The Castle of the Dukes of Pomerania and the River Oder in Szczecin, Poland.

At the last IMEX Frankfurt, there was widespread talk that the corporate events sector is entering a post-commitment phase with regard to sustainability, with frameworks, certifications and commitments now in place. However, the real test now lies in implementation and credibility, and in that regard the crucial question to ask is: is this actually being done?

The GDS-Movement works across destinations, organisers and wider industry stakeholders to translate sustainability, impact and regenerative economy principles into practice. At its core, it sits at the intersection of measurement, behaviour change and system-wide collaboration, challenging the sector to move beyond well-intentioned narratives and towards credible, accountable action that can be tested, shared and scaled.

In the following conversation, Guy Bigwood, Chief Executive Officer and Chief Changemaker of the GDS-Movement, reflects on the shift from sustainability to regeneration, the fragmentation and convergence of standards, the politics of destination success, and whether the industry is truly delivering transformation or still largely operating at the level of narrative, with our HQ Magazine Manager, Manuel A. Fernandes

This interview is part of a series of conversations in the run-up to the GDS-Forum and Impact Day, taking place from 16–18 June 2026 in Szczecin, Poland. The series opened with an interview with Made Raie, CEO of #MEET4IMPACT, and continues with leading voices shaping the future of business events, destination management and systems transformation.

‘Better Together’ is the Forum’s central theme, arriving at a moment when the industry is increasingly calling for collective action and a united advocacy effort to drive sustainable transformation. What will be different and unique about this month’s Forum?

I think there are a few dimensions to that. We are certainly in a challenging moment in many places when it comes to sustainability and for destinations more broadly. To set the context, we are essentially creating what I would describe as a “festival of sustainability” here in Szczecin this week.

It is important to understand that we are approaching this very differently from a traditional conference. We are not simply taking an existing format and replicating it, as you might see elsewhere. Instead, we are treating this as a broader impact project, asking how we can use the act of convening, and working with local partners, to support and accelerate Szczecin’s transition towards regeneration and more sustainable tourism. That is really the mission and the impact objective: it spans youth empowerment, destination attractiveness, and local capacity-building, all with very clear outcomes in mind.

As part of that, we have structured a sequence of interconnected elements: a Youth Day, followed by a Youth Forum, then the GDS-Forum itself, followed by an Impact Day, and finally a Local Supplier Forum. Each of these has its own specific focus and objectives, but they are deliberately designed to work together as part of a wider ecosystem of engagement.

Understood. It’s more of a workshop format and a set of working group activities, rather than a traditional conference structure.

The GDS-Forum is designed to serve a different purpose. I think working on destination sustainability is inherently challenging. Budgets are tight, and in many respects, a lot of destinations have already addressed the easier, more visible aspects of sustainability. The more complex, systemic transformation still lies ahead, and that is not something any destination can achieve in isolation. Whether at city, regional or national level, and even between competing destinations, it requires collaboration. That is why the “Better Together” theme feels particularly relevant this year. In a context where there is, in many ways, a tendency towards fragmentation and divergence, the idea of coming together to work collectively on these challenges becomes especially powerful.

The second point is that many conferences remain quite superficial in the depth of the content and conversations. There is often a series of case studies presented in quick succession, but very little time or space to engage properly with the underlying issues. The intention with the GDS-Forum, and the broader format we have developed, is precisely to go beyond that surface level and create the conditions for deeper, more meaningful work.

You’ve been with us before, haven’t you?

Yes. I was at the GDS-Forum and Impact Day in Bruges two years ago.

So you know the concept of having no keynotes. We sometimes joke about it as a “no PowerPoint” rule, because the idea is really to get people thinking differently. So smaller conversations around subjects that may be your own challenges, your own issues. Through years of feedback, we've found that this format helps people break out of established ways of thinking and collaborate in a more meaningful way.

In Szczecin, for example, we're exploring questions such as: How do you develop a climate strategy? How do you create an impact strategy for the business events sector? How do you communicate sustainability at a time of growing scepticism? These are the kinds of issues that will be debated, explored and challenged throughout the Forum. There is also a strong practical element. People share what has worked, what hasn't, and how programmes can be improved. A lot of the value comes from that honest exchange of experience.

We're also working closely with the Global Sustainable Tourism Council (GSTC), which is currently revising its standards for sustainable destinations. The Forum provides a unique opportunity to bring destinations together and contribute directly to that process. Perhaps the most exciting aspect, however, is that not everything is predetermined. The Forum is designed to create the conditions for unexpected outcomes. New ideas, collaborations and solutions often emerge from the conversations themselves, and that's exactly what we're hoping to encourage.
 

The Stara Rzeźnia Euro-Region Cultural Centre, which will host the Forum © Szczecin Convention Bureau

Poland is rapidly gaining prominence in the business events sector and investing heavily in destination development. Yet cities such as Szczecin still have a very different reality from many established Western European hubs, with a strong industrial heritage shaping their identity. Why was Szczecin chosen to host this year's Forum, and what does it bring to the conversation around sustainability and destination transformation?

You've touched on exactly the reasons why Szczecin is such an interesting host destination. The city first joined the GDS-Index because it wanted to accelerate its sustainability journey and saw the programme as a way of learning and improving. In a relatively short period of time, it has gone from having very limited sustainability structures in place to actively engaging with some of the world's leading experts and destinations. They've really gone from zero to hero, and helped us fast track our sustainability programme.

The second part of the story is the city's transformation. Szczecin was historically a major shipbuilding centre, but as that industry declined, it began reinventing itself around renewable energy. The region has become increasingly attractive for wind energy manufacturing, with companies relocating production and supply chains to Poland. As a result, Szczecin is now developing into one of Europe's fastest-growing renewable energy and logistics hubs.

The venue itself reflects that transition. The Forum will take place in the former docklands, where industrial buildings have been regenerated through private investment and turned into offices, community spaces and cultural venues. One of the neighbouring buildings is a former slaughterhouse, which is perhaps an ironic setting for a sustainability event with a strong focus on plant-based food. But to me, that's exactly what regeneration is about: finding new purpose in existing places.

By bringing the Forum to Szczecin, we hope to support that journey, helping the city strengthen its sustainability ambitions, refine its tourism strategy and continue developing as a business events destination.

Sustainability has become a central part of the narrative for destinations and event organisers, but it can sometimes feel disconnected from reality. There is often a lot of rhetoric and not always enough evidence of tangible impact. Do you think the conversation is genuinely evolving from sustainability to regeneration? Is that the kind of transformation you hope to see reflected in the discussions at this year's GDS-Forum?

Absolutely. One of the most interesting examples comes from Szczecin itself. At the Forum, the destination will present its regenerative food tourism programme, which is linked to the region's agricultural sector.

What makes the project interesting is that it goes beyond tourism. It explores how the visitor economy can help drive change in other systems by creating demand for more sustainable and regenerative products, experiences and supply chains. In that sense, it is not simply about improving tourism; it is about influencing the wider agricultural system.

That is the kind of systemic change we are increasingly interested in. Whether the issue is agriculture, housing, transport or energy, the question is always the same: what role can our industry play in accelerating positive transformation beyond its own boundaries?

That thinking also underpins some of our recent work with the University of Exeter and a number of industry initiatives focused on systems change. Increasingly, the challenge is not how to make tourism slightly more sustainable, but how to use it as a catalyst for broader societal transformation.

That brings us back to the trade-offs and interconnections highlighted in the systems mapping work you're developing.

Exactly. We often talk about systemic change as if it were a straightforward process, but systems do not work that way. Change one element and it inevitably affects something else.

The challenge is that every intervention creates both opportunities and consequences. The question is not simply how to create positive change, but how to understand, anticipate and manage those ripple effects across the system.

We're still at the beginning of that journey. How do we model those relationships? How do we learn from them? And how do we make better decisions when every action has implications elsewhere? Those are some of the questions we're increasingly trying to explore.
 

"Part of the problem is that we’ve told ourselves a story that sustainability is always more expensive and more complicated than it actually is"
 

I was discussing this recently with Meet4Impact, particularly the growing concern around “impact washing,” not just greenwashing, but also exaggerated claims around social impact and legacy outcomes. Do you think our industry is becoming increasingly fluent in the language of regeneration, resilience and positive impact, without necessarily delivering the outcomes to match?

I think there is definitely an element of regenerative washing as well. Today, everything seems to be described as regenerative. It's quite interesting because, when I wrote The Regenerative Revolution white paper for IMEX a few years ago, the term was barely used. People questioned it, challenged it and, in some cases, made a mockery about that idea. Now, it's become part of the industry's everyday vocabulary.

The risk, of course, is that the term becomes overused and loses its meaning. Personally, I'm not even sure that truly regenerative tourism is always achievable. What I do believe is that we can become more sustainable and more regenerative than we are today. That's ultimately what we're trying to catalyse: real progress, rather than simply a change in language.

There is broad consensus around measuring impacts such as catering or venue operations, but far less agreement when it comes to flights. I recently spoke to Anna Abdelnoor from Isla about the need for event organisers to account for the emissions resulting from participants’ travel, particularly those from air travel. If we're serious about building a regenerative events ecosystem, can we afford to exclude one of its most significant sources of impact simply because it sits outside our direct control?

It depends on the type of event. If you're a corporation organising a sales conference, the responsibility is fairly clear. If you're running a trade show, the boundaries become much more complex. Is the responsibility yours, or does it sit with exhibitors and attendees? These are exactly the questions the industry is currently trying to address through emerging standards on carbon accounting and carbon responsibility. That's why the work being done by JMIC, Net Zero Carbon Events and others is so important.

My view, however, is very straightforward: even if an impact is not entirely your responsibility, it should still be reported. Transparency has to come first. How you choose to address those emissions is a separate question and may require different strategies and partnerships. But if aviation is a material part of an event's footprint, excluding it from reporting is neither transparent nor honest. It runs counter to the precautionary principle that underpins good environmental accounting. At the very least, organisations should be willing to acknowledge the full impact of their events before deciding how responsibility for that impact is shared.

So, despite the progress being made, do you still feel the sector struggles to translate ambition into genuine transformation?

Yes, to some extent. I think our industry has always been quite good at protecting itself and focusing on the easier issues. As I often say, there's still far too much attention on the straws.

Real change requires us to tackle the bigger, more complex challenges, and we're still some way from that. Having said that, there are examples of genuine progress and meaningful transformation taking place across the sector. Is it enough? No. Are we moving in the right direction? Absolutely. Could we move faster? Without question.
 

The Szczecin Philharmonic in Poland, where the 2026 GDS-Awards will take place © Szczecin Convention Bureau

At the CityDNA Conference which I attended this year in Helsinki, some of the dominant themes among destinations were overtourism, housing pressure, affordability, and the tension between growth and residents’ quality of life. Do you expect that debate to be reflected at the GDS-Forum in Poland as well?

I think it absolutely has to be. There are many destinations doing excellent work in challenging the system and trying to lead change. However, I don’t think the wider ecosystem is moving at the same pace.

The private sector, particularly larger hotel groups and venues, is responding where there is a clear economic incentive. When it comes to organisers, especially in the events space, I don’t think the response is strong enough. Many believe they are doing more than they actually are, and there is still a disconnect between ambition, cost expectations and delivery. That gap is something the industry will have to confront more directly.

Building on that, do you think the private sector is already feeling the real pressure of this shift – whether through client demands, cost structures or operational constraints – or is sustainability still more of a narrative than a tangible economic driver at this stage?

I guess part of the problem is that we’ve told ourselves a story that sustainability is always more expensive and more complicated than it actually is. That may have been true in the past, but it is increasingly less so. In many cases, simple shifts are now cost-neutral or even cheaper, whether it’s local sourcing, seasonal food, or even basic materials like signage.

We need to move away from that binary thinking. The real shift now is about resilience. Destinations and businesses that invest in their own energy systems, local supply chains and circular approaches are becoming more competitive, not less. Sustainability, resilience and competitive advantage are now deeply interconnected. Some destinations, such as Helsinki or Copenhagen, already understand that, but many still measure success in purely volume-based terms, rather than in terms of long-term resilience.

If we connect that with the idea of localisation and circular systems, particularly around food and events, is there a stronger case today for building more self-sufficient, regional supply chains as a form of resilience, and potentially even as a competitive advantage for destinations?

I think so, but it depends on how it is done. What we are already seeing in some places, like parts of coastal Portugal, is that renewable energy is not just being deployed, but is actively powering industrial ecosystems. That is a real structural shift.

At the same time, there are more complex trade-offs emerging. In parts of the UK, land that once produced food is now shifting towards vineyards driven by climate change and market dynamics. It creates high-value production, but it also raises a question about long-term food resilience and security. We were reminded of that very clearly during COVID, when supply chains were disrupted, and suddenly the fragility of highly globalised systems became visible.

So, as you said, the issue is not simply whether localisation is better, but whether systems are resilient. And in many cases, circular approaches – particularly around food and local sourcing – are increasingly being seen not just as an environmental choice, but as a strategic and economic advantage. I think what has changed is timing. There is now both the capability and, in many places, the appetite to do this properly. I’ve seen it myself, and even when previous attempts struggled, suddenly the conversation lands differently today because the economics, the urgency, and the understanding have all shifted.

There is no longer necessarily a “green premium” in the way there used to be. In some cases, these solutions are simply better and cheaper. That is what makes this moment interesting.
 

"Even if an impact is not entirely your responsibility, it should still be reported. Transparency comes first."

I also remember attending a session at the last BestCities Global Forum in Guadalajara, where Alexis Kereluk (Partner at ConnectSeven Group and Regenerative Tourism Consultant of GDS-Movement), made quite a strong point in response to a question about sustainability costs, arguing that it is not necessarily more expensive. Would you agree with that assessment?

We have a golden rule in our consulting work on events: we are not allowed to increase the overall budget. That is a non-negotiable principle in every project we deliver. In most cases, that constraint actually drives efficiency. The only situation where additional cost might arise is if clients choose to invest in offsetting or in specific regenerative initiatives on top of the core delivery.

Operationally, however, sustainability should not automatically mean higher cost. In many instances, it leads to savings whether through smarter logistics, reduced waste, or more local sourcing. When it is done well, it can be at least cost-neutral, and sometimes even a net benefit. The key point is that this is not an either-or equation. It is not about choosing between sustainability and quality, or between sustainability and cost. It is about making trade-offs within a defined budget, as we already do in any event design process.

As more destinations and stakeholders adopt sustainability language, we are also seeing a proliferation of cross-industry frameworks from the Sustainable Event Goals launched at IMEX to Net Zero Carbon Events and other emerging measurement systems. Are we moving towards a more coherent and comparable system of sustainability standards, or are we still operating within fragmented and competing frameworks that do not fully align?

We need to look at the underlying forces shaping this space. On the one hand, destinations and organisations are under increasing financial pressure, with limited budgets to engage with an ever-growing number of initiatives. On the other, there is rising scepticism, concerns around greenwashing, and a clear demand for credibility and verification.

That is why governments are now stepping in. Across different regions – from EU legislation such as the Empowering Consumers for the Green Transition (EmpCo), to the Bill C-59 in Canada – we are seeing the same direction of travel: if you make a sustainability claim, you must be able to evidence it.

We explored this in the recent white paper we developed with the European Travel Commission and NECSTouR called Proof Not Promises. The core idea is simple: it is no longer enough to make claims, organisations need to demonstrate what sits behind them in practical, measurable terms.

This is a major shift for our industry, even if it is not yet fully understood. It effectively raises the bar for what counts as a legitimate claim and pushes everything towards recognised standards.

So the issue is less about creating new frameworks, and more about aligning what already exists?

Precisely. What we are starting to see is a shift from divergence to convergence. For example, there is ongoing work to merge the Events Industry Council (EIC) and Net Zero Carbon Events guidelines into a single, more unified standard. I am one of the co-chairs of that process, and the intention is clear: simplification and alignment rather than further fragmentation.

At the same time, the EU is moving towards limiting the proliferation of new certification schemes, and instead focusing on ensuring that existing ones are credible, consistent and performing at the right level. That pressure is only going to increase. If you look at other sectors, such as forestry, you already see this model in place. There are essentially two dominant certifications — FSC and PEFC — which provide clarity and comparability. In our space, we are dealing with more than 200 different schemes across events and tourism, which is simply not “sustainable.”

Organisations like GSTC are also playing a key role here, helping to set global baselines that influence destinations, hotels and venues. At IMEX I also facilitated a meeting between the JMIC and the EIC Boards to explore how the two organisations can work more closely together and, for the first time, there was a shared recognition that greater alignment between them is not only desirable, but necessary. That, for me, is the most encouraging signal because real convergence will only happen if the key institutions in our sector start moving in the same direction.

So I think we are moving into a phase of consolidation. The question is no longer how many frameworks we can create, but how we ensure the existing ones work together in a coherent and credible system.
 

Would it be fair, therefore, to say that the industry has, until now, over-indexed on frameworks and certifications, while under-investing in the harder work of changing internal behaviours and implementation on the ground?

Yes, I think that is partly true. There is also a tendency to use complexity as a justification. We hear arguments such as “there are too many certifications” or “the landscape is too confusing to navigate.” And while there is some truth in that, it is also often used as an excuse for inaction. The reality is that there are clear, established frameworks in the market today that organisations can adopt immediately. Many of them are accessible, practical and not prohibitively expensive.

So the idea that nothing can be done until the system is simplified is simply not accurate. In many cases, it is less about the availability of tools and more about the willingness to start using them. Ultimately, destinations and organisations that see themselves as stewards of place need to take ownership of that responsibility rather than waiting for perfect conditions.

So where do you see the real bottleneck today – knowledge, leadership, or accountability?

Leadership. The knowledge is already there; it just needs to be better packaged and applied. Accountability also plays a role, but it is not the main barrier. The real issue is alignment and that comes from leadership. We need to come together around a shared direction and demonstrate it collectively. That is exactly what the “Better Together” idea is trying to capture.

Let’s turn to the Net Zero Carbon Events Academy. It seems to be another tool aimed at strengthening capability across the system essentially equipping the business events ecosystem to move from commitments to implementation. Do you see this as a missing link, particularly in terms of education and practical delivery?

The Net Zero Carbon Events guidelines are strong; they are very solid. The challenge is not their quality, but their reach and application. At the moment, there are over a thousand signatories, but far fewer organisations that have actually translated them into structured plans or implementation programmes. That is the gap we are trying to address.

What we have done with the Academy is take that existing foundation and make it more accessible. We have developed a set of core courses (with more to come) and built the structure to expand into more adaptive, technology-enabled learning over time. The idea is to provide a common baseline of knowledge across the industry. Around 80% of the content is universal, whether you are a venue, a hotel or an organiser. The remaining 20% can then be adapted depending on region or role, whether that is Asia, Latin America, or specific segments of the value chain.

So rather than creating something entirely new, we are packaging existing knowledge in a way that is usable and scalable, particularly for organisations that want to move into real decarbonisation and resilience work. Importantly, this is not just an environmental argument. There is a clear business case. You do not need to approach it from a values perspective alone; if you look at it purely in terms of efficiency, cost and resilience, the case is already there.

Finally, Guy, you’ve spent most of your career working in sustainability, including many years as Director of Sustainability at MCI Group… and I have to say, throughout this conversation I’m still not entirely sure whether you are fundamentally optimistic or pessimistic about the industry today. Looking back, how did you imagine the business events sector would look in 2026?

I would describe myself as a pragmatic optimist. Things are improving but not fast enough. I have been studying a lot of science and the broader trends for many years, and I expected we would see significant disruption from climate impacts, energy systems and resource constraints. Unfortunately, many of those signals are now playing out, and in some cases more intensely than anticipated.

That said, there are also clear signs of acceleration in the right direction. Geopolitical and economic pressures have, in some cases, forced a reshuffling of priorities, which is speeding up investment in areas like renewables, circularity and system resilience. We are already seeing what that looks like in practice. In Finland, for example, the shift away from fossil fuels towards near 100% clean energy is creating entirely new economic opportunities, from data centres to large-scale infrastructure investment.

And this has direct implications for our sector. Destinations with abundant clean energy can offer fundamentally different value propositions. Convention centres can operate at lower cost. Hotels with strong local supply chains become more resilient to global disruption. Even food systems can become more distinctive and innovative when they are locally anchored. So while the pace of change is still not where it needs to be, the direction is becoming clearer; and in some areas, the transition is accelerating in ways that were not previously expected.
 

GDS-Forum and Impact Day 2026: Better Together for Regenerative Cities and Destinations
 

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

The city of Szczecin in Poland

The Global Destination Sustainability (GDS)-Forum and its dedicated Impact Day in Szczecin will bring together destinations, associations, and industry leaders to explore how business events can move beyond traditional metrics and become catalysts for meaningful social, economic, and territorial change. While the broader Forum focuses on regenerative tourism and sustainability through a highly participatory format of workshops and peer learning, the Impact Day introduces a complementary layer: a structured, applied environment where impact is designed, tested, and reflected upon in real time with the host city.

At the centre of this approach is #MEET4IMPACT, the agency responsible for delivering the Impact Day and contributing to the wider GDS programme. Working closely within a tightly connected ecosystem that includes the GDS-Movement, the team plays a bridging role between destinations and associations, bringing frameworks, tools, and facilitation methods that help translate the often abstract concept of “impact” into practical, measurable action. In Szczecin, this will include thematic streams, participatory sessions, and a direct engagement with the city’s own stakeholders — starting with an open articulation of its initial ambitions and returning to them throughout the programme to assess what has been achieved.

In this conversation, Made Raie (right side), Associate Social Impact Consultant at #MEET4IMPACT, reflects on her journey from the Tallinn Convention Bureau to her current role, where she focuses on impact measurement, legacy frameworks, and stakeholder engagement across Europe. Drawing on more than a decade of experience in the meetings and destination industry, she explores how DMOs and convention bureaux are being redefined as connectors and facilitators of ecosystems, why “impact washing” is becoming a growing concern, and how destinations can move from simply hosting events to intentionally shaping their long-term value for communities.

A conversation with HQ Magazine Manager, Manuel A. Fernandes:
 

Before we move into more theoretical questions about impact and the legacy of events, I would like to start with your role in co-creating and organising the programme with the GDS-Movement. Could you explain your involvement, particularly in relation to the Impact Day, and also your broader responsibilities within the GDS-Forum?

Our core responsibility is the Impact Day, that's what we're directly delivering. But our involvement doesn't stop there. Genevieve (Leclerc) and Linda (Garzón Rocha) will be on site throughout the GDS-Forum, actively participating in discussions and activities of the event. Genevieve and Guy (Bigwood) are also involved in facilitating the ceremony itself, which reflects how closely aligned our work is across the full programme.

We are fully aware of each other's work, closely aligned in terms of purpose and direction, while still maintaining distinct strands of delivery within the overall structure.

On my side, I'll be joining in Poznań for the Spotlight on Poland session, and there will also be a dedicated stage moment for #MEET4IMPACT as part of the forum programme.

So, in short, we are responsible for Impact Day, and we contribute to the broader forum through our joint initiative and presence.

As I can testify from previous editions, you have worked very closely and in a very tight-knit way with the GDS-Movement. I imagine this partnership works well for both sides: on GDS’s side, the focus on regenerative tourism and sustainability, and on your side, bringing in impact measurement, legacy frameworks, and stakeholder engagement within associations. How would you describe this collaboration?

What we have observed through our work is that once a destination becomes more mindful of its environmental footprint and actively seeks to improve that dimension, it naturally becomes more open to exploring the social impact side as well. Once that conversation begins, it tends to evolve quite organically into a broader understanding of regeneration as a holistic process.

It's less about separate strands and more about a continuum – a full regenerative journey where environmental and social dimensions are increasingly seen as interconnected.

As two organisations, we operate very much within the same ecosystem, supporting each other in a practical and complementary way, particularly in the context of the GDS-Forum and its wider objectives.
 

GDS-Forum and Impact Day 2026: Better Together for Regenerative Cities and Destinations

From a personal perspective, I increasingly see concepts such as impact, regeneration, community engagement, and participation reshaping the sector, both in terms of discourse and practice. Do you feel the industry is finally redefining what success looks like through these new lenses?

I would certainly hope so. Having worked with the Tallinn Convention Bureau for almost 13 years, I saw legacy and impact conversations begin to emerge more than a decade ago. Even then, it was already clear to many of us that business events are about much more than delegate numbers or logistical metrics. They are, fundamentally, about what is left behind: the relationships built, the ideas exchanged, the engagement moments created.

Over time, destinations like Copenhagen, Gothenburg, and Montréal have demonstrated that impact can actually be measured and made tangible. What once felt theoretical is becoming increasingly practical.

When I joined #MEET4IMPACT (and even before that, when I was already planning to collaborate with them while still in Tallinn) it became clear to me that this isn't an impossible ambition. It's very doable, provided you have the right methodologies and frameworks. I can attest that my team has put in a great deal of work to developing exactly that.

That said, just as we've seen with sustainability, "impact washing" is emerging, and we are very mindful of it. A significant part of our work is therefore educational: helping destinations, associations, and event professionals understand what meaningful impact actually looks like and how it can be created and measured in practice.

Ultimately, while consultants also need to eat, what I've learned is that our real purpose is to empower the industry – to transfer knowledge, tools, and skills so that destinations and organisations can eventually design and measure impact independently. Our ambition is to reach as many destinations, associations, and event planners as possible, so that impact thinking becomes a standard way of working rather than a niche approach. It is, at its core, mission-driven work.
 

If we go back to your time with Visit Tallinn and the Convention Bureau, I understand that you were already exploring ways to go beyond traditional destination marketing, with a stronger focus on creating tangible impact and legacy from events. Could you tell us more about that experience, and what motivated you to move in that direction?

Honestly, I never fully got to develop that work. I was made redundant before it could take shape, even though it was something I had already begun to explore.

Working within a small Convention Bureau (we were only two people) I had started looking at how events could generate tangible impact beyond the traditional scope of destination marketing. My intention was to foster connections, initiate side projects, and support activities that could leave something more meaningful and measurable behind.

But at the time, the primary expectation was still very much focused on delivering events and attracting meetings to the city. Ideas I was trying to introduce would often lose momentum, partly because the broader understanding of impact was still quite limited. There were several occasions where I felt certain events could have delivered so much more for the destination, if there had been a shared framework and a clearer common understanding of what impact actually means.

That experience really reinforced for me the importance of education, clarity, and shared frameworks to move from intention to implementation.
 

I was looking into Tallinn’s trajectory, and I noticed that it was the first Baltic city to join the GDS-Index back in 2021. From your perspective, how has your approach to working with #MEET4IMPACT evolved in relation to building legacy with and around local communities?

It's worth noting that Tallinn did go on to host relevant conferences. For example in 2023, when it was the European Green Capital, including initiatives like the Green Destinations Conference. But as I mentioned, my actual collaboration with #MEET4IMPACT only came later, in my current role.

Having been here for a few months and observed the work more closely from the inside, I've seen that impact delivery takes very different forms depending on the destination and its level of maturity. There is no single model.

In most cases, destinations that want to advance actively seek out support – either by funding a structured approach or by co-creating frameworks themselves. When that happens, we bring tools and experience to facilitate the process: bringing stakeholders together, initiating the conversation, and ensuring alignment around common definitions and objectives. Our role is to facilitate and guide, but not to own the process. The goal is for destinations and stakeholders to take ownership themselves – of both the methodology and the commitment behind it.

There's also a pathway initiated by associations or event organisers, who approach us directly wanting to embed impact and community engagement into a specific event. That often requires a more hands-on approach on the ground: mapping stakeholders, aligning expectations, and ensuring everyone shares a common understanding of what impact means in that specific context.

"The Impact Day is about understanding the footprint of the event, and the “legacy within the legacy”: the deeper, longer-term impact that the city itself leaves through the process."

But the reality is that this maturity is still uneven across the sector...

Yes. Ideally, some destinations would already be prepared and mature enough that external intervention is minimal. In some cases, this is already the case, such as in Copenhagen, where the existing legacy structures mean that only certain events require additional support.

But as you say, not every destination reaches that level, which makes prioritisation essential. Designing, delivering, and measuring impact is resource-intensive; it has to be applied where it can generate the most meaningful value.

To help address this, we've also developed ImpactAIQ, created in collaboration with Gevme, which we're particularly proud of. It's designed to simplify both the planning and measurement of impact, making it more accessible and scalable across the industry.
 

The element of participation seems to be central here. You are working around the concept of “radical collaboration” across all sessions and thematic angles of the GDS-Forum. How does this philosophy translate into the design of the Impact Day itself?

The GDS-Forum is very much a hands-on environment, and Impact Day builds on that ethos while also incorporating some more traditional conference elements.

In Szczecin, Impact Day is organised around three main thematic streams and five sessions in total: youth and civic engagement; financing and subsidies; and industry and sectoral development. These are deliberately designed to be highly participatory, with session leads facilitating discussion in a way that encourages active contribution, idea-sharing, and practical input from participants.

The sectoral development stream in particular has been structured to place Szczecin and its local stakeholders at the centre of the conversation. The morning also includes a more traditional plenary format with keynote speakers, but again with a strong emphasis on positioning Szczecin as the anchor point, allowing local actors to present their work and then using that as a basis to expand the dialogue.

The intention is that by the end of the day, participants from Szczecin feel that the collective intelligence in the room has been used in a way that directly benefits them, providing concrete ideas, perspectives, and inspiration on how to move forward.
 

Impact Day + GDS-Forum 2024: Imagining the Unconventional! 

So the idea is that you will be showcasing the best-case scenarios and the strongest stories from Szczecin during the Impact Day. Is that how you would frame it?

Yes, but also those that are still in a more developmental stage. There's always room for improvement.

We begin the day by putting the city of Szczecin on stage and asking them to articulate why they chose to host this event and what their goals are, making their impact intentions explicit from the outset. We can then return to those goals later and assess what is actually been achieved.

Local stakeholders will present their work, and we will collectively explore what more can be done beyond what's already in place. They will share openly what has worked well, what hasn't, and what lessons can be drawn from that. The intention is to foster a genuinely honest conversation, not one focused solely on the highlights.

My goal is to create an environment where discussion feels constructive and real, and where people feel comfortable enough to contribute freely. By the end, I want participants to feel relaxed, engaged, and willing to share.

Impact Day does differ slightly from the broader GDS-Forum experience. The preceding days are intense with fast-paced brainstorming and multiple parallel discussions. There is real value in shifting into a slightly more reflective and conversational rhythm. It is not about slowing down for its own sake, but about creating space for the kind of grounded dialogue where things get resolved and clarified. My hope is that when participants leave the room, they leave with ideas they can carry forward into practice.
 

Is there such a thing as a replicable "winning formula" formula for impact, or does every destination require its own approach?

The fact that every destination is different is what makes this work both exciting and rewarding. If they all faced the same challenges and operated the same way, a one-size-fits-all approach might work. But that's not the reality.

Each destination brings its own context, its own stakeholder ecosystem, and often very different reasons for engaging in this work. So, I would not describe it as difficult, rather a meaningful challenge. We have the tools and methodologies in place, so building a framework is not the core issue, though it can take more time depending on a destination's level of readiness.

Scale is also a key factor. Working with an entire country like Poland requires a very different approach than working with a single city like Szczecin. The same applies depending on whether the engagement is initiated by a national body, a city bureau, or an association. Each entry point shapes the process differently.

That said, there is significant value in cross-learning. By openly sharing case studies, research, and practical experience, we can help the industry move toward a more aligned understanding of what works. Some principles are genuinely transferable – certain best practices can be adapted across contexts, even when the overall frameworks remain tailored. The goal is not standardisation, but shared learning and continuous improvement.

What changes when the process becomes genuinely participatory, and who should actually be involved at the table when designing legacy from the outset?

In an ideal scenario, these conversations would always be initiated from the top, meaning decision-makers are already sufficiently informed and understand the need for more strategic, long-term approaches to hosting and leveraging events.

In reality, change more often emerges from the grassroots and gradually works its way upward. That was also the case in Tallinn. The operational awareness was there, but gaining political buy-in was harder. It requires time, education, and sustained alignment around both the value and the necessity of this approach.

Once that alignment is achieved, with politicians, funding bodies, and senior decision-makers fully engaged, they naturally become part of the conversation at a strategic level. That is essential, because ultimately they are the ones shaping long-term vision and direction. We actively try to bring those stakeholders to the table as early as possible, but in practice, reaching and engaging them remains one of the more complex aspects of the process.

This is also where #MEET4IMPACT plays a broader role. We work not only with destination representatives, but with industries, stakeholders, and senior decision-makers, with a strong focus on education and alignment. The goal is to equip those who are already engaged with the tools, language, and frameworks they need to bring higher-level decision-makers into the process in a meaningful way.

"A destination organisation or convention bureau is no longer simply about bringing events into a city, but about being intentional and selective about which events to engage with, and why."

You have already mentioned how “impact” and “legacy” can sometimes become part of a form of “washing” in marketing language, alongside other industry buzzwords. Do you see a similar risk emerging with concepts such as co-creation?  

It all comes down to intentional design. Once you genuinely want to create impact and have the right frameworks in place, the risk of washing decreases because there is a greater level of awareness and rigour in how these concepts are applied.

The risk is very real, however, when terms like "impact" or "co-creation" are used without a shared understanding of what they actually mean. Impact is, in many ways, a fluid concept. Even this conversation we are having right now is a form of impact – you are influencing me through your questions, and I am influencing you through my responses. But at some point, you have to step back and distinguish between natural human interaction and deliberately designed event impact.

Our approach typically starts with the end goal: what is it that you actually want to achieve? From there, we work backwards to identify the specific activities that can realistically lead to those outcomes. It is a useful structure, but also a demanding intellectual exercise. In practice, it can sometimes create confusion or even paralysis when stakeholders try to define impact too broadly.

At the same time, as the concept becomes more mainstream, there is a degree of fatigue emerging around it. Some are using it as a commercial differentiator without sufficient methodology or data behind it. On the other side, there are destinations and associations that are simply moving from one wave of expectations to another – from sustainability requirements, risk management, to impact and legacy – and can feel overwhelmed by the constant introduction of new frameworks and terminology. This is where clarity, structure, and education become essential.
 

#MEET4IMPACT: “Sense of relevance is perhaps the most pressing issue today”
 

Do you think it is still uncomfortable for many organisations to relinquish a certain level of control when building these processes around impact and co-creation?

Yes, I do. Destinations operate under very different governance models – some more top-down, others more decentralised – and that shapes how they approach change. In some cases, organisations simply aren't ready for these conversations, or don't feel they are in a position to prioritise them. You hear things like: "We're not there yet," or "We have other, more immediate challenges"... and that's entirely understandable.

Since 2020, the industry, and the world more broadly, has been in a near-constant state of disruption. Many people are simply tired. There is a real fatigue around being told that what they are currently doing isn't enough, or that they need to continuously adapt to new frameworks and expectations.

This was very present in conversations I had at IMEX. Walking the show without being tied to a booth this time allowed for many more informal exchanges, and it became very clear how varied the levels of readiness are. Some destinations are dealing with significant budget constraints following political changes. Others are uncertain about leadership continuity due to elections or government transitions, which makes long-term commitment difficult. The response is often simply: "We can't commit to anything right now." At the same time, there are destinations that have secured additional funding and are actively looking to engage in more advanced conversations.

From a business development perspective, it's essential to remain highly aware of these different realities. This is fundamentally a people-to-people industry. The key is not to push destinations into processes they're not ready for, but to meet them where they are and support their progression at a realistic pace.
 

Do you still see pressure to demonstrate numbers and results quickly before engaging in broader legacy conversations?

That pressure hasn't gone away, and I don't think it will. The expectation for simple, digestible numbers remains very strong. Part of the challenge is that many convention bureaux sit within tourism structures and are evaluated using the same traditional indicators, like headcounts, bed nights, calculated economic impact. If the ROI looks positive, that is often considered sufficient. It's a structural issue, and it shapes what gets prioritised.

This is why understanding where each destination stands and their level of readiness is absolutely critical. It's also why maintaining honest, open conversations matters, particularly when introducing more complex ideas like stewardship, transformation, and long-term impact. In some cases, it simply means helping a destination articulate the value of this work in a way that lets them bring others on board internally.

Progress in this space is rarely linear. It can take years to build the necessary alignment, especially where political leadership changes frequently. If conditions had remained similar to 2019, the conversation around impact might look very different today. But given how rapidly the global context has changed, the industry is evolving under constant pressure and adjustment. That is the reality we're operating in.

In this context, would you say that convention bureaux and destination management organisations (DMOs) are evolving to become genuine agents of social and regional transformation?

I do think so. In this rapidly changing environment, DMOs are under real pressure to redefine and reposition themselves, and to clearly articulate why they exist and what value they bring.

Simply disseminating information is no longer sufficient. With AI able to generate and surface vast amounts of information almost instantly, traditional informational roles are becoming less relevant. Their future value lies in positioning themselves as core connectors; organisations that facilitate meaningful human and professional relationships across ecosystems. If they fail to do that, DMOs and convention bureaux risk losing their central role in the conversation altogether. At this point, many of them are already in a process of reflection, trying to define their purpose and justify their continued relevance.

We are also operating in what could be described as a post-truth environment, where information overload makes it increasingly difficult to distinguish what is reliable. In that context, trust becomes a critical currency. In a world saturated with automated tools and AI-generated contact lists, knowing a real person within a destination – i.e. having met them at IMEX and nurturing a relationship – creates a level of reliability and accountability that digital channels alone cannot replicate. When you reach out to a real person, you have a greater degree of confidence to receive accurate information and forge genuine connections.

This applies directly to impact creation. Once an event is being developed within a destination, the question becomes: how do you ensure access to the right people and the right networks? The real value is in trusted human connection, not purely digital discovery.

During my time in Tallinn, I saw my role very much in that light, as someone working in the space of inspiration and enablement. I was often the connector, the “glue” within the ecosystem, helping to bring people together and initiate conversations that wouldn't otherwise happen. Whether explicitly recognised or not, I believe that is ultimately the core value of destinations: not just providing information, but enabling meaningful human connection.
 

