THE REP

RT 2023

THE REP

RT 2023

A 360º viewT H E REPOR T

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C O NT ENT S

C
01

03

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NTENTSABOUT​CEO’s statement

10​Our capabilities & group structure

02

PERFORMANCE​Global advancements 	

36

12​Financial review 	38​Our focus

14

Our global impact 	

40​Where we are

16​Client success stories 	

44

Our leadership teams

18​Client recognition 	

54​Corporate governance & compliance24​Industry recognition 	

56​P E O P L E & C U L T U R E​​Our core values

61

Diversity, equity & inclusion 	

04

S U S TA I N A B I L I T Y​​Our strategy 	

9262​Creating responsible experiences 	98​Learning & development 	

74​Environmental impact 	116

Well-being 	

78​Protecting our people and assets 	

130​Community impact 	84

Business ethics 	

134​Supply chain management 	

138Partnering with our industry

140

About our reporting142

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ABOUT

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We are mci group
We are an independent global marketing
communications group with a human-first approach.
We combine the talent, technology and creative
power of our wholly owned agency network toconnect brands, institutions and communities
with their audiences in the digital age.
Our purpose is clear: to help our clients to bring
their people together and create a positive impact.
Because it is our deepest insight that when people
come together, magic happens.

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CEO’s statement

CEO’s statement
It’s amazing how much you can achieve in just one year
As we enter an ever more connected world,
we face a time of unlimited opportunity, andunprecedented change, both of which areinterconnected, and interdisciplinary in nature.
That’s why this year, for the first time ever, we’ve
combined our annual and sustainability reports tobring you a decisive, 360o account of our efforts,
activities and achievements over the past year.
Because today, we’re seeing technologicaladvancements, from AI to robotics, IoT (Internetof Things), blockchain and augmented reality,
keeping pace with human imagination, unlocking
innovations we could previously only dream of. At
the same time, the world is growing more volatileand uncertain, calling for fundamental changes
in the way we all operate. I know that for so manybusinesses, this can feel like an overwhelming
amount to manage all at once.
It is my profound belief, and the belief of
everyone at mci group, that the only way toseize today’s opportunities, and to face down
its challenges, is by coming together.
As an independent global marketing
communications group with a human-first
approach, we pride ourselves on the diversity,
creative breadth, technological capability
and robust ingenuity of our international
community of talents.

United across continents, cultures andbackgrounds, it is our people that enable us
to serve as a trusted partner for our clients.
With creative and strategic services, as well as
operational excellency at our core, we build
human relationships strengthened by a diversityof touchpoints.
As a signatory of the UN Global Compact
agreement, and as a global agency network built
on respect for the immense value of people, we
strive to ensure that with every action, activationand engagement, we protect the environment,
champion diversity, safeguard data and enrichcommunities around the world. It’s my pleasure
to be able to say that this year, we made moreprogress in this endeavour.
In just one year, we launched new tools tomeasure our operation’s GHG emissions as wellas the carbon footprint of client projects, trained
240 talents on sustainability practices, renewed
our ISO 27001 and ISO 27701 certifications, andattained an exceptional score in the CyberVadis
cybersecurity assessment.
I’m proud of all that we’ve achieved, and all thatwe’ve helped our clients to achieve, in the past
year. And though there’s always more to be done,
I hope these achievements will show you that,in spite of the VUCA world in which we live,it’s still true that when people come together,magic happens.
Sebastien Tondeur,Chief Executive Officer

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Our capabilities & group structure

Our capabilities & group structure
Our portfolio integrates a wide range of creative practices,
strategic disciplines and operational solutions.
E NGAG EMEN TS O CIAL

MA RKET I N G&E V E N TS

R E SE AR CH,

Global engagement
marketing agency

Live communication incentive
travel and event agency

Event and experiential
agency specialising in
the luxury sector

Global destination
management services& event organisation&C O N T EN T

A F FA I RS&

ST R ATE G I CGlobal public affairs
and communications
agency12&

INSIGHTS

Consulting & market research agency specialisingin marketing and sales performance

COMMUNIT Y

MAR K E TI N GSocial media agency
and brand content studio

P U B L IC

DATA

&

ASSOCIATIONMANAGE ME NT

Global engagement
marketing agency

C O M M U N I CATI O N

Public affairs consultants
specialising in politicalconferences

PR ODUCTION&

CR E ATIVETE CHNOLOGY

Audiovisual experience designers
and content production

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A BO UTOur focus

Our focus
mci group’s holistic approach is designed
to give our clients everything they need to
thrive in the digital age.
Our creativity is an integral part of our DNA,and a powerful tool that we use to unlock new
ways to approach challenges and generate
deep, lasting engagement between our clientsand their audiences.
We’re dedicated to implementing innovation
at every touchpoint, integrating the use of
breakthrough technologies, such as generative
AI and Web3, with a human-centric approachdefined by creativity and compassion. By
doing so, we can provide our clients with thekind of ambidexterity they need to adapt to thechallenges they face.

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We approach every project with an aim to
make it more sustainable, working closelywith our clients to identify routes that go the
distance in terms of having a low impact on
the planet, building positive, ethical ties withlocal communities, and providing a safe andaccepting environment for all.
United, we enrich culture, build communities,
nurture growth and celebrate our sharedsuccess. Because by bringing people together,what we do shapes the future.

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Where we are

Where we are

Sw
e

n
de

Ko
C

ia

AE

an

ia
ys

ina
nt

Ind
on

ia
es

lia
ra

Au
st

Arg
e

Sin
ga

re
po

16

Jap

Ch
i
Ho

M

Qa

ng
Kaou ina)
h

Br

il
az

Sau
di

ia
ab
Ar

C

g
(SAMn
Rac

(SAMa a
R c

ly

r
ta

Latin America
Argentina
Brazilu )caauhina

an

Ma
la

Cze
ch
R

a
tri

Ind

n
ai

nd
rla

a
re

na

U

l
ga

Sp

Fra

e
nc

lic
ub
ep

Om

India & Middle East
India
Oman
Qatar
Saudi Arabia
United Arab Emirates

m
iu

Swi
tze

Be
lg

om
gd
in

Unit
ed

K

Net
he
r

Ire
la

Unit
ed

s
ate
St

y
an

Au
s

ds
lan

nd

Ita

a
ad

Ge
rm

De
n

k
ar
m

Po
rtu

North America
CanadaUnited States

Asia-Pacific
Australia
China
Hong Kong (SAR China)
Indonesia
Japan
Korea
Macau (SAR China)
Malaysia
SingaporeCanEuropeAustria
Belgium
Czech Republic
Denmark
FranceGermany
Ireland
Italy
Portugal
Spain
SwedenSwitzerland
The Netherlands
United Kingdom

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Our leadership teams

mci group leaders
Sebastien Tondeur,Chief Executive Officer

Jurriaen Sleijster,Group President & COO​ It is no longer about“
who attends yourprogrammes or reads yourcontent but about who
engages.”​ Openness to diversity“
and a deep interest in what
others bring to the table:
these are the building
blocks of collaboration.”

Oscar Cerezales,
MCI Global Chief Strategy Officer

Olivier Giauque,Chief Financial Officer

Edouard Duverger,
Chief Information Officer​ Magic happens at the“intersection of ‘trust yourinstincts’ and ‘trust the data’.
Intelligence without courage
won’t take you far.”​ Our financial data and“technology solutions deliver
the insight at the right time
to support our client
operations and strategic
execution decisions.”​ For me, it’s important“
to make my team believe
in honesty and people
as much as I do.”Robin Lokerman,
Group President

Cathie Cusin,
Chief Operating Officer – Europe

Tom Gibson,
Chief Executive Officer – USA​ Strategic engagement“of core stakeholders, both
virtually and live, will be
the key success factor for
any organisation.”18​ At mci group, we believe“that every project is an
opportunity to makea difference.”

Idoia Rodés Torróntegui,Group President People & Culture| Belgium | logos & insidery​ Shaping our company to“build a high-performanceorganisation based on
our values and culture to
maximise the power ofhuman interactions.”​ The best leaders cultivate“
a wide field of vision, as
many of the most exciting
opportunities for growthand innovation residealong the path less taken.”Richard Torriani,
Chief Operating Officer – Americas​ Our passion for creating“
engaging experiences
for our clients is what
drives us forward.”

Sylvia André,
Chief Marketing Officer mci group
and Chief Creativity Officer MCI Agency​ I believe creative thinking leads“
to higher levels of engagement.
Creativity enables cultivating
a connection with audiences
to help them feel represented
and understood.”

Nikki Walker,
Group Vice President Engagement,
Associations & Communities​“Engagement is the fuelthat ignites our desire tocollaborate, share ideas,
and make a positive impact
on the world around us.”19

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Our leadership teams

Shared services leaders
Emmanuel André,Group Health & Safety Director​ People sit at the heart of“what we do, that’s why safety,
security and sustainability
are vital to us.”Avinash Chandarana,
Group Learning & Development Director​ We create the environment“
to inspire our talents tocontinuously learn, growand boost performanceto achieve businessobjectives.”

