Gain firsthand insights from one of Asia’s most influential industry leaders as Margaret Ma Connolly shares her perspectives on the evolving exhibition landscape, cross-border opportunities, and what it takes to lead in a fast-changing market. Moderated by Datuk Dr. M Gandhi, this thought-provoking session explores leadership, innovation, and the evolving dynamics of the global business events (BE) industry.
Margaret noted that the business events economy is showing healthy growth, with Malaysia’s 8 percent rise outpacing the global average of 5 percent. Yet, the industry has been reshaped by lasting changes from COVID-19. Exhibitors are sending smaller teams, building leaner booths, and demanding stronger ROI. This is pushing organisers to deliver more curated matchmaking, structured meetings, and experiences that make every show day count.
Technology is at the heart of this shift and AI is a major driver of this transformation. Informa Market has invested heavily in Elysia, its in-house AI platform, which enhances internal operations and refines buyer-seller matchmaking. For smaller firms, Margaret emphasised that building an Elysia isn’t necessary. Instead, focus should be on governance, clear policies, training and adopting a few reliable AI tools with proven ROI.
Sustainability is another top priority. Informa Market requires all its events to go through a rigorous Fundamental Sustainability checklist, while its Better Stands Programme is driving reductions in disposable booths and building industry-wide momentum for reusable solutions. These initiatives not only reflect corporate responsibility but are also shaping customer expectations across markets.
Talent emerged as a recurring theme. Beyond graduate trainees, Informa Market is deliberately hiring from diverse industries such as tech, finance, and creative agencies. The goal is to bring in fresh perspectives and design festival-style experiences that appeal to younger generations. At the same time, the company continues to nurture young professionals through internships, job rotations, and leadership pathways.
Margaret also highlighted how geopolitics adds layers of uncertainty to planning and forecasting, particularly in China, Japan, and Southeast Asia. Yet, ASEAN markets like Malaysia, Indonesia, and Vietnam are well placed to benefit from trade shifts and new investments. For business events, this means fresh opportunities for SMEs and new sectors ready to be served.
Ultimately, the session reinforced that the exhibition industry is moving from tradition to transformation. The future will be defined by smarter technology, deeper sustainability, diverse talent, and experiences that inspire younger generations while still delivering measurable ROI for businesses.
Gain firsthand insights from one of Asia’s most influential industry leaders as Margaret Ma Connolly shares her perspectives on the evolving exhibition landscape, cross-border opportunities, and what it takes to lead in a fast-changing market. Moderated by Datuk Dr. M Gandhi, this thought-provoking session explores leadership, innovation, and the evolving dynamics of the global business events (BE) industry.
Margaret noted that the business events economy is showing healthy growth, with Malaysia’s 8 percent rise outpacing the global average of 5 percent. Yet, the industry has been reshaped by lasting changes from COVID-19. Exhibitors are sending smaller teams, building leaner booths, and demanding stronger ROI. This is pushing organisers to deliver more curated matchmaking, structured meetings, and experiences that make every show day count.
Technology is at the heart of this shift and AI is a major driver of this transformation. Informa Market has invested heavily in Elysia, its in-house AI platform, which enhances internal operations and refines buyer-seller matchmaking. For smaller firms, Margaret emphasised that building an Elysia isn’t necessary. Instead, focus should be on governance, clear policies, training and adopting a few reliable AI tools with proven ROI.
Sustainability is another top priority. Informa Market requires all its events to go through a rigorous Fundamental Sustainability checklist, while its Better Stands Programme is driving reductions in disposable booths and building industry-wide momentum for reusable solutions. These initiatives not only reflect corporate responsibility but are also shaping customer expectations across markets.
Talent emerged as a recurring theme. Beyond graduate trainees, Informa Market is deliberately hiring from diverse industries such as tech, finance, and creative agencies. The goal is to bring in fresh perspectives and design festival-style experiences that appeal to younger generations. At the same time, the company continues to nurture young professionals through internships, job rotations, and leadership pathways.
Margaret also highlighted how geopolitics adds layers of uncertainty to planning and forecasting, particularly in China, Japan, and Southeast Asia. Yet, ASEAN markets like Malaysia, Indonesia, and Vietnam are well placed to benefit from trade shifts and new investments. For business events, this means fresh opportunities for SMEs and new sectors ready to be served.