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The Helsinki team posing with VIVACity mentors during the presentation of the city’s case study © All photos courtesy of the City Destinations Alliance

At the CityDNA Conference 2026, amid discussions on the future of cities, destination transformation, and the growing role of territorial intelligence, we caught up with urban strategist and academic Frank Cuypers on the final day of the event for a conversation that quickly went well beyond the usual interview format.

Founder of Place Generation and one of the key figures behind the VIVACITY programme – CityDNA’s mentoring and guidance initiative for DMOs – Frank works at the intersection of urbanism, destination strategy, and placemaking. Through an approach that challenges standardised consultancy models and questions conventional place branding practices, he advocates for a more situated, relational, and culturally grounded understanding of places.

In this conversation, we started from the VIVACITY approach and the cases of Helsinki and Turin, and moved across some of the core themes that ran through the conference: destination identity, community participation in shaping place brands, the tension between promotion and authenticity, and the growing challenge of aligning urban governance, tourism strategy, and social legitimacy. What emerges is a clear perspective: cities are not products to be marketed, but living systems that require coherence between what they are, what they project, and what they ultimately deliver.

A conversation with HQ Magazine Manager, Manuel A. Fernandes:
 

Can you lift the veil on what VivaCITY really is? In many ways, it seems to function as a lab designed to guide DMOs towards understanding and developing their own characteristics and territorial DNA, correct?

The idea originally came from a CityDNA sponsor, Simpleview. They are American, and their view was that the old approach to branding had become obsolete. Showing another brand activation video at a conference is no longer enough. Their thinking was: why not invest those marketing resources into creating real value for the people attending the conference instead?

That was the starting point. They approached me, and I designed a proposal for a three-year, in-depth consultancy process through Place Generation. We are a relatively small company, mainly composed of Belgian professionals, alongside a few Canadian collaborators. I work closely with Elke Dens, who is also a co-founder and business partner.

We launched a call, and the two selected destinations were Helsinki and Turin. One of the things I also wanted to demonstrate to the consultancy world is that standardisation itself has become obsolete. Many consultancy firms still operate with a largely business-driven logic: they develop a strategic framework, shelve it, and then apply essentially the same model to every destination. I worked for many years in Canada and the United States, and that approach is still very common there.

But that model does not work in Europe, because every place is fundamentally different. What exactly is a DMO? In some cases, it is almost entirely driven by public authorities; in others, it is a hybrid structure involving private capital. Some DMOs are extremely small, while others are very large organisations. Some focus almost exclusively on promotion, while others are heavily engaged in the MICE industry. You have DMOs with teams of 160 people and others operating with only two.

So, what are we really talking about? You cannot scale all of those realities into a single product or a universal framework. That is why I believe the “one-size-fits-all” model of assistance and consultancy, regardless of the industry, is increasingly outdated.

During his session at the conference, Greg Clark spoke extensively about the importance of cities understanding their authentic identity, local purpose, and long-term positioning in a rapidly changing global environment. VivaCITY also seems to move strongly in that direction, focusing less on promotional branding and more on understanding what a city genuinely represents. Is that a fair reading?

Absolutely. My background is in urbanism, and I teach placemaking rather than place marketing. What I am trying to do is bring placemaking thinking into the marketing conversation itself. Fundamentally, who owns the name and identity of a city? It is the people who live there.

That perspective is extremely important. In Turin, for example, a new city brand has recently been launched, and the mayor is understandably cautious about public reaction because residents are already pushing back. That immediately raises an important question: what should happen differently? In my view, residents need to be involved from the very beginning and taken seriously throughout the process. If people respond by saying, “This does not represent us” or “We do not like this,” then perhaps there is something fundamentally wrong with the branding approach itself. The strongest city brand is ultimately its residents.

If you look at some of the most successful examples of city marketing in the world and ask students or the general public what they remember, they rarely mention complex strategies or logos. They remember simple emotional expressions such as “I Love New York” or “I Amsterdam.” What those campaigns communicated was not corporate branding, but the affection and connection people felt towards the place they lived in.

On the contrary, I often cite examples of branding failures from cities such as Vancouver and Montreal, and the pattern is usually the same. Suddenly, almost like a UFO landing from nowhere, a completely new logo or identity appears, and residents react by asking: “What is this? Where did this come from? This is not us.” When branding becomes disconnected from the realities, aspirations, and concerns of local communities, it can quickly become politically damaging as well.
 

“In many destinations, what we still see is what I would call an “adhocracy” approach – an ad-hoc decision-making.”
 

At the same time, one of the key takeaways from Greg Clark’s session was also the idea that cities are no longer defined solely by their residents, but increasingly by the interaction between residents, visitors, talent, and broader external audiences. He framed this around a balance between identity, projection, and perception. Do you think many DMOs still struggle to strike that balance between serving local communities and positioning destinations externally?

Yes, absolutely. There are some fantastic examples, but many destinations still struggle with that balance. One of the reasons Greg Clark’s presentation resonated with me so strongly is because, in many ways, we are measuring very similar things. Greg spoke about three elements that really matter. The first is what he referred to as the “raw materials” or the substance of a place; what I often describe as the assets and attributes of a destination. What makes a place distinctive? What is its inventory? What kinds of events does it host? What infrastructure, traditions, culture, economic strengths, or social characteristics define it?

The second dimension is delivery: how a city projects itself and translates those assets into action. I refer to this as projection. What are we actually doing? How are we communicating? Are we engaging meaningfully with audiences, or are we simply broadcasting messages?

The third element is results. Do we gain recognition? Is the place understood externally in the way it intends to be understood? Do we measure impact? And importantly, do we share those measurements and outcomes with our primary stakeholders, the residents themselves?

In essence, that is the framework destinations should be working with. The challenge is that many DMOs, particularly in Europe, often do not really have the mandate or institutional license to operate at that broader strategic level.

Why so? What are the structural reasons behind it?

Because the system is very siloed. We come from a tradition that is highly bureaucratic. Bureaucracy is meant to protect citizens, but in practice it can sometimes produce the opposite effect – becoming more about protecting political structures than enabling effective decision-making.

In Europe in particular, the DMO landscape is highly politicised, and many politicians are involved in its governance. And politicians, above all, are often troubled about one thing: their own residents. The thinking becomes: “I am elected, I don’t want to have residents constantly in the room challenging decisions once they are made.” Of course, this is a generalisation, and there are many outstanding exceptions.

What is still needed is a clearer understanding that the value of tourism is no longer just about attracting visitors through promotion. It is about managing a place and that must be done together with the city as a whole.

But if you go to a placemaking congress (and I often speak at those) you will rarely see people from tourism. And if you come to a tourism conference like this one, Greg Clark is still something of an exception. You don’t often see many professionals from the urban or city strategy world either. So, they are not really in the same room, and they do not necessarily know each other’s frameworks or language. That disconnect also explains part of the tension. There is, unfortunately, still a perception problem around tourism, even though much of the sector is actively engaging with these issues and thinking deeply about them.

That said, we are at the beginning of a shift. I have worked on a strategy for the European Travel Commission, where you can clearly see how differently countries approach these questions. In Europe, no two destinations think more differently than Portugal and Spain for example. They operate in fundamentally different models. Spain is much more driven by the logic of a large-scale industry that needs to be filled and activated, and is generally more vocal in that industrial framing. Portugal, on the other hand, tends to emphasise green positioning, smaller scale development, and experience management in a more curated and controlled way.
 

This also seems to connect to the idea of “projection” you mentioned earlier. In your view, is one of the recurring challenges for destinations that they are either very good at what they do but struggle to communicate it effectively; or, conversely, very strong at promotion but less consistent in delivery?

That’s exactly the dimension of the country that shapes mindset and conditions the message. I’m glad you mentioned projection, because it’s central here.

To take Helsinki as an example, one of the things that stood out in yesterday’s discussion is that they actually have many strong elements already in place. They have solid projects, clear symbols, and strong underlying narratives. But they don’t always know how to communicate that effectively. That communication gap is interesting, because in many other cases, it is the opposite problem.

Some destinations are extremely strong at marketing – meaning promotion, messaging, and promise-making – but that becomes a risk if it is not aligned with reality. If you over-promise and under-deliver, you inevitably generate negative sentiment about the place. That is something we see quite often.

A simple example I sometimes use with my students is coastal destinations in Belgium or Canada, where imagery often shows constant blue skies. But the reality is more nuanced; it is often grey, there is drizzle, there is rain. The point is not to idealise, but to be honest and aligned with lived experiences.

With Helsinki, it is almost the reverse. There is a very strong foundation with sustainability thinking; a kind of “new world” mindset, deeply rooted in cultural values around social diversity, equity, and inclusion. There is also a very strong connection with nature, where forests and green spaces are literally woven into the urban fabric.

But at the same time, there is a cultural tendency not to talk about it too loudly, because in a Finnish context, self-promotion can be perceived as showing off, which carries a negative connotation. So, my joke is always: you just need to hire a Dutch person and put them in front of a Finnish DMO, and you will probably see some magic happen. Because culturally, there is a different comfort level when it comes to communicating value outwardly.
 

“The strongest city brand is ultimately its residents.”

So would you say that this tendency to embellish reality, like presenting an overly idealised version of destinations, can ultimately undermine long-term trust and repeat visitation?

Yes, that’s exactly the issue. If you look at many traditional communication systems – and you still see this on channels like CNN – you often recognise the old model. I don’t want to criticise specific places, but the narrative is often very generic. It becomes an inventory of statements: "we are friendly; we have good food; we have a great lifestyle; we welcome you." And the question is: what does that actually mean? What does this place stand for? What does it want from the visitor in return?

That is where a lot of destination communication is still stuck. There is sometimes a belief that marketing and sustainability are separate, or even in tension with each other. But in reality, if you look more closely, they are increasingly converging. There are very strong counter-examples: Colorado, for instance, with initiatives like “Care for Colorado,” is doing excellent work in connecting marketing with responsible behaviour; Prague has taken a similarly interesting approach with “The Honest Guide,” using humour to address overtourism and influence visitor behaviour. Iceland has also done this effectively with campaigns like “Iceland Academy,” again using comedy and cultural self-awareness.

These approaches tend to work because they are not just promotional; they are most of all behavioural. They reflect identity, but they also shape how visitors behave when they arrive. That is important, because a significant part of what is often labelled as overtourism is not purely about volume, but about behaviour. If you look at cases like Amsterdam, for example, many of the interventions are not about reducing demand, but about managing behaviour in specific contexts, particularly around nightlife and alcohol-related issues. So, the shift is from idealised storytelling to more honest, sometimes even humorous, and ultimately more behavioural forms of communication.

So would you say that, in some cases, over-marketing can actually dilute or constrain a city’s authentic identity in destinations? In that sense, would you see Turin as almost the opposite case of Helsinki?

I’m going to surprise you, but there is something quite specific and cultural in Turin that any Italian will recognise immediately. They are not your cliché Italian stereotype of people speaking with their hands, being loud, and very expressive. Don’t forget this is a city with a strong mountain identity, close to the Alps, very up North, with influences that are also a bit Swiss and a bit French. So culturally, there is a certain restraint, a sense of elegance and understatement around them.

At the same time, the city has an enormous amount of heritage, sophistication, and depth. Yet, they often position themselves as the underdog: “We are not Florence, we are not Venice, we are not Rome.” But if you look objectively at the assets they have – museums, architectural heritage, the legacy of Leonardo da Vinci, the Holy Shroud, institutions like the Galleria Sabauda with extraordinary Flemish and Spanish collections – it is remarkable. And yet, the perception internally is often: “Yes, but everyone in Italy has this.”

Do you think many cities and DMOs still fall into the trap of over-segmenting visitor profiles, or of treating “the tourist” as a generic category rather than a set of more meaningful motivations and interests?

Yes, and I think this is quite a recent shift in our work with destinations. Historically, it was very generic: “the tourist” as a single, almost mythical creature. One of the things I have been trying to explain over the past two years is that this category does not really exist. What does exist are people with very specific passions and motivations; people deeply interested in art, or culture, or food, or design, or heritage.

In many destinations, what we still see is what I would call an “adhocracy” approach – an ad hoc decision-making. In other words, if an opportunity arises, we’ll seize it; or if there’s an event coming up, we should always bid for it. A constant effort to act ahead in every situation. But without a clear long-term strategic question behind it: what are we, and what is our bidding strategy over the next five years? How does this reinforce our positioning?

Because when that alignment exists, it becomes much more powerful. You are no longer just reacting to opportunities; you are shaping demand in line with your identity. Take Turin as an example again. If you position it strategically, it becomes a natural fit for conferences around food, wine, or architecture. It already has that identity. So the opportunity is not to invent something new, but to refine and slightly adjust how that identity is activated through bidding and programming.

That is where destinations become significantly more attractive, when there is coherence between who they are, what they bid for, and how they want to be perceived over time.
 

This connects to a broader strategic question I hear often around the events industry: are cities actively aligning their bidding strategies with their core sectors and identity? In that context, do you think business events and association conferences can also play a role in addressing, or at least balancing, the ongoing debate around overtourism?

Yes, I think it is worth pursuing business travel precisely because of its value profile. A professional delegate, for example, can generate three to five times the value of a leisure traveller. But more importantly, this only really makes sense when it is aligned with the identity and strategic positioning of the destination.

Take Brussels as an example. If you host a global conference of surgeons or cancer specialists there, it reinforces something that already exists: Belgium’s role as a global leader in medical expertise and healthcare systems. In that case, the event is not just an economic driver, it is a logical extension of the city’s positioning.

Where it becomes less coherent is when business events are treated purely as volume or as an incentive mechanism. For example, bringing groups to destinations primarily for leisure or celebration purposes with limited connection to local strengths. That is where the distinction between “business tourism” and actual strategic alignment becomes more blurred, and I personally think that distinction is important.

This is also why the terminology itself is sometimes debated. Because in reality, it is not purely tourism, and it is not purely business either. It sits somewhere in between.

Looking back at your work with both cities, what were the biggest surprises for you, either elements you were not aware of before or aspects that ultimately enriched your understanding of Helsinki and Turin?

What really surprised me about Helsinki is the depth and richness of its cultural offering, and how quietly it is communicated. I am personally very interested in classical music, and when you look at figures like Jean Sibelius, Esa-Pekka Salonen or composers such as Kaija Saariaho, these are globally significant names. Yet they are not strongly present in the national or city storytelling. The same applies to their broader musical ecosystem: large-scale choir traditions, internationally known electronic music like Darude, or even genres such as heavy metal and what you could call opera metal.

Yet, very often, this is not part of how the city presents itself externally. There is a tendency to assume it is “generic” or that everyone already knows it, which means it remains under-communicated. That comes from a very modest and humble cultural attitude, but it also means a significant part of its identity is not fully leveraged.

With Turin, the surprise was almost the same but unexpected. It is not that “Italy” from the stereotypical image that people pick up from television, and this challenge our assumptions. Turin is often quieter, more reserved, and more understated than the common image of Italian cities. Modern Italy is far more complex than a single narrative, and regional differences are extremely strong, from Sicily to Lombardia.

What struck me is that Turin itself often underestimates its own significance. There is a form of local humility, or even low self-confidence, where the city does not fully believe in the strength of its own identity. I found myself repeatedly encouraging them to speak more openly about what they have. Localism is also very strong in Italy. Sometimes even highly relevant assets are considered “not quite ours” if they sit just outside administrative boundaries. For example, wine regions such as Barolo are very close, but not always fully integrated into the Turin narrative. The same applies to industrial heritage like Olivetti, which is sometimes treated as peripheral even though it is part of the wider story.

When you step back, you realise how extraordinary this ecosystem is. Turin sits at the centre of an incredibly dense network of globally relevant brands and legacies – from Lavazza and Fiat to Lancia, Martini, and others – many of which are just slightly outside the city core, but still part of its wider identity. Almost like the city is the spider on this vast web.
 

“If you over-promise and under-deliver, you inevitably generate negative sentiment about the place.”
 

My final question, Frank, relates to the political dimension of all these topics we’ve been discussing: data, sustainability, and overtourism. Do you think these agendas are often driven more from the top, by political and decision-makers, rather than emerging organically from visitors or even local communities? If so, does this create a structural gap in how DMOs and political systems interact?

That’s a very good question. When I was younger, working as an academic, I used to write reports, research papers, and strategies. Many of them were never published, they simply ended up in a drawer on a politician’s desk. Well-researched, well-paid work, but often not the right moment for it to be acted upon.

At some point, I decided to flip that logic entirely. Even a strategy should be co-created with residents. Because what is happening now is that cities are constantly “speaking” through lived experience: what is actually happening in that city that makes residents react and conversations unfold in real time. If politicians hear that noise, they have to relate to it. So instead of producing closed documents, the process needs to be much more open and visible.

I’m not saying everything I have done has been successful, but some of the most meaningful moments came when I found myself directly in conversation with political leaders. For example, in Calgary, the mayor said: “Everybody is talking about this, so I wanted to meet you.” The same happened with ministers of tourism and other decision-makers.

That is when you realise the model has flipped. It is no longer about designing something in isolation and then handing it over to politicians. It becomes about reflecting back what residents are actually thinking, in a way that is visible and actionable. If you don’t do that, then politicians can effectively do whatever they want with you. Navigating that environment becomes a craft in itself, particularly for a European DMO. These political cycles also operate within very narrow decision-making windows. You have a limited amount of time to make an impact, and it becomes the responsibility – I would even say the duty – of a DMO CEO to make the most of that window and ensure something meaningful happens within it.

Essentially, for them, figures and facts increasingly serve as a trigger for generating immediate value, rather than planning for long-term value.

At a previous conference in Budapest, there was a professor from Toronto who said: “if it’s not measured, it doesn’t exist.” I think we also need to move away from that framing, because the line between human beings and data is becoming increasingly blurred. What is agentic AI now, right? It’s a kind of personified AI. I’m very curious about how that will evolve.

As we saw in one of these sessions, restaurant recommendations in various major cities are being digitally influenced by the perceptions and ratings of visitors who lack first-hand knowledge of local restaurants. Those recommendations are triggered by AI, by data, reviews, and ratings. So the credibility, or even the perceived relevance, of a city based on data could potentially be shaped, or even tweaked, in ways we are only beginning to understand.
 

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At Helsinki’s Oodi Library, Michael Otremba and Charlotte Bellmann challenged the industry to rethink tourism beyond economics, positioning it instead as a driver of well-being, health and human connection, with impacts that can increasingly be measured through data © City Destinations Alliance

As European destinations face growing pressure to balance tourism growth with sustainability, quality of life and long-term urban resilience, the tourism industry is entering a period of significant transformation. Questions surrounding visitor flows, resident acceptance, regenerative tourism, mobility, well-being and the increasing role of data and AI are becoming central to how destinations position themselves for the future. At the same time, changing traveller behaviour across Europe, from shorter and more frequent trips to shifting expectations around sustainability and authenticity, is forcing destinations to rethink both tourism development and visitor management strategies.

At the CityDNA Conference 2026 in Helsinki, we sat down with Charlotte Bellmann from the German Institute for Tourism Research (DI Tourismusforschung) to discuss how traveller behaviour, sustainability and data-driven destination management are reshaping tourism across Germany and Europe.

From the growing preference for shorter and more frequent trips to the rise of regenerative tourism models, the conversation explored how destinations are adapting to changing visitor expectations while trying to balance the needs of residents, businesses and local communities. The German researcher also reflected on the widening role of data and AI in destination management, the relationship between travel and well-being, and the ongoing challenge of ensuring that tourism creates long-term value rather than simply increasing pressure on cities and infrastructure. 

Charlotte, your work at the German Institute for Tourism Research places you at the centre of understanding traveller behaviour and evolving tourism patterns across Germany. From your research perspective, how is traveller behaviour changing today?

From a leisure travel perspective, one of the trends we are observing through the ReiseAnalyse by the Forschungsgemeinschaft Urlaub und Reisen e.V., is a shift towards more frequent short trips, mainly within Germany. The average length of stay of the main holiday has declined in the last decades, while the number of additional short trips has increased.

So, the trend is increasingly about travelling more frequently, but often within the country itself?

Yes, exactly. Traditionally, families would often take one long summer holiday lasting two or even three weeks. What we are seeing now is a shift away from that model. Instead, people are travelling more frequently throughout the year, but for shorter periods, up to four days. The concept of the single, long summer vacation is gradually evolving into a pattern of multiple shorter escapes spread across the calendar year.

Holidays within Germany are very popular, especially for these shorter trips. Germans continue to show a very strong appetite for domestic travel. Certain regions consistently remain the most popular, particularly Schleswig-Holstein along the coast and Bavaria, known for its mountain landscapes as well as the bigger cities in Germany like Berlin, Hamburg, Cologne.

At the same time, Germans continue to travel extensively abroad as well, particularly across Europe. Mediterranean destinations, for example, remain extremely popular among German travellers. What is particularly interesting is that demand for southern European destinations remains very strong even during periods of extreme summer heat, when one might expect travellers to shift towards cooler regions. Despite changing climate conditions, these destinations continue to attract significant demand.

Sustainability and digital transformation are increasingly shaping the future of tourism. From your perspective, where do German destinations still face the biggest gap between sustainability ambitions and practical implementation?

Sustainability is certainly one of the defining issues in tourism today, alongside digitalisation, the development of data hubs and, increasingly, AI. These areas are becoming more and more interconnected.

When it comes to implementation, many German destinations are already doing substantial work to integrate sustainability into tourism development. However, destination management organisations are not always the ones directly responsible for every aspect that influences tourism. Mobility, for example, remains one of the largest contributors to greenhouse gas emissions in the sector, yet DMOs often only have limited influence over how transport infrastructure and mobility systems are planned.

Cities often perform better in this regard because they already benefit from stronger public transport systems. That naturally makes sustainable mobility easier to implement than in rural destinations.

There has been significant progress across Germany. Berlin, for example, has introduced comprehensive sustainability measurement and certification frameworks, encouraging tourism businesses to participate and actively highlighting operators that meet sustainability standards.
 

"Without the support of the local population, a destination inevitably loses part of what makes it attractive in the first place: its character, its atmosphere, its sense of place."

Based on your research at the institute, do you still find that sustainability in tourism is perceived as expensive, particularly when it comes to reconverting operations and existing structures?

Yes, that perception is still quite common, especially when it comes to reconverting existing structures. Sustainability does involve costs. Traditional tourism operations have often been optimized to keep costs low, sometimes at the expense of environmental and social considerations. Moving toward more sustainable practices therefore requires investment, particularly when retrofitting buildings, upgrading energy systems, or changing operational processes.

In that sense, sustainability does require investment. But I wouldn’t frame it as a simple either-or equation. There is a middle ground where it is possible to develop more sustainable tourism products and operational structures while still maintaining price levels that remain accessible and acceptable for travellers. Importantly, many sustainable measures, such as improving energy efficiency, reducing water use, or minimizing waste, can lower operating costs over time. The challenge is less about sustainability being too expensive overall, and more about the initial investment and uncertainty involved in making the transition.

What are the most important findings that destinations should take into account when looking at the relationship between travel and well-being, particularly in leisure travel?

Research into the connection between travel behaviour and well-being has increased considerably over the past decades, with significant contributions coming from studies in Australia and the Netherlands. There is strong evidence that travel has a positive impact on subjective well-being – meaning the positive emotions people experience, their overall life satisfaction and other aspects. Studies consistently show that people tend to feel more content when they travel than in their everyday routines. This is largely linked to a range of psychological needs that are more easily fulfilled during travel.

Would it be fair to say, then, that this effect is more about psychological relief and autonomy than about the destination itself?

In a way, yes. One of the key factors for recovery is the ability to detach from everyday stressors, whether that is work, household responsibilities or general obligations. Travel creates a mental distance to these stressors and also a sense of autonomy, where individuals regain control over their decisions rather than operating within externally imposed structures.

Psychological needs like these are more effectively met while on holiday or during leisure time. This fulfilment has a direct impact on subjective well-being, which in turn influences how people manage stress. And we know from medical research that stress is a significant risk factor for a range of health issues, including cardiovascular health and broader systemic conditions. In that sense, travel can play a meaningful role in supporting both well-being, recovery and health outcomes.

In a current project in collaboration with Hamburg Tourism analysed the impact of travel activity on the subjective well-being of German travellers, both domestically and internationally. We developed a measurement instrument based on an established psychological model that captures these key need dimensions.

Using this methodology, we were able to quantify the well-being benefits associated with travel behaviour. The project is still ongoing, and here at the conference I presented initial findings together with Michael Otremba, CEO from Hamburg Tourism. Further statistical analysis is currently underway to better understand how these well-being effects are shaped, particularly whether they are influenced by trip design. If that proves to be the case, it would provide destinations with very tangible insights into how they can design products and experiences that actively enhance travellers’ well-being.

Would you then also consider the context of the traveller’s everyday life as part of that equation, rather than only the trip itself?

The life circumstances are definitely an important factor to consider, that leads into the second analytical focus of our study. We are examining whether individual life circumstances play a role in how effectively people recover while on holiday. Essentially, we are asking whether the benefits of travel differ depending on how demanding, stressful or structured someone’s daily life is in the first place… the conditions they are temporarily stepping away from. So, in combination, these two perspectives allow us to better understand not only how travel is designed, but also how it interacts with the realities of people’s everyday lives.

One of the recurring discussions here (at the CityDNA Conference in Helsinki) is how data and optimisation can improve the services that DMOs and cities offer to both visitors and residents. At the same time, there is a broader concern: as destinations increasingly rely on similar data-driven models, curated experiences and global consumer trends, is there a risk that cities start to lose their distinct character and begin to look and feel increasingly alike? How does your research address this tension between optimisation and authenticity?

We don’t currently have a dedicated research project that focuses directly on that question in those exact terms. However, we do have a number of studies looking at tourism acceptance among local populations, which touches on some of the aspects you are referring to.

This is becoming an increasingly important field of research, because in many destinations we are seeing growing resistance from local residents towards tourism development. And that is critical, because without the support of the local population, a destination inevitably loses part of what makes it attractive in the first place: its character, its atmosphere, its sense of place.

As was highlighted in the conference keynote by Professor Greg Clark from The DNA of Cities, it is ultimately the people who shape the identity of a destination. Resident perspectives and needs have to be part of the tourism development process. In fact, there are numerous cases where local communities have actively influenced or even pushed back against certain forms of tourism development. A more sustainable path therefore lies in collaborative approaches where tourism development is shaped jointly with residents.

The keynote clearly highlighted how the “DNA” of a place is essential. It is not just about optimisation or efficiency, but about ensuring that tourism development is rooted in the specific identity of the destination you are marketing and shaping.

So, would you say that one of the core challenges in destination development is finding the right balance between visitors and residents, or is it more complex than that?

I think it is certainly part of it, but it is more complex than a simple balance between visitors and residents. Multiple stakeholder groups need to be taken into account: residents, visitors, businesses, institutional stakeholders and such.

At the same time, destination development also has to address several dimensions in parallel: economic, social and ecological. The challenge is to align these different interests in a way that supports genuinely sustainable development.

Increasingly, in tourism research and practice, this is being discussed through the concept of regenerative paradigm. The idea goes beyond sustainability as “doing less harm” and instead focuses on creating a net positive impact where tourism actively contributes to the well-being of the place and its people. In its ideal form, tourism is structured in such a way that visitors themselves become meaningful contributors to the destination, rather than simply consumers of it.
 

There is an ongoing discussion about whether cities are now shaped not only by residents but also by visitors, who can act as contributors rather than just consumers. Do you think destinations are already moving towards this “net positive” model, or are visitors still primarily perceived as a burden in many cases?

Destinations are currently in a phase of transition. In many places, visitors are still perceived primarily as consumers who place pressure on infrastructure, housing or public space. However, there is growing recognition that tourism and local life are not separate systems, but deeply interconnected.

For a long time, visitors were seen mainly as users of urban infrastructure. Yet much of what is commonly described as “tourism infrastructure” is in fact shared by residents and visitors alike. Restaurants, museums, cultural venues, nightlife and public spaces are not created exclusively for tourists; they are part of the everyday urban ecosystem and contribute to residents’ quality of life as well.

Research increasingly supports this perspective. Our institute has collaborated with the city marketing alliance Magic Cities Germany e.V. to study the relationship between tourism and residents’ well-being. The findings indicate that cities with strong tourism infrastructure often offer a broader range of cultural, social and gastronomic opportunities that are also positively perceived by local communities.

At the same time, whether tourism becomes genuinely “net positive” depends largely on how value creation is structured within the destination. Tourism providers are not simply service operators; they influence whether visitor spending generates long-term local value or quickly leaves the destination again. Where tourism systems are dominated by international corporations, significant portions of revenue may flow back to headquarters abroad, limiting the direct benefits for residents and local economies.

This is precisely where the regenerative tourism paradigm becomes important. The objective is not only to minimise negative impacts, but to ensure tourism creates economic, social and cultural value locally. Destinations therefore need to manage tourism carefully in order to build balanced ecosystems in which visitors actively contribute to long-term local development rather than being perceived solely as a burden.
 

"Travel creates a mental distance to our everyday stressors and also a sense of autonomy, where individuals regain control over their decisions"

How relevant is the concept of sustainable travel today in Germany? To what extent are travellers actually seeking and choosing sustainable offers, certifications and travel options in practice?

We do still see a significant attitude-behaviour gap in this area. In Germany, there is a long-standing tourism consumer panel, the ReiseAnalyse, which has been tracking these developments for many years. It clearly shows that while attitudes towards sustainable tourism are relatively high, both in terms of ecological and social sustainability, actual purchasing and travel decisions often tell a different story. In other words, people tend to express strong support for sustainability, but this is not yet consistently reflected in their travel behaviour, so the gap remains quite substantial.

That said, there are some encouraging developments. In business travel in particular, we are seeing a gradual increase in sustainable choices. This is largely driven by corporate policies, where companies now often require employees to book more sustainable accommodation or to offset their carbon emissions when travelling. In this segment, the relevance of sustainability is clearly growing. Among leisure travellers, however, the trends are still relatively limited. There are signs of change, but they remain small and somewhat fragmented at this stage; still very much in an early phase of adoption rather than a mainstream behavioural shift.

Do you think destinations today risk over-segmenting their visitor strategies, or is it still necessary to differentiate strongly between target groups and tailor offers accordingly?

I think it is important for destinations to understand the different target groups they are addressing. Particularly given the challenges many cities face around visitor distribution and seasonality.

Identifying these audiences clearly,and then developing both communication and products that respond to their specific needs,can be extremely valuable. It helps reduce pressure on peak periods, encourages a better distribution of visitor flows beyond the main tourist hotspots, and ultimately supports a more balanced experience of the city.

In turn, this can also have a positive impact on resident satisfaction with tourism, because it reduces concentration effects and helps integrate visitors more evenly into the urban environment.

Is one of the main challenges for European destinations today to divert visitors away from major cities like Lisbon, Berlin or Rome towards lesser-known or less-visited areas?

In Germany, we are not yet facing a significant over-tourism problem on the scale seen in cities such as Barcelona, Lisbon or Venice. There are certainly instances of crowding in specific areas and during peak periods – for example Berlin has experienced some pressure in that regard, but overall the situation is at a different magnitude compared to some of the more heavily impacted European destinations.

Crowding in certain hotspots can be managed with a well-developed visitor strategy, combined with targeted distribution measures to help alleviate pressure on these areas. The aim is to avoid concentrating demand along a single “main route” of attractions and instead encourage a more even spread of visitors across the city or region.

At our institute, we have also worked on projects analysing visitor flows using mobile app and big data sources. Without going into too much technical detail, these studies clearly show that movement patterns within destinations can be understood and, to some extent, influenced through data-driven management approaches.Ultimately, there is a clear evolution both in research and in practice towards better understanding and shaping how visitors move, but it remains a complex interplay between natural demand patterns and strategic destination management.
 

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

The appointment of Alexander Alles as ICCA’s new Senior Director of Advocacy and Sustainability marks more than a leadership transition. It signals a deliberate shift in how the global association meetings industry intends to position itself, moving beyond broad narratives around economic impact and towards a more evidence-based, policy-oriented, and accountable model of advocacy.

At a time when sustainability claims are facing increasing scrutiny and destinations are being challenged to demonstrate measurable value, ICCA is investing heavily in advocacy frameworks, professional standards, sustainability governance, and global partnerships designed to translate ambition into implementation. From Net Zero Carbon Events and EarthCheck to talent development, impact measurement, and destination capacity-building, the organisation is reshaping its role from industry association to strategic infrastructure for the global meetings ecosystem.

In this exclusive HQ interview, Alexander Alles discusses the structural challenges facing the sector in 2026, the growing political relevance of business events, and why the future of the industry will depend less on promises and more on credibility, measurable outcomes, and institutional alignment.
 

As the global meetings industry becomes increasingly data-driven, ICCA is positioning itself at the centre of intelligence and insight through initiatives like GlobeWatch. How are tools like GlobeWatch transforming ICCA from a sector association into a global intelligence infrastructure capable of informing advocacy decisions with governments and destinations? To what extent is this data being used as a tool for political influence and benchmarking in how destinations shape their strategies?

GlobeWatch, also known as the ICCA Ranking Report, fundamentally changes the role ICCA can play in public policy conversations. Our industry has traditionally relied on narratives like the value of hosting, the prestige, the economic uplift. Those arguments still matter, but governments now demand something more: evidence that is comparable, defensible, and ideally tied to national priorities.

GlobeWatch moves us beyond “rankings as headlines” into intelligence as infrastructure. It's a system that informs real decisions: where meetings are moving, which sectors are growing, how association patterns connect to knowledge ecosystems, and what this means for a destination’s competitiveness. For governments, this translates business events into the language of policy: trade, innovation, talent, research collaboration, and soft power.

It could be said that the Rankings Report is being used for political influence because policy is shaped by credible evidence. When officials see that high-priority subject areas such as medical research, energy, AI are convening internationally, those meetings stop being “events” and become platforms for economic diplomacy and knowledge-sharing.

Benchmarking is also evolving. The most sophisticated destinations are no longer asking “Where are we in the ranking?” They’re asking: “How do we strengthen our position in specific sectors? How do we build bidding capability? What policy levers drive growth?” GlobeWatch provides a shared baseline to answer those questions, and that makes advocacy conversations with governments far more productive, because we’re focused on outcomes and competitiveness, not just volume.
 

ICCA has been investing in initiatives such as the Young Professionals Forum, the Future Leaders Council, and various mentoring and capacity-building programmes. How do these initiatives fit within ICCA’s broader advocacy strategy for talent attraction and development? To what extent is preparing the next generation one of ICCA’s most effective ways of ensuring sustainable and structural transformation in the events sector?

Talent is not a “nice-to-have” for our industry. It is an existential issue. If advocacy is understood as enabling the future of international meetings, then the ability to attract, develop, and retain skilled professionals becomes one of our most strategic forms of advocacy.

Programmes such as the Young Professionals Forum, the Future Leaders Council, mentoring initiatives like ICCALift, and ICCAUni reflect three interconnected priorities.

First, workforce competitiveness: destinations and organisations cannot advance on impact, sustainability, or innovation without the right professional capability in place. Talent development is therefore a prerequisite for progress across the sector.

Second, industry legitimacy: structured learning pathways and leadership development strengthen the case for business events as a serious economic sector, one that merits attention in policy discussions and public investment.

Third, structural transformation: the next generation is increasingly values-driven. They expect purpose, inclusion, sustainability, and measurable outcomes. Supporting and engaging with that mindset accelerates change in ways that no single framework or policy intervention can achieve on its own.

Taken together, these initiatives function both as a talent pipeline and as a culture catalyst. The objective is not only to teach skills, but to shape how future professionals think about the industry: how they design meetings that deliver legacy, how they apply science-based sustainability criteria, and how they articulate value to policymakers and stakeholders.

In that sense, cultivating change through the people who will eventually run the system is precisely what makes this approach capable of delivering lasting, structural transformation.
 

ICCA has been advancing its impact agenda through targeted education initiatives such as the "Impact Masterclass", designed to help associations and destinations better understand, measure, and deliver long-term legacy outcomes. How do you intend to close the gap between ambition and capability when it comes to designing events for measurable impact? Is the industry sufficiently equipped to deliver on the “impact and legacy” agenda?

The ambition is there. The gap lies in capability, and more specifically, in the absence of repeatable methodology. Where impact falls short, it is usually for a few consistent reasons: we confuse good intention with measurable outcomes, we fail to establish baselines or define success early enough, and we often treat impact as a communications exercise rather than an integral part of event design.

The Impact Masterclass is designed to address exactly that by making impact practical and operational: providing a shared language, a consistent toolset, and a structured approach. A central element of this is encouraging organisers and destinations to articulate a theory of change, what problem they are trying to influence, who the relevant stakeholders are, what activities lead to specific outputs and outcomes, and ultimately what constitutes legacy, supported by clear evidence of change.

Is the industry sufficiently equipped today? In parts, yes, but unevenly. There are pockets of strong practice and advanced thinking, but also many areas where capability is still developing. The direction, however, is clear: impact is becoming a competence rather than a slogan.

The next step is turning learning into implementation through practical mechanisms: templates, coaching, community case libraries, and shared measurement frameworks. The objective is not perfection; it is credibility and progress. The ability, increasingly, to demonstrate that a meeting did not simply “happen,” but contributed meaningfully to change in areas that matter.
 

"I believe the industry has reached a point where success needs to be defined with specificity rather than aspiration alone, and that is very much how I approach ICCA’s priorities for 2026."
 

As sustainability claims come under greater scrutiny, the need for credible, science-based validation has never been more pressing. What impact does the partnership with EarthCheck have on how ICCA validates the sustainability of its own events? How is this scientific foundation reshaping the credibility of the association’s advocacy narrative?

The sustainability conversation is shifting quickly from aspiration to accountability. The EarthCheck partnership is significant precisely because it responds to one of the industry’s persistent challenges: the need for credible validation grounded in science and transparent criteria.