Erica Fawer,
Group Sustainability,
Internal Communications Director​ Together, we have“the power to change
our tomorrow.”

Anne Lesca,
Group Data Protection Officer,
Risk & Compliance Officer​ Let’s stay ahead of the“latest trends while keeping
your personal data safe
and secure!”

Carlo Saya,Group Human Resources Director​ At mci group, our goal is to“build a partnership with ourtalents that supports theirprofessional growth andpersonal success, enriching
their lives both within theworkplace and beyond.”

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Our leadership teams

Country leaders
North America

APAC

EuropeCarrie Hartin,
President, Association
Solutions – USA

Erin Fuller,
Chief Strategy Officer– USA

Bernard Akili,
Managing Director– Indonesia

Chris Oh,Managing Director– South Korea

Adriano Rossini,Managing Director– Switzerland

Andreas Laube,
Managing Director– Germany & HAGEN INVENT

Antonio Guadagnoli,Managing Director– Switzerland

Arnaud Chouraki,
Managing Director – France& Black Flower Agency

Juliano Lissoni,Managing Director– Canada

Shawn Pierce,
President Strategic Events,
Meetings & Incentives – USA

Cynthia Khoo,
Managing Director– Singapore

Frankie Gao,
Managing Director– ChinaCharlee Gough,Managing Director– UK

Daniel Bissinger,
Director– insidery

Eglantine Chevallier,
Head of brand content– matterFred Soudain,
Managing Director– logos

Mayumi Ninomiya,
General Manager– JapanNick Millis,
Managing Director– Australia

Idoia Rodes Torrontegui,Group President People & Culture| Belgium | logos & insidery

Joelle Vanderauwera,
Managing Partner– Business Bridge Europe

Lea Mastroeni,
Head of creative & Partner– matterMichael Libotte,Managing Director– Italy

Olinto Oliveira,
General Manager – Hong
Kong & Macau (SAR China)

Stephan Wurzinger,
Managing Director– Australia

Nicolas Hersant,Managing Director– Dorier

Per Ankaer,
Managing Director– DenmarkPeter-Willem Burgmans,
Managing Director– The Netherlands

Rob Allidine,
Managing Director– Ireland

Sandrine Castres,
Managing Director– Spain & Portugal

Stellan Eriksson,
Managing Director– SwedenSylvie Neves,
Managing Director– Czech Republic

Tom Gibson,
CEO MCI USA

IMEA

Ajay Bhojwani,
Managing Director– United Arab Emirates

Tahir Masood,
Managing Director– Saudi Arabia

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Samir Kalia,
Managing Director– India

Latin America

Igor Tobias,
Managing Director– Brazil

Mariano Castex,
Managing Director– Argentina

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Corporate governance & complianceCorporate governance& compliance
Governance

CORPORATE GOVERNANCE
mci group’s board of directors, executive committee, group management
team, and regional leadership teams ensure good governance andsustainability across the full spectrum of group operations.
Here’s how they do it:

Strategic objectives
1. Every two years, all our talents complete
the internal business ethics assessment
successfully

MCI Middle East and MCI France
renewed their ISO 20121 (Sustainable
Event Management) certification

2. 100% of our talents with a procurementrole or who sign supplier contracts
are trained on key procurement andethics topics

MCI Denmark renewed its GreenKey certification

3. 100% of our new Managing Directors,
Human Resources-responsible andsustainability champions are speciallytrained on our sustainability strategy
within 3 months of arrival

We received a silver medal(59/100) from EcoVadis

4. By 2030, 10 of our offices havea sustainable certification

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Key highlights 2023

MCI Benelux received EMAS certification

Board of Directors

The Board of Directors is the highest governance body of mcigroup and an external entity required by Swiss law.
The board is responsible for reviewing the overall strategic
direction and performance of the group.

Executive
committee

mci group’s day-to-day management is in the hands of its Executive
Committee, a team of five members: CEO, Group President, COO,
CFO and CSO. Their role is to set the overall strategic direction of
the Group and manage our performance.

Groupmanagement teamThrough regular meetings, the Group Management Team aims tocapitalise on opportunities, solve issues, and ensure alignment withthe general day-to-day management of the group. The Team comprises
the CEO, Group President, COO, CSO and the Chief Officers of ourshared services..

Brand agencies &global leadership
teams

The Leadership Teams are composed of agency Managing Directors
and Global Leaders, and are led by the Regional COOs.
They oversee the business planning and execution in line with ourstrategy.

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Corporate governance & compliance

SUSTAINABILITY GOVERNANCE
Board of Directors

Executive
Committee

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The Board of Directors reviews our sustainability
programme annually.

Our CEO oversees the mci group’s sustainability
strategy and sponsors key projects.

Group President
People & Culture

Our Group President People & Culture (member of theGroup Management Team) meets monthly with the Group
Sustainability team to review action plans and KPIs.

Agency Managing
Directors

Our Managing Directors have overall responsibility
and accountability for sustainability on a local basis,
as evaluated annually via the Sustainability Scorecard.

Group
Sustainability TeamOur Group Sustainability Team works with HR, Finance, Procurement, Sales and Operations
teams to develop the sustainability strategy. The team coordinates the implementation acrossall our agencies and services, provides training, and facilitates knowledge-sharing.
The team monitors and communicates performance.
We foster a culture of care that prioritises people, the planet and performance in all we do,whether in the spotlight or behind the scenes. Our people represent our greatest source ofpotential for creating positive change, and the leadership of our sustainability team ensures
everyone in the group is equipped to make the world a better place.

Erica Fawer
Group Sustainability Director

Céline Noir
Group Sustainability Manager (as of January 2024)

In charge of defining and implementing our sustainability
strategies that align with the group’s objectives and values,
Erica is also responsible for overseeing and communicating
our sustainability performance and coordinating ouronboarding and training programme for the group.
Erica became a certified Sustainability Practitioner by
the Center for Sustainability Excellence in 2019 andholds a Sustainable Event Professional Certificate.

Céline joined the team in early 2024. Her role is toprovide direction on environmental and social regulatorycompliance and maintain our sustainability key performance
metrics to support continuous improvement toward our
Net Zero Carbon target. With her experience assustainability consultant and marketing/businessdeveloper, she will also work with offices toeco-design sustainable events for their clients.

Emmanuel AndréGroup Health & Safety Director

Marine MugnierGroup People and Culture Coordinator (until the end of 2023)

With an engineering background and a degree insustainability (SDGs 2030 – University of Geneva),
Emmanuel brings 13 years of experience to the mcigroup, developing our health and safety programme.
Emmanuel acts as a consultant on processes
and certifications.

Marine supports the implementation of our group
strategy and planning. She coordinates our training,
reporting and communication projects.
Marine became a certified Sustainability Practitioner
by the Center for Sustainability Excellence in 2019and holds a Sustainable Event Professional Certificate.

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Corporate governance & compliance

SUSTAINABILITY
CHAMPIONS

A team of passionate Sustainability Champions bring the sustainability programme
to life in each agency. The champions have the task of building and leading a local
sustainability team consisting of operational and business development talents.

“We understand the significant impact the events industry can have on theplanet. By integrating sustainable practices into event planning and execution,
we demonstrate that even small steps towards sustainability can positively
impact our world. Ultimately, our dedication to environmental sustainability
stems from a genuine concern for the well-being of our planet and future
generations. It’s deeply ingrained in our organisational culture andvalues at MCI France.’’
Leeloo Brancher“As citizens of the world, we all have a duty to protect our environment.
Simple, concrete actions generate positive impacts. Over the last few years,
we have seen a real change in the awareness of our stakeholders(talents, customers, suppliers) of this major issue. mci group France
team is committed to continuous improvement and is already seeing
positive changes in how we design our events and our teams’commitment, which is very motivating!’’Marie Roullet“The pandemic has been a challenge; it impacted us all, highlighting ourcollective responsibility. In these unpredictable times, businesses had toreevaluate their organisational strategies, and we’ve realised that we were
neglecting our planet and ourselves.
We know we have the power to recover, and sustainability is the key;by embracing sustainability, we honour our commitment to the planet
while building stronger, more empathic connections with our partners,clients, and talents.
For us, sustainability is about ‘doing things well’.
When we act with integrity and coherence, magic can happen!’’
Sonia Nicolau

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Corporate governance & compliance

Compliance

As a group, we want to ensure we operate
within legal boundaries and responsibly, while
using sustainability as a lens to inspire us tocontinuously improve and drive positive change.
This is why we have aligned ourselves withleading international standards and frameworks:

The United Nations Global Compact Agreement(UNGC) & UN Sustainable Development Goals (SDGs)
As a signatory of the United Nations Global Compact Agreement for
more than 15 years, we remain dedicated to aligning our operations andstrategies with the ten universally accepted principles in human rights,
labour, environment and anti-corruption.
The 17 UN Sustainable Development Goals are a roadmap for a better,more sustainable and more equal world. We are firmly committed
to achieving these goals, using them as an overarching framework to
help us shape, steer, communicate and report on our sustainability
strategies and activities.