Ultimately, the session reinforced that the exhibition industry is moving from tradition to transformation. The future will be defined by smarter technology, deeper sustainability, diverse talent, and experiences that inspire younger generations while still delivering measurable ROI for businesses.
The latest UFI 2025 survey shows a 5% overall increase in the global exhibition and convention industry. In terms of revenue, we’ve seen companies like Informa Markets post double-digit growth, and in Malaysia specifically, the industry recorded an 8% rise. From your perspective, how would you describe the overall health of the business events economy, and what are the key factors shaping it?
The UFI Barometer, which is released every six months, allows us to compare shifts over time, where the last edition was in February. Globally, the exhibition industry, particularly B2B events, continues to show moderate but steady growth. However, the report highlights significant regional differences, sometimes even contradictions. For example, markets in the Middle East, such as Saudi Arabia and the UAE, along with India, are experiencing rapid expansion. Southeast Asia, including Malaysia with its 8% growth, is also performing strongly, alongside South America. In contrast, traditional powerhouses like the United States, China, and Germany are slowing down, due to a mix of domestic challenges, external pressures, and geopolitical factors.
COVID-19 was one of the toughest challenges the industry has faced. What lasting changes has it brought to exhibitions and conventions?
When COVID-19 first hit, the outlook was very negative. Many analysts predicted that face-to-face events would be replaced by virtual formats. Yet what we have seen is a very strong comeback. The pandemic actually confirmed the value of the business events model, where B2B decision-making and procurement are more important than ever. In fact, in a world where AI is growing, face-to-face meetings are irreplaceable for building trust.
Another lasting change is digital adoption. Before the pandemic, convincing customers to use digital tools was a real uphill battle, especially in Asia where pre-registration was low and walk-ins dominated. Today, digital tools are second nature, even my parents use QR codes to pay online. So, the BE industry as a whole has become more digitally native.
However, not all changes are positive. For example, exhibitor booth sizes have generally shrunk as companies take a more pragmatic approach. They want clearer ROI and stronger value measurement before committing to large spaces. On the visitor side, we still see many buying organisations, but each company now sends fewer representatives. This is largely due to rising travel and accommodation costs.
For organisers, this means expectations are higher. We need to deliver more efficient, curated experiences. In the past, a company might send 5 or 10 people to cover a large show. Now they may only send two. So we must ensure those delegates connect with the right suppliers and products within limited show days and leave with solid takeaways that that justify their investment. These shifts present challenges, but also opportunities for innovation and greater value creation across the ecosystem.
Can you share some of the specific efforts Informa Market is making globally or in Asia to address rising expectations from both visitors and exhibitors, particularly when it comes to ROI?
We are running several pilots and experiments in response to what our customers are asking for, and they have been very clear about their expectations.
In the past, much of the value at trade shows came from serendipity, with buyers and sellers meeting by chance on the show floor. While that remains important, it was difficult to measure or structure. Today, we are working to bring more certainty to that experience. For example, we are investing in curated one-on-one meetings. At our Connect Marketplace Hong Kong in March, a large section of the floor was dedicated to prearranged appointments, connecting qualified buyers with suppliers for more in-depth conversations. These are now becoming part of the packages we offer to exhibitors and sponsors. Of course, even with technology and AI, this still requires a lot of manual work, and customer behaviour is evolving. Things such as punctuality and follow-through are still part of the learning curve.
Another shift, accelerated by COVID-19, is the move toward hybrid engagement. Many of our events now combine year-round digital platforms with offline roadshows. This allows suppliers to showcase products, handle sample or quotation requests, and in some cases even enable small volume B2B sales, particularly in lifestyle sectors like furniture, food, and baby products. We have also experimented with influencers to help clients manage inventory and test the market more effectively.
Are these new offerings dramatically changing overall revenue yet? Not quite. But they are creating more targeted and measurable value for participants, and we are continuing to refine them.
Have you noticed shifts in visitor demographics, particularly age? With younger audiences attending more and older generations less, how is your organisation adapting to these changes?
Yes, absolutely. The demographic shift is already happening. Gen Z is now part of the workforce, both on the exhibitor side and in decision-making roles. This requires us to make deliberate changes in our approach.