Before addressing verification directly, it is important to be clear about ICCA’s position within the broader sustainability architecture of the events industry. ICCA was one of the founding members of the Net Zero Carbon Events initiative, the industry-wide pledge framework that defines how organisations across the global events sector commit to, measure, and report on their pathway to net zero. That founding role is not symbolic. It reflects an active contribution to shaping the commitments that the wider industry is now being held to, and it also brings with it a responsibility to demonstrate that those commitments translate into practice both for our members and for ourselves.

For ICCA events, the objective is not simply to “do sustainability,” but to prove it, improve it, and communicate it responsibly. Third-party verification helps reduce the risk of greenwashing and sharpens focus on what genuinely matters: emissions hotspots, supplier practices, waste systems, destination infrastructure, and behavioural design.

A concrete example of this approach is the achievement of zero food waste to landfill certification at a recent congress. That is not a slogan but a verified outcome, independently assessed. It required redesigning procurement and waste management processes, working closely with venue and catering partners to close the loop on food systems, and ultimately delivering a measurable result. This is what credible sustainability looks like in practice.

From an advocacy perspective, credibility is central. When ICCA speaks to governments and destinations about sustainability, it must demonstrate that it holds itself to robust standards, not merely encourages others to do so. A scientific foundation shifts the narrative from “we care” to “we can demonstrate measurable performance and continuous improvement.” That is the language policymakers and stakeholders respond to.

The memorandum between ICCA and International Federation of Exhibition & Event Services (IFES) brings together two globally influential communities, connecting the association meetings ecosystem with the wider events supply chain. How does ICCA plan to leverage this integration to drive more consistent standards, particularly in sustainability, innovation, and professional development, across such a fragmented industry? How is this shaping ICCA’s structural and institutional alignment?

Systemic change requires engaging the full ecosystem. Association meetings are not delivered in isolation; they depend on a complex supply chain that includes production, design, AV, logistics, venues, transport, and digital infrastructure. This fragmentation is one of the key barriers to achieving consistent standards, whether in sustainability, quality, or innovation.

The closer alignment with IFES helps connect ICCA’s association and destination network with the operational reality of delivery, enabling three practical shifts.

First, standard-setting through procurement: sustainability and quality improvements happen more quickly when expectations are embedded directly into briefs, RFPs, and supplier contracts, rather than treated as downstream considerations.

Second, shared professional development: aligning training and competencies across the supply chain helps close capability gaps and raises the consistency of outcomes across different markets and event formats.

Third, innovation diffusion: new practices and technologies spread more effectively when suppliers and buyers are part of a shared learning ecosystem, rather than operating in parallel silos.

Institutionally, this collaboration shifts ICCA from being primarily a convener of one community to a connector across multiple communities. That creates a more horizontally integrated position, which in turn increases the association’s ability to influence how standards are not only defined, but actually implemented in practice.

In addition, IFES serves as the implementation body of Better Stands under the Net Zero Carbon Events (NZCE) initiative, which aims to transition the industry from single-use to reusable exhibition stand systems. As a founding partner of NZCE, ICCA is committed to using this global framework as a practical mechanism to accelerate sustainability across the wider events ecosystem.
 

Signing moment between Jörg Zeissig, IFES President, and Senthil Gopinath, ICCA CEO at IMEX Frankfurt 2025  

As the complexity of international meetings grows, so too does the need for globally aligned professional standards, particularly for PCOs. How will cooperation with the International Association of Professional Congress Organisers (IAPCO) contribute to the development of global professional standards with a direct impact on the sustainability and environmental footprint of meetings? What role do event organisers play in driving that transformation?

Organisers, and PCOs in particular, occupy a crucial leverage point within the meetings ecosystem. They are the actors who translate strategic intentions into operational reality. An organisation may have the most ambitious sustainability strategy in the world, but if the organiser lacks the competence, authority, or practical frameworks to implement it through planning, supplier selection, and programme design, those ambitions will not materialise.

Cooperation with IAPCO brings together ICCA’s advocacy and destination perspective with IAPCO’s deep expertise in professional practice, competency frameworks, and education. This alignment is important because many of the most effective sustainability improvements are operational in nature: venue selection, energy sourcing, food systems, freight and logistics, delegate mobility, and the integration of digital alternatives where appropriate.

The broader objective is to establish greater global alignment around what “good practice” looks like for organisers, so that sustainability does not depend solely on individual champions or isolated initiatives, but instead becomes embedded as a standard of professional excellence across the industry.

Event organisers ultimately play the role of implementers and integrators. They manage competing priorities and operational trade-offs, ensure that measurement and accountability are built into the process, and translate sustainability from a theoretical ambition into something practical, measurable, and deliverable. In that sense, they are central not only to reducing the environmental footprint of meetings, but also to embedding long-term cultural and professional change across the sector.
 

"Is the industry sufficiently equipped today? In parts, yes, but unevenly."
 

The partnership between ICCA and the Asia-Pacific Incentives and Meetings Event (AIME) reflects a strong commitment to strengthening the Asia-Pacific meetings industry through advocacy, talent development, and knowledge exchange. How does ICCA balance this regional focus with its broader global advocacy strategy? Beyond Asia-Pacific, which markets does the organisation see as the next priorities for partnership-led influence?

Asia-Pacific is a powerhouse – economically, demographically, and in terms of association development. Collaboration with AIME strengthens advocacy efforts in a region where the pace of change is particularly rapid and where an increasing share of global convenings will take shape in the coming years.

The key, however, is ensuring that regional partnerships reinforce global consistency rather than fragmentation. ICCA’s role is to ensure that while programmes and initiatives reflect local realities, the broader standards, language of value, and sustainability expectations remain globally aligned. That is why partnerships are anchored in shared frameworks around impact measurement, capability building, ethical data use, and credible sustainability practices.

Beyond Asia-Pacific, ICCA sees several regions as strategic priorities for partnership-led influence:

• The Middle East, driven by rapid infrastructure development and ambitious economic diversification strategies;
• Africa, where there is significant potential for association growth and long-term capacity building;
• Latin America, supported by strong sector communities and opportunities for deeper regional integration;
• South Asia, where scale, talent, and growing international influence are reshaping the global meetings landscape.

The underlying principle is straightforward: ICCA prioritises markets where advocacy can help unlock enabling conditions for long-term growth whether through policy support, skills development, stronger professional standards, or enhanced international competitiveness.

Capacity-building and education are emerging as key levers in turning sustainability commitments into tangible action at destination level. To what extent is sustainability training developed with the GDS-Movement accelerating real behavioural change among destinations? How do you see practical guides from certified partners translating into meaningful action on the ground?

Training only has value if it changes decision-making; what people specify, procure, measure, and ultimately report. The strength of working with certified partners such as the GDS-Movement lies precisely in the practical and systems-oriented nature of the training. It connects ambition to the operational levers that destinations can directly influence.

Behavioural change becomes visible when destinations begin addressing the more demanding aspects of sustainability: embedding sustainability criteria into bid strategies, establishing baseline measurements, collaborating with venues and suppliers on data collection, and committing to transparent reporting practices.

Translating guidance into action generally depends on three key mechanisms:

• First, local ownership: sustainability cannot simply be outsourced. Teams need to internalise the knowledge and develop the competence to apply it consistently within their own organisations and destinations;
• Second, operational tools: practical implementation requires templates, checklists, procurement guidance, and shared measurement frameworks that make sustainability actionable rather than abstract;
• Third, accountability loops: progress is accelerated when destinations work with clear targets, transparent reporting, peer benchmarking, and processes of continuous improvement.

ICCA’s role in this context is to help transform learning into community practice ensuring that destinations do not simply “graduate” from training programmes, but actively apply what they have learned, share experiences, and demonstrate measurable outcomes in real-world settings.
 

With a strong foundation of partnerships and frameworks now in place, the focus is increasingly shifting towards execution, impact, and measurable outcomes. What are the key challenges ICCA faces in 2026, and what concrete projects or actions are already on the agenda? More broadly, what metrics or milestones should ICCA and the wider industry be looking at to assess whether meaningful progress is truly being delivered?

Let me be direct: I believe the industry has reached a point where success needs to be defined with specificity rather than aspiration alone, and that is very much how I approach ICCA’s priorities for 2026.

The challenges are real. Sustainability claims are under greater scrutiny than ever before: accusations of greenwashing are no longer hypothetical reputational risks, and with increasingly stringent regulation emerging across different markets, they are also becoming legal and compliance risks. Advocacy, meanwhile, is still too reactive, often relying on narratives that governments may find compelling in principle but insufficiently evidenced in practice. At the same time, although frameworks now exist for impact, sustainability, and professional standards, adoption remains uneven across regions and throughout supply chains that are still developing their capabilities.

My focus for 2026 is therefore centred on execution across two key fronts:

The first is strengthening ICCA’s advocacy infrastructure so that it becomes evidence-led, systematic, and scalable. This means establishing a clearer advocacy framework with defined themes, messaging, stakeholder mapping, and escalation pathways, while also equipping regional directors with practical tools that enable them to engage governments confidently and consistently in collaboration with headquarters.

The second priority is turning sustainability commitments into demonstrated performance. ICCA is currently developing internal sustainability processes that involve all departments, beginning with the events team, and introducing a Sustainability Event Management System (SEMS) approach. We also intend to publish our sustainability policy transparently on the ICCA website. By the end of next year, the objective is to establish a proper baseline year covering not only events, but ICCA’s wider operations as well. Sustainability cannot remain a conversation confined to headquarters; it must become operational, measurable, and embedded at regional level.

Ultimately, the objective is to position ICCA as an organisation capable of sitting alongside any government, in any region, and making the case for international association meetings with confidence, evidence, and credibility; while at the same time equipping its members to do exactly the same.
 

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.

© ACV.at | Manzano Images

The European Congress of Radiology (ECR) 2026 transformed Vienna’s Austria Center Vienna into a fully immersive environment where scientific exchange, technology, architecture, and storytelling converged to reshape the traditional congress experience. Far beyond a conventional medical meeting, ECR demonstrated how large-scale scientific events are increasingly evolving into emotionally engaging, experience-driven environments designed to strengthen learning, networking, and long-term participant engagement.

In this interview, Susanne Baumann-Söllner (right side), Director of Austria Center Vienna, discusses the growing role of immersive design in scientific congresses, the integration of advanced audiovisual technologies such as the polySTAGE, the evolution of venues from passive infrastructure providers into active co-creators of the delegate experience, and the balance between technological innovation, scientific integrity, and sustainability. She also reflects on Vienna’s position as a leading global congress destination and why immersive formats may soon become the new standard for international events.

Susanne's picture © acv.at | Ludwig Schedl

The European Congress of Radiology (ECR) 2026 has been described as a “walk-in world of radiology”, transforming the congress from a traditional sequence of scientific sessions into a fully immersive and experience-driven environment. This approach reflects a broader shift in the paradigm of international medical events. How does Austria Center Vienna define the concept of an “immersive congress” in practical terms? And do you see this model as a one-off evolution specific to ECR, or as a blueprint for the future of scientific congresses at your venue?

In recent years, participant expectations have evolved significantly. Academic presentations alone are no longer sufficient reason to undertake long journeys, partly because most of them are already available to stream online. What matters most are, on the one hand, the many new connections that can be made in person and, on the other, the unrivalled conference atmosphere. Consequently, conferences are increasingly becoming holistically staged events that guide participants through a complete conference experience.

This consistent approach makes the conference tangible in every respect and has a profound emotional impact on attendees. The emotional connection to new experiences and new networks creates a significantly deeper and more lasting impression. People experience it and tell others about it – both in person and via social media. This is far more than just learning. The shared experience brings people together, thereby creating more opportunities for networking and fostering loyalty towards future editions of the conference.

Today’s enthusiastic participants are also tomorrow’s participants and the best ambassadors for attracting new attendees. Spreading the word only works if people have been emotionally moved. I am convinced that the conferences of the future will continue to evolve in precisely this direction and that immersive conferences will become the new standard.
 

© ACV.at | Manzano Images
 

The architecture of Austria Center Vienna, with its interconnected levels and multifunctional spaces, was actively integrated into the ECR 2026 experience, bringing together circulation, scientific sessions, and networking within a cohesive narrative ecosystem. In what ways does the design of the venue influence how scientific content is experienced and interpreted by participants? And to what extent has the Center evolved beyond serving merely as a “container” to becoming a co-creator of the scientific experience?

We have recognised that LED technology is one of the most effective ways to create an immersive experience. It ensures maximum visual impact regardless of lighting conditions and makes it possible to transform spaces emotionally – through colours, moods, scene changes, and dynamic content in real time. That is why we have invested heavily in digitalisation at Austria Center Vienna and, in addition to the world-first polySTAGE, now offer 500 m² of LED surfaces and more than 150 digital screens throughout the building. Alongside LED technology, sound is also crucial in creating truly immersive experiences. We therefore rely on Meyer Sound systems across all our halls, adhering to the same high technical standards used by Ed Sheeran and many other leading artists. In the entrance hall, we have installed a 360-degree spatial sound system, the perfect complement to the polySTAGE.

Large conferences such as ECR often make use of every level of the building. That is why we are continuously modernising the venue. As part of our latest upgrade, we created two open-plan levels at the heart of the building – Level 0 and Level 1 – both directly connected to the polySTAGE. This means that, while enjoying a coffee at the bar on Level 1, participants can simultaneously engage with the live content being broadcast via the polySTAGE.

We are therefore delighted to host such an innovative and continuously growing congress as ECR. At the same time, we are constantly evolving our venue, creating flexible new networking areas and opportunities that ultimately benefit all events hosted here.

Furthermore, we proactively develop new digital formats that we make available to our clients. These range from ready-to-use polySTAGE templates that create a strong “wow” effect with minimal effort, to themed event concepts capable of transforming the entrance hall into a stylish bar or a vibrant dance space within seconds. We also offer social media walls, chat functions, and bespoke backdrops for photo booths and selfie areas. We see ourselves not only as pioneers in immersive events, but also as providers of practical solutions from which our clients can choose. Naturally, we also deliver the corresponding lighting and sound concepts.

Scientific content that engages multiple senses – whether through immersive exhibition concepts, digital poster exhibitions, or presentations that, thanks to state-of-the-art LED technology and staging, resemble cinematic experiences more than conventional PowerPoint presentations – can be communicated in a far more memorable and accessible way. Through this immersive approach, participants also develop a deeper understanding of the content. We see ourselves as more than just a conference centre, offering our clients the ideal conditions to stage their congresses as fully immersive experiences.
 

“Academic presentations alone are no longer sufficient reason to undertake long journeys.”

ECR 2026 incorporated advanced audiovisual solutions, including large-scale LED installations, digital scenography, and innovative stage concepts such as the polySTAGE, creating a highly dynamic visual environment for scientific exchange. How was technology used to transform Austria Center Vienna into a continuous, narrative-driven environment? At the same time, is there a risk that strong visual impact could overshadow scientific clarity, and how do you strike the right balance between engagement and content integrity?

ECR 2026 got off to a flying start. The spectacular opening ceremony, LIGHT, delivered an unforgettable experience, featuring live performances by internationally renowned artists and bringing the conference theme to life both visually and theatrically, while the plenary lectures showcased cutting-edge scientific research on the main stage. Here too, presentations in the plenary sessions now bear far greater resemblance to high-end cinema productions and have little in common with traditional PowerPoint presentations. In this context, staging is also a key element in creating immersive experiences.

Likewise, integrated gamification elements – such as the “owl hunt” at ECR, which encouraged participants to explore all areas of the congress and helped ensure a natural flow throughout the venue – together with numerous engaging photo opportunities, created additional layers of interaction. This type of staging encourages participants to capture and share their experiences online.

In turn, this significantly amplifies the event’s visibility and overall brand impact. Organisations that fully embrace these technologies and environments, and invest accordingly in their preparation, are able to create strong differentiating factors and deepen participant engagement. Attendees are moved by the overall staging, benefit from enhanced learning within an immersive environment, and, thanks to the emotional connection between the experience and the scientific content, are better able to retain and recall what they have learned at the conference.

The congress theme, “Rays of Knowledge”, was conceived as a unifying concept across the entire event, expressed through visual, spatial, and programme elements throughout the venue. How do you translate an abstract concept of this nature into tangible, physical experiences within the congress environment? And in practice, who leads this process of translation – the scientific organisers, the venue, or a close collaboration between both?

This immersive conference is made possible through the excellent collaboration of multiple partners. As the venue, we provide an ideal setting and are also able to demonstrate, through showcases, the full range of technical possibilities. This enables clients to develop a clear vision for themselves, after which we are pleased to support them in bringing it to fruition with our expertise. In the case of the ECR, we have a particularly close partnership, having worked together on every congress since 1991. We are delighted to count one of the most innovative conferences among our clients.

It is truly remarkable how innovative the ECR team is and how professionally they operate. The standard ECR sets each year in terms of storytelling and on-site execution is exceptionally high. I believe that the combination of our own ideas and modernisation initiatives with those of ECR results in a highly positive and mutually beneficial collaboration. We remain in constant contact throughout. One team seamlessly hands over to another during the conference, and we learn a great deal from and with one another.
 

© ACV.at | Manzano Images

ECR 2026 was designed not only as a scientific congress, but as an integrated experience combining learning, networking, and sensory engagement. What kind of feedback have you received from international participants regarding this more immersive approach? Have you observed any changes in participant behaviour?

The ECR continues to attract increasing numbers of participants each year, most recently reaching 22,418 attendees. I am personally convinced that this is partly because the overall experience genuinely resonates with people; in such an immersive environment, they learn more effectively and, thanks to the emotional connection they form with the experience, are better able to retain what they have learned. The sheer volume of photographs and videos now being posted and shared around the world is, in itself, the most powerful form of publicity one could hope for.

“We see ourselves as more than just a conference centre, offering our clients the ideal conditions to stage their congresses as fully immersive experiences.”
 

ECR has reinforced Vienna’s position as one of the world’s leading destinations for large-scale medical and scientific congresses, supported by strong infrastructure, excellent accessibility, and close institutional collaboration, with the Austria Center Vienna playing a central role in this ecosystem. What, in your view, makes Vienna particularly attractive for international medical events of this scale? And what impact does ECR have on the local economy, as well as on Vienna’s global reputation as a congress destination?

It has never been more complex to organise outstanding international events. In Vienna, the strengths of the destination combine with the expertise of its venues to elevate events to a new level – through a combination of excellent accessibility, organisational reliability, and memorable experiences that resonate long after the event has ended. This is further enhanced by the wide range of unique venues available for on-site events.

Major conferences such as the ECR have a significant impact on the city’s economy. In 2025 alone, conferences in Vienna generated a record economic output of €1.7 billion, and conference attendees, who spend an average of €560 per night, spend around a third more than the average visitor to Vienna, whose expenditure is approximately €380. Innovative conferences such as the ECR – which, incidentally, was awarded the BEA World Festival Award in 2025 for its exceptional performance – serve as an important benchmark and therefore contribute significantly to the city’s reputation as a leading congress destination.
 

 © ACV.at | Manzano Images

Events of this scale present important challenges in terms of environmental and operational sustainability, which has led to the increasing integration of more responsible practices. What measures were implemented to reduce the environmental impact of ECR 2026? And how did you balance technological innovation and an immersive experience with your sustainability goals?

As Austria’s first Green Conference Centre, we at Austria Center Vienna place particular emphasis on sustainability. From large-scale conferences with 22,800 attendees to gala events, we certify our clients’ events free of charge as Green Meetings or Green Events in accordance with the Austrian Ecolabel. This reflects our understanding that even highly immersive formats can be designed in a sustainable way. Immersive technologies – such as our polySTAGE and LED walls – make it possible to replace material-intensive stage sets, decorations, and printed materials. The digital content is reusable and can be easily adapted for other events, thereby reducing material consumption, waste, and transport requirements. In addition, modern LED and projection systems are significantly more energy-efficient than earlier lighting and stage technologies. In this sense, an immersive experience can be very effectively aligned with sustainability objectives.

Sustainability is also a key priority for the ECR itself. For example, the catering service uses reusable cups and, where necessary, resource-efficient packaging. Reusability is equally central to stand and exhibition construction, with many elements being retained and reused in subsequent editions to support both cost efficiency and resource conservation. Furthermore, the ECR works in partnership with public transport providers and offers participants discount codes for travel by train and other sustainable modes of transport.
 

What developments do you anticipate for future editions of ECR in terms of participant experience and event design?

That’s still a closely guarded secret, and I’m already looking forward to seeing how the ECR will once again surpass itself next year.
 

ECR 2026 Transforms Vienna into an Immersive World of Radiology
 

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.

In the events industry, expectations are shifting. Beyond delivering well-run programmes, organisations are increasingly judged on the value they create for people, communities and teams over the long term. CTW Events, a Clean the World Global brand, is an event management company providing CSR and team-building event solutions, specialised in high-impact, tailor-made experiences. Their new research, Team Building in a Changing Workplace, reveals that volunteering has become a decisive factor in shaping wellbeing, talent retention, and team culture. To explore these findings, we spoke with Madison Ayache, Vice-President of CTW Events.

Purpose has moved decisively from the margins to the centre of workplace culture, and nowhere is this shift more visible than in the business events sector. According to their latest research, this change is not cosmetic but generational. As Madison observes, today’s workforce, particularly Millennials and Gen Z, has been shaped by ‘once-in-a-lifetime’ moments that have redefined how work, identity and meaning intersect. “They want to be part of something bigger than themselves, and they expect their employers to reflect that. Purpose is no longer a nice-to-have; it is part of the social contract of modern employment.”

Within business events, purpose is increasingly used as a cultural anchor, helping organisations reconnect fragmented or hybrid teams and create shared momentum. It is becoming a strategic differentiator that influences how long employees stay, how engaged they feel, and how they remember the experience. “When purpose is embedded into team experiences, employees stay engaged longer, feel more connected to their colleagues and walk away with a positive impression that lasts far beyond the event itself,” Ayache notes, pointing to the role of purpose in building more resilient corporate cultures.

The data reinforces this perspective. CTW’s research shows that 92% of employees are more likely to remain with a company that actively supports team volunteering, while 85% report higher job satisfaction after participating. Ayache emphasises the emotional mechanics at play. “Purpose-led volunteering resonates because it gives people dignity and agency. When companies meet employees where they are and give them a way to support their communities, people want to stay” she explains, highlighting how shared impact can cut across organisational size or sector. Meaningful contribution fosters pride, loyalty and a deeper sense of belonging, benefits that extend internally as much as they do externally.
 

"The community impact matters, but so does the cultural impact inside the organisation."

Responding to this shift, CTW Events has been systematically reshaping its portfolio to meet growing demand for experiences that combine social value and environmental impact. The company has expanded into areas such as sustainable hygiene, education kits, disaster response and food-based experiences, while ensuring global scalability. “We have also ensured these experiences can run anywhere, across the US, Europe, Canada and Asia, because large organisations need global consistency with regional flexibility,” Ayache says. This volunteering is matched by an emphasis on accessibility, with formats designed to work across corporate offices, manufacturing sites, night shifts and hybrid schedules. “It also means offering a self-service model for smaller activations, large-scale assembly lines for big moments and summit formats for leadership gatherings.”

Crucially, this evolution reflects a broader industry movement. Traditional team-building activities are steadily losing ground to experiences that integrate impact, culture and human connection. Purpose is no longer treated as a parallel initiative but as a core design principle. As Ayache puts it, “Purpose is becoming an essential part of how companies design events, not a side activity.” This recalibration is forcing event professionals to rethink success not in terms of scale or spectacle, but in terms of meaning and participation.
 

However, high intent does not always translate into high engagement. While interest in volunteering is strong, 87% of employees say they would participate more readily if the process were simpler. Addressing this friction requires operational clarity rather than lofty ambition. Ayache points to the importance of turnkey solutions, clear frameworks and modular formats that accommodate different levels of involvement. “Simplicity and flexibility go a long way. When volunteering fits naturally into the working day, through onsite options, varied timeframes and scalable group sizes, participation barriers fall and engagement rises.”

Measuring the impact of these initiatives has also become more sophisticated. Beyond tracking outputs such as kits assembled or volunteer hours logged, CTW works closely with partners, such as Save the Children, CARE or The WASH Foundation, to align data with organisational priorities. “We measure what matters to our partners. If a company wants to know unique volunteer participation, we can track it; if they want visibility into which disasters their prepositioned kits supported, we report on that; if they want to understand average cost per volunteer or engagement patterns across offices, we can help evaluate that as well,” Ayache details. This data-driven approach positions purpose-led team building not as a feel-good exercise, but as a measurable extension of CSR and employee engagement strategies.

Today’s workplace culture is being shaped by a convergence of pressures: hybrid working models, wellbeing fatigue and increased scrutiny around corporate responsibility. Against this backdrop, Ayache sees a clear trend emerging. “Employees are craving simple, meaningful activations that cut through the noise. People want to reconnect with purpose, not just attend another virtual meeting or one-off event,” she says, warning that global teams need programmes that are fast, flexible and easy to activate. At the same time, organisations are being held accountable against ESG commitments, creating demand for tangible, results-oriented experiences rather than theoretical goals.
 

"In 2026, the companies that win will be the ones that build purpose into how they work every day, not just into their tentpole moments."

Translating purpose into everyday work life remains a challenge for many organisations. Internal teams are often overstretched, navigating tight budget, approval layers and cross-functional expectations. Ayache provides further details: “Our role is to remove as much friction as possible. Reliability and creativity matter, we provide the details leadership wants, the data HR and CSR teams need, and the operational excellence that makes these events easy to deliver.” When supported effectively, purpose-led initiatives shift from being perceived as complex to becoming a natural extension of organisational culture.

CTW Events is well positioned to respond to rising demand, supported by a strong track record of large-scale volunteering initiatives delivered globally. The focus now is on expanding reach, refining flexible formats and investing in technology that simplifies delivery and reporting. “Purpose-led team building is only going to grow,” Ayache concludes, framing the next phase as one defined by flexibility, impact channels, clearer data and scalable solutions. “The next few years will be about meeting that demand while continuing to innovate around how teams connect through purpose.”
 

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.

At the heart of 21st-century urban transformations, understanding the unique essence of each city has become crucial. From technological innovation to sustainability, mobility and tourism, cities face unprecedented challenges that require adaptive and resilient strategies. It was in this context that the CityDNA Autumn Conference 2025 in the Faroe Islands brought together global experts to discuss innovative urbanism and sustainable development. The DNA of Cities is an outcome-led advisory practice helping cities and destinations to unite, evolve and prosper in rapid eveolving time. They work with local partners in cities to optimise that DNA internally and externally over multiple cycles.

Dr Caitlin Morrissey, Co-host of The DNA of Cities podcast, shared her vision on how a city's intrinsic traits – its “DNA” – shape urban policies, strengthen resilience and drive innovation. The podcast has almost 25,000 global downloads and features over 120 local and global city experts. In this exclusive HQ interview, she explores how community participation, local culture and leadership can transform cities into integrated ecosystems, prepared to thrive in an ever-changing world.

Understanding the intrinsic characteristics of a city is essential for designing sustainable policies and urban development strategies. The DNA of Cities provides frameworks that attempt to capture these unique traits, combining qualitative insights and quantitative data. How does DNA of Cities define and capture the unique “DNA” of a city, and how does this influence its development strategies? 

The DNA of Cities is what makes every city an individual. We think that if we can see, trace and understand how cities become unique, then we can find ways to optimise their traits as they evolve over multiple cycles. We can help cities to be more themselves. The same policies and projects will not work everywhere. Effective long-term development must start from a deep understanding of the city or destination itself.

We suggest that there are three types of traits that manifest and combine uniquely in every city to give its own unique ‘genetic code’:

• Endowed traits: These are the characteristics that are given to a city by the planet and help us to begin to explain the origin story of the city and the enviroment that conditions life in a city;
• Inherited traits: The characteristics that a city has accumulated over time. This is a broad category of traits that requires us to look at the historic specificities of the city and what its own unique heritage might be;
• Acquired traits: These are the social characteristics of a city. It includes the people who live in the city, how they live together, what their common mindsets are, what their unique social behaviours are and how they respond to shocks and triumphs. This can include exressions of indiviuality such as local cuisine or a music scene, and it includes the songs and stories that citizens share about the city.

We suggest that every city has its own DNA. This has three elements:

• Each city has a distinctive origin story. It has its own ecology, geology, climate, history, anthropology and cultural energy, or, a ‘genetic code’.
• People who live in the same city have common experiences, impulses, shocks and traumas. This shapes how they synchronise and respond to one another and events. This is their ‘epigenetics’.
• Each city reacts differently to interventions, ‘treatment’, and reforms. Using the genetic code and the epigenetics of the city, we can foster ‘customised or regenerative, medicine’

Global cities today face unprecedented challenges, including climate change, economic fluctuations, and social pressures. Identifying the traits that allow urban centres to adapt and remain resilient is critical for long-term sustainability. What are the key factors that make cities resilient in the face of social, environmental, and economic challenges, and how do you measure or benchmark these traits? 

All cities, not just the so-called global cities, share these risks. In many domains, we have become conditioned to understand cities, sectors, places and spaces through comparison but our work encourages a different set of conversations. Our approach emphasises the specificity and uniqueness of individual cities, including how a city experiences and responds to vulnerabilities. We ask questions like, what are the challenges that this city faces? Where have they emerged from? Who has been more or less affected, and why? How has the city been resilient in the past? How has its citizens reacted and responded shocks or a long-term traumas? What is the adaptive capacity of this city?

For example, when we made three podcast episodes to explore The DNA of Mexico City, eleven wonderful experts joined us and revealed that residents of Mexico City have acquired a strong survival instinct to equip them for the everyday vulnerability of living in this beguiling and fascinating megacity located at high altitude on a sinking lake bed, surrounded by volcanies and at risk of earthquakes.
 

The DNA of Cities studies the interaction between governance structures and urban performance. How can city leadership and governance models promote sustainable growth while maintaining cultural and social integrity? How can we juggle growth with integrity?

A quiet but increasingly recognised risk of 21st century urbanisation is the erosion of distinctiveness, as cities and places increasingly look and feel alike. Sustainable growth that aligns with authenticity or integrity occurs when leaders don’t just have a compelling and shared vision about what they want the destination or city to become, but they understand its carrying capacity, social contracts, governance and heritage. We advocate for this inside-out understanding because it helps those leading cities and destinations to become more conscious of their own capabilities, which then informs their visioning and their action.

Glasgow and Barcelona are examples of two European cities that have hosted specific events in order to enlarge their capacity to host other events: Glasgow’s hosting of COP26, for example, catalysed events and initiatives focused climate finance and just transitions. Another positive example comes from Vienna with their Optimum Tourism strategy, which was crafted based on a recognition of Vienna’s DNA and an understanding of the delicate social contract around tourism which maintains that tourism is good only when it works for the whole city.

The cultural fabric and active participation of citizens are fundamental to a city's identity and potential for innovation. Understanding the relationship between community involvement and urban development is essential to combining these two phenomena in a direction that leads to prosperity. How do a city's culture and community involvement shape its identity and capacity for innovation? 

When we ask the local experts in our podcast ‘What are the greatest discoveries or inventions in this city?’ their answers reveal a lot about the culture of innovation. It looks different in every city. I have already described Mexico City’s survival instinct which also includes within it a proven and incredible ability to improvise at scale. In Philadelphia, we heard about the invention of public libraries, fire services and several other civic services. In some cities, the strong presence of a university or of an industry has provided deep roots for discovery and invention, but in every city, there is a high degree of everyday innovation that has many, many expressions that is shaped by, and shapes, the city’s identity. This is why some of our guests, for example in Istanbul, describe the city itself as the greatest invention.
 

"Sustainable growth occurs when leaders understand carrying capacity, social contracts, governance and heritage."

More developed, resilient and innovative cities generally have the infrastructure, reputation and organisational capacity to host major international conferences, which can further increase their visibility and economic potential. On the other hand, several cities with a smaller tourist footprint are seeking to use events as a foundation for a more balanced visitation, broader development and higher added value. How can high-level conferences and business events strategically leverage long-term economic and cultural impacts and strengthen the position of their respective cities in global urban networks? 

The social value of conferences and business events for local communities should be part of their very fabric. Business events and high-level conferences are not just about hosting events that provide a sectoral match in a destination or a city, but ensuring that there is a positive spatial and social purpose to the event that aligns with the values of that place. That can range from skills and training to thoughtful urban design tactics to integrate event venues with their surroundings.

The sector has potential to support all cities to advance their long term sustainable growth goals, but this needs collaboration and coherence. High level conferences and other business events can catalyse long term agendas and strategies that are based on existing strengths, and it can deepening already existing ecosystems. They can provide an opportunity to for new, direct linkages between small growing companies and large companies for procurement or collaboration. The visibility of high profile conferences can help to position the city locally, nationally or internationally promoting it within clusters or expertise, which may catalyse spillovers in locally aligned sector strengths. Major conferences can also provide an opening for new kinds of institutional collaboration and engagement, or it may create a new platform for conversations between resident, civic, industry and government stakeholders.
 

DNA of Cities' participation in the CityDNA Autumn Conference 2025 provided a platform to share insights and interact with international networks around urban innovation, resilience, and sustainable development. What insights or collaborations have emerged from your session? What role do storytelling and governance play in translating a city's unique identity into resilient and authentic urban development?

Storytelling and visioning are ways of convening and motivating at a higher level of partnership, a coordination mechanism for partners within and outside the city. When destinations share the best version of their own story, they are able to attract interest that is more related to who they are. What is most important in these stories is their people, which means that there must be ways for them to contribute and to co-create that story.

One of the key takeaways from my keynote speech at the CityDNA Autumn Conference was the commitment of European DMOs to their residents. In our work, we suggest that once people begin to feel that they understand the character of a city and its evolution, we can begin to ‘place’ ourselves in the city’s story. This is very important for established populations, new residents and visitors because it helps to create a sense of identity anchored in values and behaviours that are real and not based on trends or comparisons.
 

"High level conferences can catalyse long term agendas and deepen existing ecosystems."

How should cities evolve in the coming decades to harmonise tech advancements, sustainable development and tourism growth, while creating a holistic urban visiondestination strategy? What do you think is the ideal model or blueprint for a future-proof city?

From our perspective, there is no single “ideal” blueprint or model. Every city has the opportunity to define its own role within the destination economy. To do so, it must establish a clear and distinctive positioning, as well as its level of ambition, in order to shape a shared vision that serves its citizens.

We know that the future of destination economies will encompass all the elements you have outlined. While that future remains uncertain, adopting a more holistic approach will enable destinations to maximise their existing carrying capacity while attracting additional capabilities they may not possess internally – effectively connecting the inside out with the outside in.
 

City Destinations Alliance Drives Action on Urban Tourism in the Faroe Islands
 

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 geopolitical tensions rise, technology accelerates, and financial markets show new signs of fragility, risk has moved from a specialist concern to a central governance issue. For organisations across sectors, the challenge is no longer how to avoid disruption, but how to manage and respond to it effectively.

In this interview, Dr Evgueni Ivantsov (right side), Chairman of the European Risk Management Council (ERMC), reflects on how leaders should navigate sustained volatility. A recognised authority on global risk management, financial stability, and governance, Ivantsov has held senior risk and strategy roles at major international banks, served as a visiting professor at leading universities, and is a regular contributor to the Financial Times.

Uncertainty has increasingly shaped strategic decisions across sectors. From your perspective at ERMC, which risks are most likely to influence organisational decision-making in 2026 and beyond, and how are leaders adapting to sustained volatility?

The global risk landscape is undergoing a profound transformation, driven by three powerful forces that are reshaping decision-making across the financial services sector: geopolitics, technology, and potential asset bubbles.

The world has entered a new era of geopolitical volatility. The post-WWII order and the global security framework, which governed international relations for 80 years, has been dismantled. Unlike the past, the emerging geopolitical framework is defined not by the power of international law, but by the law of power. This shift creates a global insecurity with a far more unpredictable and dangerous environment, where traditional alliances and norms are being rewritten. Financial institutions must now navigate a landscape where geopolitical shocks are not only more frequent but also more disruptive, demanding greater agility and foresight in risk assessment.

Digital transformation, AI adoption, automation, and data-driven processes have fundamentally altered the risk landscape. Two critical consequences stand out: interconnectivity and speed. Financial systems are now tightly linked, with technology embedding itself into nearly every process. This integration has made business operations more interdependent, creating new concentrations of risk.

Due to the digital transformation the pace of transactions and data flows requires real-time risk management and, increasingly, a proactive approach. Risks no longer evolve in isolation; they interact and amplify each other in unpredictable ways, making it harder to maintain a comprehensive, 360-degree view of exposures. As a result, risk managers face a dual challenge: keeping up with the acceleration of processes while understanding how interconnected risks can cascade across the system.

Finally, abnormal growth in equity, crypto, and private credit markets poses another layer of risk. The exponential growth in the valuations of AI companies represents a dangerous imbalance in the equity market. The crypto sector and private credit market have reached unprecedented scale but both operate with looser regulation and less transparency, raising concerns about systemic stability. The combination of high valuations, speculative activity, and limited oversight increases the potential for sudden corrections and contagion effects.

Together, these forces are creating a risk environment that is more volatile, interconnected, and harder to predict. The ability of financial institutions to anticipate and respond to these dynamics will define resilience in the years ahead.
 

"While the ‘tone from the top’ sets the initial direction, it is the ‘actions at the top’ that truly shape risk culture."

Governance and continuity are central to institutional resilience. What role should boards and senior executives play in ensuring strong operational resilience?

To ensure strong operational resilience in an era of increasing complexity and unpredictability, boards and senior executives must prioritise institutional adaptability and the ability to respond effectively to sudden disruptions. Institutional resilience is no longer just a strategic advantage, but a necessity for survival in today’s volatile environment.

This resilience is built on a foundation of a strong risk culture, which cultivates an environment where accountability, risk awareness, and responsible decision-making are ingrained at every level. Employees must possess the right skills and mindset to recognise risks early and act decisively, ensuring that risk management becomes a core part of the organisation’s DNA, not just a compliance exercise.

