acceptance, the recipient acknowledged the significant challenges faced by the association over the past five years and commends the efforts of the leadership team, board, and council in overcoming these difficulties.

The Australian Institute of Training and Development was awarded Association Turnaround of the Year™ 2024. Between 2015 and 2022, AITD accumulated significant losses putting the company at risk of insolvency. In 2022, under new leadership, the organisation triaged the outflow of funds, streamlined operations, moved online, and fostered a culture of support and care. Moving forward, AITD will continue to focus on enhancing member engagement, leveraging technology, and diversifying revenue streams.
 

The Change Management Institute was awarded the Association External Campaign of the Year™ 2024, for their ‘Strengthen Your Career with Change Portfolio Management Training’ campaign. The vision of their campaign was to be at the forefront of change, enhancing careers through capability, credibility, and connection. The campaign’s strategy was to lead the development of relevant insights, products, and guidance that enhance professional standards of practice. The training course aims to equip people with the skills needed to manage multiple changes simultaneously. The course has achieved a over 90% acceptance rate, indicating its high demand and effectiveness. 

For their long and exemplary service to associations, the following outstanding individuals were inducted into the Associations Hall of Fame™: Anita Hobson-Powell, Anthony Ellard, Chris Champion, Denis Mootz, Finola Carey, John Mitchell, Karyn Prior, Susanne Tegen, Tim Sheehy and Vivienne Miller. 

“Sincere congratulations to the Awards winners but all nominees should be incredibly proud of the success and significant contributions that their associations have made. What a great opportunity to acknowledge that associations truly do advance the world!” said Andrew Gosbell, Associations Advisor of Associations Forum and Emcee.

Associations Forum is a commercial, member-based network of 500 associations, charities, clubs, societies and other not-for-profit organisations and is the leading organisation assisting associations in governance, operations, membership and finances.

Following the launch of their New Strategic Plan in August 2024, HQ sits down with Cameron Curtis, CMM, CAE (she/they), Executive Director of the LGBT Meeting Professionals Association (LGBT MPA). Curtis shares insights into key initiatives and priorities designed to foster collaboration, grow membership and create an inclusive environment where the LGBTQIA2+ community and its allies feel accepted and valued. Learn how the LGBT MPA is addressing current challenges and leading the way for diversity, equality and inclusion in the global meetings industry.
 

When we revised our mission and vision in March of this year, it was critical for us to ensure that we, as the voice of the LGBTQIA2+ global events community, focused on creating value for all our stakeholders. As we worked on our new strategic plan, we kept the mission and vision front of mind to guarantee alignment. We also ensured there was broad representation at the table during the in-person strategy retreat to include destination marketing organisations (DMO’s), both domestic and international, hotel brands, and the planner community. The outcome focuses on four main priorities: educating diverse audiences; enhancing partner relations; growing and engaging membership, through our new membership model; and advocating for the LGBTQIA2+ global events community. 
 

“My motto is People First, and creating inclusive cultures, whether it’s an organisation or event, where people feel safe to be their authentic selves is a personal and professional core value. I’m grateful that I get to collaborate with the LGBT MPA board, members, and partners on their vision to create a global events community where all are accepted, equal, and belong.”

From Brand Loyalty to Loyal Brands, with Elena Gertsmann

© All photos courtesy of BestCities Global Alliance and part of the 2024 Forum in Melbourne

The concept of association has coexisted among us for hundreds of years, serving as the primary idea of congregation, collectivisation of community efforts and defence of common interests. However, at January’s BestCities Global Forum in Melbourne, Belinda Moore seemed to be describing a scenario in which the visibility, tangibility and delivery of associations could be seriously compromised by a world that many of them have yet to get to know or adopt.

Belinda Moore is Head of Strategic Membership Solutions, Advisory Board Chair of the Answers for Associations, and has worked in the sector for over 30 years. Her expertise lies in rapidly changing operational scenarios in the association ecosystem, innovations to advance legacy objectives, and aligning membership programmes with these objectives. “I spend a significant amount of time each week presenting to Board members with the sole purpose being to inspire them to action,” she says.

Reflecting the transformative impact of new technologies, generational transitions, and the multiplicity of market trends, our conversation made clear the fundamental role of associations in further engagement with members, in an evolving business model, in the leadership ladder, and in marketing and communicating with the outside world. So, what’s in store for associations, their members, and their sectors? Read on for some clues...

1) How do you see this sector in ten years’ time in terms of competition, mergers and consolidations?

The need for humans to come together collectively exists prior to associations and will exist long after associations are gone – that drive will not disappear. If associations don’t adapt, new mechanisms may emerge. Yet, many of them are already on the road to change. We can already see that associations will undergo significant transformations over the next decade as macro trends, such as changes in technology, will force associations to adapt. The pace of change will only accelerate, and associations must permanently adapt to rapid changes. I remain optimistic that associations can maintain their original legacy and purpose, provided they adapt to the digital landscape and changing member expectations. However, for some, their purpose may need to adapt and shift as the world around them evolves. Embracing technology, focusing on creating an impact, and innovative engagement strategies will be key to staying relevant.
 

2) Do you think this is where the fork in the road lies between the associations of the future and those that will perish at the hands of the traditional fading models?

There’s no one-size-fits-all path for how associations evolve their business models going forward. While some may aim to become the ‘LinkedIn’ for their industry by facilitating connections and curating content, others could go the ‘Netflix’ route by providing amazing educational experiences. Or they could embrace an ‘Amazon’ style marketplace model for professional resources.