Earlier this year at the UFI APAC Conference, I spoke about our talent strategy. We can no longer just recruit talent from within the industry; we need to attract fresh perspectives and encourage young people to see business events as an exciting career. For many graduates, joining the exhibition or B2B events sector is not their first choice compared to AI, tech, or finance. That’s why as an industry; we need to engage with universities and create more exposure. For example, EventXpo collaborated with Taylor’s University to give students hands-on experience in event planning and execution, which is an excellent initiative.
At Informa, we have run a structured graduate training program for several years, which is now creating a strong pipeline of young talent. Through internships and job rotations, they experience the energy of live events and develop a genuine passion for the industry.
However, attracting young professionals as visitors presents another challenge. Today’s younger generation is highly digital savvy. They can easily use AI and online tools to research suppliers without attending events. To stay relevant, we must provide much more than product information, we need to deliver experiences that engage multiple interests.
That is one reason Informa launched a new Festivals division, recognising that in some industries it’s not just about transactions, but also about creating memorable experiences. I recently attended the Cannes Lions Festival, which was eye-opening. It brought together young creators, influencers, tech companies, and CMOs from the world’s biggest brands. People go not just for business opportunities, but because the mix of creativity, technology, and entertainment creates real magic.
We are now experimenting with bringing some of these elements into our more traditional B2B events. This includes city activation projects, such as our “Live Hong Kong” initiative, which ties in arts, entertainment, and cultural experiences beyond the venue itself. Some of these will be rolled out at our major events later this year. The goal is to improve customer experience, attract younger audiences, and ultimately create new revenue streams.
Many organisers worry that adding festival elements will be too expensive and not appeal to business visitors. Yet festivals seem to represent the future. How do you address that resistance?
That is a very good point. The immediate concern for traditional show teams is always cost, such as bringing in bands, food, activities, and extra features. But if we look at successful models like Money20/20 or Cannes Lions, we can see there are many ways to monetise festivals.
Take awards programmes as an example. At many trade shows, awards are spread too thin, with little real value, which makes it hard to attract sponsorships. They can even feel like pay to play. But at Cannes Lions, the awards are the heart of the festival. The judging is rigorous, transparent, and highly respected. Being shortlisted is like winning an Olympic medal. It elevates both the agency and the individuals involved, leading to more business and career advancement. That is why major companies invest heavily to be part of it.
So, if we adopt some of these elements thoughtfully, they do not just cover costs, they create new revenue streams and add real prestige. Of course, not everything applies to every industry, but there is real potential for festivals to become profit drivers, not just cost centres.
In Southeast Asia, major events are hosted in Bangkok, Singapore, Jakarta, and Kuala Lumpur. What sets Malaysia apart, and how does it fit into the regional business events landscape?
Asia Pacific as a whole has so much to offer the global meetings and business events industry, and each city in this region brings something unique to the table. Having lived in Malaysia for a few years and supporting my colleague Gerard in its development, I can say Malaysia is a hidden gem. It has an incredible mix of cultures, exceptionally friendly people, and is very cost-effective from an organiser’s perspective. There is huge potential to tap into.
That said, challenges remain. For international organisers who are not yet based here, Malaysia is not always top of mind when compared to Singapore or Bangkok, which aggressively promote themselves worldwide. Malaysia’s approach has been more modest, and visibility can be improved.
Infrastructure is another area to address. While Malaysia has a few excellent venues, it lacks sufficient large-scale, world-class facilities to host mega events. Connectivity also plays a part. I remember a UFI congress a few years back when attendees were delayed for a long time travelling between MITEC and KLCC—the dinner even went cold. Efficient transport links, aviation access, and local mobility solutions are critical if Malaysia wants to scale up.
We also see how industry clustering shapes destinations. For instance, we hold a major F&B event in Singapore because that is where key wholesale decision-makers are concentrated. Bangkok has become the centre for packaging solutions. Meanwhile, Malaysia is home to leading shows in areas such as water, oil and gas, and furniture, which reflects its industrial strengths.
The demand is there. At some of our shows in Malaysia, we are at full capacity and unable to offer additional space, which means some exhibitors look to other countries. This is a missed opportunity, especially now when ASEAN is benefiting from shifts in global trade flows. Culturally, Malaysia is highly attractive, with strong ties to China and other key markets. But to truly capitalise on this favourable position, Malaysia needs further infrastructure investment and stronger global promotion.
With 92% of exhibition businesses now using some form of AI, how is Informa Markets leveraging AI and data-driven matchmaking to improve ROI for exhibitors?