OUR COMMITMENT TO
THE UN GLOBAL COMPACT“mci group has been a signatory of the Global
Compact since 2007. We are proud to have been
the first agency from the meetings and associationsindustry to commit to the Global Compact. Since
then, we have been working to integrate the ten
guiding principles into our business. We challenge
our partners and clients to support the Compact,
too. The Compact’s ten principles and the UN’s
17 Sustainable Development Goals have been afundamental influence and guide in developing oursustainability strategy.”
Sebastien Tondeur, Chief Executive Officer

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Corporate governance & compliance

UNGC Communication
on Progress (CoP)To showcase our commitment to sustainability,transparency and responsible business practices,
we communicate our progress through the CoP.
Access our CoP
Note: We are transitioning to the new reporting
questionnaire, which will be available by July 2024.

Global Reporting Index
We continue to align with the Global Reporting Initiative(GRI) Standards as a basis for disclosure. GRI Standards
help businesses, governments and other organisations
to understand and communicate their impacts
on ESG issues.

EcoVadis corporate social
responsibility assessment
EcoVadis evaluates mci group’s sustainability
performance across four categories: environment,labour and human rights, ethics and sustainableprocurement. Our sustainability policies, initiatives
and results are analysed according to international
CSR standards, including the Global Reporting
Initiative, United Nations Global Compact
and ISO 26000.
EcoVadis assesses more than 90,000 companies
in 200 industries throughout 160 countries. In 2023,
we achieved an EcoVadis score of 59 out of 100
points, with a “silver” status rating.
We will continue to engage with our stakeholders
and suppliers to increase our positive impact acrosseverything we do.
We are renewing our assessment, and results will
be available by the end of July 2024.

Greenhouse Gas Protocol (GHG Protocol)
We are measuring our carbon footprint based on the GHG protocol, a globally acknowledged
standard for measuring and managing greenhouse gas emissions.

ISO certifications
Our methodology is based on ISO 20121, the international standard for sustainable event
management and we encourage our offices and brands to get certified to deepen their local expertise.
The following offices/brands hold an ISO certification:— ISO 9001 (Quality Management): Dorier Group, MCI UAE, MCI Italy— ISO 20121 (Sustainable Event Management): MCI France, MCI UAE— ISO 14001 (Environment Management): Dorier Group— ISO 27001 (Information Security Management): MCI Switzerland— ISO 27701 (Data Protection Management): MCI Switzerland— EMAS (Eco-Management and Audit Scheme): MCI Benelux— Green Key (Environment and Sustainability): MCI Denmark— Biosphere (Sustainability): MCI Spain

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Standards and compliance continuously
evolve. We are currently assessing thedisclosure gaps between our present
environmental, social and governancereporting and the new EU CSR
Directives. This will also help us finetune our approach to set science-basedtargets (SBTi).

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P ER F O R M A NC E

PERFORMANCE

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P ER F O R M A NC E

Global advancements

Global advancements

MCI Suisse SA achieved ISO 27001 + ISO 27701
certifications, underscoring the group’s commitment
to the highest international standards in data privacy
and security.

The MCI Canada team acquiredMontreal’s Plani-Concept Plus, expanding
its service offerings and reinforcing its
presence in the Quebecois meetingsand conferences market.

mci group attained an exceptionalscore of 939 in the CyberVadis
cybersecurity assessment,
demonstrating industry-leading
data protection and risk
management practices.

MCI Brussels created innovative Strategic Meetings Management Program,
TRACE, which enables mci group agencies and partners to offer revolutionary
event management solutions. The tool provides real-time, integrated data,
simplified registration, enhanced ROI calculation, streamlined sourcing,
top-tier execution tools, improved attendee engagement, and securedata management.

MarkusThe digital & creative tech team at MCI
developed Markus, an innovative audience
configuration tool that ensures seamless
event experiences through real-time
management and optimised seat allocations.

The French marketing and communication team
expanded with the addition of Matter, enhancing thegroup’s consulting, strategic expertise and social media
capabilities in response to market demands.

MCI Sports have been selected to manage“Club France” for the Paris 2024 Olympic
and Paralympic Games, where they will
embody the spirit of Olympism and hostcelebrations for the French teams.

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Sylvia André, our Chief Marketing Officer, hasbeen appointed to the additional role of Chief
Creativity Officer. In this capacity, she will
spearhead our creative strategy, working closelywith agency directors and creative technologists
to cultivate innovation across our initiatives.

logos, Business Bridge Europe, Ovation
Global DMC and MCI Brussels celebrated their
new joint office space, which underlines mcigroup’s commitment to delivering expert
guidance in public affairs, communications,and events to EU institutions

MCI collaborated with Global Destination
Sustainability to adjudicate the 2023 GDS Awards
and announce the 2023 GDS-Index results,
promoting sustainable destination growth.

MCI USA, in collaboration with Black Flower
Agency, has been recognised on the
MeetingsNet list for the second year,
highlighting its exceptional experiential
design and service in corporate events.

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P ER F O R M A NC E

Financial review

Financial review

Financial Figures (in Million Euros and pre-IFRS16)
2022

2023

Variancevs 2022

Forecast
2024

Revenues

465,8

493,1

+6%

530m+

Purchases and external charges from operations-300-303,6Gross margin from operating activities

165,8

189,5

General expenses

142,1

159

EBITDA from Operations

23,7

30,5

Gross Margin by expertise

20%

39%

3%

200m+
168m

+29%

11%
28%

Association Solutions
Brands & Companies

17%

+14%

32m+

Gross Margin by region

Community Events

24%

-330m

Specialty Brands

6%

52%

North America
Latin America
EuropeIndia and Middle East
Asia-Pacific

Gross Margin (in Million Euros)
2023

190
166

2022
2021
2020

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116
105

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P ER F O R M A NC E

Our global impact

Our global impact
5,094
60

offices andfranchises€493m
turnover31

countries

clientengagement
projects

1,654
employees>35

60

years ofexperience

1,175

languages
spoken34

industry awards

clients

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P ER F O R M A NC E

Diversity, Equity, Inclusion

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Responsible consumption & production

88%

We reached an Employee Net
Promoter Score (eNPS) of 29

of our talents areproud to work for us

87%

of our talents feel they canbe themselves at work

Well-being

initiatives on well-being and mental healthimplemented across the group

Protecting our people & assets

CyberVadis

ISO 27001

ISO 27701

Received a gold medal(939/1000)

Renewed our ISO 27001(Information Security
Management)

Renewed our ISO 27701(Privacy Information
Management). 7 offices
audited on H&S practices

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local preferred suppliers signed
the Supplier Code of Conduct

ISO 20121

Green Key

MCI Middle East and MCI France
renewed their ISO 20121 (Sustainable
Event Management) certification

MCI Denmark renewed its
Green Key certification

EMAS

EcoVadis

MCI Benelux received
EMAS certification

mci group received
a silver medal (59/100)

Community & Giving back€3,986,000+

Learning & Development

participants in our internal
mentorship programme
for a total of 370 hoursof mentoringclient projects about sustainability or withan integrated sustainability approach+300

Governance

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199

90

8,999 hoursof learning received
by our talents+240

talents trained onsustainability practices

directly or indirectly raised for charityor through our pro-bono work

2,047

Environmental impact

CO2
calculator
Launch of our new carbon
emissions calculator

hrs

volunteering for 70 community projects

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P ER F O R M A NC E

Client success stories

Client success stories

Black Flower Agency collaborated with Veuve Clicquot in theconception and execution of their 51st Bold Woman Award
Ceremony. The event, which took place at the prestigious Institut
Français de la Mode, and featured an exceptional panel of guests
including Stella McCartney, helped Veuve Clicquot to support
female entrepreneurs, and inspire future generations.

At the opening event of the Panerai store in
Geneva, Black Flower Agency collaborated
with celebrity influencer, Mike Horn, hosting aphoto call and exclusive meet-and-greet session
to establish a deep connection between his
community, Panerai and its audience.

MCI Spain brought the spirit of the Olympic Games tolife with a dynamic event for 200 participants in Madrid.
With creativity at the forefront, they created an interactive
experience with an LED-based main stage, combinedwith an integrated race runway and focused gamification,
designed to help their client foster connections between
a community of healthcare professionals.

Dorier combined the skillsets of a Creative
Technologist, Designer, MadMapper Manager
and Developer, to design a game that
demonstrated how IBM Watson revolutionises
customer care with unparalleled speed andprecision. The game has already travelled across
New York, Frankfurt, Cannes and Orlando;
and recently Madrid.

