Thoughts for Associations on the Events Industry Council’s “Future Landscape Report” 2025
In early March the Events Industry Council (EIC) published its Future Landscapes Report. The report explores 12 key forces affecting change through a lens of how they might affect the future of events. The 12 themes are Accessibility, Advocacy, Business Models, Climate Risk, DEI, ESG, Infrastructure, Mobility, Risk & Security, Talent, Technology, and Wellbeing.
If you’ve not heard of the EIC it’s effectively the global federation of the events industry with 32 association members and around 30 corporate members representing over 100,000 individual members. It owns the Apex standards resource, the CMP and CMM qualifications, a Quarterly Events Barometer and heads up several global research projects. It’s a very Americas-centric organisation however much of its publishing and research has global relevance.
So what’s all this got to do with associations and their events?
The events business model for most membership organisations is incredibly sensitive to global trends and fluctuations, particularly those that operate on a global or regional rotation. With differentiation and experience starting to become more prevalent in a decision to attend a congress or conference; these 12 themes will become critical to event professionals that work for associations in mind when thinking of future iterations of their events.
Brightelm’s Managing Director Rob Eveleigh reviewed the 12 themes of the report and how they are likely to impact membership organisations over the next 5 years and beyond.
1. Accessibility – Ensuring Events Are Inclusive for All
Key Statistic: 67% of EIC study respondents say Accessibility is either very or extremely important for the future of the events industry.
Accessibility in business events goes beyond compliance; it is about creating genuinely inclusive environments. With 96% of the world’s top one million web pages not meeting accessibility standards, digital accessibility remains a critical issue. The rise of augmented reality (AR) and virtual reality (VR) in events (up 18% in 2024) presents new ways to enhance experiences for attendees with disabilities. Universal design, which integrates accessibility features from the outset rather than as an afterthought, is becoming a best practice. However, event organisers struggle with balancing accessibility enhancements and costs, as different regions have fragmented accessibility regulations.
Future Outlook: By 2030, accessibility regulations will likely become more standardised, and organisations that prioritise inclusivity will expand their reach, reputation, and profitability.
What this means for associations: If it hasn’t done so already, accessibility will become more and more of a prevalent issue for event leaders. Attendees will expect, rather than request, accommodations resulting in cost increases to organisers. This may also mean that less accessible destinations may be de-selected from bids if they cannot accommodate your attendees needs.
2. Advocacy – Strengthening the Industry’s Collective Voice
Key Statistic: 61% of respondents say Advocacy is either very or extremely important for the future of the events industry.
Business events professionals have long struggled with fragmented advocacy efforts. The global pandemic exposed this vulnerability, as the industry was underrepresented in economic relief discussions despite supporting over 12 million jobs worldwide. Moreover, 7% projected job growth in the event planning sector (2023–2033, U.S. Bureau of Labor Statistics) indicates a need for better industry-wide support structures. Simultaneously, 8 in 10 business travellers faced disruptions in 2024, with worker strikes being a leading cause, underscoring the need for better employer-employee relations.
Future Outlook: A more unified industry voice will drive policy changes, funding, and recognition of business events as an economic force.
What this means for associations: This point probably has little impact on the running of association’s conference however what we should take from this is the importance of collective thinking and collaboration between association event professionals. Learning from each other is made easier under some sort of umbrella organisation.
3. Business Models – Adapting to Evolving Revenue Streams
Key Statistic: 80% of respondents say the Events Business Model is very or extremely important to the industry’s future.
The global events market is expected to reach $2 trillion by 2032, yet increasing cost pressures, changing attendee expectations, and a shift to hybrid models are forcing industry leaders to rethink traditional revenue streams. 91% of marketers believe in-person events are essential for business goals, yet virtual and hybrid events continue to reshape engagement strategies. Sponsors are demanding higher ROI and measurable impact, while sustainability and DEI considerations are influencing business decisions.
Future Outlook: Events must balance cost efficiency with premium experiences, leveraging data-driven insights and technology to maximize sponsorship value and attendee engagement.
What this means for associations: I’m seeing more and more emphasis being placed on measurement by sponsors, demanding post-event statistics to support event buying decision. With the continued rise and importance of face-to-face in an increasingly digital world event participation is only going to increase in popularity. Expect increases in budgets for event participation from your sponsors across the board so long as you focus on creating one-to-one opportunities for them.
4. Climate Risk – Addressing Environmental Disruptions
Key Statistic: 65% of respondents say Climate Risk is very or extremely important.
With 80% of global citizens believing an environmental disaster is imminent unless drastic changes occur, climate considerations are increasingly shaping event logistics. Climate-related weather disruptions now account for 90% of global disasters, impacting venue selection, travel, and risk mitigation. Moreover, ESG reporting regulations have surged by 552% from 2021 to 2023, requiring events to align with sustainable policies.
Future Outlook: Carbon-neutral and regenerative events will become the norm, with businesses investing in climate-resilient venues, alternative energy sources, and sustainable supply chains.
What this means for associations: Climate risk is probably our largest hurdle to overcome. I personally believe that while in-person attendance at events will continue to be desired, it will be increasingly counterbalanced by the desire to reduce carbon consumption, a particular challenge for global congresses. Organisations will need to work harder to demonstrate the environmental damage they cause.
5. Diversity, Equity, and Inclusion (DEI) – Elevating Representation
Key Statistic: The EIC’s 2022 Equity Benchmarking Study revealed widespread DEI dissatisfaction, especially among minority groups and women.
DEI is not just an ethical priority; it’s a business imperative. Only 1% of leadership positions in events companies are held by Black professionals, highlighting the urgent need for change. Organisations that prioritize DEI see higher revenue growth and employee retention, yet many companies struggle with authentic implementation.