Associations will likely develop a range of approaches tailored to their unique purpose and members, rather than conforming to a single model. The unifying thread will be delivering genuine value to their communities, whether that’s through networking, learning, or comprehensive solutions. Creativity and innovation will be the hallmark of the associations that thrive.
 

3) What kind of workforce transformation is underway when you talk about “a series of powerful generational, cultural and economic forces” in collusion?

The rise of the gig economy, a diverse workforce, the emergence of brand new roles and professions, and the decline of others, signals a profound transformation in the way we work globally. Associations must evolve their offering to meet the challenges that these shifts will bring. When you overlay those changes with the needs, expectations and engagement preferences of newer generations, such as Millennials and Gen Z, you can see that this will require a transformational shift in not just the offering, but the way offerings are delivered. Associations will need more flexible, inclusive, and technologically savvy approaches to membership. Creating powerful impact against purpose, delivering compelling value, and using integrated communication to engage all generations will be crucial for associations to unlock their strategic potential.
 

"Associations are one of many mechanisms that enable people to come together to advance a common cause."

4) What are the main short-term opportunities and long-term threats that organisations will face with the rise of deep tech, AI and the hybrid world? How can we navigate a changing world if the boat is taking us into uncharted territory?

In the short-term, technology offers immense opportunities for enhancing member engagement and expanding the reach of associations. Associations will be able to increase their productivity, enhance the member experience, and improve performance across their offerings – from advocacy to events. Long-term, the challenge lies in keeping pace with technological advancements without losing the human touch that forms the core of member relationships. Navigating this rapidly evolving terrain requires a blend of innovation, adaptability, and a deep commitment to advancing impact against purpose.
 

5) How can associations turn sentimental belonging into transactional membership by aligning it with values and maintaining relevance?

Joining an association starts with a transaction, but the true value lies in feeling part of something bigger. It's about moving from “I joined” to “I belong”. Guiding members through this transition is crucial. Without it, many new members drift away in their first couple of years of membership. It’s one of the reasons retention rates for new members are often lower. Every member should feel connected and valued from the start. Associations can ensure that happens with strong new member onboarding programmes. The strength of an association isn't just in the products, services, and events it offers, but in the sense of community it builds. Belonging is the key to keeping members engaged and invested over the long-term.
 

6) How can associations converge the depth of the event experience and the breadth of attendee engagement in their communities going forward?

Most associations aren’t made up of one homogenous “community,” but rather of different “tribes” that have their own interests and needs. The most successful associations use data, technology, and a broad range of engagement tools to connect individual members to the tribe appropriate for them. Association events provide a mechanism to connect these tribes – whether online or face-to-face, large or small. Associations should not look at events in isolation but understand how each event contributes to the engagement journey of the different tribes within its community. For a conference, this may mean creating dedicated tracks, sessions and hangout spaces tailored to each group’s specific interests. Event technology can then be used to enhance those tribal experiences further before, during, and after the event, with virtual lounges, forums, and other activities that keep people connected.
 

“Creativity and innovation will be the hallmark of the associations that thrive.”

7) How can association teams and management point the way to creating legacy and impact strategies if they have overly operational boards by their side?

Having an overly operational board or a challenging board/ CEO relationship is an unfortunate reality that many association professionals face. It can certainly negatively impact an association’s ability to drive meaningful legacy and impact. When the board lacks vision, and doesn’t fully grasp the significance of an association’s purpose and social impact, it creates a major roadblock for management and staff seeking to break new ground. The best pathway forward is to bring the board along through education. The senior staff team have to take the initiative to consistently communicate the bigger picture vision and lay out tangible impact strategies. Use hard data, member feedback, and industry examples to consistently make the case.

It also may require cultivating reform-minded board champions over time who can influence from within. Identify forward-thinkers able to sway resistant colleagues and get them onto leadership pathways. Consider bringing in outside voices respected by the board to drive key points home. Ultimately, realigning a board is a long game. It takes relentless reinforcement of the vision and purpose, reframing perceptions, and planting seeds of understanding. If done skillfully and patiently, even stubbornly traditional boards can evolve to see their organisation’s potential for greater legacy and impact. The challenge? Getting it down with enough time left to drive the change required to survive what’s coming.

The Association of Event Organisers (AEO) has announced that its chief executive officer, Chris Skeith OBE, will step down at the end of the year after a remarkable 10 years of service.

Under Skeith’s leadership, AEO has seen tremendous growth, with membership increasing from 60 to over 100 members, the establishment of 19 working groups, and the continued delivery of world-class events that celebrate, connect, and educate the events industry.

Alongside sister associations, the Association of Event Venues (AEV) and the Event Supplier and Services Association (ESSA), AEO has also reinvigorated its public affairs and advocacy efforts under the Event Industry Alliance (EIA), making significant strides in representing the industry.

Rachel Swann, AEO chair and chief operating officer at dmg events, expressed her gratitude for Skeith’s dedication: “We wish Chris the very best of luck in his future endeavours and thank him for his tireless commitment to the association. His leadership has been instrumental in our growth and success, and he leaves AEO in robust financial health, with a strong and capable team led by Sarah, Carmen and Lauren, who will continue to carry the association forward as we begin the process of recruiting a new chief executive.”

The recruitment process for Skeith’s successor is now underway, and he will play an active role in ensuring a smooth transition. He will fulfil all his commitments through to the end of the year and support the team as they prepare for the exciting opportunities ahead in 2025.

Reflecting on his time at AEO, Skeith said: “It is with a heavy heart that I move on from an organisation and community that I love. I am incredibly grateful for the countless opportunities I’ve had and for the support from the AEO Exec, Board, members, sponsors, partners, and, of course, the incredible AEO team. Leading AEO has been a privilege, and I am proud of what we have achieved together over the past decade.”