AI is very high on our agenda. At the group level, we have deployed our own in-house AI platform called Elysia. We chose to build this internally rather than relying solely on external platforms because of two main reasons: data security and customisation. As a large public company, we handle sensitive legal and commercial information, so compliance and confidentiality are critical. By having our own AI system, we can ensure security while tailoring the technology to our specific needs.
In practice, Elysia already supports our teams by generating meeting minutes, drafting marketing copy, preparing speeches, and managing HR tasks such as onboarding and policy access. We are also developing sub-agents to build deeper knowledge bases across functions, which will make it easier for colleagues worldwide to find information quickly and accurately.
On the customer-facing side, AI enables us to refine marketing and matchmaking. Today, much of it is text-based, but we are moving toward more intelligent tools that will adapt designs, content, and even video across platforms. The goal is to deliver more precise connections between buyers and sellers, ultimately enhancing exhibitor ROI.
I also believe in leading by example. Recently, I experimented with AI to deliver a speech in Hong Kong using an AI-generated comic book format, and I have created videos with AI voiceovers. These experiments not only demonstrate the creative potential of AI but also encourage our teams to explore new ways to engage audiences.
Adoption rates differ globally, but in markets like China and the United States, AI uptake is very rapid. For us, this is both an opportunity and a challenge, as we continue to scale AI adoption while making sure it is secure, practical, and meaningful for our customers.
What is the total investment in Elysia? It must be in the millions. But what about smaller companies that cannot afford such a system?
Yes, Elysia is a multi-million-dollar investment, but smaller organisations do not need their own AI platform to benefit. The priority should be a clear AI governance framework. Many employees already use AI tools, but without policies they may risk sharing sensitive data. Even simple guidelines and training can build awareness of what is safe and appropriate.
The next step is to narrow down to a few reliable tools instead of experimenting with too many, especially since most solutions will not survive long-term. Companies should then focus on building capability around these platforms.
Practical applications matter most. AI can support customer service with chatbots, help marketing with content and automation, and assist sales by filtering leads or handling initial outreach. Not everyone needs to be an AI expert; one or two champions experimenting with proven, safe use cases is often enough. For smaller companies, the focus should be on governance, training, and a handful of practical applications that deliver real value, not on building an Elysia.
Concrete emissions are under the microscope, and companies are being asked to go beyond carbon offsets. For Informa Market, what does this mean in practice?
Informa Market is already part of the Dow Jones Sustainability Indices, and our efforts centre on two areas. First is Fundamental Sustainability. All of our 500-plus events globally now undergo a rigorous annual checklist. For larger exhibitions (above USD 750,000 in revenue), this process begins at the planning stage, covering venue selection, booth contractors, NGO partnerships, accessibility of content, and SME engagement. In Asia alone, about 120 events followed this framework last year, and we expect around 150 this year. To ensure accountability, we have built sustainability KPIs into every P&L manager and operational staff role.
Second is the Better Stands Programme, which reduces waste by phasing out disposable exhibition stands. While adoption in Asia has been challenging due to cost differences, we are achieving annual reductions of three to four percent per square metre. We have since expanded this into an industry-wide alliance through betterstands.org, working with suppliers to create more affordable reusable solutions. Multi-year vendor contracts, SME education, and sales engagement are now key to driving uptake.
We have also tightened requirements on raw space allocations: any space below 36 square metres must use reusable stand solutions. It is about embedding sustainability into the entire event cycle, not just offsetting impacts after the fact.
Talent remains a top concern. What new roles and skill sets are you hiring, and how do these create opportunities for both new and experienced professionals?
We are approaching this in several ways. One key shift is that we now deliberately recruit from outside the events industry. In the past, most of our hires came from within exhibitions, often moving between organisers such as RX or Messe Frankfurt. Today, we are bringing in candidates from technology, finance, and hospitality, even if they have never organised an event before. They are given responsibility for new launches right away, which accelerates their learning.
Over the past three years, we have averaged ten to fifteen new launches annually, contributing about four percent to our growth. While these events typically start with lower margins, they allow us to train newcomers in real time and build a balanced portfolio for the future. Our battery show, mobility event, and data centre show in Hong Kong are good examples. Each was led by someone from the tech industry with no prior event experience, and the results were outstanding. The combination of industry expertise with the fast-paced B2B cycle, where an idea is brought to market within twelve to fifteen months, is very powerful.