Equally important is the need for an adaptive and prudent business strategy, set by the board. Organisations should regularly assess the viability of their strategies and ensure that risk exposure aligns with a prudently defined risk appetite. This proactive approach enables businesses to pivot quickly in response to changing conditions, minimising potential disruptions.

The third pillar of operational resilience is robust crisis management capabilities. Organisations require the right tools, such as early warning systems, to detect threats before they escalate. Credible contingency planning, supported by well-trained and qualified staff, ensures that the organisation can respond swiftly and effectively during a crisis. Regular drills and scenario testing further reinforce preparedness, ensuring teams are ready to act under pressure.

By embedding a strong risk culture, strategic adaptability, and crisis readiness into their governance and operations, boards and senior executives can build organisations that are not only resilient but also capable of thriving in an unpredictable world.
 

AI and technology are reshaping how organisations assess and manage risk. What guiding principles should leaders adopt to ensure digital optimisation supports sound judgement, transparency and ethical governance?

AI and digital transformation are fundamentally reshaping risk management processes and decision-making. While AI adoption provides organisations with a competitive edge, recent research by ERMC highlights that effective AI governance is a key enabler of successful implementation. Organisations that establish robust governance frameworks and responsible guardrails for AI adoption are emerging as industry leaders. To achieve this, three core principles should guide their approach.

Leaders must establish a robust data governance framework. This ensures that data across the organisation is consistent, complete, relevant, unbiased, and secure. High-quality data is the foundation of reliable AI-driven decision-making, minimising the risk of errors or misjudgements.

AI deployment governance must be clearly defined. This involves setting well-articulated use cases and objectives, understanding the tools and services available, evaluating potential risks and mitigation strategies, and allocating realistic timelines and budgets. Engaging key stakeholders throughout the organisation ensures alignment and accountability in the AI implementation process.

Ongoing AI monitoring and control are essential. This includes conducting independent audits and risk assessments to identify biases, errors, or security vulnerabilities in AI systems. Prompt corrective actions must be taken to address any issues, ensuring that AI remains ethical, secure, and compliant with organisational and regulatory standards.

By prioritising data quality, structured AI deployment, and rigorous monitoring, financial institutions and other organisations can fully harness the potential of AI while upholding the highest standards of transparency, accountability, and ethical governance.
 

"Unlike the past, the emerging geopolitical framework is defined not by the power of international law, but by the law of power."

What qualities will distinguish organisations that adapt successfully to volatility, from financial institutions to international associations and event networks? How can leaders cultivate a risk culture that supports long-term operational resilience?

The role of risk culture in determining an organisation’s success or failure is often underappreciated. Unlike tangible assets or formal processes, risk culture is an intangible yet fundamental element which is difficult to measure or observe directly, but far more influential than formal risk governance or risk appetite statements. It shapes the very foundation of risk decision-making: the values that guide leaders, the principles employees uphold, and the behaviours that define how individuals respond to risk-related challenges.

Risk culture is not defined by what is declared, written, or documented in policies, mission statements or risk appetite. Instead, it is revealed in how decisions are made and actions are taken when facing uncertainty. It is cultivated not through declarations of values or the imposition of governance structures, but through consistent leadership. The board and senior executives bear the primary responsibility for embedding a strong risk culture throughout the organisation.

While the ‘tone from the top’ sets the initial direction, it is the ‘actions at the top’ that truly shape risk culture. Employees must see, on a daily basis, that risk-conscious values, high ethical standards, clear accountability, deep risk awareness, and responsible risk taking are not just rhetoric but the driving forces behind leadership actions. When leaders demonstrate these principles in practice, they create a culture where risk management becomes an intrinsic part of how the organisation operates.

The reward system also plays a pivotal role. Behaviours that align with a strong risk culture should be recognised and rewarded, while actions that undermine it must be challenged and addressed. Only by reinforcing these values through both leadership examples and systemic incentives can an organisation build a risk culture that is resilient, adaptive, and capable of navigating volatility and unexpected shocks.
 

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

As global populations age and dementia cases surge, Alzheimer’s Disease International (ADI) stands at the forefront of a worldwide response, uniting over 100 national associations to drive policy change, strengthen member capacity, and amplify the voices of people living with dementia and their families. From advancing the WHO Global Action Plan as a non-state actor in official relations with the World Health Organization, to pioneering prevention, early diagnosis, and advocacy initiatives, ADI bridges cutting-edge science with social action, striving not only for care and inclusion today but a future where dementia can be prevented, managed, and ultimately cured.

We spoke with Chief Executive Officer Paola Barbarino to explore ADI’s mission, its global impact, the road to the 2026 Global Conference in Lyon, France, and the organisation’s future priorities.

Around the world, dementia is becoming a defining public health and social challenge, and ADI plays a central role in unifying national associations, advocating for policy change, and supporting people affected by dementia. To begin, could you explain ADI's mission and vision, and how these are translated into concrete global actions to address your foundational goals? How do you ensure that this mission remains relevant amid rapid scientific, demographic, and geopolitical changes?

Alzheimer’s Disease International’s (ADI) mission is to strengthen national Alzheimer and dementia associations, amplify the voices of people living with dementia and their families, and ensure dementia is recognised as a global public health priority. Our vision is risk reduction, timely diagnosis, care and inclusion today, and cure tomorrow.

We seek to achieve our goals in three ways. First, we build the capacity of our member associations in more than 100 countries, providing training, technical guidance, and platforms for shared learning to improve national advocacy and services. Secondarily, we generate and translate research, working with global experts, to equip governments, civil society organisations, and frontline practitioners with to the minute updates on treatment and research developments. Finally, through awareness raising, ADI Is proud to play host to the longest running international conference on dementia, attracting over 1,000 delegates from all corners of the world. The ADI’s 2026 International conference will be held in Lyon, France on 14-16 April 2026.

Beyond advocacy, ADI leads strategic initiatives aimed at improving prevention, early diagnosis, and the strengthening of member associations worldwide – especially in low- and middle-income countries where resources are limited. What are the most significant projects or initiatives currently undertaken by ADI, particularly in the areas of prevention, early diagnosis and capacity building across your network of members? What indicators or milestones have you identified to measure the success and long-term impact of these initiatives?

ADI works extensively with its members to secure concrete national commitments from governments to strengthen dementia policy, with a particular focus on driving progress against the WHO Global Action Plan on the Public Health Response to Dementia. This is especially pertinent to LMICs where more than two-thirds of people living with dementia are expected to be living.

Through the implementation of National Dementia Plans covering all seven actions areas of the Global Action Plan, including risk reduction and a timely diagnosis, ADI encourages governments to put people living with dementia at the forefront of their response. Importantly robust National Dementia Plans, require a strong civil society presence to support its implementation and monitoring.

To achieve this, ADI delivers its Alzheimer University and Twinning programmes, offering governance training, mentorship and operational support to strengthen the long-term sustainability of member associations. In addition, our 2026 conference in Lyon will also provide a key platform for members, researchers and policymakers to exchange best practices.

The ADI biennial conference often gives us a platform for engage with the host country’s Ministry of Health, which we did at our last conference in Krakow, resulting in a commitment to develop a National Dementia Plan.
 

As global populations age at unprecedented rates, dementia prevalence is rising sharply, placing pressure on health systems, caregivers, and communities. Given the growing impact of dementia worldwide – driven largely by demographic ageing – how does ADI assess its social role, and what tangible outcomes do you observe for individuals living with dementia and their families? What strategies does your association use to reduce stigma and raise public awareness in regions where dementia is still poorly understood or widely overlooked?

Every year ADI organises it annual World Alzheimer’s Month campaign to raise awareness of dementia and challenge the stigma still surrounding a condition will affects over 60 million people across the world, a figure expected to rise to 139 million by 2050. To achieve this, ADI works closely with our associations to organise events and memory runs, amplify the campaign across social media, and engage traditional media to raise awareness of the needs of people living with dementia.

The involvement of people living with dementia and their carers is indispensable. Their contributions provide both the depth and highlight the complexity of living with the condition, as well as the vital reassurance that a diagnosis is not an end point but a transition, one in which individuals can continue to live meaningful and enjoyable lives. At ADI’s global conference, the voices of those with lived experience, highlighting their own experiences or raising awareness in their communities, are consistently among the most poignant and inspiring aspects for attendees. The conference also provides a valuable platform for member associations, policymakers and researchers to showcase their awareness raising activities, highlight local advocacy efforts, and share innovative approaches to addressing the growing public health burden that dementia presents.

ADI represents a diverse network of associations operating in very different cultural and economic contexts, requiring a governance model that is inclusive, transparent, and adaptable. How does ADI ensure fair representation of its member associations and integrate their diverse realities into global strategic planning? What mechanisms allow member voices – especially from under-resourced regions – to shape the organisation’s policies and priorities?

ADI maintains regular communication with all our members, whether by e-mail, Zoom, WhatsApp or telephone. This continual connectivity ensures we remain up to date with developments in each country and can provide timely support whenever it is needed. We also have two regional directors, for Asia-Pacific and for the Americas, who champion our members and promote dementia as a public health priority across their respective regions.

Importantly, ADI treats every member equally, a principle set out clearly in our constitution. Each year, members can formally propose motions and help shape ADI’s strategy, with every association having an equal vote in determining our priorities and direction. In conference years, such as 2026, this Council meeting takes place in person and offers members the chance to network, share learning and provide mutual support, particularly valuable for those working in low-resourced settings.

From a resilience perspective, how does the association maintain economic independence – whether through sponsorships, paid content, non-due revenues or other sources? Could you elaborate on your approach to funding, while safeguarding neutrality and mission integrity?

ADI varies its sources of income as to ensure economic but also operational independence. Alongside membership fees, ADI receives funding from a substantial number of philanthropic and private donors. ADI does not accept government funding, ensuring our advocacy remains fully independent and free from potential conflicts of interest. ADI also caps the proportion of funding that can come from any single donor, so that no donor holds undue influence over our work.
 

With rapid advancements in biomarkers, diagnostics, risk-reduction strategies and therapeutic innovations, I imagine that ADI is working to bridge scientific developments with social advocacy, policy recommendations and real-world impact. How does ADI balance the medical/scientific dimension of dementia research with its social, human-rights and advocacy missions? 

For ADI, the scientific and human-rights dimensions of dementia are not competing priorities but mutually reinforcing. Breakthroughs in research may lead to easier, more accurate diagnosis or better post-diagnostic support, but their benefits can only be realised if policymakers prepare health and care systems to implement them effectively and equitably. ADI are reassured by the research pipeline of new treatments being developed for Alzheimer’s disease and other dementias but also by the ground-breaking work being undertaken to address causal and risk factors for dementia, all of which will be discussed at ADI’s upcoming conference in Lyon.

ADI collaborates with governments, NGOs, academia, health institutions and industry partners, giving its initiatives both reach and credibility. What types of partnerships does ADI currently prioritise, and how do these collaborations enhance your capacity to drive global change in dementia care and policy? Are there emerging sectors or regions where you see significant potential for new, impactful collaborations?

ADI’s global conference in early 2026 will bring together representatives from NGOs, academia, science, research, health institutions and industry partners, as we fervently believe that all sectors are needed to drive meaningful progress in dementia treatment, care and policy. The event will also serve as a platform for emerging regions and sectors to showcase their work to a like-minded audience, build new partnerships and contribute to a global response to dementia.

What are the core objectives of the Global Conference 2026 in Lyon, and what kind of legacy do you hope this event will leave for the scientific community, associations, caregivers and people living with dementia? How do you envision the conference influencing long-term policy frameworks or capacity building across your member organisations?

The Global Conference 2026 in Lyon, France (14-16 April) will be an opportunity to reaffirm dementia as both a global scientific priority and as well as public health and social concern. The conference will spotlight the cutting edge of dementia research, spanning new treatments and care innovations to the vital work of reducing stigma and discrimination surrounding the condition.

The legacy we wish to leave is a tangible one. France remains without a standalone national dementia policy, placing it at odds with most other G7 countries and with their commitment to the WHO Global Action Plan on the public health response to dementia in 2017 and 2025; our hope for this conference is to receive robust and firm commitments from the French Government to develop and implement such a plan, so that people living with dementia and carers receive the support they need and deserve. For other countries, we aim to showcase advances in dementia policy globally, providing a framework, inspiration and support to influence dementia policy across all settings.
 

For global conferences to create meaningful change, ideas must translate into commitments, and commitments into sustainable implementation. Regarding host city selection, what strategic factors guide ADI's choice of destination for its Global Conference? How will ADI ensure that the discussions and commitments made at Lyon 2026 are transformed into concrete, lasting actions – particularly in countries with limited resources or fragile health systems?

ADI hosts its Global Conference every two years, helping to ensure that our members can elevate national awareness and draw attention to the urgent need for stronger support for people living with dementia and for those who care for them. As France lacks a standalone dementia plan or framework, it falls behind other countries in providing formalised framework to support people living with dementia and carers. Accordingly, our hope for this conference is to receive robust and firm commitments from the French Government to develop and implement such a plan, so that people living with dementia and carers receive the support they need and deserve.
 

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.

Nicky McGrane, INCON Chair, and Heike Mahmoud, Estrel COO, during the partnership signing © Estrel Berlin

At a moment of decisive growth for one of Europe’s most influential event venues, Estrel Berlin is redefining what a world-class convention ecosystem can be. Already Europe’s largest integrated hotel, congress and entertainment complex, Estrel is now undergoing a transformative expansion with the development of the Estrel Tower — a 176-metre architectural landmark set to become Berlin’s first skyscraper, adding extensive new event space, over 1,100 guestrooms and the capacity to host up to 15,000 delegates under one roof.

In tandem with this physical evolution, Estrel has announced a three-year strategic partnership with INCON — the International Conference Partnership, a globally connected network of leading professional conference organisers, destination specialists and sector suppliers operating across 81 offices in 40 countries. Drawing on INCON’s reach, insight and industry leadership, the collaboration aims to elevate Estrel’s international positioning, expand opportunities for global business development and push standards in venue–PCO engagement to new heights.

At the heart of this bold phase is Heike Mahmoud (on the right), Chief Operating Officer of Estrel Berlin, whose unique trajectory — spanning destination strategy at visitBerlin, trade-fair and convention leadership at Hamburg Messe und Congress and now operational leadership within one of Europe’s most dynamic privately run mega-venues — brings an exceptional blend of strategic vision and execution-driven leadership. In this interview with our Magazine Manager, Manuel Fernandes, Mahmoud reflects on how global partnerships, infrastructure scale, governance balance and future-oriented thinking are reshaping the role of large venues in the international association events landscape.
 

The partnership between Estrel Berlin and INCON comes at a time of major transformation for the complex, particularly with the development of the Estrel Tower. How does this collaboration further strengthen Estrel’s international positioning within the association market?

Indeed, the partnership between INCON and Estrel Berlin comes at a pivotal moment in our strategic development. With the construction of the Estrel Tower, we are making a clear statement about growth, internationalisation, and long-term future readiness — both in terms of infrastructure and market positioning.

This collaboration strengthens our international standing within the association and corporate markets on several levels. First, INCON’s global network provides us with direct access to key decision-makers and opinion leaders across the international business events industry. Second, we benefit from the strategic expertise and market intelligence of INCON’s partners, gaining valuable insights that support the continuous refinement of our services and positioning.
 

INCON operates as a global network of highly specialised independent partners, convening PCOs, DMCs and suppliers from across the sector. What makes this integration especially relevant for a venue that already functions as a true “all-in-one convention ecosystem”?

For a venue such as Estrel Berlin, integration into INCON’s global network adds a strategic dimension rather than duplicating existing strengths.

INCON’s structure — bringing together independent, highly specialised partners across key global markets — creates precisely this added value. It connects us directly to local expertise, established client relationships, and cultural know-how in source markets that are essential for successful bidding and long-term positioning. This global reach significantly enhances our ability to anticipate trends, respond to specific client requirements, and engage in meaningful dialogue with decision-makers at an early stage.
 

“Through our integration into the INCON network, we see the role of a large venue like Estrel Berlin evolving from infrastructure provider to long-term strategic partner.”
 

As international associations increasingly rely on trusted global networks when selecting future hosts, partnerships often play a decisive role in opening doors to new bidding opportunities. In that sense, collaboration can become as important as infrastructure itself in reaching decision-makers across different regions and professional ecosystems. What new opportunities for attracting international congresses can this partnership generate — particularly regarding access to new markets and professional communities? How does collaboration with INCON reinforce this dimension of expertise?

Through INCON’s network of specialised PCOs and market experts, we gain early insight into upcoming bids, local association structures, and decision-making processes. This opens doors to markets that may otherwise be difficult to penetrate and allows us to position Berlin — and Estrel in particular — at a much earlier and more strategic stage of the bidding cycle.

For organisers, this collaboration reinforces our advisory capacity. It combines our proven operational expertise as a large-scale convention venue with INCON’s in-depth local knowledge and sector-specific insight. The result is a stronger, more informed bid strategy and a value proposition that extends beyond infrastructure — offering associations a partner with both global reach and on-the-ground expertise.
 

Exterior of Estrel

International associations organising rotating congresses often need to rebuild local supplier networks and working processes with each destination. With the upcoming Estrel Tower and Estrel Berlin’s integration into INCON, how do you see the role of large venues evolving in the value chain of international association events? To what extent does this partnership help position the venue as a more engaged partner throughout the event lifecycle — from bid to legacy?

In a rotating international congress model, continuity and trust are becoming just as important as destination appeal. With the expansion through the Estrel Tower, Estrel Berlin will be able to offer 40,000 sqm of event space and 1,700 rooms in one place. Through our integration into the INCON network, we see the role of a large venue like Estrel Berlin evolving from infrastructure provider to long-term strategic partner.

Through global network alignment and shared standards of expertise, we can offer associations greater consistency across destinations, reduce operational risk, and provide support well beyond the event days themselves. From early bid development and stakeholder engagement to on-site delivery and post-event legacy planning with INCON members, the venue becomes an active contributor throughout the entire event lifecycle. This partnership strengthens our ability to act not only as a host location, but as an integrated, connected partner.
 

Large independent venues are often defined by their own culture and operational philosophy. When joining a global network such as INCON, how can a venue balance shared standards with the preservation of its individual identity and decision-making autonomy? Where should governance for scale apply, and where should the flexibility needed to maintain cultural relevance remain?

For a large independent venue such as Estrel Berlin, local identity is not a limitation — it is a strategic asset. Joining a global network like INCON does not mean relinquishing autonomy; rather, it requires a clear framework in which shared standards enhance quality and transparency, while local culture and entrepreneurial decision-making remain intact.

Governance for scale should focus on areas where alignment creates tangible value: professional standards, bid strategy, market intelligence, and international best practices. This ensures reliability and consistency for associations operating across multiple regions. Cultural relevance, local networks, and authentic storytelling are what differentiate a venue in a competitive global market. Preserving this autonomy safeguards brand integrity and allows the venue to respond dynamically to regional expectations.
 

From left to right: Nicky McGrane, Inge Hanser, Heike Mahmoud, Angela Guillemet, Jan Frederik Vanhamel, © Estrel Berlin

As congress venues evolve into increasingly complex ecosystems, organisers may begin shaping their event strategies around what specific infrastructures enable rather than traditional rotation logic. Do you think large integrated venues could influence how association planners choose destinations — and potentially concentrate congress activity in fewer locations?

Large integrated venues undoubtedly expand what is strategically possible for associations. When infrastructure, accommodation, technology, and logistics are seamlessly connected — particularly with developments such as the Estrel Tower — organisers can design more ambitious, scalable, and future-oriented event formats.

However, this does not necessarily mean a centralisation of congress activity in only a few locations. While integrated venues may influence decision-making by reducing complexity and risk, associations continue to value rotation for reasons of inclusivity, member engagement, and global representation. We also see a qualitative shift: destinations will increasingly be selected based on their ability to deliver strategic value, sustainability, and long-term impact.
 

“With the construction of the Estrel Tower, we are making a clear statement about growth, internationalisation, and long-term future readiness — both in terms of infrastructure and market positioning.”
 

With rising costs, regulatory pressure, hybrid integration, and expectations around sustainability, many associations are rethinking the economic model of their congresses. How can a venue actively contribute to financial resilience – not just operational efficiency – and should venues start sharing more responsibility in the economic success of an event?

In today’s more volatile economic environment, venues can no longer position themselves solely as space providers. Large integrated platforms such as Estrel Berlin have the capacity to contribute directly to an event’s financial resilience by offering scalable infrastructure, transparent cost structures, bundled services, and hybrid-ready technology that reduces fragmentation and external supplier risk.

While ultimate financial responsibility remains with the organiser, there is a strong case for venues to share greater accountability in the economic success of an event. This does not necessarily imply financial risk-sharing in every instance, but it does require a more partnership-driven mindset: increasing transparency and working collaboratively toward measurable outcomes. In this sense, the venue evolves into a co-architect of economic sustainability rather than merely serving as an operational host.
 

Estrel Tower Atrium

After working on the destination and city-wide level at visitBerlin Convention Office and within the tradeshow environment at Hamburg Messe und Congress, you stepped into the operational leadership of a privately run mega-venue as COO of Estrel Berlin. What proved to be the most challenging shift in mindset – and what did you have to learn (and unlearn) to lead effectively from inside the venue rather than from the destination level?

Transitioning from leadership roles in the public-sector environment to the operational leadership of the privately owned Estrel Berlin required a fundamental shift in perspective.

The most important change was moving from an external, ecosystem-driven view — focused on positioning a city and attracting congresses and events — to an internal, execution-driven responsibility, where strategic decisions translate directly into operational realities. From inside the venue, leadership is not only about advocacy and market development, but also about aligning teams, processes, investments, and customer experience in real time.

In contrast, leading a privately owned mega-venue entails operating within a clearly defined entrepreneurial governance structure. Decisions can be taken more directly, investment strategies are guided by long-term business objectives, and performance is measured with immediate operational and financial accountability. The responsibility is fully concentrated within the organisation — from strategic vision to execution and results. It required learning to think even more commercially, prioritising agility in decision-making, and consistently aligning all internal functions with a unified business strategy, while maintaining the same commitment to quality and international positioning.
 

Estrel Berlin Plans State-of-the-Art Multipurpose Hall for Large-Scale Conventions and Events
 

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

In February 2026, the BestCities Global Alliance gathered its community of international associations and destination partners in Guadalajara for its annual Global Forum — an edition that HQ attended on site. More than a networking platform, the Forum once again positioned business events as instruments of long-term impact, legacy and knowledge exchange, reinforcing the Alliance’s distinctive model of collaboration among 13 leading global destinations.

Established 25 years ago, BestCities brings together the convention bureaux from Berlin, Cape Town, Copenhagen, Dubai, Dublin, Houston, Washington DC, Melbourne, Singapore, Tokyo, Vancouver, Madrid and Guadalajara. Operating under a philosophy of “coopetition,” the network balances friendly competition with shared intelligence, collective learning and a common commitment to sustainability, innovation and client excellence — principles that were strongly reflected in the 2026 Forum’s focus on creative collaboration and local engagement.

A few days after the event, Manuel Fernandes, Magazine Manager of HQ, spoke via videocall with the Alliance’s Managing Director, Loren Christie, to explore what lies beneath the Forum’s carefully curated format — from the evolution of BestCities’ strategic direction towards 2029 to the growing role of associations in shaping global dialogue amid geopolitical uncertainty. In this conversation, he reflects on legacy, expansion plans, the mechanics of trust between competing cities, and why intimacy, personalisation and purpose remain the Alliance’s strongest strategic assets.

BestCities was founded over two decades ago — in a time when conferences were largely seen as tourism drivers. Today, how do you define its mission, and what distinguishes it from other destination networks beyond a commercial consortium?

As BestCities Global Alliance (BCGA), each of our destination partners is committed to making the world a better place and to leveraging business events as a force for positive impact — this is firmly embedded in our DNA. That does not suggest that all of them are at the same level or addressing every aspect at the same time. Rather, it means that each partner has the desire to move forward, advancing at its own level and according to its own pace and context. Guadalajara, for me, is a compelling case, because when they joined BCGA (four years ago), the convention bureau was relatively inactive in relation to sustainability. Hence, they used the BestCities label to learn, to draw inspiration, and to absorb best practices from other destinations with innovative projects, such as Vancouver, Singapore or Copenhagen, in order to begin their own journey.

Have they now reached Copenhagen’s level? No, but you can see that they are genuinely enthusiastic about using its blueprint within their own urban development. The session between Expo Guadalajara and the Intermoda Fashion Show (integrated into this year’s BestCities Global Forum) demonstrated precisely that: an outstanding example of how they embraced the BCGA label, took on board the learnings around sustainability, and began applying them in their engagement with the local industry. Therefore, beyond the commercial dimension, I believe what truly distinguishes us is this shared commitment to positive impact — whether through legacy programmes, sustainability initiatives or even the use of innovation — which lies at the heart of the DNA of our 13 cities. It is a spirit of community collaboration that drives this impact, whether from the destinations themselves or from the associations participating in these forums. Part of this, of course, is due to the fact that it is easier to achieve within a smaller group.

In recent years, the events sector has begun to place increasing importance on social impact and the sector's contributions to businesses, non-profit organisations and communities, rather than mere economic returns. Within this transformation, and considering that you only took on the stewardship of the Alliance three years ago, what do you think has changed the most: cities, associations, or the role of conferences themselves? When did you realise that events needed to prove their social value in your professional career?

I joined BCGA at a particularly interesting moment, coming straight from the COVID-19 and ready to renew our projects. One of the first things we did was to develop a new strategic plan built around four pillars. One of those pillars was to transform the network into an incubator of ideas, connecting strengths and assets with shared value. Everyone had to reinvent themselves after the pandemic, so there was a clear refocusing on what we wanted to achieve. Interestingly, almost three years on from that point, we are now preparing to embark on another strategic plan running up to 2029, with a slight shift to recalibrate to the reality around us.

I believe we have found our groove — our DNA — yet now it is time to take this to the next level, for example by addressing geopolitics and continuing the discussion around Artificial Intelligence. At the same time, being part of an alliance of this nature means fostering an ongoing dialogue on these issues. What can we do together? How can we succeed? How do we keep the spark of these 25 years alive? Preserving our shared essence and common values is one of the most important elements in achieving that. This mutual commitment to collaboration strengthens the alliance, gives us more confidence, and this is widely reported by our members.
 

What kind of new relationships, goals, or outcomes are you seeking to generate with this new strategic plan?

One of the things that must be understood is that BCGA is not something that I, or my predecessor, created, nor something we have tried to persuade people to buy into. The strategic direction rests with our destination partners; we simply take on the workload as the head office.

What I am seeking to do is create an opportunity — the forum — for the 13 alliance members to engage in a meaningful and well-earned strategic conversation. My role is essentially that of a broker: to implement their deliberations and to ensure that the time invested by the 13 DMOs, each of whom is extremely busy with their own cities, is well spent. It is not for me or my team to decide what we should do. Rather, it is about facilitating the continuation of that conversation, recognising that they are the architects of their own destiny.

Sometimes I feel that this is not fully appreciated when people look at the alliance from the outside. We work for them; the alliance is in their hands. I cannot say precisely what it will look like going forward, but I can say that the BCGA is satisfied with the direction we are taking. I do not anticipate major changes — though one never knows. When 13 DMOs are working together, these conversations are essential to ensure that the ship is being steered in the right direction. Above all, it is an alignment exercise.

The traditional model placed cities as bidders and associations as choosers — but today, associations seem both more professional and more politically savvy. Today, who really leads the process? Is there more co-creation of events with host cities than in the past?

For the time being, BCGA leans more towards co-creation. Since the beginning of my mandate, I have observed greater synergies between cities, stakeholders and, most importantly, our clients. In recent years, we developed and launched our Strategic Thinkers Group, which brought together a mix of clients, media representatives and figures from other sectors.

I do not wish to repeat myself, but what is truly distinctive about BestCities is that all parties recognise that we have something special — and that it can work. Everyone is willing to listen to external perspectives in order to understand where that niche lies which we consider so important. Among what PCMA, ICCA and other industry organisations offer to both clients and destinations, what is our unique value proposition? Once again, much of this stems from the fact that our strength lies in our size. Remaining small and agile, underpinned by trust, community and collaboration, is fundamental to us.
 

"The Forum is designed as a collective opportunity, not a platform for individual gain"
 

I remember talking to you in Bruges last year (at Impact Day organised by the GDS Movement) about your strategy and approach to potential member cities. Across your network, destinations appear to develop identities around specific knowledge domains, representing regions with a certain size and influence in their geographical areas. Is BestCities organically mapping a global distribution of expertise, or deliberately shaping where certain industries and conversations happen? Who ultimately decides the collective direction of the alliance in terms of who gets in and who is leaving?

At the end of the day, there is a process to be followed. First and foremost, we do not wish for anyone to leave; however, current members are required to fulfil what we refer to as the BestCities Commitments. Each year, around this time, we introduce a refreshed version of those commitments. We assess a range of business-oriented aspects — such as leads and shared intelligence — but we also evaluate performance and positive impact in the areas of sustainability, legacy, impact and innovation. This is not about reaching specific thresholds, but rather about the efforts undertaken and the actions in place. Ultimately, these commitments relate to the sharing of information and knowledge, excellence in client service, and adherence to our established values. As long as members pay their contributions and honour these commitments, they remain part of the Alliance.

Within our future talks, our attention is currently focused on expansion plans and market prospecting. In terms of logistics and the rotation of international associations, there are geographies where we could have a stronger presence. We are actively seeking a new partner in Asia, potentially one in Africa as well, and we would also welcome a new partner in South America. We have identified opportunities in these regions, but it can be challenging to secure partners — either because our pricing is not competitive for them, or because they lack the financial stability required to commit to participation. India is also of interest to us.

There is a spirit of friendly competition between destinations, yet we must strike a careful balance on how many partners we get. We currently have three in North America and four in Europe and, ultimately our marketing efforts must remain realistic when it comes to return on investment. If we were suddenly to encourage internal competition with seven or eight European cities, the partnership would become less attractive, both for members and for clients. Returning to what differentiates us — exclusivity and the attention given to each destination — are what underpin our credibility and reputation. Therefore, we will not expand merely for the sake of it; it has to be the right choice.
 

The Global Forum in Guadalajara placed strong emphasis on creative collaboration, curated participation, and peer-to-peer dialogue. How intentional is BestCities in designing each Global Forum around a distinct sense of place, and why do you see local impact and personalisation as strategic assets rather than just programming choices? Does it signal that destination selection is becoming less framed in and more strategic than before?

I think we have created this environment without feeling pressured, since, in our view, the local impact and personalisation of our forums is fundamental to this connection with the local community. In this edition in Guadalajara, we had two speakers that helped us combine this "innovating with tradition, for a sustainable future" (the main theme of the forum). Part of this involves welcoming local actors and seeing how we can integrate them into the programme. Both Marisa (Lazo) and Isaac (Hernández) are examples of Guadalajara natives who nurture a passion, one for baking and the other for dance, to inspire local dialogue. It is also about creating a personal, inspiring and motivational connection with clients and attendees that gives them a sense of belonging and the energy of the place.

When I read different reports and statistics about what event organisers are really looking for, I realise more and more that a sense of community is at the top of people's wish lists... and I think we are seeing less and less of that as we become increasingly ‘global.’ Not only our industry, but the world around us seems less personal. Personalisation is therefore important when people search for a venue to hold a conference. This is one of our unique selling points, something we highlight in each forum host. We are expecting a very different atmosphere next year in Dubai, and this is intentional, because we don't just tolerate this sense of place - we aspire to it.
 

At a time when geopolitical tensions are pushing many organisations to become more regionally focused and less globally integrated, do you see this shift as a threat to global alliances like BestCities? Is there a risk that international collaboration could shrink as institutions retreat towards national strategies — and is that something you are actively concerned about?

To be honest, I feel almost the opposite. It has certainly been a challenging geopolitical period, and I know that some international associations — particularly those based in the United States — initially adopted a “wait and see” approach. There was a moment of uncertainty: how would political shifts affect their global activities. But what I’m seeing now is quite different. Many associations are doubling down on their international engagement, in spite of their political environments. They recognise that their communities are global — not political constructs, but professional and knowledge-based networks that depend on international collaboration to thrive. After a period of hesitation, there’s a growing sense that they cannot simply stand back and wait. They are choosing to move forward, to continue global conversations in their respective fields, because those conversations are more important than ever.

That mindset is reflected in the theme of our next Global Forum "Tomorrow in Motion". The idea is simple: if we want the future to happen, we have to shape it ourselves. If political systems are not leading globally, then other leaders must step into that space. Associations play a critical role in advancing expertise, research and dialogue across borders. I believe we will see more of them taking ownership of that responsibility — and in that sense, I think we are very well positioned for the future.

Our two American member destinations remain fully committed to BestCities and are keen to continue moving forward within the alliance. But beyond that, what has been particularly interesting is the position of American-based international associations — and there are many of them. Some have had to adjust in response to geopolitical realities, of course. But others have pivoted in a different direction altogether. Rather than stepping back, they are reaffirming their international mandates. They are saying: we are global organisations, we represent global communities, and that does not change. Instead of remaining hesitant, many are choosing to move ahead with clarity — making decisions based on what is best for their members and for the voice they want to project within their respective sectors. In fact, I’ve had more constructive and confident conversations with international associations in the past two months than I did this time last year, when uncertainty led many to adopt a cautious approach. The tone has shifted. There is a renewed sense of determination about maintaining global engagement.
 

Over the years, BestCities has built a compelling repository of success stories that demonstrate how itinerant congresses can generate sustained impact across multiple member cities — from the global journey of the International Society for Hip Preservation, to the industry-wide reach of the Global DIY Summit, and the scientific and policy legacy of the European Respiratory Society International Congress. These cases illustrate how a conference can evolve over time, deepen its local engagement, and create value that extends well beyond the event itself. What kinds of strategic decisions or collaborative initiatives have been born directly from conversations at the Global Forum? Have there been instances where an association arrived at the Forum without a clearly defined destination strategy — and left not just with a host city, but with a multi-year global roadmap shaped by the BestCities network?

There’s no question that we’ve seen multiple examples of multi-year engagement between associations and different BestCities member destinations. Organisations often arrive inspired by the concept of legacy, and the International Society for Hip Preservation is a great example of that. Caroline (MacKenzie, their Executive Director) can openly tell you how much she was influenced by the conversations and ideas she encountered through the alliance. That said, there are always multiple factors influencing destination decisions. Of course, we would love associations to rotate exclusively within BestCities, but the reality is more complex. Associations operate within broader strategic, financial and regional considerations, and long-term multi-year commitments are not always straightforward.

What I can say is that several major clients — such as the World Physiotherapy Congress and the World Congress of Dermatology — have selected multiple BestCities destinations over time. Did they choose a city solely because it was part of the alliance? Probably not. They chose those cities because they embodied the qualities we collectively stand for: innovation, sector expertise, service excellence, strong knowledge ecosystems.

Where the alliance truly adds value is in continuity and knowledge transfer. When Guadalajara bid for the World Congress of Dermatology, for example, they worked closely with Singapore, which had previously hosted them. There was meaningful collaboration, information sharing and strategic support to carry this forward. The World Congress of Dermatology didn’t choose Guadalajara simply because it was a BestCities member — but the strength of the bid was undeniably enhanced by that prior working relationship within the network. That kind of cooperation doesn’t replace competition, but it certainly strengthens the overall proposition.
 

"Associations need to understand not only why they are attending, but how their participation will tangibly benefit their organisation, their members and their strategic goals."

BestCities is often seen as a trailblazer in this model of “coopetition,” where cities collaborate while still competing for major congresses. From your perspective, what mechanisms — formal or informal — prevent that collaboration from collapsing back into pure competition when a high-profile bid is at stake?

That question is perhaps slightly beyond my direct remit, as I’m not involved in the bidding process itself. My role is different. As I said before, we act as a broker — creating the conditions for trust, for networking and for meaningful collaboration, both between clients and destinations and among the destinations themselves. What I try to foster is a spirit of what I would call “friendly coopetition”: healthy competition grounded in mutual trust. If you ask any of the member cities, they will tell you that this sense of trust and openness is one of the greatest benefits of being part of the alliance.

Are there moments when cooperation could be stronger? Perhaps — but that’s natural in any competitive environment. What I can say with certainty is that once a city secures a major congress, there is genuine knowledge transfer to support the next BestCities destination. That collaborative spirit is real. I often compare it to my time working for two hotels in Toronto — the Westin and the Sheraton, when they were both under Starwood. If one property won a group and the other didn’t, there was disappointment, of course, but it also created opportunity. It meant availability for the next client. In that sense, if I’m not going to win it, I would rather see my partner get it than lose to someone outside the network.

A recent example illustrates this well. When Rotary International had a cancellation for 2027, Shannon Watson, (their Director of Meetings and Events) reached out during our Dublin Forum to ask which BestCities destinations had availability. We helped coordinate that quickly. Dublin, Dubai and Berlin were all in the mix, and Dubai ultimately secured the convention. Berlin was understandably disappointed — but as Manuel (Wrobel) said in Guadalajara, “If it wasn’t going to be me, I’m glad it was you.” That mindset speaks volumes. And interestingly, Dublin later secured the Rotary International Convention for 2031. So, the competition remains, but it is underpinned by collaboration — and that synergy ultimately strengthens everyone involved.

Not every association can participate in the Global Forum — how do you select which ones make the cut, and what distinguishes those that are truly aligned with the Forum’s mission and purpose?

Ultimately, participation in the Global Forum is driven by business opportunity. The decision is not made by me or by Tia (Daniels, Business Development and Community Engagement); it is made collectively by the alliance. We have a Strategic Business Development Committee, composed of managers from each member city, that help us make the best possible choices. Each destination puts forward suggestions — associations they would like to invite, either because they are targeting them strategically or because they have previously hosted them and believe they could be relevant for other cities in the network.