Skeith's departure marks the end of a transformational era for the association, but his impact will continue to be felt as AEO heads into a promising future.

The Event Supplier and Services Association (ESSA) has announced details of its 2024 annual conference with the theme of Sustainable Events: People, Profit, Planet.

With sustainability taking centre stage, this year’s conference aims to spark meaningful discussions on how it will shape the future of both businesses and the broader events industry.

Taking place on 5 December at The Warwick Conferences, and sponsored by BeMatrix and Abraxys Global, the conference will feature six insightful sessions designed explore key aspects of sustainability, providing attendees with practical solutions and actionable strategies.

Dr Sally Uren, a globally recognised expert in sustainability, will set the tone for the day leading a discussion on the critical need for systemic change across industries, highlighting how businesses can lead the way in driving sustainable practices.

Two focussed panel sessions will delve into the complexities of supply chains and their impact on sustainability. Attendees will be encouraged to rethink popular approaches to sustainability, exposing the pitfalls of strategies that may at first appear beneficial, and exploring how supply chain innovations can contribute to future solutions. 

The closing keynote from renowned environmental advocate Jo Ruxton, a leading voice in the fight against ocean plastic pollution and founder of the Ocean Generation charity, will offer powerful insights into how individuals and businesses can take meaningful action to protect the planet.

ESSA Director, Andrew Harrison, said: “ESSA continues to lead the way with its provision of education and training on this complex area. Our goal is to simplify the challenges facing supply chains, whilst also inviting collaboration where members can actively contribute to sustainable solutions. The primary aim of this year’s conference is for attendees to leave feeling equipped with the tools and knowledge to drive sustainable change towards future proofing their companies and therefore the industry.”

The conference will culminate with the 2024 Annual ESSA Awards Dinner, where winners across 14 categories will be celebrated for their outstanding contributions to the industry. This year’s categories include an update to the ESSA Young Person Award where several extraordinary individuals who have shown passion and commitment to creating fantastic events during the past 12 months will receive the award. Free to enter, every ESSA member is eligible to submit an entry. Full details and application forms can be found here.

The ESSA 2024 Conference, Dinner and Awards is open to all in the events industry. Full ESSA members receive two complimentary tickets to the conference, dinner & awards*. Tickets start from £150 plus VAT. For further information and to register your attendance, click here**

*Additional tickets required for three or more attendees from the same ESSA member company.
**Separate registrations required for daytime conference and evening awards dinner event.

The International Papillomavirus Society (IPVS) was created in 1975 to promote the worldwide exchange of ideas, knowledge and research among scientists, clinical specialists and other health professionals interested in the human papillomavirus (HPV) and its associated diseases. Over the past almost fifty years, the IPVS has facilitated research into HPV and promoted the translation of research findings into new clinical applications and improved public health policies.

The IPVS began meeting annually in 1982 and was officially established as a non-profit organisation in 2000. Gergana Georgieva and Anita Wiseman, respectively Interim Executive Director of IPVS and Director of the International HPV Awareness Campaign, explained to us the Society's initiatives and projects for 2024.
 

What strategic plan has the IPVS adopted to increase its visibility and draw public attention to this disease?

Gergana Georgieva: The IPVS is primarily a group of scientists, academics and clinicians. To improve awareness and understanding of HPV, the society created the International HPV Awareness Day Campaign, back in 2018. We believe that raising public awareness and reducing the stigma of HPV is essential to the global effort to eliminate the virus and reduce the global burden of HPV-related cancer. When all HPV-related cancers become rare diseases, all cancers will fall by 5%. By normalising the conversation about HPV and providing people with the knowledge they need, the campaign empowers individuals and society to take effective action to reduce the harm caused by HPV.

AskAboutHPV.org is the website the public should visit to learn more about HPV, providing evidence-based facts about HPV from leading experts. In many countries, awareness of HPV and its link to cancer is alarmingly low. Getting messages across can be particularly difficult in some countries and regions due to cultural differences. Fortunately, a global network of more than 140 official campaign partner organisations in 57 countries helps make key messages effective in local contexts. Our partners use translated, peer-reviewed materials to raise awareness about HPV in their communities. Campaign materials are translated into different languages, adapted locally and shared through television, radio, news publications, social media platforms, in collaboration with public figures or well-established content creators, through face-to-face community sessions and public events, sporting events, and more.
 

"Celebrated on 4th March, the International HPV Awareness Day is the one day of the year when HPV is put into the global health spotlight."

The IPVS has created the LLMIC National Ambassador Programme, which offers opportunities in education, mentoring and grants for researchers, doctors, NGOs and public health specialists from under-resourced areas. Tell us more about this programme.

Anita Wiseman: IPVS recognises the challenges faced by HPV professionals in low-resource settings and wants to improve access to IPVS membership and educational resources for our colleagues. This commitment is aligned with the drive to eradicate HPV globally and reduce the burden of cancer, which is often disproportionately high in these same regions (compared to high-income countries). The IPVS Country Ambassadors programme is made up of an active and enthusiastic group of IPVS members in Low and Lower-Middle Income Countries (LLMICs). Whether through research, advocacy or both, they are determined to reduce the level of HPV-related cancer in their countries. These ambassadors promote the benefits of IPVS, recruit new members, and share educational resources and information about our opportunities with their local peers. Many of them take part in the International HPV Awareness Campaign and engage in regular virtual and in-person meetings. Some ambassadors organise face-to-face education activities on HPV topics. The group meets bimonthly to share knowledge and experience and further disseminate them to stakeholder communities.