This approach extends to leadership as well. Nearly half of our Asia Management Board members come from outside the events sector, bringing diversity of thought and fresh perspectives. We are also hiring from creative agencies and adjacent industries to design festival style experiences and engage Gen Z audiences more effectively. In fact, we are finalising offers for roles with very unique profiles, deliberately selecting candidates who are not just like us.
How is geopolitics affecting business in China and across your region?
Geopolitics is definitely impacting our business, especially this year with constant policy changes and trade uncertainties. It makes forecasting extremely difficult. As organisers, we need to stay nimble and prepared for multiple scenarios, while still meeting traditional budgeting requirements.
Despite the challenges, we also see opportunities. China remains the world’s second-largest market, and ASEAN is benefiting from shifts in global trade and investment. This creates demand for more conferences and exhibitions, as businesses need first-hand insights and connections that AI or online sources cannot provide.
That’s why we are fostering stronger internal and external partnerships, whether through joint ventures or local collaborations, to help companies navigate complexities like customs, logistics, and regulations. Togetherness is key to building resilience in such an uncertain environment.
Which verticals in Informa’s Asian portfolio do you expect to outperform over the next three to five years – healthcare, fintech, or others?
In the near term, I would say healthcare, pharma, and food will remain very strong. No matter how the world changes or how advanced AI becomes, people still need to eat and live longer, healthier lives. Food, in particular, is a major focus, from agriculture, processing, and ingredients all the way to finished products and SMEs. Personal care and beauty are also growing rapidly, with new segments like men’s grooming and even “silver beauty” for older generations gaining momentum. Beyond these, we remain open to expanding into new sectors to diversify further.
If you had to describe your vision for the business in three words, what would they be?
First, impact. We want to deliver clear, measurable value to our customers by helping them generate deals, revenue, and growth.
Second, insight. Events today need to go beyond just providing information – they must inspire change, spark new ideas, and foster partnerships that customers can act on.
Third, efficiency. Using the latest digital tools, we aim to personalise the customer journey, streamline marketing and navigation, and ultimately deliver events that are not only productive but also enjoyable. Fun matters, because without it, the younger generation won’t see events as something worth attending.
The latest UFI 2025 survey shows a 5% overall increase in the global exhibition and convention industry. In terms of revenue, we’ve seen companies like Informa Markets post double-digit growth, and in Malaysia specifically, the industry recorded an 8% rise. From your perspective, how would you describe the overall health of the business events economy, and what are the key factors shaping it?
The UFI Barometer, which is released every six months, allows us to compare shifts over time, where the last edition was in February. Globally, the exhibition industry, particularly B2B events, continues to show moderate but steady growth. However, the report highlights significant regional differences, sometimes even contradictions. For example, markets in the Middle East, such as Saudi Arabia and the UAE, along with India, are experiencing rapid expansion. Southeast Asia, including Malaysia with its 8% growth, is also performing strongly, alongside South America. In contrast, traditional powerhouses like the United States, China, and Germany are slowing down, due to a mix of domestic challenges, external pressures, and geopolitical factors.
COVID-19 was one of the toughest challenges the industry has faced. What lasting changes has it brought to exhibitions and conventions?
When COVID-19 first hit, the outlook was very negative. Many analysts predicted that face-to-face events would be replaced by virtual formats. Yet what we have seen is a very strong comeback. The pandemic actually confirmed the value of the business events model, where B2B decision-making and procurement are more important than ever. In fact, in a world where AI is growing, face-to-face meetings are irreplaceable for building trust.
Another lasting change is digital adoption. Before the pandemic, convincing customers to use digital tools was a real uphill battle, especially in Asia where pre-registration was low and walk-ins dominated. Today, digital tools are second nature, even my parents use QR codes to pay online. So, the BE industry as a whole has become more digitally native.
However, not all changes are positive. For example, exhibitor booth sizes have generally shrunk as companies take a more pragmatic approach. They want clearer ROI and stronger value measurement before committing to large spaces. On the visitor side, we still see many buying organisations, but each company now sends fewer representatives. This is largely due to rising travel and accommodation costs.