Dorier helped bring LVMH’s steadfast
commitment to diversity and inclusion to life
through the creation of their ‘Walk the Talk’
event. The team collaborated with William
Lambourg of Paris Est Une Fete, and Hamid
Hassani of têtu, to bring impactful, inclusive
scenography to the stage.
Black Flower Agency developed a strategic partnership with Warner Bros. Entertainment
to deliver sponsorship access and exclusive experiences around summer blockbuster,“Barbie,” for American Express. These activations helped American Express tap into
the film’s cultural currency as a record-breaking box-office success.

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The Dorier team brought the Watches & Wonders
exhibition in Geneva to life, providing design, technicaldirection, and white-glove technical support for exhibiting
Maisons and producing conferences in The Auditoriumthat injected new interest in and engagement with
Geneva’s watchmaking movement.

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Client success stories

MCI Brazil used AI & human expertiseto create an impactful event for BCG X,
combining cutting-edge tools like ChatGPT
with a host of interactive games to engage theaudience whilst communicating BCG’s position
as a market leader to over 200 participating
executives, and expanding their lead base.
HAGEN INVENT brought together over 70,000
guests for the BMW Group Anniversary Days at BMW
Group Plant Munich. The party, which hosted friends
and family of the BMW workforce, featured vehicle
exhibitions and exhibitor stands, as well as drift shows,
live music and fine catering, and led to the cohesion
and growth of the BMW group community.

The HAGEN INVENT team supported BMW Group
in giving 30 international journalists comprehensive
insight into their sustainability measures. The event
enabled BMW Group to showcase their sustainabletransformation technologies, from renewable energies
to digital solutions, and intelligent programmes for thepromotion of young talent.

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MCI China partnered with the China Anti-Cancer
Association to deliver a series of activities to over
3700 participants at the Tianjin Stadium, and an
audience of over 100M online. The event, which took
place across several venues, with multiple elements,from keynotes to tree planting, helped CACA
to deliver vital education and awareness aroundcancer research.

Business Bridge Europe, MCI Brussels & logos curated the third
edition of the European Defence and Security Conference, which
welcomed over 500 participants to the Palais d’Egmont in Brussels
alongside key European defence experts including NATO’s Deputy
Secretary General, to discuss the future of the sector.

HAGEN INVENT unveiled the new, all-electric
Ford Explorer to around 1,200 Ford employees
at the Ford plant in Cologne, as well as tothousands of Ford employees around theworld via live stream. The event helped Ford to
mark a significant milestone in their journey toelectrification, and to establish and celebrate
their vision with their employees.

The MCI Brazil team brought Beiersdorf
AG’s Eucerin brand to life with a launch
event for the Sun Hydro Fluid 60
sunscreen. They implemented a multisensory live experience which exploredthe brand’s history and products in an
instagrammable setting, earning the event
over 1,000,000 digital impressions.
Seamless collaboration between Business Bridge Europe,
MCI & logos saw this year’s European Space Conference soar,
with 20 VIP keynotes delivered across 50+ sessions for over1800 attendees.

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Client success stories

MCI Brussels & logos joined forces in Canada’s Montreal to deliver
the flagship Harmonized Skies 2023 conference, which gathered
150+ representatives from across the Global UTM association anddrone services to raise awareness and discuss the future of theirindustry.

MCI Sports managed the Tournament Guest Programme for
the Rugby World Cup, France 2023, handling over 20,000
invitations across 48 matches with the help of their cuttingedge audience configuration and management tool, Mark.us.
Their largescale digitisation meant fans enjoyed a smooth
experience, and the client enjoyed seamless communication.

MCI USA worked closely with OCEANS conference & expo to deliver a rebrand,
comprehensive event management, registration & housing, and exhibit sales
enhancement. They provided tangible results for their client, including a 15% increasein social followers, a 109% spike in website visitors and a 16% increase in email opens.

MCI India collaborated with Shell to host the2023 Shell PT-festival across three locations,with a total audience of around 6,000
employees. The team created content,
built show & tell booths, and designed
fun interactive & learning experiences tobring participants closer together and drive
deeper engagement with the brand.
During the Sands Bosum Business News Conference, MCI
Indonesia assisted Bosum in presenting its educational initiative inIndonesia for the very first time. During the event, they delivered
quality production, as well as creating digital content for live
streaming, all of which helped Bosum to grow brand recognition.

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MCI Singapore clinched two prestigious awards at the Marketing Event Awards 2023 for their
Prudential Star Club Event 2022. The event helped Prudential Assurance Company Singapore
celebrate the story of love by bringing their team together in the city of love itself, Paris.

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Client success stories

MCI France crafted a meticulous brand activation, The Range RoverHouse, for Jaguar Land Rover in the prestigious Cap d’Antibes.
The luxuriously decorated space featured bespoke art, immersive
experiences and a host of masterclasses, providing a highly engaging
backdrop Range Rover to showcase their new Sport SV, Edition One.

Ovation Spain supported several major ICT companies during the Mobile World
Congress in Barcelona. The team executed a variety of services, including thechartering of over 70 limousines, thousands of hotel nights, staff manning various
booths, and plenty of off-site events. Their quality logistical support was key toensuring that their clients can focus on their own business and clients.

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MCI Canada received a BizBash EventExperience Award – Best Social
Event, for their event with Mortgage Professionals Canada. This win speaks
volumes about the team’s unwavering commitment to excellence andinnovation in event planning, and underlines the quality of engagement
they were able to bring to the MPC 2022 National Mortgage Conference.

Ovation Spain crafted a bespoke evening at the iconic
Convent dels Àngels in Barcelona, where attendees weretreated to local cuisine, unique cocktails, live music, andinteractive experiences including tarot readings. The
activation successfully fostered new connections between
the client and their valued audience.

MCI Netherlands created a camp-inspired company retreat to build
camaraderie within the International Association of Paediatric Dentistry.
The three-day weekend event featured an 80s retro theme, which was
brought to life in vibrant colour across the Golden Lakes Village in
Belgium, delighting the 350+ employees who attended.

MCI Dubai executed complete turnkey solutions for the IFOS Dubai
2023 conference, delivering impactful engagement across a five-day
event with over 7000 delegates, 2500 speakers and 90+ industry
partners and associations. They provided a full suite of support,
including project management, scientific content and committee
management, as well as being responsible for the event’s website,
app and complete end-to-end marketing.

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Client success stories

Client satisfaction
measurement programme
Our client satisfaction measurement programme is designed to ensure
we consistently meet and exceed client expectations through regularperformance analyses and necessary organisational adjustments.

2023 Client satisfaction results:

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Our Net Promoter Score (NPS)reached 72 in 2023, up from 69
in 2022. This score is notably
higher than the average NPSof 60 typically seen in our
sector, indicating strong client
endorsement.

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Customer Experience Index(CXI): This score reflects a“strong relationship” with ourclients, compared to last year’s
index of 118. This number
illustrates our commitment
to exceeding standard client
relationship expectations.

96%of clients rated their relationshipwith our company as excellent
or very good, showing ourconsistent dedication to client
satisfaction.

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Client recognition

Client recognition54

Our valued customers
share their feedback“A true partnership where I
can trust the agency to deliver
what we need, and we work
as a team to achieve it.”

“The integrity, transparency,
and professionalism that we value…
open to feedback, suggestions,comments.”“Professionalism, good
relationship with people,
a mutual trust.”“An outstanding level of service,attention to detail while deliveringa premium product and working
with a great team.”“Dependability, creativity,
timely answers, solutions-driven,
relationships.”

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Industry recognition

Industry recognition

BrandEx Gold award:

German Design Award 2023:

Best Digital Architecture

Special Mention

Xaver Awards:

Gold
MUSE Award
for Corporate Identity

BronzeThe Swiss Award for
Excellence in Live Communication,
for Best Corporate Event

SilverMuse Award
for Event Video

Deutscher Digital Award 2023:
SilverDigital Live-Experience
Digital Installations/Events

MUSE Creative Awards:

2023 Excellence in AMC
Client Advancement Award

Marketing Interactive:
BronzeEvent Marketing
Agency of the Year

MeetingsNet:
CMI Top 25
Meeting & Incentive
Companies 2023

SilverMuse Award
for Advertising Flyer
CNT:
Marcom Awards:

EXCEL Awards:
SILVER
Website Redesign
SILVER
Single Promotional Piece

Meetings & Events
Australia Awards:

Best Website

Event of the Year award
Professional Conference
Organiser of the Year award

Marketing Events Awards:
Gold
Best Internal Business Event
SilverBest B2B Brand Experience

Outstanding
Digital Marketing Campaign
Outstanding
Project Achievement

Caio Awards (Prêmio Caio):

BRONZEMedia Kit Design

SilverBest sustainable event

Eventex Global Awards 2023:

BRONZEBest Onsite Convention Guide

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Memcom 2023
Excellence Awards:

Outstanding
Communications/Public
Relations Strategic Plan

Golden ticket
for being a TOP Seller

Set Design

BronzeBest medium-sized
scenographic projects

SILVER
Single Promotional Piece

SilverB2B Event

BRONZE
Promotional Content
Buyers Guide or Catalog

Gold
Event TeamABPCO Outstanding
Contribution to Industry:

Superbrands status:

Silver
Personal Event

Barbara Calderwood

9th consecutive year

2023 Hermes Creative Awards:
Gold Prize

BronzeBest technical infrastructure
for event and audiovisual57

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Our core values

We are a company of passionate community
builders, experts, designers and project
managers focused on client performance.
Our culture is built around acceptance, enriched by diversity andelevated by creativity. Our people have a digital mindset, an eye foropportunity and the drive to make it happen.