What are the key points IPVS has marked on the drawing board for the calendar year 2024?

GG: In 2024, one of our main goals is to establish new collaborative partnerships with key international and regional organisations with whom IPVS has shared objectives. This should help amplify our efforts and increase our impact on a global scale. Through working together, we are stronger. IPVC 2024 in Edinburgh, from 12th to 15th November, is a key week on our calendar. In collaboration with leading experts in various HPV-related fields and disciplines, we are preparing an extensive Awareness & Advocacy Programme at IPVC 2024. In the past, IPVS conferences used to be 97% scientific, but during last year’s IPVC 2023, this changed. Science and advocacy are two major streams of activity heading in the same direction toward a shared ultimate objective. Through connecting experts and stakeholders from both streams, we catalyse meaningful discussions, share best practices, and inspire collaborative action to address the challenges posed by HPV-related diseases.

IPVS was recently awarded the ICCA Seed Fund Grant, which will enable IPVS and its 2024 conference to carry its legacy programme into Edinburgh. How does the organisation intend to invest this grant in pursuit of its impact objectives for the conference?

AW: IPVS was indeed honoured to be the recipient of the Seed Grant and with the support of our colleagues from the Edinburgh International Conference Centre, we are formulating plans to further the legacy programme of IPVC 2024, leaving a noticeable positive impact on the local/regional community. For example, plans include visiting a number of Edinburgh high schools to raise awareness of HPV among students and to encourage HPV vaccination to protect against HPV-related cancer in both girls and boys. We have more to share, but for now we are keeping some secrets until the conference gets closer.
 

"The participation of representatives from organisations such as the WHO, European Cancer Organization, HPV Coalition, the American Cancer Society, and many others, contribute to the success of the IPVS conferences."

In 2023, IPVS membership reached a record high of more than 1,500 members from 111 countries – an increase of more than 100% from the previous year. What benefits and service packages have you made available to bring in such a large influx of members?

GG: IPVS not only provides valuable resources and information on the latest research, but also opportunities to get involved and recognised within the global HPV community. Members have access to a ‘Members Area’ on IPVSoc.org, to connect with other members from around the world; an Education Portal giving access to new webinars and other content every month; and the HPV Hub, an online platform to support communication, knowledge sharing and collaboration between campaign partners and IPVS members with an interest in raising public awareness about HPV and advocacy campaigns. In 2022, IPVS introduced a Mentorship Programme connecting early-career researchers with established global experts that is very popular with our members. Furthermore, the IPVS Travel Grants Scholarship Programme enabled more than 45 scholars from LLMICs to attend IPVC 2023 in Washington, D.C., complemented by other grants and awards to support attendance and recognition for members’ research. The Country Ambassadors Programme, launched in 2023, also stimulated membership, especially in LLMICs, extending the reach of IPVS in these regions, some of which suffer disproportionately from HPV-related diseases. Looking ahead to the rest of 2024, we will further develop these programmes, incorporating more in-person elements to stimulate interaction among our members taking part in the programmes during IPVC 2024. Special sessions and workshops will be organised for Travel Grants scholars, early career members and awardees, to acknowledge their contributions, provide networking opportunities and connect them with international experts in the field.

What other events and campaigns do you have planned on this year’s agenda?

AW: One of the most important events of the year for IPVS, as we mentioned earlier, is the 36th International Papillomavirus Conference (IPVC 2024), under the theme ‘Equitable, Evidence-Based Approaches to HPV Disease’. IPVC 2024 offers workshops organised by leading experts covering state of the art developments in basic science, public health, and clinical research, as well as a whole dedicated early careers track for young scientists to network and showcase their work. This year’s conference features several new additions to the programme, including a course for clinicians (Human Papillomavirus Related Anogenital Diseases Course for Clinicians), and an extended HPV Awareness & Advocacy Programme involving some of our most active International HPV Awareness Campaign partners, and other leaders from European and international organisations in the field of HPV. Edinburgh, Scotland’s capital city, famous for its rich history and vibrant culture, will be the setting where IPVS unites the global HPV community to work collaboratively towards eliminating the burden of HPV-associated disease, including and beyond the cervix, and we look forward to that in November.
 

Mohamed Mezghani delivers a speech about his upcoming presidency during the European Association Awards Ceremony on May 22, 2024.

The European Society of Association Executives (ESAE) has announced the transition of its presidency from Mike Morrissey, CEO of the European Cancer Organisation (ECO), to Mohamed Mezghani, Secretary-General of the International Association of Public Transport (UITP).

Mohamed's election by ESAE’s Board of Directors followed Mike standing down after serving at the helm of ESAE since June 2021. Mike Morrissey will remain on the ESAE’s Board of Directors as past president. During his three-year tenure, Mike Morrissey played a pivotal role in enhancing ESAE’s relevance and impact.

His leadership saw ESAE hosting its first event at the European Parliament, designing the Association Leaders' Forum programme at IBTM, and successfully organising the European Association Summit & Awards 2024 (EAS). These initiatives have significantly contributed to the organisation's growth and member engagement.

Reflecting on this leadership transition, Morrissey said: “Mohamed is a fantastic and globally recognised leader in the community of trade associations and professional societies. With his expertise as the Secretary-General of UITP and his recent experience as one of ESAE’s Vice Presidents, I have no doubt he will bring ESAE to new heights. I look forward to supporting Mohamed’s leadership in the next chapter of ESAE’s journey and thank UITP for allowing him to take up this very important volunteer role.”