For organisers, this means expectations are higher. We need to deliver more efficient, curated experiences. In the past, a company might send 5 or 10 people to cover a large show. Now they may only send two. So we must ensure those delegates connect with the right suppliers and products within limited show days and leave with solid takeaways that that justify their investment. These shifts present challenges, but also opportunities for innovation and greater value creation across the ecosystem.
Can you share some of the specific efforts Informa Market is making globally or in Asia to address rising expectations from both visitors and exhibitors, particularly when it comes to ROI?
We are running several pilots and experiments in response to what our customers are asking for, and they have been very clear about their expectations.
In the past, much of the value at trade shows came from serendipity, with buyers and sellers meeting by chance on the show floor. While that remains important, it was difficult to measure or structure. Today, we are working to bring more certainty to that experience. For example, we are investing in curated one-on-one meetings. At our Connect Marketplace Hong Kong in March, a large section of the floor was dedicated to prearranged appointments, connecting qualified buyers with suppliers for more in-depth conversations. These are now becoming part of the packages we offer to exhibitors and sponsors. Of course, even with technology and AI, this still requires a lot of manual work, and customer behaviour is evolving. Things such as punctuality and follow-through are still part of the learning curve.
Another shift, accelerated by COVID-19, is the move toward hybrid engagement. Many of our events now combine year-round digital platforms with offline roadshows. This allows suppliers to showcase products, handle sample or quotation requests, and in some cases even enable small volume B2B sales, particularly in lifestyle sectors like furniture, food, and baby products. We have also experimented with influencers to help clients manage inventory and test the market more effectively.
Are these new offerings dramatically changing overall revenue yet? Not quite. But they are creating more targeted and measurable value for participants, and we are continuing to refine them.
Have you noticed shifts in visitor demographics, particularly age? With younger audiences attending more and older generations less, how is your organisation adapting to these changes?
Yes, absolutely. The demographic shift is already happening. Gen Z is now part of the workforce, both on the exhibitor side and in decision-making roles. This requires us to make deliberate changes in our approach.
Earlier this year at the UFI APAC Conference, I spoke about our talent strategy. We can no longer just recruit talent from within the industry; we need to attract fresh perspectives and encourage young people to see business events as an exciting career. For many graduates, joining the exhibition or B2B events sector is not their first choice compared to AI, tech, or finance. That’s why as an industry; we need to engage with universities and create more exposure. For example, EventXpo collaborated with Taylor’s University to give students hands-on experience in event planning and execution, which is an excellent initiative.
At Informa, we have run a structured graduate training program for several years, which is now creating a strong pipeline of young talent. Through internships and job rotations, they experience the energy of live events and develop a genuine passion for the industry.
However, attracting young professionals as visitors presents another challenge. Today’s younger generation is highly digital savvy. They can easily use AI and online tools to research suppliers without attending events. To stay relevant, we must provide much more than product information, we need to deliver experiences that engage multiple interests.
That is one reason Informa launched a new Festivals division, recognising that in some industries it’s not just about transactions, but also about creating memorable experiences. I recently attended the Cannes Lions Festival, which was eye-opening. It brought together young creators, influencers, tech companies, and CMOs from the world’s biggest brands. People go not just for business opportunities, but because the mix of creativity, technology, and entertainment creates real magic.
We are now experimenting with bringing some of these elements into our more traditional B2B events. This includes city activation projects, such as our “Live Hong Kong” initiative, which ties in arts, entertainment, and cultural experiences beyond the venue itself. Some of these will be rolled out at our major events later this year. The goal is to improve customer experience, attract younger audiences, and ultimately create new revenue streams.
Many organisers worry that adding festival elements will be too expensive and not appeal to business visitors. Yet festivals seem to represent the future. How do you address that resistance?
That is a very good point. The immediate concern for traditional show teams is always cost, such as bringing in bands, food, activities, and extra features. But if we look at successful models like Money20/20 or Cannes Lions, we can see there are many ways to monetise festivals.
Take awards programmes as an example. At many trade shows, awards are spread too thin, with little real value, which makes it hard to attract sponsorships. They can even feel like pay to play. But at Cannes Lions, the awards are the heart of the festival. The judging is rigorous, transparent, and highly respected. Being shortlisted is like winning an Olympic medal. It elevates both the agency and the individuals involved, leading to more business and career advancement. That is why major companies invest heavily to be part of it.