Idoia Rodés Torróntegui appointedGroup President in charge of People & Culture
Idoia, who has been a part of our company for over 23 years,
has been appointed to lead People & Culture, focusing
on aligning the group’s strategy and vision across thePeople & Culture functions to build a high-performanceorganisation based on our values and culture,and to maximise the power of human interactions.

Our core values
Our values as a group define not only how we do business
day to day, but also how we approach every project with adrive to have a positive impact on our clients, our talents andthe communities in which we work.
By following these guiding principles, we ensure that whenever we bringpeople together, we initiate a transformation for the better.

Thriving through diversity
We actively promote diversity within mci group and believe it is an essential sourceof richness and innovation. We nurture our people, supporting one another withcare, respect and warmth. Our strategic approach ensures that each client receives
personalised solutions that meet their unique needs and surpass their expectations.

Inspiring breakthrough moments
As a connector, we believe that when people come together, magic happens.
We’re proud to act as a bridge between our talent, customers and partners.
Together, we create the space for shared breakthrough moments.

Living by growth
We believe an mci group story should always end with a transformation,with a new way to see the world moving forward. We live by growth,
striving to stay ahead of the curve and create lasting change.

Promoting innovation and entrepreneurship
To us, sharing the future means sharing the insight, knowledge and practicalexperience we’ve acquired over 35 years, encouraging and enabling entrepreneurs,
innovators and thinkers to thrive.

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Diversity, equity & inclusion

Diversity, equity & inclusion
Strategic objectives
Review our existing policies from adiversity and equity perspective and put
missing policies/guidelines in place(with a focus on a more inclusive hiring
programme) by the end of 2024

Ensure pay equity throughout
all operations and functions byconducting a global salary disparity
assessment across all offices before
the end of 2024.

Annually, 80% of our talents
experience a sense of belonging
within the company (as measured in
our talent engagement survey).

100% of our talents are trained andhave access to an anti-harassment
reporting tool

Key highlights

29

We achieved an Employee Net Promoter
Score (eNPS) of 29 (19 in 2022)

of our talents intend to stay forthe next 12 months (79% in 2022)

88%

87%

of our talents are proud to workfor us (85% in 2022)

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85%

of our talents feel they canbe themselves at work

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Striving to be a
responsible employer
Our company maintains a healthy employee
turnover rate of 13.8%, showing improvementfrom 17.4% in the previous year. According to ouryearly engagement survey, an impressive 85% of
our talents (up from 78% last year) plan to continue
their careers with us over the coming year. Thesestatistics confirm that we are a great company towork for.
In 2023, 86% (82% in 2022) of our workforce
had a permanent employment contract,
11% (14% in 2022) had fixed-term or long-term
freelancers’ contracts, and 4% were interns/
apprentices.
We are providing the fairest and most equitableenvironment for our talents. Our group sustainability
team works closely with group human resources(HR) and agency HR to regularly review and alignour operations with best practices in human rights
and labour rights, in compliance with global
lawmakers (i.e., International Labour Organisation).

Remuneration is aligned with local industry
standards and is compliant with local laws andregulations. We take pride in fostering a supportive
environment by offering a variety of benefits,
which may vary from one country to another. But
most commonly, these benefits encompass healthand wellness programmes, health and/or accident
insurance, and/or retirement savings plans. Sometalents are on a performance-based incentive plan,and our senior leaders are offered the possibility toparticipate in a share-based incentive plan.
We regularly monitor wage equality in theworkplace at a country-specific level. Recognising
the importance of comprehensive pay equity
throughout all operations and functions, we willconduct a global gap analysis across all offices.
Scheduled for 2024, this proactive initiative will
enable us to identify opportunities to enhance ourcommitment to fairness and equality.
We support the rights of our people to join tradeunions and to bargain collectively. However, tradeunion membership is rare in our industry, especiallyin some of the regions in which we operate.

“At mci group, our goal is to build apartnership with our talents that support theirprofessional growth and personal success,enriching their lives both within the workplaceand beyond.”
Carlo Saya,Group Human Resources Director

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Thriving through diversity“At mci group, we hold diversity as a fundamental
principle that we actively champion. Our commitment
transcends mere statistics or targets; it’s about
cultivating an environment where everyone feels
welcomed, respected and valued for who they are.”
Erica Fawer,
Group Sustainability Director

Gender diversity at mci group68%(same in 2022)

This diversity fosters an international mindset and an understanding of society that enriches our group,
enhances creativity and amplifies our ability to work cross-culturally as we accompany our clients into
new markets.

(57% in 2022)

Gender balance of womenin all talents

Gender balance of womenin middle management

49%

39%

(49% in 2022)

Gender balance of womenin senior management
With talents originating from more than 70 countries and collectively speaking over 60 languages,
our group’s worldwide presence affords us the unique opportunity to collaborate with a diverse arrayof talents from various cultural backgrounds.

61%(37% in 2022)

Gender balance of womenin the Leadership teamAge and gender diversity
Governance bodies by age group30-50: 16 Female, 25 Male
51 and above: 18 Female, 29 Male
Headcount by region and gender

Headcount by age and gender

North America: 291 Female, 82 Male

Under 30: 304 Female, 90 Male

South America: 117 Female, 34 Male

30-50: 658 Female, 343 Male

Europe: 544 Female, 274 Male

51 and above: 169 Female, 90 Male

Asia Pacific: 135 Female, 45 Male
India & Middle East: 44 Female, 88 Male

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Our Diversity, Equity, Inclusion &Belonging (DEI&B) commitment

Listening to and communicatingwith our talents

We are committed to creating a safe andaccepting environment where everyone canthrive. We are committed to fairness and equity
in all aspects of our organisation.

As part of our talent experience strategy, in 2022 we upgraded our talent feedback survey
tool to an external measurement platform, providing us with more detailed employee
insights and comprehensive analytics. Managers are also provided with tips and guidanceon areas that could be improved.

Our DE&I guidelines, as outlined in our Codeof Business Conduct, are designed to reinforce
a culture of belonging by providing a working
environment free from discrimination, where
everyone is respected, heard and valued.
Many of our offices have also created their local
DEI&B groups or Diversity Squads, organisinglocal campaigns on the topics that matter mostto them. Our US offices have introduced theAffinity Groups programme, creating a space fora range of communities to come together within
the workplace, including African American, Latino,
Asian American, Women in the Workplace, Young
Professionals, Military, LGBTQ+, Mental Healthand Family groups.

Here is a snapshot of a survey
conducted in the autumn of 2023
with a focus on DEI&B (821/1564
respondents = 52% participation rate)
87% feel they can be themselves at work
82% know that if they experience or witness discrimination,
their concerns will be properly addressed
71% answered favourably to the question “My company
is committed to providing equal opportunities for all”
(Percentage of favourable answers)

Despite these encouraging figures, we are committed
to ongoing self-reflection, identifying areas forenhancement, and positively influencing our internal
practices. Based on the initial gap analysis we
conducted using the Women’s Empowerment Principles
and the LGBTIQ+ Standards tools, we are currently
working on the following initiatives:
	Implementing self-identify on a voluntary basis
where legally permissible and preparing
awareness-raising campaigns on the importanceof self-ID and including pronouns in employee
descriptions.
Revising our existing policies from a diversity
and equality perspective and putting missing
policies/guidelines in place, notably ourDiverse and Equitable Recruitment Guidelines
Improving our data collection to help us
make better informed decisions
Setting up a pay gap audit and defining
future targets
Providing more training for our managers

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We run an annual full engagement survey (with approximately 30 items), complemented by
two shorter “pulse” questionnaires, to help us spot problems early, and act on them swiftly.
Our annual engagement survey took place in October 2023, with a total of 963/1410
respondents (68% of our full-time workforce).

Annual engagement survey highlights:
eNPS* +29 / which is a significant increase compared to 2022(+10 points) while detractors have also decreased by 3%
79% / talents average satisfaction score (77% in 2022)
89% of talents say that in their team they actively support
each other when they fall or make mistakes
88% of talents feel people at mci group treat each other with respect
88% of our talents are proud to work for our company (85% in 2022)
81% of talents appreciate our CEO’s transparent communication(same results in 2022)(Percentage of favourable answers)(*) Employee Net Promoter Score (eNPS) is a way of measuring how likely youremployees are to recommend your organisation as a good place to work.