However, those suggestions are reviewed collectively. The group evaluates whether an invitation makes sense for the alliance as a whole. By instance, a city might say, “We had a strong meeting with this association,” but if that association has indicated that its next edition will only rotate within Africa — and we only have Cape Town there — then it may not be the right fit at that moment. We look at their rotation patterns and at which regions they are considering.

So much of the decision comes down to shared business opportunity. If an association is considering multiple BestCities destinations, that’s ideal. The Global Forum host city naturally has slightly more influence in the selection process, since part of the Forum experience involves showcasing the host destination itself. In some cases, associations attend partly because they are evaluating that specific city. That said, we don’t invite associations solely because they are of interest to one destination. Typically, they need to have potential relevance for several member cities. The Forum is designed as a collective opportunity, not a platform for individual gain.
 

Now that the Global Forum has successfully rotated through all member cities with maybe a few exceptions, how does BestCities plan to stay fresh and continue challenging participants? Are you already imagining new formats or ways to recreate the Forum? what changes must cities make internally to remain relevant and inspiring for global associations in the years ahead?

It’s always difficult to look too far ahead, because so much can change. But if we focus on the near future, I would say that the current format is working well. We’ve received extensive feedback from our Strategic Thinkers group, and of course we conduct detailed post-event surveys to understand what resonated and what could be improved. That evaluation process is ongoing and very intentional. One principle that will not change is the importance of giving each host city space to imprint its own personality on the Forum. We work very closely with each destination to understand what they want to showcase and how they want to tell their story. Over time, we’ve developed a formula that allows participants to experience a real sense of place — even within a short, business-focused programme.

Guadalajara is a good example. Participants experienced multiple venues, different parts of the city, and a balance between learning and immersion. That feeling of community and authenticity is something we consider essential. One of my favourite moments this year was the “Mi Casa Su Casa” evening at the Visit Guadalajara offices. During my site visit in June, I walked into that building and immediately felt its warmth and character. I suggested we host a gathering there because it felt like being invited into someone’s home. That kind of intimate, human connection creates a special energy — and I don’t see that disappearing. In terms of structure, the size of the Forum is also deliberate. The intimacy works. People value the connection and the ability to engage meaningfully, so I don’t foresee major changes in scale. The rotation of host cities is already mapped out for the next 13 years, agreed by the board, and while we have processes in place should adjustments be needed, the framework itself is stable.

That said, educational and networking formats are always evolving. We are committed to avoiding passive, lecture-style programming. Interaction is key — participants should never feel they are simply being “talked at” for two or three days. We remain open to new ideas and formats, even if we don’t yet know exactly what those will look like. We will continue to draw insights from post-event feedback, as well as from pre-event surveys that ask associations what they hope to gain from attending.

One initiative introduced this year that we intend to continue is the alumni programme. I believe it’s incredibly important, as it allows individuals who might not typically attend these types of events — and organisations beyond the most senior representative — to participate, gain insight and bring that knowledge back to their teams. It strengthens the relationship not just with one individual, but with the organisation as a whole. And that, in the long term, reinforces the depth and resilience of our network.

Lastly, if you had to identify the single biggest challenge or threat facing associations today, what would it be?

I wouldn’t necessarily describe it as a threat — but there’s no question that associations are operating in a very challenging environment. They are navigating geopolitical uncertainty, economic pressure, tighter sponsorship markets and increasing scrutiny around membership engagement. In many cases, resources are being squeezed from multiple directions. So rather than feeling threatened, we feel the responsibility to listen more carefully than ever. What do associations truly need from us? How can we serve organisations that are under pressure, with limited time and budgets, in a way that genuinely justifies their engagement with us?

For me, it comes down to constantly reassessing and refining our value proposition. We know the value associations bring to destinations — that part is clear. The more difficult question is: what value do we bring to them? And that must be articulated clearly and convincingly. Associations need to understand not only why they are attending, but how their participation will tangibly benefit their organisation, their members and their strategic goals. That clarity of purpose — and delivering on it — is one of the hardest but most essential parts of our role.
 

Read here the HQ live report on the BestCities Global Forum 2026 in Guadalajara
 

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.

With the opening of the Penang Waterfront Convention Centre (PWCC) in October 2025, Penang has entered a new chapter in its evolution as a leading MICE destination in Asia-Pacific. Designed to address longstanding capacity gaps and attract large-scale international exhibitions, congresses and trade shows, PWCC represents a strategic investment in the city’s global ambitions. Operated by KinMalaysia Management Sdn Bhd, part of South Korea’s KINTEX, the venue combines international expertise with local partnership to position Penang competitively on the world stage.

In this interview with Headquarters Magazine, Aainaa Zulkiflie (on the right), General Manager of PWCC, shares the centre’s strategic vision, its sustainability and infrastructure credentials, and how it aims to strengthen Penang’s role as a hub for international associations and high-value business events.

PWCC was designed as a large-scale venue to complement existing capacity in Penang, addressing previous gaps in hosting major international exhibitions and conventions. Its opening in October 2025 marked a significant milestone for the city’s MICE landscape. With this in mind, what strategic vision guided the development of PWCC, and how do you foresee it transforming Penang’s MICE environment?

The development of PWCC is driven to meet the growing and overwhelmed demand for larger exhibitions, conventions, and concerts, as well as to broaden the B2B market segment. Penang traditionally has a strong local exhibition market. With PWCC operated by KinMalaysia Management Sdn Bhd, part of KINTEX, the premier exhibition and convention centre in South Korea, we bring international expertise directly to Penang. Our focus is to attract global B2B shows, expand trade opportunities, encouraging homegrown event and engage both local and global.

As Ashwin Gunasekeran told us in this previous HQ interview, PWCC is set to complement the existing Setia SPICE Convention Centre, which focuses on traditional conventions and meetings. PWCC, by contrast, is intended to host large-scale exhibitions and multi-day conferences. How do the two venues differ in their vocation and offerings for association conferences and exhibitions?

The 150,000 sqft event space indoor and outdoor of PWCC is built for large exhibitions and heavy trade shows, like machinery and industrial equipment. Its pillarless halls and drive-in access for trailers up to 30-foot make it flexible and capable of handling big events.

Not only that, PWCC is also built for international conventions, with spacious plenary halls (each with its own VIP and organiser rooms), spacious skylight of pre-function area, flexible 19 breakout rooms, and smooth delegate flow which is perfect for large conferences.

PWCC also offers a new sustainability experience connected with JDv by Hyatt and The Light Galaxy hotels (with 459 keys), 302 retail outlets, and 750 metres sea promenades, all in the heart of Penang city.
 

What is PWCC’s main value proposition for international conference and association organisers seeking to host large-scale events?

PWCC offers 150,000 sqft of flexible event space, providing a completely new experience for organisers and delegates. In Penang, we enjoy dual subvention and in-kind support from MYCEB and PCEB, and collaborate with nearby hotels and key local attractions to ensure seamless event experiences as premier venue destinations.

For associations seeking sustainable events, PWCC is equipped to support environmentally-friendly initiatives and practices, ensuring events are both impactful and responsible.

As we move towards a green and sustainable approach, our global kitchen operator, Foodlink Global (from Dubai and India), which also manages the kitchen at our other convention centre property, the India International Convention Centre (IICC) in New Delhi, India, is able to provide a wide range of F&B options, from local favourites to customised sustainable menus, in order to meet the needs of every event.

Sustainability, energy efficiency, and advanced technology are increasingly important in the selection of modern MICE venues. PWCC has integrated design and tech solutions to meet these expectations. How does PWCC integrate sustainable design and technology to enhance the modern conference and exhibition experience?

PWCC is proud to be the first convention centre in Malaysia to achieve GreenRE Gold certification, reflecting its commitment to environmental responsibility. The centre features a 16,328 sqm solar panel farm with a system capacity of 3,399.48 kWp, providing clean, renewable energy to support its operations.

Additionally, the building employs an auto-irrigation system using harvested rainwater, energy-efficient LED lighting, sustainable building materials, motion sensors for elevators and escalators, and water-efficient sanitary fittings.

Beyond infrastructure, PWCC works closely with clients to customise green events aligned with the SDGs, ensuring that every event not only meets business objectives but also reflects environmental and social responsibilities such as Leaving a Legacy Program for underprivileged communities in Penang, efficient food waste management, and other sustainability initiatives.
 

The centre features a pillar-free main hall, efficient load-in and load-out logistics, and is strategically located near urban infrastructure and the waterfront, supporting complex events. What are PWCC’s key attributes – such as logistics, accessibility, or layout – that make it especially suitable for large congresses and association meetings?

Our centre is designed to support heavy-duty exhibitions, large congresses, association meetings, and complex events with its strategic location, flexible layout, and efficient logistics. The centre features a pillarless main hall for unobstructed floor space with heavy-duty flooring up to 1.5tonne per sqm that can handle large setups, including staging and exhibition booths.

A dedicated load-in and load-out system ensures smooth logistics, reducing setup time and supporting seamless multi-day events. These features allow PWCC to host different events simultaneously or consecutively, making it ideal for international exhibitions, large congresses, and association meetings, with a capacity of up to 20,000 people at one time.

Global associations need venues that offer flexibility, dedicated support, and personalised services to facilitate successful events, and PWCC has actively prepared to meet these needs. How does PWCC plan to support and collaborate with international and regional associations in terms of tailored services, incentives, and event facilitation?

PWCC provides dedicated event support teams who coordinate every aspect of the event, ensuring smooth operations and seamless communication.

To further support associations and exhibition organisers, PWCC offers exclusive long-term partnership agreements and incentives, including preferential rates, bundled services, customised F&B solutions, and partnerships with local hotels and transport providers.

These arrangements not only make it easier and more cost-effective to host large-scale events but also foster long-term relationships, enabling clients to plan annual, exclusive events at PWCC and Penang, delivering consistent, high-quality experiences and growing bigger year after year.
 

Key sectors such as healthcare, technology, education, and professional services are growth areas for conferences in Asia. Does PWCC aim to attract high-value events from these segments? Are there specific industry segments or event types that PWCC is particularly focused on attracting in the coming years?

PWCC has become a new preferred venue destinations for medical conferences due to its flexible spaces, and the unique experiences it offers attendees. This year alone, the centre will be hosting a wide range of industries including automotive, machinery, pharmaceuticals, technology, education and other sectors, leveraging its versatile infrastructure and strategic location to support both large-scale exhibitions and specialised conferences.

Looking ahead, PWCC is actively bidding to host major medical congresses through 2030, further strengthening its reputation as a premier destination for healthcare events in the region.

By hosting large-scale international conferences and exhibitions, PWCC can strengthen Penang’s position as a competitive MICE destination in the Asia-Pacific region. Looking ahead, how do you see PWCC reinforcing Penang’s role as a global MICE destination and promoting regional and international engagement?

Looking ahead, PWCC will reinforce Penang’s position as a premier MICE destination by offering an exclusive and world-class venue that caters to a wide spectrum of events. As a strategic hub for business, networking, and cross-cultural exchange reflecting Penang’s dynamic and culturally rich environment as a whole new experience.

Through the joint venture between IJM Corporation Berhad (Malaysia), Perennial Holdings (Singapore), and a strategic partnership with KinMalaysia Management Sdn Bhd (part of KINTEX, South Korea), together with support from national and state bureau and tourism, PWCC is set to foster stronger regional collaboration, attract international delegates, and position Penang at the forefront of the global MICE landscape.

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.

Northern Portugal is breaking records and on track for a landmark 2025 – already outpacing last year’s 7.4 million visitors and nearly doubling its 2019 revenue. But the real difference lies in the strategic focus on the business events segment: conferences, meetings and corporate events that help distribute visitors throughout the region, enhancing cities such as Porto, Braga and Guimarães.

At the Congress, our Manuel Fernandes sat with Luís Pedro Martins, President of Associação de Turismo do Porto e Norte - Porto Convention & Visitors Bureau (ATP/PCVB) and what emerged is clear: Northern Portugal is not just chasing numbers, it is challenging the global events circuit to recognise its full potential.

How would you describe the region’s current tourism performance, and what are the growth prospects for 2026?

First, it is important to outline the region’s current situation. In 2024, we received 7.4 million tourists, who generated nearly 14 million overnight stays and €1 billion in revenue mark. For 2025, according to current figures, everything indicates that we will break records in all three indicators — guests, overnight stays, and revenue — growing above the national average, although not reaching the levels of 2019. At the moment, we are growing by around 5% in the number of guests and even more in revenue, which is excellent. Compared to the national average, we are seeing growth of about 10% year-on-year. For reference, in 2019 we were close to €600 million, which means we are now almost doubling that figure.

Where do business events, conferences, and exhibitions fit within this broader framework? And what goals has the local Convention Bureau set to help rebalance the scales?

As part of our work, we see the meetings industry as a highly valuable asset, closely linked to high-spending visitors. To become more competitive in this segment, we needed more visibility — something we still lacked at a global level. That is why hosting the ICCA Congress is so crucial for positioning ourselves alongside the major players in this sector. We know we have a very strong offering to attract major events, but we do not want this to be limited to the city of Porto alone.

That is precisely why we embraced the challenge put forward by ICCA: becoming the first destination in 64 editions of the Congress to deliver a fully multi-venue event — an idea that has sparked considerable curiosity among everyone we have spoken with. For this nine-venue event, we wanted to go beyond the municipality of Porto, reaching neighbouring cities such as Matosinhos and Vila Nova de Gaia. But our strategy goes further. We aim to create meaningful impact in municipalities such as Braga, Guimarães, and Viana do Castelo through meetings and events.
 

As you mentioned earlier, Porto has undergone rapid transformation in recent years, marked by a substantial rise in arrivals and overnight stays. In your view, can the events industry act as a buffer — or even an alternative — to mass tourism?

When it comes to tourism pressure, we represent a region spanning roughly 21,000 km², and fortunately we have ample capacity to disperse visitors. I should also say that I am entirely opposed to the idea that any city in our region is experiencing some kind of overtourism. True tourism pressure is what some European capitals face, welcoming millions of visitors every single day of the year. In our case, there is some strain in Porto’s historic centre during the peak of August, but beyond that, we have little reason to complain. In recent years, the city has also undergone several public works which helped reinforce that perception, as they created temporary congestion in some areas. Once these improvements are completed, I am absolutely certain this notion will fade. I believe that this narrative is dangerous since Porto is the main gateway for visitors to the entire region. It is our flagship destination — the anchor that attracts travellers. To suggest we should turn away tourism flows would be to undermine the North’s potential for sector-wide growth. For international operators, Porto is the benchmark that gives visibility to the region; denying that would risk removing the entire North of Portugal from the global map.
 

Check out our HQ report on Porto with the framework of the EU CVB Network Partnership

Do you believe that business events could generate fresh momentum for broader economic development across Porto & North of Portugal?

Absolutely. The impact is overwhelmingly positive. Our intention is to encourage a more balanced distribution of visitors throughout the region. We are fortunate to represent a territory that is both rich and diverse, extending far beyond the metropolitan area. Within Turismo de Portugal 22 strategic assets, we hold the vast majority. We offer nautical tourism, thermal experiences, wine tourism across four distinct wine regions, the Camino de Santiago routes, five natural parks, a national park, two geoparks, and an extraordinary biodiversity landscape. There is a wealth of opportunities to explore from Porto outward.

That said, there is still considerable work ahead. It is unrealistic to expect travellers to arrive through a different airport, just as it would be unthinkable to shield our monuments — such as the Clérigos Tower or Porto Cathedral — from the gaze of those who come here. What we must do is demonstrate that there is far more to discover beyond the familiar landmarks. This will also help us increase our average length of stay, which is another major key indicator for us. I have already spoken with the new Mayor, and I know he shares this vision of Porto as an essential gateway for the whole region. Within this sector, Porto is already the primary magnet for business travellers, yet it can do even more to reinforce territorial and social cohesion across Northern Portugal.
 

Is there a coordinated strategy with other municipalities—through their venues and multi-purpose centres, such as Forum Braga or the Multiusos de Guimarães—to channel different products and services across the wider region?

Yes, that is precisely what we are working on now. Cities such as Braga and Guimarães, which already have the capacity to host events, are full members of the ATP/PCVB. Each, in accordance with its scale, is already collaborating with us in bidding for strategic events. Internally, we are also carrying out a comprehensive assessment of the state of the meetings industry across the region — identifying key stakeholders, mapping responsibilities, understanding our full offering, and determining where we can best leverage our strengths.

The reality is that we are not yet in a position to bid for every type of event. There are gatherings of 50k to 100k participants that require large-scale facilities which we still lack. Within this strategic framework, our proposals may ultimately be presented to municipal and regional authorities to lay the groundwork for infrastructure that raises our competitiveness. We may even conclude that it is in our interest to specialise in particular segments where we can excel and truly stand out.

If we consider the nature of associations and specific industries, where do you see Porto and the North having the vocation and ecosystem to attract international events?

Although we know that, for instance, scientific congresses have grown significantly here, we are not yet analysing it in such a compartmentalised way. Certain fields are already part of our organisational planning, and we are also testing other types of events, including those with a sporting profile. Several ATP members have been encouraging us to move in that direction — Futebol Clube do Porto among them. Ultimately, we must capitalise not only on the potential of our venues, but also on the strength of our hotel infrastructure. It is also important to highlight that Portugal is perceived as a safe country with a pleasant climate — factors that greatly enhance our position. Our aim is to complete the study we are currently conducting and come away with a precise understanding of our strategic positioning.

The Porto & North Forever Pact (PNFP) initiative is built on the foundations of innovation, well-being, and inclusion. Could you elaborate on this? Are there already local partners working with you within this social framework?

The Forever Pact emerged from our own challenge: to consider the impact of events beyond traditional metrics. We aim to measure success not only in terms of overnights, delegates, or direct and indirect revenue, but also through less visible dimensions, which we consider equally (or even more) significant. Through this project, we highlight the social impact of events by engaging the community and its stakeholders in initiatives that contribute to societal improvement. A notable example is the participation of CAIS — a local non-profit supporting people experiencing homelessness — which allowed its volunteers to collaborate on the congress while receiving training in international best practices, actively taking part in skills development initiatives within this legacy blueprint.

Sustainability, already a focus in previous ICCA congresses, was further reinforced in this edition. Similarly, values such as innovation, social impact, and community engagement, first highlighted in Abu Dhabi, were symbolically handed over through the Forever Pact to ensure these principles continue with our colleagues in Panama at the next edition. One of the key objectives of the Council meeting held here was to transform the Forever Pact into a commitment for the entire global industry, while also encouraging local partners to adopt these standards as a guiding framework for events co-hosted with the ATP. To implement this effectively, we have been supported by the Canadian consultancy, #Meet4Impact, and the Portuguese social consultancy firm, ValeConsultores.
 

Porto & North of Portugal: Time to Wake up Again!

In your opinion, what are the main challenges for Porto and the North to advance towards a truly sustainable transformation? How can the environmental dimension be balanced with the necessary shift in awareness so that events can have a neutral ecological footprint?

First and foremost, it is crucial to take a clear stance against greenwashing and superficial certifications that undermine genuine efforts. At one point in Portugal, there was a trend of questionable “stamps” used to legitimise inconsequential practices. Secondly, it is essential to avoid false promises, as those who promise what they cannot deliver quickly lose credibility. The spell backfires against the sorcerer. Our call is to make this agenda more transparent and serious, continuing the awareness-raising efforts with all stakeholders.

Even before this congress, ATP had already launched the I'm In Sustainability movement, mobilising companies to obtain credible certification. We invite these companies to carry out internal audits to later classify the region as a sustainable destination according to the Global Sustainable Tourism Council standards, ensuring rigour and international recognition. Today, only through distraction or ignorance could anyone fail to grasp the importance of this cause, as the alerts have already reached everyone. Another important point is that we do not see this as merely an economic issue. It is true that this aspect is increasingly decisive in winning bids, and many travellers today are willing to pay more for destinations that embrace this agenda — take Costa Rica as an example. But above all, it is a matter of humanity: if we do not act now, we are effectively jeopardising our future.
 

In your estimation, does Porto currently need a large convention centre to scale its activities, or is the existing infrastructure sufficient to host the international events of interest?

This will be determined by the study mentioned earlier, which will assess both the current capacity of our infrastructure and the types of events we aim to attract. Should we conclude that the city can accommodate major events, it may be necessary to add a new asset to our portfolio. At present, we are examining two large metropolitan facilities: Exponor, which requires some investment, and Europarque, which needs some mobility solutions. Both, however, have the potential to strengthen the region’s position in this segment and have fulfilled their role over the years.

On the other hand, we know that private institutions are also considering Porto for a new large-scale infrastructure. The city is drawing attention due to its strategic location in the North Atlantic of the Iberian Peninsula, serving not only northern Portugal but also our central region and the Spanish areas of Galicia and Castile and León. Porto Airport illustrates this potential: in 2024 it handled 16 million passengers, compared with just five million across the three Galician airports. In other words, investors know that within roughly 90 minutes they can reach 5 million potential clients.
 

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

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 associations face rising costs, tighter budgets, and growing expectations around sustainability and impact, one long-standing challenge has become increasingly visible: the lack of clarity around destination support and conference subvention. Often misunderstood as a simple financial incentive, subvention is in reality a broader mix of financial, in-kind, and strategic support –yet information remains fragmented and difficult to compare during the destination selection process.

With the launch of The Association Guide to Subvention – The Practical Edition and new destination support tools embedded in the Conferli platform, that landscape is starting to shift. These initiatives aim to reframe subvention as a strategic partnership rather than a late-stage negotiation, giving associations clearer insight into what destinations offer, when to engage, and how different forms of support can strengthen event quality, reduce risk, and support long-term impact.

In this interview, Nienke van der Malen (below), CEO and founder of Conferli, shares her perspective on why clarity around subvention is now critical for associations, how destination support models are evolving, and what both associations and destinations must do to build more transparent, value-driven partnerships in the years ahead.

1) Subvention has long been part of the association meetings landscape, but this guide argues it is fundamentally changing. How would you describe the shift from subvention as a transactional tool to a strategic partnership? Why is this distinction so important for associations today?

Subvention has long been part of the conference world, but it has often been narrowly interpreted as a financial contribution. The guide makes clear that this view is incomplete. Subvention is any form of destination support with financial value attached, and in many cases, that value comes through practical, in-kind, and strategic support rather than cash alone.

What is changing is not the existence of subvention, but how it is understood and used. Destinations increasingly frame subvention as a partnership investment: support that helps associations reduce risk, improve quality, increase accessibility, and deliver impact. This can include venue discounts, marketing support, access to local networks, sustainability services, or help creating legacy programmes.

This distinction is crucial for associations today. Boards expect clearer justification of destination choices, budgets are under pressure, and expectations around sustainability, inclusion, and legacy are rising. When subvention is seen only as a cash injection, associations miss a large part of its potential. When it is approached as a strategic partnership, it becomes a tool to strengthen the event, align with destination priorities, and create value that extends beyond the conference itself.

The guide therefore encourages associations to engage destinations early and to look beyond funding alone. At the same time, this shift only works if destinations are transparent about what they support, why, and under which conditions. When both sides are clear, subvention becomes a partnership tool rather than a negotiation exercise.

2) One of the strongest findings behind this guide is the lack of clarity associations face when looking for destination support. Why do so many associations still struggle to understand what support exists, where to find it, and how to access it? How does this guide aim to close that gap in practical terms?

The lack of clarity is not caused by a lack of support, but by a lack of structure and visibility. The research behind the guide shows that 77% of destinations offer some form of subvention, while 91% of associations say they struggle to find clear information about it.

In practice, destination support information is fragmented. It sits across different websites, is written in policy language, varies per city or country, or only becomes visible once direct contact is established. On top of that, support is not always labelled as “subvention.” Associations may receive venue discounts, marketing support, letters of support, or sustainability services without recognising these as part of a broader destination support offer. This creates uncertainty at exactly the moment when associations need clarity most: early in destination selection and bid preparation.

The guide addresses this gap by translating destination support into a practical, structured framework. It explains what subvention actually is, outlines the different types of support available, clarifies who to approach and when, and breaks the process into clear, manageable steps. To complement the guide, this knowledge is now embedded directly into the Conferli platform through a new destination support filter within the matching tool. This allows associations to easily identify which cities offer subvention or other forms of destination support during the destination selection process.

Once a destination is explored in more detail, this information is presented in a dedicated Destination Support tile on each city profile. Here, the available support is explained more extensively, including the type of support, eligibility, and practical considerations around access and timing. Together, the guide, the filter, and the Destination Support tile reduce guesswork and make destination support more transparent and easier to compare and discuss early in the decision-making process.
 

"Many destinations recognise the potential of subvention as a tool to drive sustainability, inclusion, and long-term impact."

3) The guide places strong emphasis on in-kind support, often seen as secondary to cash funding. Why should associations rethink the value of in-kind subvention? How can it sometimes deliver greater impact than direct financial support?

Many associations still instinctively equate subvention with cash. The guide challenges that assumption very deliberately. It shows that in-kind support is not secondary, but often one of the most valuable and effective forms of destination support available.

In-kind subvention includes tangible support such as venue discounts, public transport passes, marketing and PR support, access to city-owned venues, sustainability services, volunteer programmes, or connections to universities and local networks. All of these have a clear financial value, even if no money changes hands.

In practice, in-kind support can deliver greater impact than direct funding for several reasons. First, it often removes fixed costs rather than adding complexity to the budget. A venue discount, free transport, or city-funded marketing can immediately reduce risk and improve accessibility for delegates. Second, it is often easier and faster to access than cash funding, with fewer administrative restrictions. And third, it is frequently more closely linked to the quality and reach of the event itself.

The guide also shows that in-kind support plays a crucial role in sustainability and legacy. Support such as carbon measurement tools, access to circular suppliers, local engagement programmes, or university partnerships enables associations to embed impact into their event design rather than treating it as an add-on.

The key message for associations is not to choose between cash and in-kind support, but to understand the full value of what is being offered. When quantified properly, in-kind contributions can significantly increase the overall support package and strengthen both the event and the partnership with the destination.

4) Destinations are increasingly selective about the events they support. How can associations better align their long-term mission and member value with a destination’s strategic priorities? What role does early engagement play in securing meaningful support?

Destinations support association conferences because they create value for the city, not only through delegate spend, but also through knowledge transfer, reputation building, and alignment with public priorities such as health, climate, mobility, or innovation.

That is why many destinations are becoming more selective: they want to invest in events that clearly fit their strategic focus and deliver shared outcomes. For associations, alignment starts with doing the homework early. The guide is very practical here: it encourages associations to look beyond venues and logistics and understand the destination context. What the city is trying to strengthen, which sectors it prioritises, and which local universities, clusters, or institutions connect naturally to the event’s theme.

When an association can show that connection clearly, the event becomes more relevant, easier to support, and more likely to unlock meaningful help. Early engagement is the difference-maker. The guide states it clearly: subvention starts with a conversation, not an application form.

When associations engage early, while a city is still on the shortlist, they can:

• understand criteria and timelines before deadlines close;
• explore the full mix of cash, in-kind, and strategic support;
• shape the event narrative so it matches what the destination is looking for;
• avoid generic requests and instead build a real partnership case.

And importantly: early contact reduces risk for both sides. The destination can assess fit, and the association can plan realistically.
 

Conferli Introduces New Tools to Bring Clarity to Conference Subvention
 

5) Sustainability, inclusion, and legacy now appear repeatedly as eligibility and award criteria. From your research, how are destinations concretely rewarding associations that embed sustainability and social impact into their events? What practical steps can associations take to respond to this shift?

The research behind the guide shows that sustainability, inclusion, and legacy are no longer abstract ambitions; they are increasingly translated into concrete eligibility and award criteria.

Destinations are moving beyond statements of intent and are rewarding associations that can demonstrate real actions and outcomes. In practice, this happens in several tangible ways. Some destinations now offer:

• Dedicated sustainability or legacy bonuses, either as additional funding or enhanced in-kind support;
• Free or subsidised services, such as carbon footprint measurement, waste management support, or access to circular suppliers;
• Higher evaluation scores for events that include concrete inclusion measures, local engagement, or knowledge-transfer activities;
• Targeted in-kind support, such as help organising community outreach, student programmes, or partnerships with local universities, NGOs, or research hubs

These mechanisms show that sustainability and impact are no longer “nice extras,” but factors that influence whether support is granted and at what level. For associations, responding to this shift does not require reinventing the event. The guide is very clear that what matters is making choices visible and measurable. Practical steps include:

• Defining sustainability, inclusion, or legacy actions early in the event design
• Describing concrete measures rather than general ambitions
• Linking these actions to the destination’s own priorities or SDGs
• Planning basic measurement and reporting from the start, so outcomes can be demonstrated after the event

Associations that do this are better positioned to access a wider range of support and to build longer-term credibility with destinations. At the same time, the research highlights a responsibility on the destination side. If sustainability and impact are part of the criteria, destinations need to be clear about how they are assessed and rewarded. Transparency helps associations design better events and leads to stronger alignment on both sides.
 

6) A key message in the guide is that many associations “fail not because they don’t deserve funding, but because they don’t explain their value clearly.” What are the most common mistakes associations make when building a subvention case? What are the essential elements of a strong, compelling application?

The guide is very explicit on this point: most unsuccessful applications do not fail on content, but on clarity and focus. Associations often underestimate how differently destinations assess value compared to internal association logic.

The most common mistakes include:

• Generic applications that could be sent to any city, without explaining why this destination is a good fit
• Overemphasis on delegate numbers while underplaying non-economic value such as knowledge exchange, local engagement, or legacy
• Unclear use of support, asking for funding without explaining how it will strengthen the event
• Late engagement, submitting an application without prior conversation or understanding of criteria
• Ignoring in-kind support, focusing only on cash while overlooking high-value practical support

The guide reframes a strong subvention application as a mini business case for the conference. It highlights five essential building blocks:

1. The event story: what the conference is about and who it serves;
2. The match: why this destination fits the event’s theme, timing, and ecosystem;
3. The value: economic and non-economic benefits for the destination;
4. The legacy: what remains after the event (knowledge, partnerships, impact);
5. The ask: what support is requested and how it will be used responsibly.

Applications that clearly address these elements help destinations understand not just what the association is asking for, but why the event matters to the city. This also highlights a shared responsibility. Associations need to articulate their value more clearly, but destinations can support better applications by being transparent about criteria, timelines, and expectations.
 

"The key message for associations is not to choose between cash and in-kind support, but to understand the full value of what is being offered." 

7) Looking ahead, the guide suggests that destination support models will continue to evolve. What do you see as the next major shift in subvention and destination support over the next five years? How should associations prepare today to remain credible and competitive partners?

What the guide and the underlying research make clear is that destination support is at a crossroads. Many destinations recognise the potential of subvention as a tool to drive sustainability, inclusion, and long-term impact. In practice, however, only a small minority currently translate that ambition into concrete funding or support mechanisms (roughly 6% offer subvention models that explicitly reward impact or sustainability outcomes).

This gap exists largely because subvention is still a political decision. In many cities, public funding for events must be justified primarily on economic impact: room nights, delegate spend, and short-term return. Even destinations that want to support broader societal goals often operate within political frameworks that still prioritise these traditional metrics.

Over the next five years, the major shift will not be a sudden replacement of economic criteria, but a gradual broadening of what “value” means. Economic impact will remain important, but it will increasingly be complemented by additional layers: contribution to knowledge ecosystems, alignment with public policy goals, sustainability performance, and social legacy. Destinations that manage to operationalise this broader value framework will gain a clear competitive advantage.

For associations, this creates both an opportunity and a responsibility. The guide encourages associations to prepare by:

• continuing to demonstrate economic value clearly and credibly
• while also articulating non-economic value in concrete, measurable terms
• aligning event themes and activities with destination priorities
• and being realistic about what can be delivered within political and funding constraints

Associations that can speak both languages, economic return and societal value, will be best positioned to work with destinations as this transition unfolds.

At the same time, the research sends a clear signal to destinations. If many want subvention to do more than boost hotel nights, they need to make that ambition tangible. That means clearer criteria, pilot programmes, and transparency about what is rewarded and why.

8) Finally, the guide stresses that reporting and accountability are no longer optional. How does transparent reporting strengthen long-term relationships with destinations? How can associations turn post-event reporting into a strategic asset rather than an administrative burden?

The guide is very clear on this point: reporting is no longer a formality. It has become a core part of the partnership between associations and destinations.

From a destination perspective, subvention is public money or publicly funded support. That means destinations must justify their decisions, often to politicians, auditors, and funding bodies, and they increasingly need evidence that support delivered real value. Transparent reporting is what enables that accountability.

For associations, this changes the role of reporting entirely. When reporting is done well, it builds trust and credibility. It shows that the association is reliable, professional, and serious about the commitments it made. Destinations consistently reward this reliability, not necessarily with more funding immediately, but with smoother future processes, earlier engagement, and stronger long-term relationships.

The guide also makes an important point: reporting expectations are expanding beyond pure economics. While room nights and delegate spend remain important, destinations increasingly ask for insight into sustainability actions, inclusion measures, and legacy outcomes. Associations that can provide this information clearly are better aligned with how destinations themselves are being evaluated.

Turning reporting into a strategic asset starts with timing and mindset. The guide encourages associations to:

• plan reporting requirements from the start of the event, not after it;
• agree on key indicators early, ideally together with the destination;
• collect data as part of normal event operations;
• use simple visuals, summaries, and outcomes rather than long narrative reports.

When reporting is integrated into event planning, it stops being an administrative burden and becomes a storytelling tool. It helps associations demonstrate value to destinations, communicate impact to members, and strengthen future bids.

There is also a responsibility on the destination side. If reporting is expected, requirements need to be clear, proportionate, and meaningful. Transparency works both ways.
 

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.

Lifelong learning plays a vital role in promoting democratic participation, social inclusion and community resilience throughout Europe. The European Association for the Education of Adults (EAEA) represents over 120 member organisations in 43 countries and advocates access to non-formal adult learning, particularly for under-represented groups. Its network reaches more than 60 million learners across the continent.

In this interview, Dearbháil Lawless (below), Vice President of the EAEA Board and CEO of AONTAS Ireland, the country’s National Adult Learning Organisation, shares her insights into how adult education supports civic engagement, addresses digital and climate challenges, and shapes more flexible and inclusive learning pathways.

Your 2024 Manifesto The Power and Joy of Learning describes adult learning as a transformative right. How is EAEA making lifelong learning empowering and relevant for adults, especially those on the margins, amid today’s digital, democratic, and climate-related challenges?

The Power and Joy of Learning frames adult education as a transformative right and this reflects our vision as an organisation, considering the needs of society and current and future challenges. We call for a Europe that provides meaningful opportunities for people to engage in Adult Learning and Education (ALE) and recognise that ALE is both a human right and a common good.

By this I mean, ALE can directly influence and improve democracy, environmental issues, well-being, social justice, employment opportunities and so much more. Take for example, digital literacy. The world is rapidly changing with banking, shopping, medical appointments, government services and more being provided online. Often these services are largely only available online. Without digital literacy and resources like internet access and a digital device, people are being excluded from basic practices and services in society. They cannot pay bills, update their driver’s licence, book flights or keep up-to-date with transport information. This change is happening in every country, and we must ensure that every adult is provided with digital literacy through ALE to protect their basic needs.

ALE is also vital for a healthy and authentic democracy. People need to understand elections, their voting rights, candidate and legislative information, and ensure their vote is informed and logistically possible. In Ireland, for example, you check an online register to see if you are registered to vote and this must be checked and updated in advance of the polling day. For someone with little knowledge of the voting system or who has unmet literacy needs, ALE can and does address this through voter education programmes, communication skills, and literacy classes.

There are also certain types of ALE like Community Education, Folk High Schools or Popular Education as discussed in the manifesto that focus on areas like critical thinking and critical media literacy. This helps people to question systems, challenge oppressive forces, and recognise misinformation, malinformation or so-called ‘fake-news’.

The manifesto not only outlines some of the challenges faced in areas like democracy, digital changes, or the environment, but it talks about what adult learning can do, providing research evidence and examples of good practice.
 

eucen: Universities Building Pathways, Protecting Trust
 

With Flexible Learning Pathways as your 2025 theme, what have you learned about making adult education more inclusive and accessible across Europe? Where do the limits of flexibility still lie?

Flexible Learning Pathways has been a great theme for us in 2025. It has provided the organisation and our members with the space to reflect, listen to new voices, and inform our future work in this area. Flexibility is needed to build an inclusive society where all adults (including those from underrepresented groups, disadvantaged socio-economic groups, etc.) are able to engage in learning. It is important to be mindful of what flexibility means to different people, too. For example, we will never reach some people if we cannot offer evening, weekend, summer or online programmes. For others, flexibility means breaking programmes into smaller modules or offering resources that support neurodivergent learners and different learning preferences. Education must be taught in a way that suits the learner. ALE has always been strong in this area, and I think higher education is now improving its offers through options like micro credentials. In the future, we will not meet the needs of society if we do not let go of traditional ways of teaching and learning and be innovative in our delivery of programmes.

Staff capacity, resources, and competing demands all affect flexibility, and we must consider the context in which educators work. But in education, there is often an old-school mindset of upholding traditional practices, and assuming that these are best. They are not or we would not continue to have people with unmet education needs. In EAEA, we are passionate about equality and we hope that educators, policymakers, and funders will recognise the value and power of non-formal education in being innovative and flexible. You can change a person’s future, the future of their family, and strengthen a community through change-oriented non-formal education. A formal assessment or structured teacher-led programme does not always make something more valuable. It has just been validated. Both are important and from my experience, non-formal change-oriented programmes that are done well are far more impactful in being responsive and innovative. The pandemic provided hundreds of examples of that in Ireland alone within community education.
 

"Recently in London, I saw an AI ad on public transport that said “stop hiring humans”. I could not believe that such unethical messaging was presented so boldly."
 

Your podcast series Beyond Learning 2.1 explores grassroots learning for the green transition. How are these community-led models shaping EAEA’s broader sustainability strategy?