Mohamed Mezghani, who has been a board member of ESAE since 2021, has been instrumental in launching the European Association Awards in 2023. This initiative has reinforced ESAE’s relevance, further promoting its mission of advancing the recognition of the Association profession. His expertise and vision align with ESAE’s mission to raise standards in Association Management.

“It is an honour to be appointed President of ESAE. I congratulate Mike Morrissey for his successful tenure and his leadership in growing and professionalising the Association. I thank him and the Board for their trust and support. I look forward to working with and for ESAE members, partners and staff to increase the relevance of Associations and make them more influential” said Mezghani.

ESAE is the leading European organisation bringing together Association professionals. It facilitates the exchange of best practices among peers and ensures that current and future Association leaders understand the Association's business and strategy.

ICCA, the International Congress and Convention Association, announced today that it is expanding its strategic presence in Latin America and the Caribbean with the establishment of a new office within the Panama Association Hub (PAH).

In collaboration with PROMTUR, Panama's destination management organisation and ICCA's association partner, the PAH was launched last year as a platform where international organisations can establish branch offices to develop the Latin American market, promote business and economic growth, foster knowledge-sharing, international cooperation, and the advancement of scientific and legacy projects in Panama and the region. 

“Latin America and the Caribbean are rapidly gaining popularity as destinations for international association conventions and congresses,” said Senthil Gopinath, ICCA CEO. “ICCA’s contribution to the region will enhance societal and economic development. ICCA has a long-term commitment to Panama, and to Latin America and the Caribbean. We’re thrilled to establish our office among some of the most-recognised names in tech, NGOs, and academia in the City of Knowledge, Panama City, a hot spot for collaboration, knowledge-sharing, and inspiration — a centre for forward-thinking businesses and associations in the region.”  

Panama is proud to host the first association hub dedicated to serving all of Latin America, having identified the opportunity to develop the concept with the goal of attracting international associations and organisations to the region. The operation of the Association Hub in Panama will encourage economic growth, boost local businesses, increase foreign investment, and provide a robust platform for international conferences, seminars, congresses, and other events. 
 

Promtur Panama Launched the Panama Association Hub

"We are thrilled to welcome ICCA to our country, especially to the Panama Association Hub (PAH), the first Associative Center in Latin America,” said Fernando Fondevila, CEO of PROMTUR Panama. “Only four locations in the world have an associative model: Brussels, Washington, D.C., Singapore, and Dubai. The PAH is the first in the region, positioning Panama as the main gateway for knowledge, innovation, and meetings throughout the region, providing a unique platform for international associations seeking to expand their presence, reach and legacy in Latin America and the Caribbean." 

Eugenia Powell, Director of Business Development at PROMTUR Panama, added: "The PAH is a landmark platform for Latin America, with a sustainable and enduring social impact. In addition to economic development, it will drive the advancement of knowledge and innovation through collaboration and exchange among professionals, experts, and organisations from various fields. It will attract specialised knowledge, research, and investment to foster growth and innovation in sectors or industries crucial for the region's development."  

The Panama Association Hub will join organisations like the United Nations, UNICEF, and the Red Cross, as well as international companies committed to innovation, research, and development in Panama's "City of Knowledge" campus, which serves as a central location where innovative businesses and international organisations can participate in a lively and collaborative community.

"ICCA is proud to be part of the Panama Association Hub (PAH) ecosystem, recognising the outstanding work of our association partners, PROMTUR," said Andres Escandon, ICCA regional director for Latin America and the Caribbean. "For the past three years, Panamá has invested decisively in the development and consolidation of Panama’s association and scientific ecosystem. We congratulate PROMTUR’s team, our local members, and key stakeholders involved in this process." 

ICCA recognises the strategic importance of Latin America and the Caribbean as an attractive market for international associations and their meetings. The operation of a new regional office within the association hub will increase ICCA's reach in the region, boosting value for ICCA members, partners, and regional stakeholders. The association hub will contribute to Latin America and the Caribbean’s ongoing transformation and development, encouraging more international associations to establish outposts in the region.  

On this Global Meetings Industry Day 2024, IAPCO publishes its 2023 statistics of their Annual Member Survey, based on annual return data provided by IAPCO members and reports that its members delivered over 14.2 billion euros of economic impact into destinations around the globe in 2023.

In addition to all of this, membership of the association grew by 5% from 2022 and interest in new membership applications for 2024 is far exceeding expectations.

The IAPCO Annual Member Survey compiles data from the IAPCO membership to gain valuable insight into its community over the previous year and to get an outlook for the coming years. This data enables IAPCO to understand its members’ impact on the industry through their performance and focus on future activities.

IAPCO and its members continue to report growth year-on-year with the latest 2023 figures now available. Martin Boyle, CEO of IAPCO shared: "Our annual reporting figures, based on data collected from all IAPCO members around the globe, show an increase in majority of areas including number of events delivered, number of meeting professionals employed and, importantly, the Economic Impact of the events delivered throughout the year."

Economic Impact has risen from €13.48 billion in 2022 to €14.2 billion in 2023, number of events from 16,359 in 2022 to 17,044 in 2023 and number of meeting professional employed within the IAPCO membership has risen from 8,457 in 2022 to 9,248 in 2023.

Martin continued, "Although these results are just a snapshot of of the past year, the growth trend over the past several years is very encouraging for IAPCO, our members and our global meetings industry as a whole. When assessed, together with all other indicators, the impact that IAPCO members continue to bring to both our industry and cities within which their client events are delivered is extremely positive, attractive and proof of the value of business events around the globe."