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Stories on Diversity, Equity, Inclusion & Belonging

Celebrating our talents’ uniqueness
During Pride Month in June 2023, MCI Brazil took the opportunity to gather
their talents to raise awareness on diversity and inclusion.
MCI Am What I Am brought panel discussions, conferences and performances
to celebrate the LGBTQIAPN+ community and strengthen our inclusive culture.
Through this event, MCI reaffirmed its ongoing commitment to creating an
inclusive environment where every individual is valued and respected intheir essence. Although June is a time for celebration and recognition for the
LGBTQIAPN+ community, the fight for equality and visibility takes place all year
round, and fostering an inclusive mindset and culture remains a top priority.

The power of vulnerability
Naomi Green is a great example of a talent taking
concrete actions for their community, not because it’s
impacting them, but because it is the right thing to do.
In 2023, Naomi won the Dr. Carolyn Lipshey Galersteinaward, which aims to celebrate someone whose work,
leadership and community service centres aroundbringing awareness to and practicing Diversity, Equity
and Inclusion.
Involved in several efforts to increase awarenessaround Diversity, Equity, and Inclusion, Naomi was
the perfect candidate to win the prize. She advocatesfor People Living with HIV/AIDS (PLWHA), bringing
awareness to the need for resources and education
for this community, especially those who are also
most vulnerable such as communities of colour andmembers of the LGBTQ+ community, especiallyBlack trans women.

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Naomi also serves on the Board for Black Ladies in
Public Health, a network of over 16,000 Black women
working in various fields of public health providing
mentorship, internships, career opportunities,
collaborations, and working to advance the impact ofBlack women in Public Health. She also advocates for
the LGBTQ+ community, especially Black trans women,
serving on the Board for Texas Pride Impact Funds,
Texas’ only community foundation focused on securing
a future for LGBTQ+ Texas for generations to come.
Additionally, Naomi provides DEI trainings and speaks
nationally as an advocate for PLWHA and LGBTQ+
people at conferences, on panels, at universities, on
TV, news, radio, print, podcasts, and other media.

Driving diversity and inclusion in Australia
The Banskia Foundation is a non-profit organisation
promoting sustainability excellence through its Awards
programme and other associated events.
MCI Australia is a proud partner of the Banksia
Sustainability Awards, considered the most prestigious
awards in the field in Australia. Since 2015, our teamin Australia has sponsored the Diversity and Inclusion
Award and helped organise the ceremony, offering theircreative, production and event management services.
In 2023, the event took place at the Melbourne
Convention and Exhibition Centre, where Ventia
won the Diversity and Inclusion Award for theirwork on disability employment.

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Case story
Transforming the global education landscapethrough emotional storytelling
Education Cannot Wait (ECW) is the United Nations
global fund for education in emergencies andprotracted crises. The Fund addresses the importanceof education in times of crisis, including natural
disasters, armed conflicts, forced displacement andother circumstances. It aims to keep supplying thechildren with quality education in crisis situations,providing them with opportunities to continue learning
despite challenges in their respective countries.  

To encourage people to donate, MCI’s strategic teamfocused on creating an emotional, genuinely humane
storytelling: people needed to hear and read stories,
not just from big organisations, but unique stories
from the children themselves. Emotionally connectingwith these stories would encourage people to donate.
Therefore, MCI worked closely with ECW’s team todevelop compelling videos for the opening session andother key conference moments.

In close collaboration with MCI and Dorier, EWC helda high-level financing conference in Geneva in February
2023, encouraging political and other leaders to place
educational needs high on the international agenda.
With the strategic help of MCI, they ensured theexhibition area had a greater impact and engaged theirglobal audience of donors, government representatives,
civil society, the private sector, youth, beneficiaries
and other key partners.

ECW had a strong commitment to inclusivity for thisconference, and Dorier had someone dedicated toensuring inclusivity throughout the process. Fromthe general event logistics, to content, stage design
and technical production, our teams made the event
accessible to all, whether they attended the event online
or physically.

Key highlights
ECW High-Level Financing Conference
helped raise an outstanding $826 million
MCI won a XAVER award for Best Corporate
Event for their contribution
MCI provided coaching to youth speakers
to help them better share their stories on stage72

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Learning & development

Learning & development
Strategic objectives
DEVELOPING AI KNOWLEDGE
Gain expertise in utilising AI tools toboost productivity, creativity, strategy
and professional growth, laying the
groundwork for AI knowledge acrossall business units.
BUSINESS ACADEMY
Gather senior leaders from all
offices for a strategic learning event
focused on networking, best practiceexchange, and learning aboutindustry trends, ways of working,well-being, and professional
development.

Key highlights
LOCAL LEARNING ACTIVATION
Align local learning strategy to meetthe specific business and talentneeds by driving ownership of talentdevelopment at local level.
LEARNING ACCESSIBILITY
Provide equal opportunity andaccessibility for all talents to 24/7,
on-demand access to learning
resources and tools to support theircontinuous development via a robust
Digital Learning Ecosystem

8,999 hrs of learning received by our talents
Mentorship programme

Learning accessibility

243

Total Registrations by role(117 mentors and 199 mentees)

2,000+

370

Total hours ofmentoring completed

173 daysspent in on-demandlearning

2,792

Completed resources

80 hoursof online sessionsdeliveredBusiness Academy

Creating a learning culture,empowering performance“At mci group, our learning and development focus is toprovide talents the opportunity to develop their capabilities
and to thrive in their personal and professional journey.
With our rich suite of learning resources and a strong
digital backbone, we’re dedicated to fostering a cultureof continuous learning, building an organisation
powered by a highly capable workforce.”
Avinash Chandarana,
Group Learning and Development Director

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84%
192

of senior leaders attended
the business academy

Total participants

3,072

Digital Acumen programme

Total hours of learning

Local learning activations

96%
14

talents actively learning
through our on-demandlearning platforms

502
67

Total participants

Global Digital Quotientof talents participated in local
learning activations (for the officesthat organsed them)

activationsorganised

4,173

Total learning
hours received75

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Igniting innovation throughBusiness Academy

Aligning local learning
to business priorities

The Business Academy serves as a pivotal event, bringing
together minds from all our global offices to engage indiscussions, learning, and forging meaningful connections
aimed at propelling the business forward.

Continuing our commitment to empowering local offices, MCI
Institute spearheaded the process for local offices to tailor
learning and development plans that were aligned with theirlocal business priorities. These plans offer clear, actionable
steps for their annual learning approach, incorporating
initiatives such as Learning Week, local learning initiatives, andleveraging the resources available through MCI Institute’s digital
ecosystem.

With a concentrated emphasis on Account Management,
Consultative Approach, Operations, and Talent, the BusinessAcademy delivers actionable methodologies and inspiration tosenior managers. Armed with renewed mindsets, they return totheir teams equipped to drive progress and innovation.

MCI Institute: Empowering talentand organisational success

Establishing artificial intelligence(AI) knowledge foundations

At mci group, we are committed to creating a cultureof continuous learning that equips our talents, and ourorganisation, with the tools for success.

To ensure our talents stay ahead of technology trends,
MCI Institute designed and curated the AI Essential Series,
covering key areas of the use of (Generative) AI in areas suchas creativity, project management, events, design, finances,
creative technology, marketing and communications, and data
analysis.

At the heart of this culture is the MCI Institute, our global
learning centre of excellence, which focuses on providing
accessible learning pathways, resources and a range ofdevelopment opportunities for all.
And, whilst these formal learning initiatives, which include
global academies and live webinars, are essential, we also
recognise the significance of informal and human-centred
exchange, such as mentorship, community-based exchange,
feedback and on-the-job experience.
Our comprehensive digital learning ecosystem is at the heartof the MCI Institute, providing equal opportunities, and accessto learning resources, premium content and organic learning
communities for employees in any location, at every level.
Together, mci group can learn to shape a more sustainable
future where our talents possess the skills and knowledge tonavigate an ever-changing world, and create a positive impact
within and beyond our organisation.

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Through a blend of live online sessions led by internal experts
and self-paced courses, mci group talents are empowered toenhance their digital skills in AI. These AI-focused training
opportunities will evolve continuously, with a focus on
cultivating our talents’ mindset to thrive in this era.

Moving forward, our goal is to encourage collaboration among
offices facing similar challenges and opportunities, amplifying
the #ThePowerofMany.

Business Academy 2023
At mci group, learning and development is never a solitaryjourney. In 2023, the Business Academy was held in Vienna,
gathering 192 people across our brands to build connections,gain fresh industry insights, and identify new ways of thinking
and working. The sessions were designed to challenge
everyone to think critically, solve problems, and develop new
ways of boosting client-facing opportunities while approachingbusiness problems from different and thought-provoking
perspectives. 84% of our senior leaders engaged in practical,
case-based workshops, interactive sessions, and communitydriven dialogue, representing 3,072 hours of learning.
The Business Academy 2023 was a success, with 88% rating
their experience as “excellent”.