Through Beyond Learning 2.1 people can find wonderful examples of community-led models that address climate change. The show provides a platform for people undertaking grassroots action dedicated to a more sustainable future. These are the changemakers of our time making a real difference in something that many of our governments are not prioritising appropriately. It is actually a great example of social justice movements more broadly in that it is local people identifying an issue, working together to create a change, and leading by example. Their work is then (hopefully) amplified and drives a movement for change at regional, national and European level. As an NGO, EAEA wanted to find opportunities to amplify these Community actions that are strong examples of ALE and are both informative and practical for local communities. The podcast is shaping our strategy by deepening our knowledge and understanding, and helping our members to learn about the green transition.
 

Through the AI4AL project, you promote mindful use of AI in adult education. How do you balance innovation with inclusion, ensuring trust and relevance in AI-supported learning environments?

AI is coming into play hard and fast. Big tech companies are downsizing to move funds across to AI and some companies are saying the quiet part out loud. Recently in London, I saw an AI ad on public transport that said “stop hiring humans”. I could not believe that such unethical messaging was presented so boldly. I do not know why I was surprised considering the current political climate but it is disappointing and it is another focus on profit making in place of meaningful employment and stability for people. Yet, we cannot ignore AI. It would be foolish to think that if we sit back and wait, we will figure it out in the future. It is also an example of a rapid change whereby you either keep up and protect your community or you risk having people with more resources and power influencing strategies that will further harm working-class people or other communities that have been marginalised. While we cannot compete with them, we can at least be proactive and informed. From an EAEA perspective, this is why ALE is key. By providing opportunities for people to learn about AI, we can work with others in advocating for its ethical use and help to share people’s understanding of the potential positive and negative impact in education, and more broadly.

Balancing innovation and inclusion can be done by keeping informed, creating guidelines for use, and ensuring that humans review content, and humans make decisions. AI might be a helpful tool, but it cannot replace people or educators. The human brain, human conscious, and the lived experience are far more complex than a machine or piece of software. But with careful and considered instruction from a human, learners can use AI to support their learning needs and speed up processes when an educator thinks it is suitable.
 

"Staff capacity, resources, and competing demands all affect flexibility, and we must consider the context in which educators work."

Intergenerational learning has long been central to your work. What role do you see it playing today in building more connected, resilient communities and teams across Europe?

Learning should be lifelong and life-wide. Intergenerational learning is profound in its capacity to shift mindsets, create change, and provide practical ways to support learning. There are wonderful examples of this with digital literacy and migrant inclusion, for example. By bringing groups of people together from different ages (and backgrounds!), you can help people to learn how to use mobile phones or computers, and improve their digital literacy while also sharing local knowledge on community services, language, history and so much more. I have also seen programmes with older and younger women in the Traveller community, a nomadic Irish ethnic minority, where older women taught younger women traditional customs like paper flower making and younger women helped the older women with their reading and writing. Intergenerational learning brings people together, it is mutually beneficial and it builds connected and resilient communities by helping us to respect each other, listen to each other, and see the value of different experiences.
 

At your 2025 conference in Leipzig, Marina Weisband called for self-efficacy and democratic participation through education. In light of today’s geopolitical climate, how is EAEA reinforcing adult learning’s civic role, and what key outcomes from the event will shape your projects?

Everything we do reinforces adult learning’s civic role. Adult learning is built on social justice movements like feminism and working-class action. But to ensure we are addressing immediate and relevant needs, EAEA is creating projects that strengthen communities, promote and support equality and social inclusion, and protect democracy. Learner voice is a democratic action that provides empowering opportunities for people to share their experiences, meet others, and inform future policy and structural changes. As part of our learner voice workshop at the conference, we asked attendees to commit to the learner voice and share their future intentions. We will use this strategic opportunity to check-in, support local and national actions, and drive learner voice for the benefit of learners themselves, the future of ALE, and, more importantly, the health of society.
 

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

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 one of the most recently established convention bureaus in Southeast Asia, the SCB was launched in the middle of 2024 with a mission as audacious as it was ambitious: to reposition the Malaysian state of Borneo as a reliable destination for international meetings and events grounded in knowledge, transcending its status as a purely tourist destination of pristine natural landscapes, rich cultural heritage and warm hospitality.

 

Leading this transformation is Noredah Othman, SCB’s founding CEO, previously served as CEO of the Sabah Tourism Board (STB) and who brings more than three decades of experience in tourism strategy, global MICE networks, and government collaboration. With a sharp focus on legacy, partnerships, and sustainable growth, she is helping steer Sabah from its traditional reputation as a nature escape into a serious business events contender.

 

In this interview with HQ, Noredah outlines the early challenges, landmark milestones, and what it takes to build a destination from the ground up, with a clear eye on impact.

Headquarters: The Sabah Convention Bureau was established as part of the Ministry of Tourism, Culture and Environment. As the state’s first dedicated destination marketing organisation of its kind, how did you define your strategic role in the early months, and what shaped your initial priorities?

Noredah Othman: When the Bureau was launched in June 2024, our mandate was clear: to transform business events into a driver of inclusive economic growth and social impact. In those early months, my focus was on defining our value proposition as more than just an events bureau. We positioned ourselves as a connector, bridging government, academia and industry, and emphasised legacy outcomes as a core priority. Our first steps involved engaging stakeholders across Sabah to build alignment, establish trust and map the sectors where our expertise could resonate globally, such as biodiversity, medical research and sustainability.

 

HQ: While Sabah is well known for its biodiversity and cultural heritage, it is relatively new to the international business events community. How are you positioning Sabah among international association planners, particularly those unfamiliar with its capabilities as a business events destination?

NO: We recognised early on that Sabah needed to be reintroduced not only as a place of natural wonder but also as a centre of professional excellence. Our strategy includes active participation at global trade shows, hosting familiarisation trips for association leaders and leveraging Sabah’s reputation in conservation and research to align with knowledge-driven events. We showcase modern infrastructure like the Sabah International Convention Centre (SICC) alongside our strong higher education institutions and industry clusters. This dual narrative, professional capacity paired with unforgettable delegate experiences, is resonating strongly with association planners who are seeking distinctive yet reliable destinations.

HQ: The BE in SABAH Forum has positioned itself as a platform for international dialogue on sustainable and impactful business events. How has this initiative evolved, and in what ways does it reflect the Bureau’s wider goals in terms of positioning, partnerships, and regional relevance?

NO: The BE in SABAH Forum was conceived as more than a knowledge-sharing platform; it is a statement of Sabah’s commitment to sustainability and legacy. Since its inception, the Forum has evolved into a meeting point for local and international stakeholders to exchange best practices on impactful event delivery. It reflects our broader vision to position Sabah as a thought leader in Southeast Asia, where conversations about event design, legacy frameworks and sustainability intersect. By convening global and regional partners under one roof, we are reinforcing Sabah’s role not only as a host but as a contributor to the advancement of the business events industry.

HQ: Sabah has recently hosted the 19th International Conference on Knowledge Management in Organizations (KMO 2025) at Universiti Malaysia Sabah (UMS), the IEEE Region 10 Conference (TENCON) and the International Conference on Big Data and Smart Computing (BigComp). What were the key factors in securing these bids, and how do they reflect Sabah’s growing ability to attract and deliver knowledge-driven international meetings?

NO: Hosting these prestigious conferences was made possible through strong collaboration with local higher education institutions, professional associations, and the international networks we have built. The process highlighted Sabah’s academic expertise, state-of-the-art facilities, and the appeal of offering delegates experiences beyond the conference room. These events affirm that Sabah is ready to host high-level, knowledge-driven gatherings while delivering international standards and a distinctive delegate journey rooted in nature and culture.

 

 

  

HQ: Your approach seems strongly rooted in collaboration across knowledge institutions, healthcare, and industry. How is the Bureau engaging with local clusters (such as medical research, agriculture, biodiversity), and higher education institutions like Universiti Malaysia Sabah (UMS) to shape event attraction strategies that are rooted in regional expertise and designed to leave a meaningful legacy?

NO: Collaboration with local clusters is central to our approach. We actively map Sabah’s key strengths such as biodiversity research, marine science, healthcare and sustainable agriculture, and align these with international association interests. Through partnerships with institutions like UMS and the Sabah state healthcare cluster and association, we identify ambassadors who can champion bids and co-create legacy programmes. For example, a medical congress may include training for local practitioners, or a biodiversity symposium may partner with conservation NGOs to implement long-term projects. This ensures that events create outcomes that endure well beyond their closing sessions.

HQ: As you speak with international associations and PCOs who are exploring Sabah as a new destination, what tends to shift in their perspective once they learn about Sabah’s capabilities?

NO: The most common reaction is surprise at the depth of what Sabah offers. Many come with the perception of Sabah as a leisure destination known for its rainforests and islands. When they learn about our modern venues, global-standard hotels, knowledge clusters and proven track record of hosting international congresses, their perspective shifts dramatically. They begin to see Sabah not as a new or risky destination, but as a distinctive and reliable partner capable of delivering both immediate ROI and long-term legacy.

 

As Noredah sees it, building a successful business events destination is not only about venues or connectivity, but about its purpose: cultivating an ecosystem where professionalism, creativity, sustainability, and inclusivity converge. Sabah is shaping itself into a truly legacy-driven destination, from landmark hotel developments and innovative creative hubs to grassroots initiatives and talent-building programmes. For a new bureau with global ambition, Sabah’s approach is less about scale and more about substance: anchoring events in legacy, local relevance, and professional trust.

 

“For international planners, Sabah is more than a destination; it is an experience. From the moment delegates arrive, they are welcomed by breathtaking natural beauty, genuine hospitality, and opportunities to make a real difference, perfectly captured in the tagline, Sabah – Your Business Events Playground. Beyond that, delegates are invited to discover a destination where business meets inspiration: contemporary venues framed by stunning landscapes, enriched with adventure and vibrant cultural encounters that leave a lasting impression,” she concludes.

 

Read and download the full Sabah Destination Report to learn how Borneo’s newest convention bureau is redefining business events in Southeast Asia.
 

In a world where technology is rapidly transforming healthcare, one innovation dares to bring emotional intelligence to the forefront. This year, the IAPCO Innovation Award was presented to Nuria Fernandez, Online Education Specialist at Kenes Group, for her groundbreaking course AI-Powered Simulation Training: Mastering Sensitive Discussions on Weight Management.

The course, developed on the UNLOK education platform, uses emotional recognition AI to help healthcare professionals navigate complex, often uncomfortable conversations with greater empathy and confidence. We caught up with Nuria after her win at IMEX Frankfurt 2025 to explore how this unique simulation came to life, and why the future of medical education just might start with listening.

HeadQuarters: Congratulations, Nuria! How does it feel to receive the IAPCO Innovation Award 2025?

Nuria Fernandez: Thank you so much! Honestly, it is an incredible feeling. I am so grateful to IAPCO for this recognition. It was one of the most meaningful professional experiences I have had. Just being nominated felt special, but winning was something else entirely. It is a great motivator, not only for me personally but for the entire team at Kenes Group. I feel empowered to continue pushing boundaries in medical education.
 

HQ: What does this recognition mean to you on a personal and professional level?

NF: Personally, it is a big milestone. This is the first time I have received an award like this, and it really encourages me to keep growing in my career. For Kenes, it is also significant, it is the second time we have received an IAPCO Innovation Award. The first was for our digital learning platform, UNLOK, and now this win shows that we are still moving in the right direction. It reinforces our belief in the power of innovation and collaboration.
 

HQ: What inspired this course specifically, and why focus on weight management and communication?

NF: Though I am not part of the diabetes community myself, we work closely with healthcare professionals, patients, and experts. What we consistently hear is that language matters, especially when discussing topics like weight or chronic conditions. These conversations are sensitive, and traditional training often does not prepare professionals for the emotional side of them.

This course was created in response to direct feedback from our learners. We wanted to give healthcare professionals a way to practice these conversations in a safe, reflective space, to build empathy, confidence, and communication skills.
 

HQ: How is this course different from other medical training?

NF: The main difference is the integration of emotional recognition AI. While the patient in the simulation is portrayed by a real actress, the AI monitors your facial expressions, tone of voice, and the words you use during the conversation. Based on that, it gives you personalised feedback creating a unique experience tailored to each user.

You are not just passively watching a video or reading slides. You are interacting. You are refl ecting. You are learning how to become more emotionally aware and that is incredibly powerful, especially in healthcare.
 

HQ: What were the biggest challenges in developing the simulation?

NF: Definitely integrating AI in a way that was meaningful and accurate. AI can sometimes ‘hallucinate’, meaning it generates incorrect or misleading responses. We had to train the system carefully, feeding it the right language and emotional cues so the feedback would be realistic and helpful.

Finding the right actress to portray the patient was also key. We needed someone who could really convey the emotional nuances of such a sensitive conversation. That authenticity was crucial to making the simulation feel real and impactful.
 

HQ: Who can benefit from this training?

NF: This is not just for physicians; it is for anyone involved in patient care. Nurses, nutritionists, even support staff. The skills you develop through this activity are universal – eye contact, active listening, respectful language. These are things we sometimes forget in the rush of daily routines, but they make all the difference in how we connect with others.

The experience is also highly personalised, no two users will receive the same feedback. It is all based on how you communicate, which makes it both practical and deeply personal.
 

HQ: What kind of feedback have you received so far?

NF: It is overwhelmingly positive. Over 300 healthcare professionals have already registered for the course, and the response has been fantastic. Many were surprised by how engaging it was, not just because of the technology, but because it made them think diff erently about empathy and communication.

Our key opinion leaders were also impressed. It is rare to see such innovation applied to soft skills training in medicine. And that is exactly where we see huge potential for growth.

HQ: What is next for UNLOK and Kenes Group’s digital learning?

NF: We are continuing to grow the platform and expand our content. While this activity focused on interpersonal skills in diabetes care, our goal is to apply this model to other areas. For example, pregnancy and diabetes, older adults with comorbidities, or even patients with Alzheimer’s or cancer.

UNLOK is not just about technical knowledge. It is about building confidence and compassion. And that is what sets us apart. As I like to say, the sky is the limit.
 

HQ: Any final thoughts for readers who might want to explore this experience themselves?

NF: Yes, I encourage anyone interested to visit the UNLOK platform and try the simulation themselves. It is not just about learning a skill, it is about seeing how technology can help us become more human. And that, to me, is the most exciting part of all.
 

Nuria Fernandez’s work is a reminder that innovation does not always mean faster or flashier – it can also mean more human. By blending advanced AI with real emotional connection, her award-winning course shows that empathy can be learned, practiced, and refined like any other clinical skill.

As the UNLOK platform continues to evolve, one thing remains clear: meaningful progress in healthcare depends not just on what we know, but on how we make others feel. And with leaders like Nuria at the helm, the future of medical education is in thoughtful, compassionate hands.
 

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.

Celebrating 50 years of activity, the OIC Group marks this milestone with a renewed institutional image, a bold international outlook and the opening of its new office in Brussels. These changes reflect the Group’s determination to strengthen its global footprint, diversify services beyond congress organisation, and position itself as a long-term partner for scientific associations and medical societies.

At the centre of this new chapter stands Irene Serio, who has just taken up the position of Chief Executive Officer while continuing in her role as President. In this interview, we explore how OIC is adapting to a rapidly evolving events industry, from technological innovation and hybrid formats to sustainability and association management.
 

Headquarters: The OIC Group recently celebrated its 50th anniversary with a series of significant changes, including your appointment as the new CEO, at a strategic moment for the group. This transition coincides with a global repositioning of the brand and access into new markets. How is this new leadership redefining the OIC Group's strategic priorities? What are the key values or visions that you will bring to this new phase?

Irene Serio: OIC Group’s 50th anniversary was a moment to reflect on who we are and where we want to go. Having served as President since 2018 and stepping now also into the role of CEO carries a renewed sense of responsibility: the task of protecting a heritage while guiding the Group into a new chapter. Our priorities today are clear. We want to consolidate OIC’s position as a trusted partner for scientific and medical communities worldwide, while opening new areas and embracing innovation as a daily practice. At the same time, we are determined to weave sustainability, equity and inclusiveness into everything we do, because the true value of events lies in the legacy they leave behind.

Personally, I bring with me two convictions: that people are our greatest strength, and that vision is what makes the difference. OIC has grown through the passion and commitment of extraordinary professionals, and it is on this foundation that we will continue to build. Looking ahead, my role is to nurture curiosity and ensure our projects create platforms that connect science, institutions and society in meaningful ways. In this sense, my leadership is about continuity with renewal: remaining faithful to the values that have guided OIC for 50 years, while opening ourselves to new perspectives and opportunities to shape the future of our industry.

HQ: In celebration of this important milestone, OIC Group also unveiled a new graphic identity that marks a symbolic and strategic turning point for the future. How does this new institutional image translate, on a practical level, into the group’s goals of innovation and internationalisation? And how does it reposition OIC on the European and international scene?

IS: The new identity expresses a transformation in how we see ourselves and how we want to be seen. It reflects the OIC of today, a company deeply rooted in Florence yet projected towards an international stage where innovation and scientific excellence converge. The spotlight in our visual design conveys a simple idea: OIC is the light that highlights what truly matters for our clients and people. It symbolises the way we want to position ourselves today: recognisable, focused, and ready to bring this vision onto a broader international stage.

On a practical level, this means making innovation part of our daily work: not just in technology, but in formats, services, and ways of engaging with communities. It means rethinking how we design events, how we support associations, and how we connect knowledge across borders. The identity gives us a stronger, more recognisable voice to communicate this evolution.

In terms of internationalisation, the new image positions OIC as a European player with a global outlook. It signals our ability to operate in a highly competitive, international context while bringing with us the values that have always defined us: reliability, care for detail, and a strong sense of partnership. With this rebranding we are amplifying our story, giving it the language and the visibility it needs to continue to grow in the European and global arena.
 

HQ: The opening of the OIC Group's new office in Brussels represents another strategic step that demonstrates the organisation's ambition to be closer to the associations' headquarters, especially at a time when the group is strengthening its presence in Europe. How does this new headquarters in Brussels fit into the group's positive strategy within the European associative community? And how does it fit into the OIC Group's broader aspirations for international expansion?

IS: Brussels has always been a strategic crossroads for us. For years, we have been present through our people working locally and through a close dialogue with institutions, partners and stakeholders. Opening a new branch this Autumn is, therefore, the natural consolidation of a path we had already undertaken. Being in the heart of Europe allows us to strengthen our support to the many scientific societies, associations and organisations that look to Brussels as their centre of gravity. It also enables us to be closer to decision-making processes, and act as a bridge between the medical-scientific world and the European institutional context. For OIC Group, this new presence is symbolic. It demonstrates our willingness to take part in shaping the future of our sector at a continental level, with the same spirit that has always guided us – listening, collaboration, and a strong sense of responsibility towards the communities we serve.

HQ: Over the last few decades, the OIC Group has established itself as one of Italy's leading providers of medical and scientific events, but these latest developments show a clear desire to cross borders, diversify its operations in the market and establish itself as a global benchmark in the events industry. What are the OIC Group's strategic priorities today in terms of investment in new business lines and revenue streams? How does the group plan to position itself competitively and with multiple players in foreign markets without losing the identity that has made it a reference in Italy?

IS: Our identity remains deeply connected to Florence and to Italy. But since the very beginning we have been working side by side with international scientific societies and associations. Many of these collaborations have lasted for over 20 years, allowing us to manage large-scale congresses all over the world and to compete with global players long before speaking about “internationalisation” became a trend. Today our strategic priorities build on this experience. We are strengthening our global footprint by innovating and diversifying our business lines, not only through congress management, but also through association management, medical communication, corporate events, and innovative services that support our clients’ broader strategies. This diversification is a way to create resilience and offer integrated solutions that respond to the increasingly complex demands of the healthcare and scientific sectors.

Competing internationally means keeping the values that distinguish us – precision, reliability, care for detail, and above all, the ability to build long-lasting relationships. These values are the reason why we can stand out. Our roots in Florence have taught us the importance of culture, creativity and hospitality. Bringing these qualities into an international context is what makes OIC unique and competitive among much larger players.
 

HQ: At the same time, expanding internationally brings with it both possibilities and uncertainties — especially when it comes to entering emerging markets, where cultural, regulatory and competitive dynamics can be radically different from those to which the OIC is used to. From the group's management perspective, what are the main strategic risks associated with this expansion into new geographies? How is the OIC adapting its operational and business models to capitalise on opportunities abroad without compromising quality, reputation and its core values?

IS: International expansion always brings opportunities, but also the responsibility to navigate very different cultural, regulatory and competitive environments. We are fully aware of this. The main risks lie precisely in underestimating these differences, in thinking that a successful model in one market can be applied unchanged elsewhere. For us, the key is adaptation without compromise.

Our approach is based on three pillars. First, listening – by engaging with local partners, institutions and stakeholders to understand context and expectations. Second, flexibility – evolving our operational models to align with diverse regulations and cultural specificities, while maintaining the same high-quality standards. Third, coherence – by ensuring that, no matter the geography, the values that define us remain non-negotiable. Emerging markets are places where we can innovate, learn, and bring fresh perspectives back to our organisation. Expanding internationally does not mean diluting our identity, but rather amplifying it by showing that OIC can adapt to global complexity while staying true to its roots and reputation.

HQ: In the press release that served as a guide for this interview, it was mentioned that the company continues to invest “in people, technology and entrepreneurial vision” — a three-pronged approach that has become essential for companies operating in rapidly changing sectors, such as event organisation. How has the OIC Group adapted its technological structure and delivery models to respond to this new digital reality? How have these investments contributed to creating tangible competitive advantages in an industry increasingly driven by data, scalability, and innovation?

IS: Investing in technology is the way we have been navigating an industry that has changed profoundly in recent years. The pandemic accelerated trends that were already emerging, and today event organisation is also about designing digital ecosystems capable of creating engagement and delivering measurable value.

At OIC Group, we have strengthened our technological infrastructure on several levels. we responded by fully digitalising our internal systems and the way our project managers interact with events, clients and participants. This has allowed us to integrate workflows, streamline processes, and ensure a seamless experience across all stages of a project. We invested in tools for data collection and analysis to better understand audiences and optimise engagement, and we adopted immersive solutions that enhance the participant experience. At the same time, we focused on our people, helping them blend technical skills with creativity.

What makes the difference is our ability to combine technology with the human touch, the relationships and care that have always been part of our DNA. This balance is what keeps us relevant and forward-looking. Because in the end, technology only makes sense when it supports human intelligence and empathy, turning complexity into something usable and valuable.
 

HQ: The OIC Group has a specific business unit focused on managing scientific associations and medical societies — a strategic asset, as it ensures ongoing relationships with institutional clients. In a context where these associations face growing challenges in terms of governance, relevance and member engagement, how has the OIC Group been evolving its value proposition in this area? How does this line of business contribute to strengthening the group's position as a long-term institutional partner, not just as an event provider?

IS: Working with scientific associations and medical societies has always been one of the most meaningful parts of our job. It is about being there for them year after year, helping them grow, adapt and stay relevant in a healthcare world that changes so quickly. What makes the difference is the trust that builds over time. Many of these relationships have lasted decades, and that continuity allows us to really understand their needs and anticipate the challenges ahead. We support them also in governance, communication and member engagement, areas that are becoming more and more decisive for their future.

This is why I do not see OIC simply as an event organiser in this field. Our role is to be a long-term partner, someone who stands by associations through transitions, who brings in expertise and sensitivity, and who helps turn their vision into something concrete and lasting.

HQ: Lastly, the congress and exhibition sector is undergoing a structural transformation, driven by technological changes, new sustainability requirements, a new user experience and, above all, the redefinition of the role of events in generating value for organisations. How does the group's leadership anticipate the future of the congress and events industry over the next 5 to 10 years? And what role does OIC aspire to play in this new ecosystem — one that is more global, more digital and, above all, more demanding in terms of social impact and relevance?

IS: The future of our industry will not simply be about bigger congresses or more advanced technologies, it will be about meaning. Events will increasingly be asked to justify their relevance, to prove their impact, and to leave something behind that goes beyond the days of the meeting itself. We feel part of this transformation. We are carbon neutral, we integrate CSR into our daily work, and we encourage our clients to translate sustainability into real action, whether that means reducing environmental impact, promoting inclusion and gender equality, or supporting social projects worldwide.

But above all, we remain convinced that people are the true driving force. The curiosity of younger generations, the experience of our “sages”, the diversity of voices and perspectives, this is what gives value to what we do. Technology and sustainability are essentials, but without people, they are empty. Looking ahead, we want OIC Group to be recognised for shaping experiences that leave legacies. This is the role we aspire to play in the new ecosystem: a partner that brings vision, responsibility and humanity to the heart of every project.
 

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

We have gone from a timeline in which the relevance of traditional media gave way to social media and online networks, replacing it in dominance and global dissemination. Nowadays, it is quite difficult to read something first in a physical newspaper than on a website! On the other hand, we are increasingly witnessing a systematic war on reliable and impartial information, with the discrediting of sources, where opinion has prevailed over facts and entertainment over real news.

The Poynter Institute’s International Fact-Checking Network (IFCN) was launched in 2015 to bring together the growing community of fact-checkers around the world. The network defends information integrity in the global fight against disinformation, reaching more than 170 fact-checking organisations through advocacy, training and global events. Director Angie Holan spoke to our HQ Magazine Manager, Manuel Fernandes, about the concepts of infotainment, disinformation, truth and lies.

Headquarters: We have moved from a timeline in which the preponderance of traditional media was fundamental, to one in which digital media and social media outreach have replaced it in dominance and global dissemination. How do you see the role of the ‘editor’ or ‘proofreader’ in this online age? How can the ability to check facts and statements be transferred from paper to online?

Angie Holan: It is critical that we transfer what we now consider traditional print competences to the online space. They may be different in the way people interact with the various media, but they are the same in the sense that factual standards need to be maintained in both areas. So, the skills that fact-checkers bring to verifying traditional media and modern media are the same, with an emphasis on primary sources, documentation, expertise, etc. In a way, we need to make these old methods of processing information relevant and dynamic for an online area. For example, today we see fact-checkers who write lengthy reports turning them into short chat videos on TikTok.

What we need to ensure is that when we present information as validated, verified and accurate, it follows the standards of evidence. A big part of my organisation's role is to maintain standards of evidence among fact-checkers. We can go into this in a lot of detail, but I think the important thing to note is that there are standards of verification, and some people abide by them and others do not. Often, you have to spend a bit more time finding out whether your information is really verified or not. Whenever there is a question about the integrity of information, it is necessary to be able to investigate the evidence so that it can be reproduced. This applies to both online and offline. The problem is that the volume and speed of information online is so fast that people often do not slow down to check. That is where fact-checkers come in. We are slowing down to verify and showcase our work in various media including online platforms. Right now, the current climate points in that direction.
 

HQ: I don’t think it’s an exaggeration to say that we are living through a moment in which reliable, impartial information is under systematic attack, as trusted sources are increasingly discredited and unchecked opinion and entertainment too often eclipse facts and serious reporting. How do you view these new forms of infotainment and ‘community notes’ that certain media organisations and technology platforms are pushing?

AH: One of the problems we face with these technologies is that we have not yet developed new signifiers of high-quality information that users can view and understand quickly. In many contexts, people really need to do their homework and check for themselves whether what they consume is verified or not. This can be very time-consuming, cumbersome and inefficient. We have a serious problem with information integrity today, because there are no efficient ways of doing this. However, I believe that, as a society, we will develop systems to deal with this vast amount of information more efficiently and comfortably. It is a very uncomfortable experience these days to go online and know that everything you see may or may not be true. We also have to think about the question of what expertise is. For specialists, there has never been so much information available as there is now, which leads to more in-depth research. But for non-experts, the environment is very challenging.
 

“I think there are some very deep problems with the business model for high-quality content in order to attract audiences”

HQ: Further, several websites and news outlets have developed real-time fact-checking tools to counter disinformation and restore accuracy to public debate. This work is especially vital at a time when ‘truth’ can be twisted into ‘lies’ through media spin, attacks on the credibility of institutions, and the persistent misuse of the dubious concept of ‘fake news’. What tools and resources can public institutions, associations and media apply in their activities to preserve their reputation and image?

AH: As a foundation, I believe we need strong education systems. That is where young people learn to read, write, do maths, science, think critically and analyse arguments. A strong education system, preferably with a media literacy component. We also need news organisations that maintain high standards of evidence and fact-based reporting.

On the other hand, we would like to see more fact-checking on social media in the most automated way possible. Our experience has shown us that fully automated fact-checking is not yet feasible. I am not even sure it is advisable because, despite all the clamour around AI, I still think it fails in terms of accuracy in fundamental aspects. We see this in the hallucinations and fabricated sources that AI provides us with to generate reports and studies – which is nowhere near the level of human intelligence in evaluating high-quality evidence. Finally, fact-checkers are not against technology – many of them use AI in their own work. That is why I say that if AI is used by humans, it must also be supervised by humans. It cannot simply be left free online.
 

HQ: How can ordinary people cope with so many conspiracy theories and unverified news stories, especially when the sources are as many as they are now?

AH: I think we are struggling. We live in an oversaturated online information ecosystem, and there is no peaceful way out of this. If society works together collectively, we can improve the situation. But at the moment, there seems to be very low levels of social trust. I do not think the technology platforms are doing as much as they can to try to make online information better for the average user. They are just prioritising their corporate goals of maximising profit on a large scale. There are no magic solutions here. I believe we have decades of work ahead of us, trying to keep the knowledge systems that humanity has developed over hundreds of years in a good state and bring them into the online space. There are some positive points, though, such as university libraries that have done a fantastic job of making information and archives available online. Research communities have also shared studies and findings online across international borders. Also, Europe is taking a strong regulatory approach, and we want to see what they will do with the implementation of the Digital Services Act. It is not all a bad story.
 

HQ: In other words, we have more high-quality information sources than ever before, but the channels and platforms that distribute this information are not necessarily aligned with the common good. Is that what you mean?

AH: Yes, but we also have to think about the question of what expertise is. For specialists, there has never been so much information available as there is now, which leads them to do more in-depth research. But for non-experts, the environment is very challenging. And, let's be clear, nobody is an expert in everything. So, whatever your area of expertise - mine is fact-checking - there are elements beyond our remit. Whenever you enter an area in which you have no expertise, you need to be very cautious. That is more or less what we are seeing now.
 

HQ: Do you think these social media platforms should be regulated at government level?

AH: I believe they need to be held accountable to the public. In many countries, this will depend on the context of the regulation. In others, it may be more through legal action or the legal system. I do not want to present myself as a public policy expert, especially given the variety of legal and social contexts that so many countries in the world have. I would adopt a moderate position, which says that they need to be held accountable. If certain countries and contexts believe that regulation is the way to do it, that should not be ruled out. In our global community, the Europeans are trying to develop a very strong regulatory framework, while the Americans, who tend to have lighter regulation, focus a lot on lawsuits. In Brazil, on the other hand, the judicial systems are taking a very tough stance against disinformation.

What I am saying is that there is no single way of dealing with the problems of disinformation, fraud, rumours and conspiracy theories. There are several ways of dealing with it. I believe we need to give all these experiments a chance to be realised in different countries and see how they work. Concerns about freedom of expression are legitimate, as we have seen authoritarian countries try to use laws banning disinformation against their political opponents. It cannot be said that these concerns are unfounded. Sometimes they are expressed very cynically and without any real intention of improving the information space, but they cannot be dismissed out of hand.
 

HQ: Do you think the traditional media are falling behind on these issues by trying to outpace social media in their own lane?

AH: It is a mixed picture. We can see that many global networks have maintained their standards and the quality of their news screening. However, we see plenty of other media outlets that have gone completely partisan and have abandoned the ethical standards they used to have. There are also these new phenomena that often look like journalism, but without any fact-based information values, such as online influencers. These new digital actors are extremely idiosyncratic. Some of them spread rumours and conspiracy theories; others actually broadcast high-quality information; and others seem to be very heterogeneous. There is nothing at first glance that allows the casual user to evaluate and make a decision so quickly. You have to delve into the content, analyse it carefully and do your own research. And that's what makes online information experiences so exhausting for so many people.
 

HQ: How can an AI collaborative approach increase productivity and save time, without tarnishing the ethics and transparency of fact-checkers?

AH: I think AI agents are very good at synthesising languages. If you need to produce a report based on content you are familiar with, generative AI tools are very good at putting it into different formats and compressing large amounts of data. Now, you cannot rely on AI for factual accuracy because it often produces misleading outcomes. We hear stories in the press all the time about professionals relying on AI to generate raw content, and it always backfires. Humans need to police AI to ensure the quality of data and information. You can take a long article and put it into an AI assistant, to break down and create all kinds of content and findings for social platforms. Some professionals are experimenting with it in different formats, turning stories into podcasts for example. Once again, when the author is sufficiently familiar with the content, these are tools that streamline and refine the quality of our various tasks. There was a time when we thought that if we ignored bad information, it would disappear, but this is no longer the case.
 

“What seems to be happening is that algorithms are outperforming high-quality content in their ability to capture people's attention”
 

HQ: Angie, your IFCN post highlights a new fact-checking initiative responding to a surge of online disinformation about several African countries called TruthAfrica. Could you briefly explain the project and what it has revealed about the gap between African and European audiences in their perception of independent journalism?

AH: Just to clarify that this is a project by two members of our network, so I cannot take any credit for it. What happened was that the fact-checkers in Poland began to realise that a lot of the disinformation they were seeing was about Africa. Disinformation narratives about Africa were being disseminated to the European public. This was part of a political agenda aimed at creating division between Europe and Africa, or suggesting that Africa was wasting development money. Every disinformation narrative has its own little incentive behind it. Polish fact-checkers then teamed up with their African colleagus to create new reports and debunk what was emerging first-hand.

In this sense, the core of the project was to inform the European public in an accurate and verified way about what was really going on in Africa. This is the kind of collaboration that would not be practical without the online space. The fact-checkers talk to each other via email and text messages, and share the text reports electronically so that they can edit them. These are the advantages that technology brings. I thought it was an admirable project as it utilised these cross-border collaborations to get to the bottom of what is verifiable and what is not.
 

HQ: Do you have a final word for our association community? How can they protect themselves from dubious and false information?

AH: I would say that it's very important to speak out against false information and correct it with correct information. I think there was a time when we thought that if we ignored bad information, it would just go away, but that has not been our experience lately. So now I'm encouraging everyone to be very proactive and speak up when they see something that is not right. The other thing I would say is that we all need to work together in the knowledge-seeking community. We all need to support each other, regardless of what area we work in. I think the support of colleagues at this time is very important.

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.

Geopolitical turbulence in the world of association events is no longer episodic, but structural... and there is no end in sight. Today, associations are considering what the host city signals to members, stakeholders and the general public. They are also focusing more on alternative funding and revenue generation, as well as more flexible event formats, reflecting a sector in transition, more focused on adaptation geared towards survival. As one of the survey respondents says, “We know we need to change how we deliver and fund our work, but every quarter there is a new crisis. We are firefighting, not future-proofing.”

These were the conclusions of the study we analysed with The Hague & Partners in the previous pages and which we continue here with the co-producers, the European Society of Association Executives (ESAE). The interlocutor in our conversation below, Ioannis Pallas, ESAE Managing Director, met with our magazine manager Manuel Fernandes to explain why he thinks the association community is reaching the third level in the evolution of meetings and events. 

Headquarters: Both your white paper and the IAPCO Impact Survey demonstrate that decisions about destinations are no longer purely operational, but rather reputational. Where do you think the association community stands today?

Ioannis Pallas: We are witnessing the third phase in the evolution of association events. During the first phase, associations were often governed like gentlemen’s clubs who decided to get together on the basis of pleasant locations to network and have a great time. The next phase emerged when associations began to face financial difficulties and sought practical reasons to organise events based on accessibility and cost criteria at the destination. That is when the destination market we know today came into being. Over the past 15 years, budget has been the main criterion for associations, and we see this reflected in how destinations and venues approach associations based on square footage and costs per delegate.

Only recently have we begun to see associations become more professionalised and sophisticated. Many of them no longer see their conference as an ad hoc opportunity that comes around every two years. They are aligning their mission and vision with the destination where the event takes place in order to promote these values. Whether it is expanding their advocacy efforts, gaining new members, opening new markets, or connecting with stakeholders they could not connect with before. This is the third phase, and I think that with the current political situation, last year’s elections in the US and those currently taking place in Europe, the issue of values and political alignment is also beginning to influence associations’ decisions.
 

HQ: Did you get the sense from the responses to this survey, that associations are moving from words to deeds when it comes to defending these values? Are they aware of the new world they are running into?

IP: Let us first acknowledge that even providing words for specific topics is something new for associations. Until very recently, associations were considered to have a single advocacy purpose, and that purpose was to represent the interests of their members. Furthermore, for an association to take a stance on a crisis, there needs to be consensus among all its members, which is difficult and time-consuming to achieve. By the time they get there, the discourse has usually moved on to another topic. Having to take a position on specific and important social issues was not something that happened often. In that sense, this is already progress. The next step will be to actually practice what is preached and take action, from targeting or excluding some members who are harming the rest of the community, to promoting and granting free membership to some other categories that may be undervalued. This is something we see happening very slowly, so we can see a major threat. On the one hand, I am optimistic because I see things changing, but pessimistic because things are not changing fast enough according to the beliefs and desires of some people.
 

“Crises are engines of change and progress. If it had not been for COVID-19, we would not have been able to work as quickly and as agilely as we do now.”

HQ: The survey reveals a sector that ‘is cautious at best and exposed at worst.’ When it comes to preparing for geopolitical instability, only 13% of respondents believe their organisations are well equipped to deal with change. How can associations develop greater delivery capacity, operational agility, and new governance policies to deal with these threats?

IP: Today, associations need to be prepared for constant change. We saw this at the European Summit of Associations in March 2020, coinciding with the outbreak of COVID-19. This was a landmark event on permanent crises and how associations need to be agile to navigate them. The world is changing at a rapid pace, and associations need that agility to deal with it. This means having employees who can change roles and take on responsibilities according to circumstances; adopting leadership capable of moving activities and strategic focus; adapting to new revenue streams and reducing the association’s exposure, etc. In a way, allowing governance structures to be neither too rigid nor too complex, so as to give the secretariat some leeway to accommodate these potential changes. The human factor is closely linked to governance, since this structure is the brain behind the operation of an association. If governance is not flexible enough, the association becomes too slow to react and ends up failing to fulfil its purpose.
 