So, if we adopt some of these elements thoughtfully, they do not just cover costs, they create new revenue streams and add real prestige. Of course, not everything applies to every industry, but there is real potential for festivals to become profit drivers, not just cost centres.
In Southeast Asia, major events are hosted in Bangkok, Singapore, Jakarta, and Kuala Lumpur. What sets Malaysia apart, and how does it fit into the regional business events landscape?
Asia Pacific as a whole has so much to offer the global meetings and business events industry, and each city in this region brings something unique to the table. Having lived in Malaysia for a few years and supporting my colleague Gerard in its development, I can say Malaysia is a hidden gem. It has an incredible mix of cultures, exceptionally friendly people, and is very cost-effective from an organiser’s perspective. There is huge potential to tap into.
That said, challenges remain. For international organisers who are not yet based here, Malaysia is not always top of mind when compared to Singapore or Bangkok, which aggressively promote themselves worldwide. Malaysia’s approach has been more modest, and visibility can be improved.
Infrastructure is another area to address. While Malaysia has a few excellent venues, it lacks sufficient large-scale, world-class facilities to host mega events. Connectivity also plays a part. I remember a UFI congress a few years back when attendees were delayed for a long time travelling between MITEC and KLCC—the dinner even went cold. Efficient transport links, aviation access, and local mobility solutions are critical if Malaysia wants to scale up.
We also see how industry clustering shapes destinations. For instance, we hold a major F&B event in Singapore because that is where key wholesale decision-makers are concentrated. Bangkok has become the centre for packaging solutions. Meanwhile, Malaysia is home to leading shows in areas such as water, oil and gas, and furniture, which reflects its industrial strengths.
The demand is there. At some of our shows in Malaysia, we are at full capacity and unable to offer additional space, which means some exhibitors look to other countries. This is a missed opportunity, especially now when ASEAN is benefiting from shifts in global trade flows. Culturally, Malaysia is highly attractive, with strong ties to China and other key markets. But to truly capitalise on this favourable position, Malaysia needs further infrastructure investment and stronger global promotion.
With 92% of exhibition businesses now using some form of AI, how is Informa Markets leveraging AI and data-driven matchmaking to improve ROI for exhibitors?
AI is very high on our agenda. At the group level, we have deployed our own in-house AI platform called Elysia. We chose to build this internally rather than relying solely on external platforms because of two main reasons: data security and customisation. As a large public company, we handle sensitive legal and commercial information, so compliance and confidentiality are critical. By having our own AI system, we can ensure security while tailoring the technology to our specific needs.
In practice, Elysia already supports our teams by generating meeting minutes, drafting marketing copy, preparing speeches, and managing HR tasks such as onboarding and policy access. We are also developing sub-agents to build deeper knowledge bases across functions, which will make it easier for colleagues worldwide to find information quickly and accurately.
On the customer-facing side, AI enables us to refine marketing and matchmaking. Today, much of it is text-based, but we are moving toward more intelligent tools that will adapt designs, content, and even video across platforms. The goal is to deliver more precise connections between buyers and sellers, ultimately enhancing exhibitor ROI.
I also believe in leading by example. Recently, I experimented with AI to deliver a speech in Hong Kong using an AI-generated comic book format, and I have created videos with AI voiceovers. These experiments not only demonstrate the creative potential of AI but also encourage our teams to explore new ways to engage audiences.
Adoption rates differ globally, but in markets like China and the United States, AI uptake is very rapid. For us, this is both an opportunity and a challenge, as we continue to scale AI adoption while making sure it is secure, practical, and meaningful for our customers.
What is the total investment in Elysia? It must be in the millions. But what about smaller companies that cannot afford such a system?
Yes, Elysia is a multi-million-dollar investment, but smaller organisations do not need their own AI platform to benefit. The priority should be a clear AI governance framework. Many employees already use AI tools, but without policies they may risk sharing sensitive data. Even simple guidelines and training can build awareness of what is safe and appropriate.
The next step is to narrow down to a few reliable tools instead of experimenting with too many, especially since most solutions will not survive long-term. Companies should then focus on building capability around these platforms.
Practical applications matter most. AI can support customer service with chatbots, help marketing with content and automation, and assist sales by filtering leads or handling initial outreach. Not everyone needs to be an AI expert; one or two champions experimenting with proven, safe use cases is often enough. For smaller companies, the focus should be on governance, training, and a handful of practical applications that deliver real value, not on building an Elysia.