Future Outlook: Attendees and employees will demand DEI accountability, pushing organisations to integrate representation into event programming, leadership roles, and workforce development.
What this means for associations: With DEI politics becoming more and more polarised “neutral” destination selection will become more and more important. As I write these comments (March 2025) I’m already starting to hear of disinclination of planners to book US destinations due to the overt de-funding of DEI-related projects by the Trump administration.
6. ESG (Environmental, Social, Governance) – Aligning Business with Global Values
Key Statistic: 59% of respondents say ESG is very or extremely important for the future of the events industry.
The shift from profit-driven to stakeholder-driven business models is accelerating. 97% of event professionals believe social responsibility is integral to future events, yet many organisations struggle with effective ESG integration. The challenge of quantifying ESG impact in financial terms adds complexity, but companies that ignore ESG risk long-term brand damage.
Future Outlook: ESG standards will be a competitive differentiator, influencing venue selection, supplier partnerships, and attendee expectations.
What this means for associations: To my points above, ESG issues will start to affect decisions to attend more prominently. Furthermore, any organisation that is, or appears to be working against ESG standards is risking becoming a target of climate activists. In the Uk we’re already seen plenty of examples of modern-day action including disrupting theatre performances, blocking roads and motorways, and I’m sure it’s not long before congresses that fall a little short of ESG goals in their content start to become a target.
7. Infrastructure – Keeping Up with Demand for Modernization
Key Statistic: 58% of respondents say Infrastructure is a key concern.
Aging venues and inadequate digital connectivity threaten event success. 56% of event planners say venues must provide more value to offset rising costs, yet many facilities fail to meet even basic technological needs like high-speed Wi-Fi.
Future Outlook: Investment in smart venues and digital infrastructure will determine destination competitiveness.
What this means for associations: We’ve all been there when the Wi-Fi drops, and demand on IT infrastructure will only continue to grow. But while many venues, particularly in the UK, still need to increase their connectivity we should be prepared to pay our share to that infrastructure. According to the survey planners want reduced costs but increased value, naturally, but that more often than not is unrealistic.
8. Mobility – Overcoming Travel Barriers
Key Statistic: 55% of respondents say Mobility is critical to event success.
Business travel is recovering, but challenges remain. Global visa-free travel access improved from 77% (2008) to 47% (2023), yet protectionist policies, geopolitical tensions, and rising costs complicate movement. The Asia-Pacific region is expected to lead in travel growth (3.4B passengers in 2024), emphasizing the need for seamless transportation options.
Future Outlook: Mobility disruptions will persist, requiring contingency planning and digital solutions.
What this means for associations: With increasing instances of immigration refusals at the border (US more recently). Planners will look to book destinations which will support the delivery of their conference programmes, after all, who amongst us wants to be kept awake the night before wondering if their keynote is going to be admitted?
9. Risk & Security – Protecting Attendees and Data
Key Statistic: 71% of respondents say Risk & Security is very or extremely important.
Cyber threats and geopolitical instability make risk management a top concern. 204 days is the average time it takes a company to detect a data breach, highlighting the vulnerability of event data systems. Simultaneously, climate-driven disruptions cost the global economy $520 billion annually, requiring more robust security and disaster preparedness.
Future Outlook: Standardised global security frameworks will become necessary, with data privacy and cybersecurity taking centre-stage.
What this means for associations: Protecting the integrity of your data will become more and more important, as will data security, particularly when onsite at events. Membership organisations and charities may well become targets as they could be seen to be easier targets.
10. Talent & Workforce Development – Addressing Industry-Wide Labor Challenges
Key Statistic: 75% of respondents say Talent & Workforce Development is critical to industry longevity.
With 46% of workers fearing their skills will become obsolete, upskilling and reskilling are more important than ever. Meanwhile, 20% of employees want to switch industries by 2030, signalling a retention crisis.
Future Outlook: Organisations must invest in talent pipelines, leadership development, and workforce wellbeing to retain top professionals.
What this means for associations: In our part of the events world recruiting event professionals that have association experience is already a challenge. Too much emphasis is placed at an academic level on experiential and marketing events, over those that focus on community and content. However, there is a light at the tunnel with organisations such as ABPCO spearheading closer ties with academia. We perhaps need to think about how we secure that pipeline for the future and consider proactive recruitment?
11. Technology – AI and Automation in Future Events
Key Statistic: 68% of respondents say Technology will be crucial in the coming years.
61% of event tech companies already use AI, yet many professionals feel unprepared. While AI enhances personalization and efficiency, it also raises concerns about misinformation, bias, and human displacement.
Future Outlook: AI will augment—not replace—human roles in events, requiring continuous education and ethical oversight.
What this means for associations: So long as we can continue to use AI for good it will be crucial to allowing association event professionals more time away from the coal face. However, once I start hearing about abstracts being reviewed by AI I’ll be out!
12. Wellbeing – Preventing Burnout in a High-Stress Industry
Key Statistic: 69% of respondents say Wellbeing is very important.
With 48% of workers experiencing burnout, mental health is a rising priority. When employees feel included at work, burnout rates are cut in half, demonstrating the importance of a supportive culture.
Future Outlook: Work-life balance and employee wellness programs will become industry standards.
What this means for associations: I’ve discussed this a few times recently with a close associate of mine. I think most of us recognise that the old school event manager’s mantra “I must work 50 hours a week to be good at my job” is mostly in the past, however, we still do need to be mindful of the challenges of working extended hours onsite and putting contingencies in place to support wellness when away from home. I’d be interested to know what you do as a team to support this when onsite?