HQ: From cancelled events and strained partnerships to rising populism and digital threats, associations are being called upon to respond more constantly and comprehensively to a new reality. How are associations managing these external pressures, not only in the pursuit of their events but also in the protection of their members?

IP: When it comes to risk management, I believe that sharing risks with different stakeholders is a good strategy. Associations need to be more transparent and open to dialogue with the different stakeholders they work with when organising events. Starting with partners and sponsors, but also including exhibitors and suppliers, such as venues, caterers, hotels, etc. They need to be more transparent about their finances, which would help them reach the break-even point and what would be unfeasible for them. This way, everyone can agree on the premises and meet expectations so that, if cancellation is necessary, there are alternatives that do not mean that one party (usually theirs) bears all the risk.

As for members, I believe that associations have a unique opportunity to be the pillars of their community in times of crisis. When people lose faith, especially in institutions, the economy and politicians, associations can be a safe haven for members to open up freely. Associations should be a place where people are not afraid of being condemned for their positions, a place where they can find alliances and also bring different opinions. We live in a world that is becoming very isolationist, with many rigid positions. Countries are becoming more intolerant than before, so associations still have the opportunity to create a sense of community among their members and engage with different stakeholders.
 

HQ: With regard to DEI policies, global associations have culturally and politically diverse membership bases, which gives rise to diverse interpretations and nuances of these frameworks. Does this not represent an additional challenge for associations, given the disparity in the views and beliefs of delegates?

IP: Indeed, associations are quite diverse, but again, they are linked to very specific topics. For example, a member of a Bar Association is there because they want to establish a connection with colleagues and promote their role in the profession and the development of skills. In other words, not everything in an association is linked to social representation. DEI should govern the association’s mission and operations, but we cannot impose compliance on all members. We need to remember that associations have a mission that needs to be fulfilled even when they expand into different markets. Let’s say an American or European association wants to expand into Southeast Asia. DEI is important to help them be a compass for their integration actions, but the objectives are based primarily on the criteria and priorities that the professional association has defined. If they can do so while protecting and promoting their internal values, so much the better; but we must not forget that it is impossible to have compliance in everything we do. I would say that at this point, it is more of a North Star than a cornerstone.
 

“Associations have a multiplier effect because they are not just a shell organisation, but a networked platform that represents other organisations.”

HQ: Why are associations still on a tightrope when it comes to applying these formats as a one-off or focussed solution for their congresses?

IP: Because we have not yet reached the level where the online experience matches the experience of in-person participation. Most of all, we have not yet managed to bring these two groups together. No matter how hard we try, it is impossible to replicate the networking and serendipity of in-person events and reconcile this with remote access. We have seen different hybrid formats: events where we only have in-person delegates and online speakers; in-person participants and speakers, but only with the possibility of asking questions online; a total fusion of the two, etc. There are very awkward situations when trying to apply the hybrid format, which is why many people are still afraid of it.

The other aspect is cost. Whenever you apply the hybrid model to your event, the cost is almost double. Associations are still sceptical and seeking a balance between bringing people together in person and reducing their travel burden. I think it is a work in progress, but there is no one-size-fits-all formula for all association events. Some small or regional events may be more beneficial if they take place in person, while other more practical sessions are easily conducted as webinars. As I said earlier, the main reason for an association’s existence is to create a community of individuals who seek consensus. That is why these communities cannot simply be replicated online. The face-to-face aspects of relationship building cannot be overlooked, not least because they are as important as the meeting itself.

HQ: According to this study, do you get the feeling that structural reforms and new funding models are slowing down digital transformation and the adoption of AI systems?

IP: No, I believe that tech savviness goes hand in hand with business expertise. As associations become more professionalised, they will have more opportunities to convince their members that they need to diversify their sources of income and services and become more resilient. Otherwise, the only solution is for the members themselves to pay more. They already have a ceiling on how much they pay, and even that ceiling needs to be negotiated repeatedly. Therefore, for associations to achieve their purpose, be agile and less dependent on membership fees, they need to become more experienced in business and technology. This will give them more opportunities to expand their services and, ultimately, better serve their members. Furthermore, remember that after all this talk about associations being in danger or increasingly dependent, most of them have not closed down in the last five years. On the contrary, I see many new associations springing up every year and existing associations expanding their teams and activities. I would not be so pessimistic about the future of associations in a permacrisis mode.
 

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

NZICC - Hobson Street, early evening

Set in the heart of Tāmaki Makaurau Auckland, the New Zealand International Convention Centre (NZICC) will open in February 2026, signalling a major step forward for the country’s business events sector. Designed to host more than 4,000 delegates across its flexible, vertically stacked spaces, the NZICC combines scale, cultural connection, and sustainability in a single national venue. For Prue Daly, General Manager of the NZICC and Board Member of Business Events Industry Aotearoa (BEIA), the project represents years of collaboration, craftsmanship, and shared vision. With over 100 events already confirmed for its first year, including leading international congresses and association meetings, the NZICC is poised to strengthen Aotearoa New Zealand’s position on the global events map.

Headquarters: With the NZICC set to open in February 2026, what are your team’s main objectives in the remaining months of preparation? How does it feel to witness the results of years of planning and construction?

HQ: As the largest convention facility in Aotearoa New Zealand, the NZICC introduces a new scale and capability for business events in the region. How will this transform Auckland’s position on the global meetings map, and what types of international congresses and meetings will you be aiming to attract?

HQ: Building a national venue means establishing a new service culture. How are you preparing your staff to embody the values of manaakitanga — the Māori principles of genuine care and hospitality — alongside sustainability and excellence, from day one?

HQ: NZICC's culinary approach is centred around local ingredients, minimal waste and strong supplier partnerships. How do these values influence your approach to food and service, and which sustainability benchmarks or certifications are you working towards?

PD: Our culinary philosophy is rooted in Aotearoa New Zealand’s land, people, and rich cultural heritage. Supporting local means more than simply choosing New Zealand-made products. It is about building communities, creating a sense of pride, and uplifting the people who work tirelessly to put food on our tables.

 

Quality and authenticity guide every decision through our food and beverage service. Complementing the local ingredients, is our wine list all of which is from New Zealand suppliers. Keeping the connection to people in mind, we developed this wine list in conjunction with a few clients, who we invited in to taste test with us.

 

While flavour takes centre stage, sustainability is at the foundation of everything we do. The fresh produce on offer is sustainably sourced, leaving as little environmental footprint as possible and reducing waste. We are also partnering with organisations such as KiwiHarvest and Kai Ika to redistribute surplus food, and we are working towards certifications including EarthCheck Gold, LEED Gold, and Toitū Carbon Reduce. Our goal is to achieve carbon neutrality by 2050 and send zero waste to landfill by 2030.

HQ: The NZICC is located in the heart of Tāmaki Makaurau Auckland and connects directly to hotels, transport links and the city’s business and cultural life. How does this location enhance accessibility and foster a sense of community among organisers and attendees?

PD: Being in the heart of Tāmaki Makaurau Auckland’s CBD means delegates are minutes away from more than 8,000 hotel rooms, top restaurants, universities, and attractions. The centre connects via airbridge to three SkyCity hotels and the SkyCity dining and entertainment precinct, and is surrounded by easily accessible public transport, including the new City Rail Link, which will better connect Auckland’s entire rail network. There will be more trains, and journeys will be easier and quicker. Attendees will be able to experience the city’s energy right on their doorstep.

HQ: The centre’s design and visitor experience pay tribute to Māori culture and heritage. In what ways will this integration be expressed throughout the visitor journey, from the building's art and architecture to the various cultural experiences that delegates will encounter?

PD: The NZICC is a living expression of Aotearoa New Zealand. From the moment you see the building, you are greeted by the country’s largest public artworks, glass fins reflective of the artist, Sara Hughes’ memories of looking up through the trees of a New Zealand native forest; and a terracotta tile installation by Peata Larkin which we like to think of as a korowai (cloak) around the building, protecting staff and visitors alike. Inside, a waka (canoe) carved by Māori master carver, Lyonel Grant, stands over 17 metres tall, and tells part of the Māori creation story, the separation of the sky father, Ranginui and earth mother, Papatūānuku. We are also working with Ngāti Whātua Ōrākei to offer cultural welcomes, storytelling, and experiences for events that honour our heritage.

HQ: What are you hoping the international delegates will remember most about their first events at NZICC when they return home?

PD: Our hope is that all our guests and visitors leave with a sense of connection—connection to our people, our culture, and the spirit of Aotearoa New Zealand. We want them to remember the warmth of our welcome, the quality of our service, and the uniqueness of the experience. NZICC is not just a venue; it is a place where ideas are shared, relationships are built, and memories are made and taken home, wherever in the world that may be.

HQ: With the opening just around the corner, could you tell us about some of the major national or international events that have already been confirmed for the first year at the NZICC? What will these events reveal about the venue and Auckland's capabilities?

PD: Our team has been working hard to create an exciting pipeline of national and international events. So far, we have confirmed more than 100 events in 2026, which sets us up for a brilliant start. Some of the highlights include the International Coral Reef Symposium, which will bring 2,000 people to the NZICC, and two sold-out shows from Mel Robbins’ Let Them tour. We are also proud to host two of Australasia’s largest association conferences: the Australian and New Zealand College of Anaesthetists (ANZCA) and the Royal Australian and New Zealand College of Ophthalmologists (RANZCO).

 

Alongside these international events, we will also host a range of local gatherings, including school balls and community celebrations. It is this mix that truly shows what the NZICC can offer.

HQ: The NZICC has the potential to create a significant social, economic and cultural legacy. What long-term impact do you hope the centre will have on Auckland and the wider community?

PD: We see the NZICC as a catalyst for growth. It will generate jobs, support local businesses, and attract high-value visitors who contribute to the economy year-round. But beyond economics, we aim to foster cultural pride, sustainability leadership, and community engagement. Our legacy will be measured not just in dollars, but in the connections we create and the stories we help tell.

As the NZICC prepares to welcome delegates in early 2026, anticipation continues to build around a programme that will showcase Aotearoa New Zealand’s creativity, innovation, and manaakitanga. Its opening calendar will feature international congresses, cultural celebrations, and live performances that underline Tāmaki Makaurau Auckland’s growing global profile. Among the highlights is the AIPC ANZ Academy 2026, delivered in partnership with BEIA and the Australian Business Events Association (ABEA), which will bring convention-centre professionals from across the region to Auckland from 16 to 20 February 2026.

 

HQ invites readers to mark February 2026 in their calendars and follow the latest developments as Aotearoa New Zealand prepares to open its landmark venue to the world.

 

 

Saudi Arabia will convene the second International MICE Summit on 26 and 27 November at The Canopy in Riyadh’s Hittin District. Hosted by the Saudi Conventions and Exhibitions General Authority (SCEGA), the summit is expected to attract more than two thousand participants and will focus on how public and private organisations can strengthen strategy, investment and operational capacity across the business events sector. The programme builds on the inaugural edition in 2024 and forms part of the wider economic transformation outlined in Vision 2030, where meetings and events are positioned as contributors to diversification and knowledge development.

New data from the Saudi Conventions and Exhibitions General Authority shows a thirty-two per cent annual increase in accredited exhibition space, with more than nine hundred venues now registered nationwide. This expansion, underway since 2018, reinforces the Kingdom’s growing role in the global meetings landscape and provides the context in which this year’s discussions will take place. Mr. Hatim Alkahily (pictured on the right), SCEGA CEO, outlines how the 2025 programme reflects current industry priorities and the Kingdom’s long-term objectives.

Held one week ago in November 2025, Berlin Freedom Week transformed the German capital into a global platform for pro-democracy leaders. The event brought together the city's historical legacy and the present-day challenges to freedom and human rights. In this interview, HQ’s Manuel Fernandes speaks with Marco Oelschlegel, CMP, Director of Conventions at visitBerlin – Berlin Convention Office, about the event’s vision, partnerships, and long-term ambitions.

Headquarters: Berlin hosted its first Freedom Week this November, spotlighting freedom and democracy through conferences, cultural events, and workshops. How did the concept evolve, and what led you to involve international partners?

Marco Oelschlegel: Last year, on the occasion of the 35th anniversary of the Fall of the Wall, the Governing Mayor of Berlin, together with visitBerlin, hosted a festive dinner where several members of the World Liberty Council were invited, in partnership with the Axel Springer Freedom Foundation, which curated and hosted several dissident-focused formats as part of the official anniversary celebrations. We realised, in light of the geopolitical situation, that there is a need to establish a forum for forum. Therefore, we designed Berlin Freedom Week as a living bridge between Berlin’s historic legacy and today’s global struggle for freedom.

We joined forces with internationally recognised partners who embody democratic resistance and historical memory. Among the core partners are the World Liberty Congress, which unites over 200 pro-democracy leaders from more than 50 authoritarian regimes; the Axel Springer Freedom Foundation, active in supporting human rights defenders; the Berlin Commissioner for the Reappraisal of the former East German Dictatorship (Frank Ebert); and the Robert Havemann Society, custodian of the GDR Opposition Archive. This network ensures that Berlin Freedom Week is an international platform for democratic exchange, connecting dissidents, policymakers, scholars, artists, and Berliners alike. Together we invited other organisations, associations, and companies to contribute with their own events. So far, around 50 events are confirmed citywide. A key highlight was the Berlin Freedom Conference at EUREF Campus, where voices from politics, activism, academia, and culture gather to address today’s challenges and envision a just future.
 

"At the visitBerlin – Berlin Convention Office, we see ourselves as connectors within one of Europe’s most dynamic innovation ecosystems."

HQ: The fall of the Berlin Wall in 1989 became a global symbol of democratic change. How does Berlin Freedom Week build on this legacy, and how does it reflect the values your Convention Bureau promotes in the events industry?

MO: Berlin Freedom Week builds on the city’s legacy as a symbol of peaceful revolution and openness. The spirit of 1989 still pulses through the city, and this initiative builds on that momentum by establishing Berlin as a bold voice in today’s global events landscape. Here, values-driven events find meaning and relevance. By placing freedom, human rights and participation at the heart of its identity, Berlin is setting new standards for the global events industry. For the visitBerlin – Berlin Convention Office, it is a clear commitment to hosting events that take a stand, not just take place.

HQ: Geopolitical instability is affecting association decisions on visas, travel, and insurance. How is Berlin responding to these challenges, and do they pose more of a risk or opportunity for destinations like yours?

MO: In times of global geopolitical uncertainty, Berlin’s status as a politically stable and open meeting destination is a clear advantage. Berlin as the City of Freedom offers accessibility, security and symbolic significance. These factors make the German capital an ideal setting for open dialogue and global cooperation.
 

HQ: Associations are responding to geopolitical instability in different ways. What support does Berlin offer to help foster collaboration, innovation, and policy dialogue in their conferences?

MO: At the visitBerlin – Berlin Convention Office, we see ourselves as connectors within one of Europe’s most dynamic innovation ecosystems. Berlin offers association partners direct access to a dense network of universities, research institutions, startups, think tanks, and globally relevant innovation clusters like health, mobility, digital technologies, energy, and the creative industries. We connect organisers with event locations, congress hotels, and service providers, and help integrate political stakeholders – so that every meeting, congress or conference becomes a platform for meaningful ideas and forward-thinking concepts.
 

Berlin Freedom Week: Eight Days Celebrating the Power of Liberty
 

HQ: DEI is now a test of organisational values, with rising backlash forcing associations to rethink language, venues, and positioning. Where does your city stand, and what message does it offer associations navigating a divided landscape?

MO: We believe that DEI is not an optional extra; it is core to the identity of modern business meetings. In a time of rising anti-DEI sentiment, Berlin stands firm, offering a truly inclusive environment. Through the Berlin Impact Programme by visitBerlin, we support event planners in creating meaningful social value – whether through alignment with the UN SDGs, partnerships with local NGOs, or hands-on community engagement. Impacts can range from social days to long-term projects like school programmes or research collaborations. We offer consultation, matchmaking, and support to ensure every event creates a lasting, measurable legacy.
 

HQ: Europe’s digital agenda is entering a decisive phase, with new rules on AI, data, and platform liability. How is Berlin adapting, especially in cybersecurity and data protection? And how do you support associations in safeguarding member and speaker identities, particularly across borders or in sensitive regions?

MO: Berlin is actively committed to digital transformation in Europe, with a strong focus on cybersecurity, data protection and digital accessibility. We consider digital rights to be part of our democratic responsibility. Berlin offers a wide range of modern venues that have integrated comprehensive physical and digital security protocols – including secure networks, access systems, trained security personnel on site and close cooperation with local authorities. These venues are ideal for high-profile business events with sensitive participants from politics, diplomacy and civil society.
 

"By placing freedom, human rights and participation at the heart of its identity, Berlin is setting new standards for the global events industry."

HQ: While today’s geopolitical instability brings new challenges, many are drawing lessons from past crises like COVID-19, Brexit, and the financial downturn. What has Berlin learned from these moments, and where are you focusing your resilience efforts now?

MO: Berlin has learned that resilience in the events industry means more than logistics, it is about adaptability, partnership, and purpose. From the pandemic to Brexit, the city has turned crises into progress by expanding hybrid infrastructure, diversifying venues with the Berlin Meeting Campus, and boosting collaboration across sectors. Initiatives like the Berlin Impact Programme and the Congress Fund for Sustainable Meetings support the lasting event value. In uncertain times, Berlin offers a stable, reliable framework for impactful events.
 

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

Reykjavík is positioning itself as a stable platform for international knowledge exchange. Proximity to both Europe and North America, a strong safety record, and modern infrastructure support its role as a practical hub for association meetings. In 2025, research-focused gatherings on clean energy and Arctic resilience will bring scientists, policymakers and industry together to shape future strategies. Hildur Björg Bæringsdóttir, Account Manager MICE at Meet in Reykjavík, discusses how these strengths translate into bids and legacy.

Headquarters: Medium-sized destinations often compete with major cities on value, sustainability and delivery. How do you describe Reykjavík’s role in the meetings market, and which advantages do you highlight as a medium-sized city?

Hildur Björg Bæringsdóttir (pictured on the right): Reykjavík offers a distinctive proposition for meetings, combining professional capability with an unforgettable setting. It blends high-quality infrastructure with extraordinary natural experiences, all within a modern, walkable capital. As the world’s northernmost capital, Reykjavík is better connected to North America than many other secondary destinations, making it an ideal meeting point for delegates from Europe and North America.

Its compactness and accessibility are major strengths. With little traffic and most venues, hotels, and cultural sites within walking distance, the delegate experience is effi cient and enjoyable. The city also provides world-class infrastructure and skilled professionals across venues ranging from conference centres to boutique spaces.

What makes Reykjavík unique is its setting. Just outside the city, attendees can explore glaciers, geothermal spas, and black sand beaches, with whale-watching boats leaving directly from the harbour. These natural elements allow planners to build authentic experiences that enhance meetings. Reykjavík’s reputation for safety, progressive values and a thriving cultural scene further strengthen its appeal, while its status as one of the world’s safest cities gives organisers and participants peace of mind. The city’s progressive values and leadership provide a powerful backdrop for events. Meet in Reykjavík also works closely with a strong network of partners – from airlines like Icelandair and major venues such as Harpa Concert Hall & Conference Centre (pictured below), to business hotels, DMCs, and activity providers. The team collaborates with local universities to raise awareness and connect with academics, helping identify hosts for future conferences.
 

"Environmentally, Reykjavík leads by example. The city is powered entirely by geothermal and hydroelectric energy and has set the goal of becoming climate neutral by 2040."

HQ: How do business events contribute to Reykjavík’s social development and link with its wider ecosystem, given Iceland’s leadership in equality, sustainability and innovation?

HBB: In Reykjavík, business events are more than economic drivers, they are platforms for dialogue, knowledge exchange and social progress. Iceland’s leadership in equality, sustainability, human rights and innovation shapes how we position the industry within our broader ecosystem.

Iceland has topped the World Economic Forum’s Global Gender Gap Report for 16 consecutive years, closing more than 90% of its gap. Reykjavík hosts events such as the Wellbeing Economy Forum and the Reykjavik Global Forum for Women Leaders, which bring together global decision-makers to advance equality, well-being and inclusive governance.

Conferences in Reykjavík also focus on forward-looking issues such as diversity, digital innovation, sustainability and global collaboration. The 17th International Green Energy Conference & Arctic Energy Forum (IGEC) and the Arctic Circle Assembly in 2025 are strong examples of how local strengths align with global agendas.

In addition to gender equality, Iceland ranks highly in global measures of wellbeing and inclusion. We are regularly among the top countries in the World Happiness Report and were ranked first in the 2025 Spartacus Travel Index for LGBTI acceptance. These factors make Reykjavík an ideal host for events rooted in shared values, mutual respect, and inclusive participation. Iceland has also consistently ranked number one on the Global Peace Index since 2018, maintaining its position as the world’s most peaceful country for over 17 consecutive years.
 

HQ: Since 2014, your Ambassador Programme has grown to more than 300 members. How has it influenced your business events and connections with international associations?

HBB: Our Ambassadors are professionals from diverse fields – academics, scientists, artists, business leaders and politicians – who actively promote Iceland as a world-class destination. Each year, one is recognised for their contribution to bringing events to Reykjavík. Past ambassadors have included former President Ólafur Ragnar Grímsson, linked to the Arctic Circle Assembly, and Prof. Jón Atli Benediksson, former rector of the University of Iceland, whose support has strengthened ties with academic institutions and helped secure major conferences such as the International Geoscience and Remote Sensing Symposium 2027.

The programme honours individual achievements and connects local expertise with international organisers, ensuring Reykjavík’s specialised knowledge and networks play a central role in winning and hosting events.

HQ: Do you take a targeted approach to priority sectors, and how have Reykjavik’s knowledge ecosystems and key industries influenced business events activity?

HBB: Meet in Reykjavík targets events that align with the city’s strategic strengths and knowledge ecosystems. Our strongest sectors include green energy, life sciences, digital industries, marine innovation and tourism, all supported by leading research institutions, progressive policies and a collaborative local culture. This focus not only attracts relevant international conferences but also strengthens Reykjavík’s own innovation capacity by bringing new ideas and partnerships into the city. The aforementioned events are clear examples of how these knowledge areas shape our business events activity.

"Iceland’s safety, democratic stability, robust legal framework, low crime rates and inclusive social values make Reykjavík a reassuring choice for organisers."

HQ: Reykjavík aims to be climate neutral by 2040 with a holistic sustainability strategy. What key projects stand out, and how do sustainability and innovation support your bids?

HBB: Sustainability is central to Reykjavík’s long-term planning and to how we approach business events. Our strategy takes a holistic view, integrating environmental stewardship, economic responsibility and social equity.

Environmentally, Reykjavík leads by example. The city is powered entirely by geothermal and hydroelectric energy and has set the goal of becoming climate neutral by 2040. Policies support waste reduction, clean mobility and nature conservation. Through our Reuse, Recycle, Rethink initiative we encourage organisers to adopt low-impact practices, while our Green Event Guidelines provide practical tools to plan and measure sustainable conferences. Partnerships with certified providers help ensure follow-through.

Economically, sustainability means building a resilient year-round events industry that supports the local economy and innovation ecosystem. Strengths in green-tech, blue-tech and clean energy are central to our bidding strategy, attracting events that benefit from real collaboration with local institutions and researchers.

Socially, Iceland is recognised for progressive policies such as equal pay legislation, LGBTQ+ rights and gender-balanced governance. These ensure that events hosted in Reykjavík reflect and support diverse and equitable participation.
 

HQ: How do Reykjavík’s upcoming sustainability gatherings reflect Iceland’s priorities and contribute to local impact?

HBB: Reykjavík’s 2025 conference calendar aligns Iceland’s national sustainability goals with the global dialogue on climate, energy and resilience. The IGEC, the Arctic Circle Assembly and the IDRA Reykjavík Summit on Water and Climate Change formed a sequence of high-level forums that underline Iceland’s role as a leader in clean energy and sustainability. Iceland’s geothermal expertise and its commitment to climate neutrality by 2040 make it a particularly credible host. Conferences bring together scientists, policymakers and innovators to address urgent environmental challenges. They generate local impact by helping attract talent, fostering international collaboration and raising awareness across sectors in Reykjavík and Iceland.

HQ: What role do legacy and local impact play in Reykjavík’s strategy, and how are you measuring success beyond turnover?

HBB: For Reykjavík, legacy is closely tied to the city’s long-term goals for environmental, social and economic sustainability. As a founding member of the Global Destination Sustainability (GDS) Movement, Meet in Reykjavík has contributed to shaping international standards for meaningful, measurable impact.

In practice, legacy means ensuring that conferences leave lasting value by advancing knowledge, influencing policy, supporting sustainable practices and building partnerships that continue beyond the event. Where possible, we align conferences with Reykjavík’s strategic priorities, such as green energy, innovation, gender equality and community well-being.
 

HQ: Which events in Reykjavík stand out for their legacy and influence on your team’s strategy?

HBB: One of the most impactful examples was our cooperation with Riot Games during the pandemic. In December 2020, Riot approached us to host the League of Legends Mid-Season Invitational (MSI) in May 2021. Due to COVID-19 restrictions, this became a no-audience event, something unusual for esports, which typically draws tens of thousands of fans.

With support from Business Iceland, the Icelandic Esports Association, the City of Reykjavík, the national government and local suppliers, we mobilised quickly to prepare a strong case. As a result, Reykjavík went on to host four major Riot Games events in just 12 months: MSI and Worlds in 2021, and Valorant Masters in both 2021 and 2022.

The impact was substantial. These events generated over 25,000 hotel room nights, brought long-term business to local suppliers across hospitality, logistics, broadcast and security, and kept Laugardalshöll Arena booked for 18 weeks. From a media perspective, the reach was extraordinary: over 200 million people engaged with related content, and the 2021 Worlds final alone was watched live by more than 74 million viewers.

These experiences showed us the potential of esports as a growing segment for Reykjavík. In response, we launched the Gaming in Iceland initiative and, in 2024, supported the creation of the Nordic Esports Federation to strengthen regional collaboration and establish new championship events.
 

"Iceland’s leadership in equality, sustainability, human rights and innovation shapes how we position the industry within our broader ecosystem."

HQ: Do geopolitical instability and Arctic tensions influence Reykjavík’s position as a conference destination?

HBB: Geopolitical instability is a growing concern for many associations, but Reykjavík continues to stand out as a peaceful, reliable and secure destination. Iceland consistently ranks at the top of the Global Peace Index, and this reputation helped attract the Global Podiatry Summit, which relocated here this year.

Iceland’s safety, democratic stability, robust legal framework, low crime rates and inclusive social values make Reykjavík a reassuring choice for organisers. It is particularly attractive to those who prioritise alignment with sustainable energy, gender equality and human rights.

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

© All photographs courtesy of South African Tourism

As South Africa positions itself for a new phase of business travel recovery and economic expansion, Headquarters Magazine spoke with Mr. Darryl Erasmus, recently appointed Acting Chief Executive Officer of South African Tourism (SAT). With a proven track record in strategic leadership and partnership development, Mr. Erasmus steps into the role at a transformative moment for the nation’s visitor economy.

Looking ahead, South Africa stands on the brink of a defining moment for its business events and tourism landscape. The upcoming G20 Summit in Johannesburg will not only showcase the nation’s capacity to host world-class gatherings but also serve as a catalyst for sustainable growth, infrastructure development, and global visibility. Building on that momentum, the 20th edition of Meetings Africa in 2026 will celebrate two decades of pan-African collaboration, innovation, and resilience — reaffirming South Africa’s leadership as a continental hub for business events. Together, these landmark occasions embody the spirit of a nation that continues to rise, connect, and inspire the world through the power of meetings that matter.

In this exclusive interview, Erasmus discusses SAT’s renewed focus on stability, collaboration, and innovation — and how the organisation is leveraging the power of business events to drive inclusive growth, elevate South Africa’s global competitiveness, and strengthen its position as Africa’s leading destination for international conferences and meetings.

Headquarters: Congratulations on your recent appointment as Acting Chief Executive Officer of SAT. You’ve been part of the organisation’s leadership for some time, shaping strategic projects and partnerships, and now you’re taking the helm at a particularly pivotal moment for the country’s tourism recovery and growth. How do you envision your leadership influencing the strategic direction of SAT?

Darryl Erasmus (on the right): Thank you. It is an incredible honour to lead an organisation that plays such a vital role in shaping how the world experiences South Africa. My immediate focus is working closely with the Board on ensuring stability internally, supporting our local and international teams, and driving delivery of against our strategic priorities whilst focusing on intensified compliance. The latest tourism numbers indicate we are entering a new phase of growth, and my role is to support the SA Tourism team and to collaborate with the sector to strengthen our global competitiveness while continuing to inspire travellers to come find their joy in South Africa.

South Africa reaffirmed its position as the number one destination for meetings and conferences in Africa and the Middle East, according to the ICCA Global Rankings. This reflects not only the country’s strong infrastructure but also the work done by the South African National Convention Bureau (SANCB) in securing high-impact international bids. What do you believe has driven this performance, and how do you intend to sustain — or even elevate — the country's global standing in the business events space over the next few years? 

South Africa moved from 35th position in 2023 to 37th this year. However, the number of international meetings hosted, 98 has remained consistent, which is a strong indicator of the resilience and steady demand for South Africa as a business events destination. This consistency, in the face of intensified global competition and the continued rebound of the events industry worldwide, reflects the enduring appeal, reliability, and competitiveness of South Africa’s offering. Our focus remains firmly on securing high-impact, legacy-driven events that contribute meaningfully to knowledge exchange, innovation, and inclusive economic growth.

What has driven this performance is our continued success which rests on three key pillars:

1. Strategic Bid Support Programme — This programme has been pivotal in de-risking the bidding process for associations and securing high-impact international meetings that align with national development priorities;
    
2. Exceptional city-level performance — Cape Town remains Africa’s leading city for international meetings and stands among the world’s top 10 destinations for average delegate attendance (717 per meeting) placing it ahead of renowned cities such as Madrid and Vienna in audience size.
    
3. Our Legacy Value Proposition — International associations continue to choose South Africa because of the tangible impact their events deliver from knowledge exchange to socio-economic development and skills transfer.

We are focused on building on our solid foundation by doubling down on what works. This includes increasing investment in our Bid Support Programme to attract more high-yield, knowledge-driven events; strengthening partnerships with key industry stakeholders; and leveraging our strategically owned pan African show Meetings Africa as a dynamic platform to showcase South African and broader African capability to the world.
 

"The G20 Summit is a once-in-a-generation opportunity to showcase the very best of South Africa, and our strategy is to ensure its impact extends far beyond the summit itself."
 

How ambitious is SA in expanding its global MICE footprint?

South Africa’s ambition extends well beyond hosting international events. In advancing the knowledge economy and knowledge exchange, we aim to export South African expertise and thought leadership into the global MICE arena. Through collaboration, skills development, and innovation, we are positioning our professionals and suppliers as competitive global players, ensuring South Africa remains not just a destination of choice, but a contributor to the evolution of the international business events industry. Our ambition is both clear and significant. The impressive delegate numbers achieved in the events hosted in our various provinces demonstrate our capability to host world-class events at a globally competitive scale.
 

The business events sector has become an increasingly powerful contributor to SA’s visitor economy with its value growing from around R72 billion (€3.59 billion) in 2022 to an estimated R122 billion (€6.08 billion) in 2023. Beyond the direct and indirect revenues it generates, this segment also plays a crucial role in job creation and regional development. How do you view the strategic importance of business events within the broader visitor economy, and how is SAT aligning this growth with other key tourism segments, such as leisure and cultural travel?

The strategic importance of business events within our broader visitor economy is truly immense and continues to grow exponentially. The figures you’ve cited, with the sector's value growing from R72 billion in 2022 to an estimated R122 billion in 2023, clearly underscore its profound and escalating contribution. This is not just about direct revenue; it is a powerful engine for our economy, generating substantial direct and indirect expenditure, creating vital jobs across hospitality, event management, tourism, and related sectors (indirect industries also include agriculture/farming and transport), and driving regional development by bringing economic activity to diverse parts of our country.

Our Business Events industry is projected for significant growth over the next five years. South Africa’s MICE industry was valued at $8,5 billion (€7.82 billion) and is expected to reach $15.2 billion (R278.6 billion) by 2028, which speaks volumes about our confidence and the sector's trajectory. We see tangible evidence of this impact through events like Meetings Africa 2025, where an estimated direct expenditure of around $12,9 million (€11.09 million) was generated and facilitated more than 8,000 confirmed meetings. The event saw over 320 international buyers and delegates from more than 60 countries. It also produced significant overall economic benefits, with the previous year's event contributing about R420 million (€20,9 million) and creating supporting more than about 770 jobs. This kind of growth is fundamental to our economic stability and progress.

How does SA Tourism measure the economic and cultural impact of business events in promoting the country's services, products and knowledge assets?

At SA Tourism, our strategy is to view business events not in isolation, but as a critical, high-yield mechanism that seamlessly integrates with and strengthens our leisure, cultural, and even emerging film tourism segments. We align this growth in several key ways...

• Economic Diversification and Job Creation: Business events bring diverse expertise and investment, fostering job creation that extends far beyond the immediate conference footprint. This helps to de-risk our tourism economy and provides more resilient employment opportunities for our people.
   
• Knowledge Hub Development: Events like the upcoming 2027 World Organization of Family Doctors Conference, the 2025 International Society for Professional Innovation Management Connects Cape Town, and the 2026 Commonwealth Agriculture Conference are not just about delegate numbers; they position South Africa, and particularly regions like Cape Town and the Western Cape, as global knowledge hubs in critical sectors such as the green economy, life sciences, health, and logistics. This intellectual capital is invaluable.
   
• Integrated Destination Appeal: Delegates attending conferences often extend their stays for leisure, or return later with family, having experienced our unique culture, natural beauty, and adventure offerings. We actively promote these "blended travel" opportunities. Similarly, major global events, such as the G20 Summit, elevate South Africa's global profile, drawing attention that benefits all forms of tourism and investment.
   
• Film Tourism Synergy: We also recognise the powerful, often understated, contribution of film tourism to our visitor economy. By attracting international film productions with initiatives like the STAGES visa, we not only create jobs in the creative industries but also gain invaluable global exposure. Filmed locations become aspirational destinations, telling positive stories about our country and inspiring viewers worldwide to explore South Africa’s diverse landscapes and rich cultural heritage for themselves. This creates new niche tourism products and pathways that align perfectly with our broader marketing efforts.

In essence, business events are a sophisticated mechanism for sustained economic impact, knowledge transfer, and enhanced global visibility. They generate high-value visitors, foster long-term relationships, and create a robust foundation that uplifts and interlinks with every other facet of our vibrant visitor economy, including the exciting growth of film tourism. We are committed to maximising these symbiotic relationships for the enduring benefit of South Africa.

Recent recommendations from the South African Tourism Committee call for bold action to revitalise historic sites and revolutionise infrastructure, with the aim of achieving unprecedented tourism growth. How can the enhancement of historic sites and cultural heritage serve as a lever for better MICE experiences, attracting higher-value conferences and new assets within your meetings itinerary?

DE: South Africa’s historic, cultural  and natural assets are at the heart of what makes our destination unique, and integrating them more intentionally into the space of business events is a key priority for us. This aligns closely with our strategic focus on creating richer, more authentic experiences for business events delegates while driving inclusive economic growth. For the MICE sector in particular, revitalising historic sites and investing in infrastructure go hand in hand with elevating our global competitiveness and uniqueness.
 

Sustainability has become a defining factor in the global business events landscape — not only in terms of environmental responsibility, but also in creating lasting social and economic legacies for host destinations. How is SAT embedding sustainability into its business events strategy? How do you ensure that each event leaves a tangible, positive legacy — both for local communities and for the country’s climate action goals?

Sustainability is one of the themes driving the G20 Summit, one of the biggest events South Africa will host this year. Sustainability is about People, Planet, and Profit, this suggests that sustainability should not be measured by profit only but by its socio-economic impact, and this is at the heart of the work that we do as South African Tourism.

On the socio-economic front (people and profit), our strategy is explicitly aligned with national development goals, including the Tourism Sector Masterplan (TSMP) and the Tourism B-BBEE Charter. For every major event we bid for, we prioritise legacy outcomes. This means we actively build inclusive supply chains, ensuring that small, medium, and micro-enterprises (SMMEs), particularly those owned by women and youth, are integrated into the event’s economic fabric.

We encourage conference organisers to partner with community-based tourism projects for delegate excursions and to source from local artisans. This ensures that the economic benefits of a global conference are felt far beyond the conference centre, creating jobs and fostering entrepreneurship in local communities.

On environmental responsibility (planet), we are championing responsible tourism practices by aligning South Africa’s offerings with the values of modern travellers and delegates who demand eco-conscious experiences.

Finally, ensuring a tangible legacy is about measurement and intent. Our bid support programme requires potential events to outline their legacy projects, and we collaborate with the various organisers to bring these legacies to fruition. This could be a skills-transfer programme for local hospitality students, a research collaboration with a South African university, or a contribution to a local conservation initiative. By embedding these requirements from the very beginning, we ensure that every business event becomes a catalyst for positive, long-term change, leaving a legacy that enriches our Planet, our People and advances Profit.
 

"South Africa’s ambition extends well beyond hosting international events. In advancing the knowledge economy and knowledge exchange, we aim to export South African expertise and thought leadership into the global MICE arena."

The SANCB has a targeted bid-support programme that helps secure high-value business events, aligning each bid with government development objectives and setting minimum requirements such as multi-day duration. Dedicated budgets and strategic guidance are allocated to strengthen these bids. Could you explain how SA leverages its local actors and economic stakeholders — from private sector partners to regional representatives — to attract and win these major international conferences? How do these collaborative efforts translate into measurable economic and reputational benefits for the country?