Liesbeth Switten is Secretary General of Association of Issuing Bodies, the association that guarantees the origin of European energy, vice-president of the European Society of Association Executives (ESAE) and also the Board member responsible for Diversity, Equity and Inclusion (DEI). Challenged by HQ to shed light on ESAE's DEI strategy, Liesbeth set out the steps being taken to promote inclusion in the association and the wider community.
 

What drove ESAE’s engagement with DEI and sparked the discussion?

As the leading organisation in Europe for bringing together association professionals, ESAE recognises the evolving global landscape and the importance of fostering an inclusive environment for associations. During the 2022 Board strategy meeting, we voiced the desire to align ESAE’s values with the diverse perspectives and needs of our members and stakeholders.

ESAE’s engagement with DEI was also sparked by a panel session at IMEX Frankfurt and a subsequent joint webinar we organised with our colleagues at American Society of Association Executives (ASAE). They have made remarkable progress in this field over the past years. The webinar showcased their efforts and sparked meaningful discussions within our association, prompting us to explore DEI further.
 

Can you tell us about the process of developing the DEI strategy and who was involved?

The development of the DEI strategy primarily involved the Board and a number of ESAE members, association executives who have been actively working on DEI in their own organisations. We also reached out to DEI experts within the association community. The strategy was drafted, discussed, and reviewed by the board to ensure its alignment with ESAE’s mission and values.
 

Please provide an overview of the DEI strategy and its main components, as well as the next steps for ESAE.

ESAE strongly believes that embracing and promoting DEI is essential in order to make associations thrive. Beyond being more inclusive, organisations who apply DEI perform better, grow their reputation and have a stronger employer’s brand. Our DEI strategy aims to assist our members in their DEI efforts while leveraging ESAE’s resources effectively. The strategy includes several key components. Firstly, we have drafted an ESAE Board Charter on DEI, inspired by ASAE’s approach. We have also set up a Community of Practice for members on DEI. Furthermore, we plan to organise a series of events focused on DEI, establish collaborations with organisations like European Women on Boards and deepen the collaboration with ASAE. Further down the road, we will develop a DEI toolkit for international associations, which will provide assessment tools, template policies, and training resources. These initiatives will advance our DEI goals and contribute to the inclusivity of our association and the wider community. We will continue to review and refine the strategy as needed to ensure its relevance and effectiveness.
 

How does ESAE plan to influence the dialogue among European associations regarding DEI?

ESAE aims to lead by example and actively infl uence the dialogue among European associations when it comes to DEI. For example, we are happy that our board is gender balanced. We also recently presented the fi rst ESAE award for DEI and our remuneration survey included questions on DEI. We intend to organise events around the theme and collaborate with other associations and industry stakeholders, sharing experiences, best practices, and lessons learned in implementing DEI initiatives. In our newly set up Governance and DEI Community for ESAE members, we can engage in constructive discussions and advocate for the importance of DEI within the association community. Through these collaborative efforts, we can collectively drive positive change and create a more inclusive association landscape in Europe.
 

Any final thoughts you would like to share?

I would like to emphasise that a comprehensive and sustained effort is required to achieve meaningful change. ESAE remains fully committed to continuously improving our DEI eff orts and creating an inclusive environment where all members can thrive. We are excited about the next steps outlined in our strategy and we look forward to working closely with our members and partners to make a lasting impact. We hope that our commitment to driving positive change and our comprehensive strategy will inspire other associations to follow suit, ultimately creating a more diverse, equitable, and inclusive landscape for all.
 

DEI Charter approved by the ESAE Board of Directors on 9 December 2022

ESAE strongly believes that embracing and promoting diversity, equity and inclusion is essential in order to make associations thrive. Beyond being more inclusive, organisations who apply DEI perform better, grow their reputation and have a stronger employer’s brand.

ESAE aims to assist association leaders and executives, as well as associations themselves, in their efforts to be inclusive and lead by example, by:

• promoting and practicing inclusion.
• providing assessment tools, template policies and training.
• offering a discussion forum.

ESAE especially wants to provide a safe environment for sharing experiences and shaping opinions on DEI, in order to develop guiding principles that are relevant for the framework of associations and their leaders and executives. In doing so, we advance ESAE’s mission while also providing added value to our members and the society as a whole.

ABOUT ESAE

The European Society of Association Executives (ESAE) is the leading organisation in Europe for bringing together Association professionals. We facilitate the exchange of best practices among peers and ensure that current and future leaders understand the Association business and strategy.

ESAE’s resources and networks enable members to grow by offering a platform to exchange best practices and advance their professional development. ESAE members enjoy varied opportunities to learn and swap insights with other association executives across the continent, through a range of events, seminars, our Leadership Circle and Communities of Practice.

The International Air Transport Association (IATA) opened nominations for the 2024 Diversity and Inclusion Awards.

Nominations are welcome from all individuals or organisations in the aviation sector and will close on 17 April 2024. This is the fifth edition of these annual awards which focus on recognising excellence in diversity and inclusion in three categories:

• The Inspirational Role Model Award recognises a woman holding a senior position within the air transport industry who has had a significant impact on the aviation agenda through her strong contribution to business delivery, as well as her ongoing support for the diversity and inclusion agenda. Nominees are welcome from across the aviation industry.
• The High Flyer Award recognises a female aviation professional under the age of 40 who has demonstrated leadership through concrete action in favor of diversity and inclusion, making a positive impact on the industry. Open to all women professional in the aviation industry.
• The Diversity & Inclusion Team Award recognises an airline that has seen measurable positive change in diversity and inclusion as a result of the work it has been doing in this area. Open to all IATA member airlines.