Local learning for global growth
In 2023, 14 Learning Weeks were organised across our offices,gathering 96% of the talents from the participating agencies. Topics
varied from one office to the other as the content was personalised
to the local needs and market trends, however, their objectives
remained identical: uniting talents to learn, improve and be
inspired as a team. Through 4,173 learning hours received, the991 talents who participated made the most of their experience.

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Well-being

Well-being
Strategic objectives
Our group mental health strategy will be
implemented for all the offices by the end of 2024

Key highlights

41

initiatives on well-being and mental
health implemented across the group

We further developed our strategy on mental health andwell-being with an extra focus on psychological safety

Nurturing well-being and mental health
We value our talents above all other assets, which makes their mental health, well-being
and happiness a key concern for mci group. Our approach on well-being and mental healthis in constant evolution as we encounter new challenges and opportunities along the journey,
however, the following elements remain at the core of our strategy:
We continuously encourage each office to implement local initiatives promoting well-being
and mental health following local needs and affinities.
We adapt our talent engagement surveys strategy according to the key areas of improvement
identified the previous year, and monitor the progress over the year.
In 2023, 41 initiatives were put in place across our offices, including digital health services,mental health counselling or psychological support via external experts, massage sessions, healthy
breakfasts, physical activities (yoga, Pilates, running, etc), internal conferences and workshops on
mental health and well-being, Mind Over Miles (our group step challenge) and more.

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Well-being

Stories
A day to nurture our talents’ dreams
The Dream Day is part of our DNA and is intertwined with our approach to mental health andwell-being. Every year, offices are free to organise a day during which talents can think about their
dreams, and set themselves objectives to fulfill them. The Dream Day aims to bring hope, meaning
and inspiration to everyone’s lives in a sharing and caring environment.

Mind Over Miles Challenge:
encouraging physical activity and well-being
Tackling the challenges of a sedentary work life is crucial to maintaining good health. To promote physicalactivity and encourage talents to be more active, we created the Mind Over Miles Challenge: for one month,participants use a step-tracking app and compete in teams to win a place on the podium.
With this challenge, we invite people to take care of their physical and mental wellbeing by moving theirbodies in a fun competition where team spirit always leads the way.

Key highlights

621
participants

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171,251,947
total steps

137,001 km
walked, representing 85,128 miles

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Well-being

A culture of careThanks to Christelle Vitasovic who recently joined
the Group HR department as Group Talent Relations
Director, we put an extra focus on psychologicalsafety, and further developed our strategy on mental
health and well-being. Christelle is a valuable asset,
building and maintaining positive relationships
between talents and the company while offeringcounselling services to employees, local HR teams,
and management. Holder of a master’s degree in
psychology and counselling, she is also responsible
for preventing and addressing psychosocial risks
and implementing initiatives to promote mental
health and well-being at work.
Through our 2023 talent engagement surveys
strategy, we collected feedback on wellbeing,mental health and psychological safety.

Work from home and flex workplace
We are pleased to note that:
89% think we actively support each other when we fail ormake mistakes and treat each other with respect
87% trust their manager and have confidence in the seniorleadership to make the right decisions for the company.
81% feel comfortable voicing their ideas and opinions
even they differ from the rest
87% have enough autonomy to make decisions
regarding our work
87% feel they can be themselves at work and count on
their colleagues to help each other do the job better.

“These results demonstrate a positive ‘open error’ culturethat enables progress and innovation in an environment
where our talents feel safe to make mistakes, respectand support each other. Also, being autonomous in
our jobs and understanding how we contribute to thesuccess of the company is a stress-protective factor
I am particularly enthusiastic about.’’

We strive to provide our teams with the freedom to create, collaborate and enact change withfluency and ease. This means empowering talents to be able to work however they want, wherever
they want, according to their needs, and the demands of their ongoing projects. The possibility towork from home is very much part of our culture today and our talents appreciate the flexibility it
offers while providing a better work-life balance.
Whilst we stress the necessity to comply with local labour laws and job-specific requirements, we
do not enforce any specific policies regarding flexible working. Instead, we offer local teams a setof guiding principles to help them thrive in the world of work, which include:
1. Teamwork: most of our work requires teamwork; therefore collegiality,
equity and the well-being of each team member should be the first criteria
to define a work style and maintain connections and team spirit.
2. A home away from home: we will maintain physical offices as work andcommunity gathering places. These spaces will always be available without
limitations to anyone who wishes to work from our “home”.
3. Supporting one another: all talents should commit to regular face timewith their team to build connections and camaraderie, share knowledge,
and contribute to building a high-performance culture.

Christelle Vitasovic,
Group Talent Relations Director

Even though the surveys’ results are positively promising, there is always room for improvement,
especially to help our talents manage their workload and job responsibilities in a way thatallows them to have a good work-life balance; 32% of respondents feel they could have a better
work-life balance, and 39% struggle to manage their workload. However, from the 300 talents
who answered unfavourably, 69% feel they can discuss it with their manager, and 70% feelrecognised at work, which positively impacts time management, stress, self-esteem, personal
achievement and engagement.

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Community impact

Community impact
Strategic objectives
As a multinational company with more than 1,600 talents working for clientsworldwide, we are uniquely positioned to participate in making positivechanges in communities across the globe. In today’s interconnected world,
corporate actions wield significant influence, capable of catalysing growthand enrichment within communities. At mci group, we firmly believe that byequipping our teams with the resources and support to amplify their impact,
we can bring forth positive change that resonates across global communities.

“As Group Internal Communication Assistant, I’ve
been collecting dozens of inspiring stories about ouragencies’ efforts to empower and support hundredsof communities. It’s exhilarating to see how muchpassion our CSR teams put into making a positive
impact on the people around them. We all comefrom different horizons, but our genuine desire tohelp and use our skills to do good unites us all.”
Tania Colsa Tella,Group Internal Communication Assistant

Key highlights€421,000+

directly raised in support of local
community and charity programmes€3,565,000+
2,047 hrs

indirectly raised through pro bonowork and other charity initiatives

volunteering for 70 community projects

Our achievements
Since 2010, our talents have invested more than 52,000 hours incommunity projects around the world, raising over €25.5 million.

In 2023, our agencies have supported 70 community projects anddirectly raised € +421,000 for these programmes. From donation drives
to a cycling marathon to giving blood, our talents have again used theircreativity and genuine care to help those in need.

Through our culture of responsibility and care, we encourage our talents to use their creativity togenerate value not only for our business but for the planet and the communities in which we work.
Structurally, each office created a local sustainability team to engage their talents and implement local
community initiatives based on their needs or affinity. With this vision at our core, we are committed
to empowering our employees by ensuring that 100% of our talents are granted a full working day
each year to actively engage in community outreach initiatives.

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Community impact

Here is a glimpse of some of the local community
projects we have initiated or supported in 2023.
MCI The Netherlands– food donation for
Voedselbank Amsterdam

MCI The Netherlands –cycling marathon for the Erasmus
MC Sophia Children’s Hospital

MCI The Netherlands –walking with the elderly for
WoonZorgcentra Haaglanden

MCI USA – donation ofchildren’s toys for She
Believes in Me Foundation

MCI Switzerland and Dorier –collection of Christmas presents forchildren for the Swiss Red Cross

MCI The Netherlands –cooking for those in needfor Resto vor Harte

MCI The Netherlands – baking
for a local shelter

MCI Brazil – food and clothes
donation drive for children for
Casa dos Curumins

MCI Switzerland and Dorier – blood donation
for the Hôpitaux Universitaires de Genève

MCI Switzerland and Dorier –Movember awareness party andfundraising for the Movember Foundation

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MCI Switzerland and Dorier –clothes and games donation drive for
the Carrefour-Rue & Coulou Foundation

MCI USA – Food packages for the Baltimore Hunger Project
for local students residing in food-insecure households

MCI USA – donation ofback to school supplies forRonald McDonald HouseMCI Germany – packing
Christmas presents for children
in Africa

MCI Belgium – essential items
collection for the homeless withLes Samaritains

MCI Belgium – toyscollection for children with
Arc-en-Ciel ASBL

MCI Brazil – donation of computers andcollection of hygiene products for the
LGBTQIAPN+ community for Casa 1

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Using our expertise for good
In addition to our community outreach initiatives, we leverage our knowledge andconnections to assist in coordinating charitable events. In 2023, € +3,565,000 wereindirectly raised through pro bono work and other charity initiatives.

A night of giving for the Red Cross,from Geneva to Togo

The Global Refugee Forum is the world’s largest international
gathering on refugees, taking place every four years. From 13
to 15 December 2023, the Forum was co-convened by five
States – Colombia, France, Japan, Jordan and Uganda, andco-hosted by the Government of Switzerland and UNHCR.

Many non-profit organisations lack the resources, expertise or purchasing power that
mci group possesses to organise significant events to further their missions. This places
us in a distinctive position to orchestrate impactful sustainability events on their behalf.