Concrete emissions are under the microscope, and companies are being asked to go beyond carbon offsets. For Informa Market, what does this mean in practice?
Informa Market is already part of the Dow Jones Sustainability Indices, and our efforts centre on two areas. First is Fundamental Sustainability. All of our 500-plus events globally now undergo a rigorous annual checklist. For larger exhibitions (above USD 750,000 in revenue), this process begins at the planning stage, covering venue selection, booth contractors, NGO partnerships, accessibility of content, and SME engagement. In Asia alone, about 120 events followed this framework last year, and we expect around 150 this year. To ensure accountability, we have built sustainability KPIs into every P&L manager and operational staff role.
Second is the Better Stands Programme, which reduces waste by phasing out disposable exhibition stands. While adoption in Asia has been challenging due to cost differences, we are achieving annual reductions of three to four percent per square metre. We have since expanded this into an industry-wide alliance through betterstands.org, working with suppliers to create more affordable reusable solutions. Multi-year vendor contracts, SME education, and sales engagement are now key to driving uptake.
We have also tightened requirements on raw space allocations: any space below 36 square metres must use reusable stand solutions. It is about embedding sustainability into the entire event cycle, not just offsetting impacts after the fact.
Talent remains a top concern. What new roles and skill sets are you hiring, and how do these create opportunities for both new and experienced professionals?
We are approaching this in several ways. One key shift is that we now deliberately recruit from outside the events industry. In the past, most of our hires came from within exhibitions, often moving between organisers such as RX or Messe Frankfurt. Today, we are bringing in candidates from technology, finance, and hospitality, even if they have never organised an event before. They are given responsibility for new launches right away, which accelerates their learning.
Over the past three years, we have averaged ten to fifteen new launches annually, contributing about four percent to our growth. While these events typically start with lower margins, they allow us to train newcomers in real time and build a balanced portfolio for the future. Our battery show, mobility event, and data centre show in Hong Kong are good examples. Each was led by someone from the tech industry with no prior event experience, and the results were outstanding. The combination of industry expertise with the fast-paced B2B cycle, where an idea is brought to market within twelve to fifteen months, is very powerful.
This approach extends to leadership as well. Nearly half of our Asia Management Board members come from outside the events sector, bringing diversity of thought and fresh perspectives. We are also hiring from creative agencies and adjacent industries to design festival style experiences and engage Gen Z audiences more effectively. In fact, we are finalising offers for roles with very unique profiles, deliberately selecting candidates who are not just like us.
How is geopolitics affecting business in China and across your region?
Geopolitics is definitely impacting our business, especially this year with constant policy changes and trade uncertainties. It makes forecasting extremely difficult. As organisers, we need to stay nimble and prepared for multiple scenarios, while still meeting traditional budgeting requirements.
Despite the challenges, we also see opportunities. China remains the world’s second-largest market, and ASEAN is benefiting from shifts in global trade and investment. This creates demand for more conferences and exhibitions, as businesses need first-hand insights and connections that AI or online sources cannot provide.
That’s why we are fostering stronger internal and external partnerships, whether through joint ventures or local collaborations, to help companies navigate complexities like customs, logistics, and regulations. Togetherness is key to building resilience in such an uncertain environment.
Which verticals in Informa’s Asian portfolio do you expect to outperform over the next three to five years – healthcare, fintech, or others?
In the near term, I would say healthcare, pharma, and food will remain very strong. No matter how the world changes or how advanced AI becomes, people still need to eat and live longer, healthier lives. Food, in particular, is a major focus, from agriculture, processing, and ingredients all the way to finished products and SMEs. Personal care and beauty are also growing rapidly, with new segments like men’s grooming and even “silver beauty” for older generations gaining momentum. Beyond these, we remain open to expanding into new sectors to diversify further.
If you had to describe your vision for the business in three words, what would they be?
First, impact. We want to deliver clear, measurable value to our customers by helping them generate deals, revenue, and growth.
Second, insight. Events today need to go beyond just providing information – they must inspire change, spark new ideas, and foster partnerships that customers can act on.
Third, efficiency. Using the latest digital tools, we aim to personalise the customer journey, streamline marketing and navigation, and ultimately deliver events that are not only productive but also enjoyable. Fun matters, because without it, the younger generation won’t see events as something worth attending.