“The aviation industry has proven over and over again that it is capable of reinventing itself. For five years these awards have recognised aviation’s notable progress on diversity and inclusion—in particular on improving aviation’s gender balance. I encourage the many aviation professionals working hard in this area to share with us what they or their colleagues are doing to make a difference. With all the good work going on in this area I am sure that the judging panel will have a challenging task in evaluating the nominations. And we all look forward to celebrating the impact of the winning entries at the upcoming IATA Annual General Meeting and World Air Transport Summit in Dubai this June,” said Willie Walsh, IATA’s Director General.

Each award winner will receive $25,000 (payable to the awardee or their nominated charity for diversity and inclusion activities) thanks to the generous sponsorship of Qatar Airways.

Qatar Airways Chief People Officer, Mr Antonio Schulthess, said: “The aviation industry is a truly global community, providing around 90 million jobs to people of all ages, backgrounds and disciplines around the world. This diversity is something that is strongly reflected in the Qatar Airways workforce and we are extremely proud of our ongoing work to promote a multi-talented and multi-cultural approach across the organisation, particularly in relation to gender matters.”

Creating diverse and inclusive workplaces plays a key role in driving better business outcomes. By bringing diversity and inclusion into the heart of the business, organisations are preparing themselves for the future where diversity and inclusion are no longer an add-on to HR initiatives but a key component of ESG (Environmental, Social and Government) and CSRD (Corporate Social Responsibility and Disclosure) frameworks. Through the Diversity & Inclusion Awards and 25by2025 Best Practice guide IATA is helping organisations across the entire value chain become more diverse and inclusive.

The last four editions of the IATA Diversity & Inclusion Awards saw the total of 224 nominations coming from the entire aviation value chain. The winners of these awards come from different parts of the world and represent airlines, NGOs and educational institutions.

This year’s nominations will be evaluated by an independent judging panel chaired by Karen Walker, Editor-in-Chief, Air Transport World, and consisting of the 2023 Awards recipients:

• Poppy Khoza – Director of Civil Aviation, South African Civil Aviation Authority (SAACA);
• Camila Turrieta – Chair of the President’s Committee for Diversity & Inclusion, Air Line Pilots Association (ALPA), and First Officer, JetBlue Airways;
• On behalf of Virgin Atlantic - Donna Codrington, Senior Manager & Legal Counsel.

The winners of the 2024 IATA Diversity & Inclusion Awards will be announced at IATA’s 80th Annual General Meeting & World Air Transport Summit.

Further details for the submission of nominations can be found here

The Association of British Professional Conference Organisers (ABPCO), the UK’s only professional body for association conference and not-for-profit event organisers has revealed the success of its members through the release of an Impact Survey.

The survey results highlight the fact that 57% of ABPCO members have a portfolio of events generating turnover in excess of £1 million, underscoring the substantial economic impact and leadership of ABPCO members in the association events industry.

In a year marked by activity and growth, ABPCO's membership has demonstrated exceptional results across the board. The survey, which achieved a response rate of over 50%, has been instrumental in capturing the collective voice of ABPCO’s member activity throughout 2023 and provides insights into trends for 2024.

Key Highlights from the ABPCO Impact Survey include:

• Economic Contribution: ABPCO members have significantly contributed to the UK's growth agenda, with 85% generating turnover in excess of £500k. Their activities have supported a broad range of skilled employment opportunities, and substantial investments in the supply chain.Exhibition and Sponsorship: In 2023, members purchased £23.2 million in exhibition space and generated £43.2 million of sponsorships, enhancing the professionalism and reach of their events.

• Exhibition and Sponsorship: In 2023, members purchased £23.2 million in exhibition space and generated £43.2 million of sponsorships, enhancing the professionalism and reach of their events.

• Event Engagement: With 3,280 events organised in 2023, attracting 610,000 participants, and an impressive 82% of these events being held in-person, ABPCO members have showcased the importance of events and their ability to engage audiences across many sectors.
   
• Industry Sector Impact: The events organised touched upon critical sectors such as health sciences and med tech (34%); science, engineering and manufacturing (20%); professional services, finance and tech (17%); and government (14%). This illustrates the diverse and strategic focus of ABPCO’s members.
   
• National and International Reach: ABPCO's members hosted 318 national meetings with over 500 delegates, 346 inbound international meetings, and submitted 158 international meeting bids, reinforcing the global influence and connectivity of the UK association events industry.
   
• Looking Forward to 2024: With 2,360 confirmed event bookings and over 6,800 provisional bookings, ABPCO members are poised for continued growth and success, demonstrating confidence in the industry and their ability to foster connections across sectors.

Heather Lishman, ABPCO’s Association Director commented: “ABPCO remains dedicated to supporting its members through training, development, and community engagement, aiming to meet the evolving needs of event professionals. The survey’s findings not only reflect the exceptional contributions of our members to the UK's economic and professional landscape but also highlight the vibrant future of the events industry.”

Dr James Musgrave, Head of UK Centre for Events Management, who led the research adds: "We are thrilled with the outstanding response rate to our inaugural survey. The results underscore the significant economic impact and leadership role our members play in the broader association conference and events industry. It is clear that our members are not just organising events; they are creating substantial economic value, driving innovation, and fostering professional growth across the UK. This data not only highlights the achievements of our members but also sets the stage for how we can collectively support the sector's ongoing development and resilience.”