The South African National Convention Bureau (SANCB) operates on a deeply entrenched collaborative model, recognising that successful bids for international conferences depend on the collective strength of our national, regional, and sectoral partners.

Our approach brings together a wide network of stakeholders; from Provincial Convention Bureaus and Tourism Boards to academic institutions, private sector partners and industry associations like Southern African Association for the Conference Industry (SAACI), whose members are the on-the-ground experts. Each bid is developed in close alignment with regional economic priorities, ensuring that events not only showcase South Africa’s diverse host cities but also support targeted sectors of growth. We work particularly closely with academia and professional bodies in key industries such as life and medical sciences, business process outsourcing, and manufacturing. These partnerships add vital credibility, expertise, and a strong local delegate base all critical factors for winning international association bids.

This coordinated approach has delivered strong results. In the 2024/25 financial year, we have submitted 104 bids to host international business events between 2024 and 2032. If secured, these events are projected to contribute approximately R1.63 billion (€81,3 million) in economic impact and attract around 61,500 delegates to South Africa. Through our Bid Support Programme, the SANCB has invested R19 million (€947.000) to strengthen these bids, a strategic investment expected to yield substantial returns for the national economy.

Importantly, our bids are geographically distributed to ensure that the benefits of business events are shared across provinces, stimulating regional economies and supporting job creation. Together, this collaborative, impact-driven model not only enhances South Africa’s competitiveness on the global stage but also reinforces our reputation as a trusted, world-class destination for business events.

In today’s complex geopolitical environment, the facilitation of international travel has become increasingly critical for hosting successful business events. Many countries around the world face challenges around visa processing, security protocols, and administrative requirements that can affect the confidence of event organisers and delegates. How is SA Tourism leveraging innovation and digital solutions to streamline these processes, mitigate risk, and ensure a smooth entry experience for international travelers? 

You have identified one of the most critical enablers for tourism growth. A world-class destination is of little value if people cannot get there easily and safely. That is why enhancing the visitor experience – starting from the moment of booking – is a top priority, and we are aggressively leveraging innovation and digital solutions to address this. Our strategy is multi-pronged.

Firstly, we are a strong advocate for visa reform through initiatives such as the Trusted Tour Operator Scheme (TTOS) and the Electronic Travel Authorisation (ETA) system. Earlier this year, the Minister of Home Affairs, Dr. Leon Schreiber, launched the second phase of the TTOS. This VISA simplication programme was designed to overcome long-standing challenges faced by tour operators in bringing large groups from key source markets such as India and China. Previously, tourists had to travel long distances to apply for visas, endure lengthy processing times, and often make return trips for collection. The TTOS replaces these manual and paper-based systems with an efficient online process that allows approved tour operators to submit visa applications digitally and receive outcomes on average within 24 hours. Participating operators also commit to ensuring accountability for the tourists they bring into the country.

In September, Minister Schreiber also introduced the Department’s new ETA system, a core element of the broader “Home Affairs @ Home” digital transformation initiative. The ETA leverages advanced machine learning technology to automate and streamline visa processes, replacing outdated paper systems with a secure, efficient, and traveller-friendly digital platform. We continue to work closely with the Department of Home Affairs to expand the e-visa system to more key source markets and make the application process as seamless and user-friendly as possible. As highlighted in our Strategic Plan, outdated ICT systems have historically been a barrier, but our investment in digital transformation, including robust e-visa systems directly addresses this and enhances our market reach.

Secondly, we are investing in digital infrastructure to improve the entire visitor journey. Recognising the power of innovation and technology, and as part of our G20 Presidency, South Africa hosted the first-ever G20 Tourism Hackathon Challenge at the Tourism Ministers’ Meeting in Mpumalanga in September. This groundbreaking platform empowers young innovators to use Artificial Intelligence to design smarter and more sustainable tourism solutions. These initiatives are fundamental to strengthening South Africa’s global competitiveness. In an increasingly complex travel environment, destinations that are accessible, safe, and technologically advanced will stand out and we are determined to ensure South Africa remains one of them.
 

As SA prepares to host the G20 Summit in Johannesburg this November, what initiatives is SA Tourism implementing to leverage this high-profile event? How do you plan to integrate the G20's theme of social inclusion, global governance reform, and sustainable development into the MICE sector, and what kind of impact do you envision this summit will leave for SA's tourism industry?

The G20 Summit, under the theme "Solidarity, Equality and Sustainability," is a once-in-a-generation opportunity to showcase the very best of South Africa, and our strategy is to ensure its impact extends far beyond the summit itself. Hosting the upcoming G20 Summit is an extraordinary milestone for South Africa and the rest of the African continent, not only as a diplomatic achievement but as a powerful driver of long-term economic and tourism growth. The event places South Africa firmly on the global stage, showcasing our leadership, infrastructure, and capacity to host world-class gatherings.

In the long term, the G20 presents several key opportunities:

• Enhanced Global Visibility and Destination Branding — the summit provides unparalleled global media exposure, strengthening South Africa’s image as a capable, modern, and safe destination for business and leisure. This visibility will elevate our global brand and inspire confidence among travellers and investors alike;
• Growth in Business and MICE Tourism — successfully hosting the G20 reinforces South Africa’s credibility as a leading Meetings, Incentives, Conferences and Events (MICE) destination. This legacy will help attract more high-profile international conferences, exhibitions, and corporate travel in the years ahead;
• Infrastructure and Service Legacy — the investments made in infrastructure, technology, transport, and hospitality in preparation for the G20 will deliver lasting benefits, improving the overall visitor experience and supporting tourism growth beyond the summit itself;
• Trade, Investment, and Partnerships — the summit creates a platform to deepen international partnerships, stimulate foreign direct investment, and open new trade and travel links, particularly across emerging markets and the Global South.

The G20 will also advance South Africa’s sustainability agenda by showcasing local innovation in renewable energy, green infrastructure, and community-based development. This positions the country as a thought leader in sustainable tourism and inclusive growth. Ultimately, the G20 is far more than a single event, it is a catalyst for long-term destination competitiveness, economic opportunity, and international collaboration. It gives South Africa a global platform to tell its story, attract future travellers, and drive lasting confidence in our tourism and investment potential.

Looking ahead to Meetings Africa 2026 in Johannesburg, what surprises or new initiatives can delegates expect from this edition? How do you plan to elevate the event’s international appeal, and what strategic approach will SAT take to position it as a must-attend tradeshow for the global business events community?

The 2026 edition will celebrate 20 years of Meetings Africa, a major milestone for the continent’s leading business events trade show. As part of the planning process, a great deal of emphasis has been placed in ensuring that we collaborate with various stakeholders in putting together a highly valuable, network-driven, insights-focused trade show that is proudly pan-African.

Working with these various partners, we are confident that Meetings Africa will attract high quality buyers from across the globe as well as relevant exhibitors from the African continent providing a mutually beneficial conference for both buyers and exhibitors. As South Africa participates in various trade shows around the world, we will promote – together with our partners – Meetings Africa, by elevating the show’s profile.

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

Luxembourg City © LMIH - Sabino Parente

From 1 November, destination executive Bettina Bunge will be the new managing director/CEO of the Luxembourg Convention Bureau (LCB), as announced in May at IMEX Frankfurt 2025. Bettina will be responsible for the global marketing of the Grand Duchy as a destination for conventions and conferences, leading all international promotion of Luxembourg in the MICE sector. This will include strengthening international partnerships, implementing digital transformation, sustainability and repositioning a new identity for the LCB.

Recognised as a destination marketing expert for her work in several German cities, Bunge has been the managing director of Tourismus-Agentur Schleswig-Holstein since November 2017. With her arrival, Luxembourg will take on a new strategic identity for its Convention Bureau, under the slogan ‘Meet. Connect. Accelerate.’ We spoke with her about the impact, visibility and industry goals of Luxembourg under her leadership.

1) Bettina, first of all, congratulations on this new professional milestone; this time at the helm of such a prestigious destination in the heart of Europe. You bring a vast wealth of knowledge to this role, having worked in the marketing and management departments of cities and regions such as Hamburg, Dresden and Schleswig-Holstein. What does this challenge mean to you as a tourism and events professional? How will your previous experiences help you shape Luxembourg's profile for business events?

It is a true honor to step into the role of LCB’s CEO. I feel incredibly privileged to be joining a team of highly skilled professionals and to collaborate with passionate stakeholders across Luxembourg’s vibrant business events landscape. My career path has taken me through Hamburg, Dresden, and Schleswig-Holstein – each destination with its own distinct character and strengths. These experiences taught me how to craft compelling narratives that resonate internationally, while staying true to local identity. I now look forward to applying this expertise to position Luxembourg as a key player on Europe’s business events map.

Luxembourg is still a relatively undiscovered gem in the meetings and events industry, but it offers a wealth of advantages: excellent international connectivity, a multilingual and multicultural population, a forward-thinking business ecosystem, and a human scale that fosters proximity, agility, and personalised service. Notably, it was recently ranked the 7th safest country in the world by HelloSafe – a factor that is increasingly important for event organisers and delegates alike.

In each of my previous roles, I focused on building bridges between local assets and global expectations. I developed strategies that emphasised authenticity, innovation, and long-term partnerships. These are exactly the qualities I see in Luxembourg – and I believe they can be amplified to attract international conferences, corporate events, and association meetings. Moreover, my international network of contacts across the business events industry will be instrumental in raising awareness of Luxembourg’s potential. I plan to actively engage with associations, PCOs, and corporate planners to showcase what the country has to offer as a strategic partner for impactful and memorable events.
 

© LMIH - Sabino Parente
 

2) In the latest supplement that HQ published about Luxembourg, we highlighted a destination where creativity, diversity, and sustainability were the main drivers behind high-level events. What will be the cornerstones and priorities during your term of office? Where do you think Luxembourg can further develop its strategy for business travel and association events?

Looking ahead, we see exciting opportunities to elevate Luxembourg’s profile in the business travel and association events sector. Our strategy is built around three key pillars:

• Seamless connectivity and accessibility;

Luxembourg’s central location in Europe, combined with its excellent transport infrastructure and compact geography, offers a unique advantage: ease of movement. Whether arriving by air, rail, or road, delegates can navigate the country quickly and efficiently. A major convenience is that all public transport in Luxembourg is free, making it even easier for participants to move between venues, hotels, and city attractions without logistical or financial barriers. This proximity and accessibility are key assets we intend to leverage more strategically for business events.

• Sustainability and responsible innovation;

We are committed to positioning Luxembourg as a frontrunner in sustainable event management. Through our Green Business Events label, we actively promote eco-friendly practices, encourage the use of sustainable venues, and support responsible planning. This initiative reflects Luxembourg’s broader commitment to environmental stewardship and aligns with the growing demand for greener, more conscious events.

• Embracing technological transformation and AI.

As a research partner of the Future Meeting Space Innovation Alliance - alongside the German Convention Bureau and the Fraunhofer Institute for Industrial Engineering IAO - LCB is deeply involved in exploring how global megatrends are reshaping the business events landscape. Topics like New Work, demographic shifts, and artificial intelligence are no longer distant concepts; they are actively influencing how events are designed, delivered, and experienced. Our involvement in this initiative allows us to anticipate emerging trends, assess their impact, and develop actionable strategies that are tested in real-world scenarios.
 

3) During your presentation as the new LCB CEO at IMEX Frankfurt, Minister Delegate for Tourism, Eric Thill (on the right with Bettina), also took the opportunity to unveil LCB's new identity, built around the slogan: “Meet. Connect. Accelerate.” He said that, “(...) for several years now, we have been laying these foundations: the creation of the Luxembourg Convention Bureau, the structuring of the ecosystem, the first successes on an international scale. Now it’s time to move up a gear.” What gear is that, Bettina? How will this ‘Meet. Connect. Accelerate’ represent a new framework and turning point to be followed in Luxembourg?

What we presented at IMEX Frankfurt is not a departure from our past efforts, but rather a strategic evolution – a bold repositioning that builds on the solid groundwork we have laid over the past few years. The establishment of the LCB, the structuring of our business events ecosystem, and our initial international successes have all been important milestones. Now, we are entering a new phase – one that shifts the focus from laying foundations to accelerating Luxembourg’s emergence as a global hub for business events.

This next phase is guided by our ‘Business Events 2030’ vision. It is about sharpening our ambition: to position Luxembourg as a go-to destination for innovative, sustainable, and high-value business events. It is about aligning our positioning with the evolving needs of event organisers, enhancing our international visibility, and showcasing Luxembourg’s unique strengths – its accessibility, sectoral excellence, quality of life, and human-centred approach. Our new framework, ‘Meet. Connect. Accelerate.,’ reflects this momentum. It signals a dynamic, connected, and impact-driven approach, where every meeting is an opportunity to foster meaningful connections and drive growth – for participants, partners, and for Luxembourg as a whole.
 

4) According to the latest data published by Luxembourg for Tourism, the country hosted 9,150 MICE events with 935,000 participants last year. This represented a 10% increase in the number of events and a 12% increase in the number of participants compared to the previous year. At the same time, the country ranked 60th in the ICCA's global event ranking. In a highly competitive market, where the characteristics of the destination remain decisive, how do you intend to continue this upward trajectory? Is it a question of visibility, infrastructure or local partnerships?

Luxembourg is undergoing a dynamic transformation on multiple fronts, and the business events sector is evolving right alongside it. This growth isn’t driven by a single factor, but rather by a powerful combination of expanding infrastructure, increased international visibility, and strong local collaboration. In just the past two years, six new hotels have opened across the country, each offering a distinct experience: Moxy, a vibrant and youthful hotel near the airport; Anatura, a nature-inspired retreat in the north; Marriott Alfa, a beautifully renovated historic property in the city’s central station district; Villa Pétrusse, a Relais & Châteaux gem nestled in the heart of the capital; B&B Hotels, located in the fast-developing La Cloche d’Or area; and NOTO Hotel, part of the cutting-edge GRIDX innovation hub.

Beyond accommodation, infrastructure continues to improve. The tram network, inaugurated in 2017, now connects the airport directly to the city centre – making travel seamless for both local and international visitors. These developments reflect Luxembourg’s commitment to creating a welcoming and efficient environment for event organisers and participants.

Visibility is another cornerstone of our strategy. We are actively positioning Luxembourg as a destination that stands out for its innovation, sustainability, and quality. This is achieved not only through targeted international campaigns but also through close cooperation with key promotional actors. Whether it is Luxembourg for Tourism, which promotes the country for leisure travel, or the Luxembourg City Tourist Office, focused on the capital, we work hand in hand on joint initiatives.

A great example of this collaborative spirit is the Let’s Make It Happen initiative - a national place branding strategy that unites different public stakeholders around a shared vision of Luxembourg’s identity. It fosters coordinated communication and joint projects, ensuring a coherent and impactful presence on the international stage. Through dedicated working groups, we stay in close contact and align our efforts to promote Luxembourg as a forward-thinking and welcoming destination. Being a small country is an advantage: it allows us to work in a highly connected and agile way. Local partnerships complete the picture. The LCB benefits from a strong and cohesive network of partners, including hotels, venues, and service providers. We are currently developing a new collaborative model to deepen these relationships, encouraging more intensive cooperation and joint initiatives. 
 

5) Another major announcement at this press conference was the creation of a national observatory for business events, which aims to calculate and measure the country's progress in the international competition for conferences and exhibitions. Likewise, DMOs are increasingly using data-driven approaches to understand and influence visitor behaviour. How can this align your national ambitions in the events market with the industrial and social goals that your stakeholders and partners have in mind? In other words, how can this refine your bidding process and business acquisition?

The creation of a national observatory for business events marks a major milestone in aligning Luxembourg’s ambitions with the evolving needs of our stakeholders. By collecting and analysing data on conferences, exhibitions, and visitor behaviour, we will gain a clearer, evidence-based understanding of our performance in the international events market. This will allow us to move from intuition to informed strategy – refining how we attract, bid for, and deliver high-impact events. Of course, this is a complex and demanding undertaking. Building a robust data infrastructure, ensuring consistent input from diverse partners, and translating insights into actionable strategies will require time, coordination, and commitment. But we are absolutely up for the challenge.

For our stakeholders – whether in industry, academia, or government – this observatory will ensure that business events contribute meaningfully to broader economic and social goals. It will help us identify which sectors benefit most from international exposure, where knowledge exchange is most impactful, and how events can support innovation, talent attraction, and sustainable development. In practical terms, this will sharpen our bidding process by allowing us to target events that align with Luxembourg’s strategic priorities – such as finance, space, sustainability, and digital innovation. It also enables us to present compelling, data-backed value propositions to international organisers. Ultimately, the observatory will help us build smarter partnerships, design more relevant bids, and position Luxembourg as a destination where business events are not just hosted… but where they actively drive progress.
 

Participantes during the ICCA Skills Seminar, in June 2025

6) Luxembourg recently hosted two educational events for training new talent in the sector: the CityDNA Summer School and the ICCASkills Training Seminar. Is it one of your goals to be more involved in industry-related events such as these? Do you think the destination can reap the benefits of hosting these educational events for its own ecosystem?

Certainly. Participating in industry-leading events like the CityDNA Summer School and the ICCASkills Seminar is fully aligned with our strategic vision. These initiatives not only enhance Luxembourg’s international visibility but also help position the country as a forward-thinking knowledge hub – where the future of the meetings industry is actively shaped. For our local ecosystem, the impact is tangible. These events create valuable opportunities for knowledge exchange, professional development, and networking among local stakeholders, students, and industry professionals. They allow us to bring global best practices to Luxembourg while showcasing our own expertise and innovative mindset to the international community.

Having previously served as Vice-President at CityDNA, I have always had a personal connection to the Summer School. It is a unique platform that brings together seasoned professionals and emerging talent in a destination that reflects excellence. That is why I am especially proud that Luxembourg has now hosted this event – demonstrating our commitment to nurturing talent and contributing to the evolution of the global meetings industry.

Luxembourg, the Best Place to Make your Events More Sustainable

7) Event destinations can play a key role in generating strong positive impacts for associations. Especially if we are talking about profound legacies that translate into scientific advances, measures to combat climate change, technological innovations, or others. How does your convention bureau plan to network with agencies, such as Luxinnovation, or with research centres, such as the Luxembourg Institute of Science and Technology, for this purpose? What do social impact and event legacies mean for Luxembourg?

For us, legacy and social impact are not just desirable outcomes – they are essential components of every event hosted in Luxembourg. Thanks to the country’s small size, agility, and tightly connected ecosystem, we are uniquely positioned to bring together institutions, businesses, and research centres around shared goals that extend far beyond the event itself. Through close collaboration with partners like Luxinnovation G.I.E. and research institutions such as the Luxembourg Institute of Science and Technology (LIST), we are able to connect international associations with the right local expertise in key sectors like finance, space, health, and sustainability.

This ensures that events held in Luxembourg leave behind real, measurable benefits – whether in scientific advancement, technological innovation, or environmental solutions. In our view, social impact means creating opportunities for knowledge exchange, talent development, and collaboration between local and global communities. Legacy, in the Luxembourg context, is about ensuring that every event contributes to the country’s long-term ambitions – strengthening our innovation ecosystem, supporting inclusive growth, and advancing a more sustainable future.
 

 
The MPI European Meetings and Events Conference (EMEC) took place in Luxembourg from March 3-5, 2024. 
 

8) International events contribute to seasonal adjustments in occupancy rates, extending stays and increasing average visitor spending. What role do you see MICE events and, more specifically, association conferences playing in the strategic planning of Luxembourg as a destination?

Business events are a cornerstone of Luxembourg’s strategy as a destination. Unlike some European countries, Luxembourg is not impacted by mass tourism. Instead, it focuses on high-quality, value-driven tourism, particularly from nearby markets. Business events play a key role in this approach, as they are spread throughout the year – helping to reduce seasonality, extend visitor stays, and generate higher economic returns. On average, participants spend around €450 per day on accommodation, dining, transport, and activities, underscoring the sector’s significant contribution to the local economy.

We are seeing strong growth in association conferences and corporate events, especially in emerging sectors such as clean energy, sustainability, scientific research, and commercial space exploration. International research symposiums are also gaining momentum. At the same time, delegate expectations are evolving – there is a growing demand for sustainable practices, flexible and hybrid formats, and authentic experiences that connect with the local culture and community. With robust institutional support and close collaboration with local partners, business tourism is a key driver of Luxembourg’s economic diversification. It supports a wide range of sectors – from hospitality and services to innovation and research – while reinforcing the country’s international reputation as a forward-looking, high-quality destination.
 

9) Event planning is entering a phase subject to travel restrictions, reputation concerns, geopolitical instability, and growing doubts about format, location, and inclusivity. How does Luxembourg approach these new global challenges that lie ahead?

We see the current geopolitical and economic climate as both a challenge and a strategic opportunity. There is no doubt that uncertainty is affecting associations and event organisers worldwide, and we fully recognise the concerns this brings. However, Luxembourg’s reputation as a stable, safe, and politically neutral country allows us to offer something increasingly valuable: reliability and reassurance. Rather than being a disadvantage, this context actually enhances Luxembourg’s appeal. Our central location in Europe, combined with our human-scale approach, excellent accessibility, and multicultural, multilingual environment, positions us as a natural meeting point – especially in times of uncertainty. In short, while global instability presents real challenges, it also gives Luxembourg a unique opportunity to stand out as a trusted, resilient, and forward-looking destination for international events.
 

Want to know more about Luxembourg for events? Check out our Special Mice Luxembourg Report
 

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.

© EDMO

Today, many associations working in the science, health or education sectors are especially vulnerable to widespread disinformation, public distrust and the specific vulnerabilities of digital media. Their projects and task forces support the verification of sectoral studies, quality information and liaison between multidisciplinary expert communities. However, as in civil society, associations are also subject to the impact of misleading content, fabricated data and unreliable sources.

The European Digital Media Observatory (EDMO), the EU’s largest interdisciplinary network on this subject, brings together fact-checkers and academic researchers with experience in the field of online disinformation, social media platforms, journalism and media education professionals. Paula Gori (pictured below), EDMO Secretary General and Coordinator, explains how transparency and media literacy can serve as benchmarks not only for journalism, but also for policy-makers and for new guidelines of science communication.

1) With AI tools shaping how people access news, how can we protect general and less tech-savvy users from biased content, clickbait, or reality-altering narratives?

It is important to highlight that AI is not only used to produce disinformation, but also to distribute and spread it. On the users’ side, media literacy plays a key role. As with education in general, it needs to be inserted into a specific strategy. What the EU can do is work on support and guidelines with experts to combat disinformation and promote digital literacy through education and training. At Member State level, debates vary, although the general observation is that media literacy should be a curricular activity in schools in all countries. EDMO is doing a lot of work on media literacy.

Let me mention just two examples. The first is aimed directly at citizens. In particular, we ran the #beelectionsmart online campaign ahead of the 2024 European Parliament elections, and another one, both offline and online, called #beonlinesmart, in all Member States in their respective languages. The second example concerns media literacy initiatives themselves and, in this regard, we have published guidelines for eff ective media literacy initiatives. The underlying logic is that it is not just a question of organising these initiatives, but also of guaranteeing their quality, effectiveness, impact and sustainability.

2) How is EDMO tackling fast-spreading polarised narratives there, and how can organisations support fact-checking and media literacy in these spaces?

Because of its role and structure, EDMO can on one side detect and analyse disinformation narratives, trends, actors and techniques and on the other act with media literacy campaigns, as those mentioned above. In general, resilience initiatives shall take place both on the platforms themselves and offline like in schools, libraries, workplaces, clubs, etc. Both initiatives depend however on a number of factors which include funding, political and business willingness, an education strategy, identification of the target audience, and impact evaluation. When it comes to younger generations, but not only, any initiative shall be tailored according to the culture, languages, traditions, education, media diet, and the history of a given country. The difference between urban and rural areas shall also be taken into consideration. Public-private partnerships in funding these initiatives are fundamental in the interest of citizens, the information integrity and the democratic process.

3) How can organisations spot early signs that their topics are being targeted by disinformation, especially during elections or high-stakes public debates?

Probably the first sign comes from popularity: the moment a given topic, action, or activity hits the news (or goes viral on social media), and/or stimulates particular interest in society – or a part of it – is also the moment when there is a risk of disinformation. Disinformation, if you will, jeopardises the attention that accurate information is receiving. Elections, for obvious reasons, represent a clear case, but they are by no means the only attractors. Think, for example, of climate change, health (Covid-19 clearly showed this), migration, gender, etc.
 

“Reporters must make sure that their data, wording and visuals are not presented in such a way that they can be exploited.”

4) How can associations strengthen their credibility and resilience against attacks from pseudo-media sources or coordinated campaigns on behalf of hidden interests?

Overall, prevention plays an important role. Being as transparent as possible and building a strong reputation based on trust is already a good deterrent. It is also important to have an emergency team that can immediately detect and react to any attack. Such a team should work also on preparedness, which includes building the right networks and channels which could be activated in case something happens. It also includes detecting the risks before they create harm, testing the algorithms and mapping the information landscape.

Even so, if an attack happens, it is key to avoid as much as possible information voids, as they become the entrance door for disinformation. If, as happens in times of crisis, organisations do not immediately have precise responses or data, then it is key to be transparent on the uncertainty. This means clearly stating what is known, what was done, what is in place to get the missing knowledge and if relevant what can be done to get protected/act.
 

EDMO National Hubs throughout Europe

5) What can associations learn from EDMO’s standards around source verification and transparency?

As a rule, transparency is an excellent choice. On the production side, depending on the situation, there may be transparency on the process, on the output, on the evidence, etc. On the structural side, transparency on funding, resources, organigramme (and when relevant, confl icts of interest) is key. Going back to the specifi c case of disinformation, any analysis of content needs to be transparent both when it comes to the methodology and to the sources, as citizens must be put in the position to trace back how a certain conclusion was reached and potentially share additional sources. Transparency on funding and structure of the organisation behind is also required.

6) How does EDMO manage different national definitions of truth or legal grey areas when responding to cross-border disinformation and polarised media landscapes?

Disinformation, according to EU policy, is false or misleading content which may cause public harm, that is spread with an intention to deceive or secure economic or political gain. In general, this means starting by detecting content, analysing if it is based on facts and if not looking at the intention(s), the techniques, and the actors behind. In jargon, we often refer to disinformation as awful but lawful content. On the other side, any response to disinformation needs to respect freedom of expression. We cannot have a Ministry of Truth, hence the multistakeholder and multifaceted approach in the EU.

It is also key to remind that facts are facts, while opinions are interpretation of facts. The distinction is important, especially when a given piece of content supportive of a given narrative is debunked. To respond to disinformation it is key to identify it and to understand it. EDMO’s key role is building a community of media literacy experts, fact-checking organisations, researchers and policy experts to implement the stakeholder approach. Because we can count on the collaboration with 14 national and regional hubs covering all EU Member States, plus Norway, we have the added value of building possibilities for cross-border dialogue, sharing of best practices, collaboration, cost-efficiency strategies, and complementarity.
 

“We need media literacy as much in schools as in the workplace, in old people's homes or social clubs.”
 

7) Even with strict editorial checks, disinformation can slip through. What fact-checking safeguards or editorial practices can help reduce this risk in everyday reporting?

Well, there are two sides of the medal here. On one side, it is important that any output is verified as to ensure that it does not include false information, nor decontextualised data or misleading content. This means checking different sources, when needed inquiring with independent experts, involving peer reviewers, etc. On the other side, reporters should make sure their data, wording and visuals are not presented in a way that they can be exploited. This means being transparent and clear and asking themselves if what they write could be subject to misleading interpretations, if it could be easily negatively taken out of context, if it leaves margin for being manipulated. Overall, what I said above applies here as well: whenever something is still missing evidence, be clear about this and transparent about how you are planning to get to that evidence. Instructions and extra

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Canada Day - Parliament Hill at dusk © Photographer Taylor Burk

Ottawa is putting sustainability into practice with its new Responsible Events Guide — a framework led by planners and designed to embed community impact and environmental responsibility into every stage of event delivery. Focusing on a practical decision tree and supported by partnerships across the destination, the guide helps organisers align their meetings with the UN Sustainable Development Goals and connect with local initiatives, such as food recovery programmes, accessibility initiatives and Indigenous markets. According to Stephanie Séguin, Vice President of Business and Major Events at Ottawa Tourism, the goal is to ensure that sustainable choices become the norm for events held in Canada’s capital.
 

What prompted the development of Ottawa's Responsible Events Guide, and how does it align with your broader destination strategy for sustainable and community-conscious tourism?

The guide was written to respond to a need within the planning community, as well as a clearly defined objective in our Strategic Plan. We wrestled with how to equip event planners with practical tools and resources without overwhelming them with too much information. The guide is centred around an easy-to-use Decision Tree which provides succinct guidance and local solutions as well as turnkey solutions such as our social impact programmes and the À La Carte food recovery programme, our destination-led food recovery programme. This directly reflects our commitment to the Sustainable Tourism 2030 Pledge and the UN Sustainable Development Goals (SDGs 8, 10, 13, 15). We want to inspire and empower organisers at all stages of their sustainability journey while also connecting them to the local community.
 

One of the unique features of the guide is the ‘Decision Tree’, alongside the Responsible Event Commitments that allow planners to pledge specific sustainable and inclusive actions. How do you envision planners using this to shift everyday decision-making towards more intentional outcomes?

It is a visual tool that helps organisers evaluate each component of their event, from delegate bags to meal service, through a sustainability lens. The goal is not perfection, but progress. Planners are encouraged to ask: Can this be eliminated? Can it be more sustainable? Can it create a positive impact? They can then track efforts through their commitment sheet, and our communications chapter shows event planners how to inform, showcase, and report on the actions taken.
 

The guide touches on F&B sustainability, from plant-based starters to a food recovery programme, À la Carte. What does this approach tell us about Ottawa's local ecosystem and its readiness to support sustainable event delivery?

Ottawa is a fertile ground for working with planners to deliver sustainable events. Through programmes such as À la Carte, our destination-led food recovery programme that is implemented in over 20 hotels and venues, our hospitality partners are demonstrating their commitment to offer readily available sustainable hosting solutions and to build our destination's capacity for hosting sustainable events.
 

Accessibility and inclusion are often under-addressed in impact conversations. Can you share how your partnerships with Abilities Ottawa and Whimble Care are integrated into event planning workflows?

Our goal in developing partnerships with local service providers and community organisations is to make it easier for planners to integrate better accessibility practices into their events. For example, when Whimble was hired during the World Junior Championships, we received feedback that fans bought extra tickets because they could attend for the first time without a support person. For events, we can now demonstrate that we have a unique local solution provider with the option to provide temporary support workers.

Abilities Ottawa does incredible work to make sport more accessible to everyone, which conferences can support through our Social Impact Guide by leveraging activations such as a para-sport try-it event or by adding a para-athlete to their speaker list. Abilities Ottawa are a key partner, available for a wide variety of events and we are very happy to facilitate introductions and partnerships.
 

Legacy is increasingly on the agenda for destinations, and your guide offers a concrete pathway through initiatives like Indigenous Markets, Forêt Capitale Forest, and the Volunteer Program Directory. How can meeting planners best engage with these local organisations to build authentic, community-rooted experiences into their events?

By developing partnerships through our Social Impact Guide and providing additional inspiration through the Volunteer Directory, we aimed to make it easy for planners to identify ways to leave their legacy in Ottawa.

Creating impactful connections with local community organisations was top of mind when developing these partnerships and projects. We also recognise their limited capacity, so we designed the process to ensure an authentic and reliable experience without overtaxing them. Event planners can use the existing menu of options to book an experience, and our community partners are always open to discussing how an event can be made more exciting.

For the volunteering directory, we carefully checked each organisation’s needs and capacity limits; connecting them directly with a group’s requirements should be straightforward, as they are accustomed to groups of various sizes.
 

How might this guide serve as a collaborative blueprint for other Canadian cities, or even international DMOs, looking to codify sustainability and social impact into event planning?

It is clear that DMO’s worldwide, including our Canadian counterparts, must work collaboratively if they are to continue attracting international association events. Sustainability and ESG are a key part of this collaboration and offer a real opportunity for knowledge sharing amongst our peers. We purposefully sought partnerships with organisations working across environmental, accessibility, and reconciliation priorities, all of which we hope will become examples of best practice across the industry.

We must all acknowledge that industry-wide change takes time, effort and the support of experts, which is why, in our particular case, we engaged consultants to help develop suitable products and impact metrics. Our social impact projects have been tied to the Responsible Events Guide from the outset, giving planners a clear path to fund and engage with community groups. We believe the key is to make collaborations reliable while offering turnkey solutions that can be easily integrated into any event.

When an event planner reads our guide, they have a ready-to-use toolbox to understand local options and the resources to make their event more sustainable and impactful. For example, the Lend-a-Lanyard Library with the Rogers Centre is a specific partnership with our largest convention centre.

In the end, it is all about a DMO investing in our communities and inviting our guests to join that investment to create impact and legacy. The specifics will be different for each DMO, whether here in Canada or further afield, but the principal and ethos remain the same.
 

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At the GDS Forum 2024 in Bruges, HQ witnessed a new partnership between GDS Movement and a data tech company to help CVBs, DMOs and suppliers gain insights into sustainable accommodation and offers in their regions. BeCause is a Danish start-up hailing from Copenhagen with the mission of making sustainable choices flow more easily through measurable data in the tourism and travel industries. This sectoral realisation led them to develop a set of solutions that no other technology provider currently offers, including a Certification Co-pilot, a database of certified suppliers, and RFP automation tools. The ultimate goal is to automate the administrative workload linked to sustainability so that companies can focus their efforts where it really matters: real, impactful improvement.

HQ asked the COO, Jahanzeeb Ahmed (on the right), how their services can be turned into concrete changes for their clients.

What kind of game-changing approach can BeCause offer destinations to trigger datadriven sustainability actions?

Data is king here. Our job is to support destinations with the necessary data that shows where the sustainability performance of their local providers currently stands. From there, BeCause offers the tools to seamlessly assist those providers in progressing along their sustainability journey. For example, today it still requires a significant amount of manual work for a destination to find out which of their hotels are sustainability-certified. We eliminate that friction − destinations can access that data with just one click. From there, they can nudge uncertified providers to begin the certification process through our Certification Co-Pilot and track their progress throughout the journey. This creates a centralised, actionable view that drives real progress.
 

How can a meeting planner balance sustainability goals with financial objectives within your platform?

We bring several critical capabilities to the table to help planners balance sustainability with financial responsibility. BeCause offers a unified platform for collecting and managing sustainability data, which greatly reduces administrative overhead and the associated costs. Secondly, our platform includes robust tools that automate ESG reporting, minimising the manual effort typically required and reducing the risk of human error. Finally, users will soon be able to benchmark their sustainability performance against industry standards and learn from a database of initiatives implemented by other organisations. This enables planners to identify cost-effective sustainability improvements based on real-world data.
 

"Today, many event planners struggle to find verified sustainability data for the providers they want to work with. The data is scattered, fragmented, and often not accessible."
 

If I am a hotel manager looking for the right certification, how can I use the platform to find the perfect match and streamline my sustainability journey?

This is exactly the kind of challenge our Certification Co-Pilot is designed to address. BeCause provides a guided process that helps hotels identify the most relevant sustainability certifications based on their existing operational practices. The platform maps a hotel’s operational data to various certification frameworks to ensure alignment with the standards of interest. Once the journey begins, hotel managers can also track their certification progress in real-time, monitor milestones, and assess their current compliance status, all within the same platform.
 

You recently launched a new benchmarking and reporting tool to provide destinations with new sustainability insights in real time. How can this empower hotels and tourism businesses to mitigate their environmental burden?

Through our partnership with the Good Travel Alliance, we have launched a benchmarking tool that, once populated with enough data, will deliver targeted insights for destinations and providers. The tool leverages universal Key Performance Indicators to create consistent and comparable sustainability metrics across all participating destinations and businesses. Also, with access to real-time data, hotels and tourism businesses can make better-informed decisions about how to reduce their carbon emissions, improve waste management, and optimise energy consumption. Crucially, this tool helps them answer one of the most common and important questions: “How are we doing compared to others?”
 

There is also a need for many companies to adjust their operations to EU regulations − such as the Corporate Sustainability Reporting Directive (CSRD) − while reducing administrative burdens and red tape. How can these pressures and incentives push SMEs to adopt an autonomous 360-degree strategy?

Sooner or later, every tourism business will be pushed, either by regulations or by their customers, to adopt sustainability into their strategy. What is important is that we highlight the upside potential early and clearly. In the end, these are still businesses, and we need to stop treating sustainability as something separate from revenue.

While compliance requirements such as the CSRD may be the initial motivator, it is crucial that businesses do not view this solely as a reporting burden. Instead, by emphasising the business upside − such as improved reputation, efficiency gains, and competitive advantage − sustainability becomes a long-term success driver that positively affects both the top and bottom line.
 

"What sets us apart is our sector-specific approach. We have identified for many years that if you really want to solve sustainability challenges, you need to delve into the specific issues facing each sector."
 

What are the key obstacles and most common challenges sustainability planners or travel agents face when integrating new technologies? How can they overcome them?

The primary challenge is access, there is still not enough data or sufficient options. We are still early in the adoption curve. Today, many event planners struggle to find verified sustainability data for the providers they want to work with. The data is scattered, fragmented, and often not accessible.

The key to overcoming this challenge is scaling data availability and aggregation so that planners can make informed, responsible choices with ease. As the industry evolves, professionals should focus on improving their digital literacy, data interpretation skills, and familiarity with sustainability frameworks and tools that support transparent reporting and decision-making.
 

As a start-up with a laudable mission and an already vast portfolio of clients, what are the most notable partnerships you have embraced?

We have the privilege of working with some of the most respected brands in the travel and hospitality industry. Two standout partnerships include Radisson and Booking.com. These companies have embraced our technology to elevate their sustainability journeys, and their collaboration with BeCause reflects the kind of impact we aim to have at scale − simplifying sustainability, increasing transparency, and empowering action. Both their cases can be explored on our 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.