Lishman concludes: “ABPCO looks forward to another year of empowering event professionals, fostering innovation, and supporting our members as they contribute to the UK economy as well as our own sector’s growth. ABPCO's continued commitment to excellence and support for our members ensures that we remain at the forefront of the industry, setting benchmarks for success and professionalism.”

The research was conducted by Dr James Musgrave on behalf of ABPCO. Responses were received from 49 in-house and agency PCO members of ABPCO.  Only one response was submitted by each organisation. This represents 50% of ABPCO member organisation. The final figures were extrapolated from this data.

The Dubai Association Conference 2024 is set to host a transformative gathering of association executives, stakeholders, government officials and strategic partners, with the potential of artificial intelligence (AI), digital disruptions and legacy planning all on the agenda. Taking place at the Dubai World Trade Centre, 27-28 February, the event will provide a global platform that will delve into innovative strategies, best practices, and collaborative approaches, to amplify the influence of associations.

The fourth edition of the flagship event of the Dubai Association Centre (DAC) aims to create a path for associations to be at the forefront of value creation, both within and beyond their membership. Participants will learn successful member engagement strategies and sustainable practices to enhance their societal contributions and build a lasting legacy. The event also offers a packed schedule of lively discussions, networking breaks, peer-to-peer sharing, and fireside chats that will explore association life and long-term plans within the dynamic context of Dubai.

Ahmed Al Khaja, CEO of Dubai Festivals and Retail Establishment said: “The association sector plays a vital role in today’s world as a key driver of positive change, and the DAC Conference will strengthen its impact. Themes and key topics at the conference – such as member engagement strategies, technology-driven tools, sustainable practices and ethical governance – are all important priorities for associations and will support them in their roles as agents of positive change by tackling societal challenges through collaboration and advocacy. This is complemented by a strong line-up of speakers, who will deliver insights on trade and investment opportunities for sustainable economic and social development. Dubai’s strategic position and dynamic vision make it a global association hub – and this vital conference will amplify how to leverage this for future growth.”

Hassan Al Hashemi, Vice President of International Relations at Dubai Chambers, commented: “Dubai’s rapid transformation from a bustling trading port to a leading global hub of commerce, innovation, and culture stands as a testament to the power of vision, determination, and collaboration. The establishment of the Dubai Association Centre embodies this spirit and reflects Dubai’s ecosystem of diverse cultures, ideas, and ambitions. Dubai Chambers’ support for the annual DAC Conference comes as part of our continuing efforts to expand global trade relations, champion sustainable business practices, and nurture the growth of local businesses. Associations play a vital role in business communities, and the fourth edition of this conference creates a valuable platform to strengthen connections, build new partnerships, and shape the future of the business world.”

The stellar line up of key speakers includes Hoda Barakat, President, International Association for the Protection of Intellectual Property National Group (AIPPI-UAE); David Macadam, Chief Executive Officer, MECS+R; Mohamed Mezghani, Secretary General, International Association of Public Transport (UITP); and Philip K. Bell, President, Steel Manufacturers Association (SMA). They will be joined by local and international association leaders, such as Alaa Al Boali, Executive Director, Middle East Facility Management Association; Vicky Koffa, Deputy Director, Boardroom; and Anju Gomes, Middle East Regional Director, ICCA.

Speakers providing their insights as thought leaders in the association and meetings sectors will include: Mike van der Vijver, Conference Facilitator, MindMeeting; Geneviève Leclerc, Co-founder and CEO, #Meet4Impact; Martin Sirk, CEO, Sirk Serendipity; and Amy Hissrich, Vice President of International Affairs, ASAE.

Key sessions include ‘Society’s Shapers: Associations Leaving a Lasting Economic Legacy’, which will delve into how associations can gain a clearer understanding of their societal and economic impact and learn effective communication strategies; focusing on mission, legacy, impact, and value.

The impact of AI is being felt across various aspects of organisational functioning, including associations. ‘AI for Associations’ will address AI’s potential contribution to associations, including personalising member services, data analysis, chatbots, virtual assistants, and predictive analytics, among others. The session will explore practical AI implementation with Veemal Gungadin, Co-founder and CEO, Gevme, who has successfully harnessed AI in his organisation.

‘Dealing with Disruptions’ will offer a blueprint for associations to navigate uncertainty, including geopolitics, climate change, shifts in employer-employee dynamics, and leadership paradigms, to enhance their resilience.  ‘Navigating an Association in Dubai’ will feature a panel of distinguished DAC members who will share diverse experiences and practical takeaways.

DAC founders His Excellency Helal Al Marri, Director General of Dubai’s Department of Economy and Tourism and the Dubai World Trade Centre Authority, and His Excellency Mohammad Ali Rashed Lootah, President and CEO of Dubai Chambers, will participate in a lively fireside chat to discuss the bigger role that associations play in global society and how to position the association sector as a key driver of positive change. They will set the scene for the Conference offering an engaging exploration of the core of association life, unveiling a vision for the future of associations, the economy, and society itself, all within the dynamic context of Dubai.

In addition, the conference will feature the Oracle Awards to celebrate an individual who has offered the most valuable suggestions to their colleagues, and a participant who has demonstrated outstanding listening skills.

Dubai Association Centre is a gateway to the world’s fastest growing economies – offering an ideal setting for global associations to expand within industries across the Middle East, and beyond. Since it was launched in 2014 by Dubai Chambers, the Dubai Department of Economy and Tourism and the Dubai World Trade Centre, it has protected the interests of regional and global associations that operate in Dubai. As a result, associations can benefit from economies of scale, experience in the association marketplace, flexibility and adaptability, buying power and centralised facilities of the Dubai Association Centre.

To find out more visit the website