MCI Switzerland and Dorier collaborated in the organisationof the 2023 edition and the Nansen Awards, an annual event
celebrating individuals, groups and organisations who go theextra mile to protect refugees, as well as internally displacedand stateless people.

Moreover, beyond just empowering communities and catalysing change, we view theseendeavours as avenues for our team members to apply their abilities meaningfully,
fostering a deeper sense of fulfilment and job satisfaction.

Dorier’s pro bono work toprotect children from the internet
Action Innocence is a private Foundation whose aim is
to “protect the integrity and dignity of children, teenagers,
and individuals with special needs in their use of screensand digital technologies”.
During months of close collaboration, Dorier and Action
Innocence worked hand in hand to create an outstanding
immersive experience for the charity gala dinner that takes
place every two years.
Immersion was key to communicate in an impactful way,
and Action Innocence knocked on the right door: Doriercreated a 180 degrees LED projection on walls, using sound,
voice-overs and actors to convey the Foundation’s messages.

Key highlights
4.5 million Swiss francs were raised from 400
attendees thanks to Dorier’s creativity, technologicalexpertise and profound interest in supporting Action
Innocence’s cause during the charity gala in Gstaad.
83,000 Swiss francs were offered on the final bill.

Building a platform for the world’s largest
international gathering on refugees

Once again, Dorier and MCI Switzerland orchestrated thebeautiful Swiss Red Cross Ball in Geneva, with the theme“Embracing resilience and empowering communities”. The
2023 charity gala aimed to raise funds to support the Red
Cross programmes in Togo, which included: improving accessto clean water, hygiene and sanitation, as well as enhancing
the ability to identify and manage the risks of natural disasters
such as floods and landslides that directly affect the health andlivelihoods of local populations.
The gala event programme included the acquisition ofsponsors, development of a creative theme, executing
the event marketing and staging a full show production.
The atmosphere created a perfect occasion for deepening
relationships with donors whilst honouring the humanitariancause and bringing this community together. The night featured
live music, fabulous cuisine and entertainment with 643,500
CHF funds raised.

These results provide hope for the over 36 million refugees
who have been forced to leave their homes worldwide.

Key highlights
4,200 participants from 168 nationalities attended
the Forum, with 10,000 people participating online
Over 1,600 pledges were made in supportof refugees and their host communities
Approximately $2.2 billion in new financial
commitments by States and other actors wasannounced, including some $250 million
pledged by the private sector

With exceptional eclectic programming, strong visual identity,
audiovisual scenery, and seamless technical production,
our teams participated in the success of this 21st edition.

Key highlights
15,550 Swiss francs were offered on the final bill
Talents from MCI Switzerland and Dorier volunteered,offering their time and expertise to ensure smoothlogistics onsite.
643,500 Swiss francs were raised (over €665,000)
to support the Red Cross programmes in Togo.

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Our strategy

Our strategy
As a multinational company with a global and local reach, we
recognise the immense responsibility and opportunity that comeswith our global footprint. Forming the mci group wasn’t just aboutbusiness growth; it was about harnessing our collective strength to
make a positive impact on our world. With a presence that spans
across continents and communities, we believe we are uniquely
positioned to drive change and foster a more sustainable andinclusive society.
Committed to the United Nations’ Sustainable Development Goals (SDGs),
we strive to be more than just a company; we aim to be a catalyst formeaningful change. Leveraging our skills, voice and relationships, we arededicated to promoting an active culture of care and responsibility. Ourcommitment extends beyond words; it is reflected in our actions as wework tirelessly to make a tangible difference in the world around us byachieving Net Zero Carbon by 2030.
As a group, we aim to adopt a comprehensive and forward-thinking
approach to sustainability that covers environmental, social andgovernance issues. By conducting thorough materiality assessments andincorporating feedback from diverse stakeholder surveys, we continuously
adapt our strategy to align with global trends and innovations. Therefore,
in 2024, we will conduct a double materiality assessment and prepare
mci group to comply with the new Corporate Social Responsibility
Directive enacted by the European Union.
Since starting our sustainability journey in 2006, our dedicated team has
made a significant impact, transforming our company’s operations andcontributing to a better future for both mci group and the wider world.

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Our strategy

With-in and with-out

Our sustainability journey so far,and key areas moving forward

We’re committed to sustainability across all our activities, fostering a culture ofcare and responsibility that influences both our internal operations and external
collaborations with clients and communities. Our aim is to build a resilient andsustainable business that makes a positive impact beyond our operations.

As one of the world’s frontrunners insustainable development, we have beenworking towards a more sustainable
future for more than 15 years.

Over this time much has changed, and new
information is constantly coming to light on how
we can improve ourselves and our approach.
Based on our materiality assessment, and areview of our approach, we have identified
seven key shared goals moving forward.

Within mci group
Within our agencies, we cultivate caring, inclusive and eco-conscious environments in which
our talents can thrive. Our focus is on ethical leadership and governance, equality, diversity,and a culture of continuous learning encouraging sustainable solutions wherever possible.

Protecting our people and assets
We are committed to prioritising the healthand safety of all our employees, clients andstakeholders, and safeguarding sensitive
information and data.

Learning and development
We are committed to the continued
education and development of all our
employees and stakeholders.

With our clients
We champion sustainable solutions by showcasing environmentally and ethically conscious
solutions in our events and experiences. We do so by integrating design thinking, minimisingwaste, and conserving resources to deliver impactful and eco-friendly outcomes.

In our communities
We recognise our extensive influence on the communities in which we operate.
Therefore, we are always mindful of engaging with ecologically certified suppliers andintegrating community-centric aspects into all our projects to foster positive local impact.
Additionally, our global teams contribute over 2,000 pro bono hours annually to social action
efforts and NGO events. Furthermore, we partner with Cool Earth to support the preservationof the Amazon rainforest, safeguarding both its indigenous communities and the crucial
oxygen it provides.

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Diversity, equity& inclusion
We are committed tocreating a safe andaccepting environment inwhich all people can thrive.
We are committed to fairness
and equity in all aspectsof our organisation.

Governance
We are committed to building
awareness among our internaland external stakeholders onsustainable practices, andaligning ourselves with leadinginternational standards
in sustainability and reporting
practices.

OUR 7
SHARED
GOALS

Responsible consumption
and production
We are committed to integrating
ethical and sustainable practices
throughout our operations andclient projects, and practicing
responsible sourcing.

Environmental impact
We are committed tomeasuring and reducing ourenvironmental impact andcarbon footprint, leaving alegacy to be proud of.

Community and giving backWe are committed to working
together to build a vibrant cultureof responsibility and care thatgenerates value for thecommunities where we work.

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Our strategy

Why sustainability matters to us

Sustainability is central to our mission

Building trust

Resilience

Our purpose is to bring people together andcreate a positive impact in our world.

In the digital era, building trust means
being transparent about our sustainability
efforts. With increasing regulatory focus onenvironmental impact, we strive to exceed
basic standards and support our clients in
adopting sustainable practices.

Resilience reflects our ability to thrive amidst
challenges like climate change and resource
scarcity. Our sustainability programme equips
us to navigate disruptions and evolve to meetstakeholder expectations.

Climate change, the loss of biodiversity,
the health and social crisis and all theconsequences that result from it push us toquestion the impact of our actions.
We want to use our collective skills andrelationships to contribute positively and inventa more harmonious society – for our clients,
our talents and our communities.

Competitive advantage

Operating responsibly

Our clients and partners are developing theirsustainability programmes and demanding
more responsible, transparent businesspractices in their procurement processes.
As such, more and more corporations are
selecting their partners based on theirsustainability performance.

Accelerated consumption, globalisationand ecological decline demand a deep
understanding of the sustainability of our
supply chain.
We want to be part of the solution and leadthe transition to a more sustainable global
economy, enhancing resource efficiency andboosting social benefits, thus also securing
our business’s future.

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Today, sustainability is an essential partof any forward-thinking and well-integrated
company.

Sustainability is a business imperative.
It spurs innovation, engages stakeholders,and motivates our team, setting us apartin the market.

Business opportunity
Business growth remains strong in the sustainability
arena. From cleantech to renewable energy, green
buildings and sustainable fashion, all sectors arefocused on making more sustainable products
and services.
To achieve the market transition to a sustainableeconomy, people will need to meet, associations
will need to engage members, governments willneed to form collaborations, and businesses
will need to launch new products and incentivise
their staff.
The growth of this green, sustainable economy
provides a huge business opportunity for us to help
our clients engage and activate their stakeholders
around sustainable development issues.

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Creating responsible experiences

Creating responsible
experiences
Strategic objectives
1. Supply chain assessment approach and guidelines ready by 2024
2. 100% of our client proposals include an environmental/socialand carbon tracking approach by 2025

Key highlights

90Over the years, we have consistently proven that, by embedding sustainable thinking in everything
we do, we can improve efficiency, quality and participants’ experience, and simultaneously
accelerate innovation. This holistic approach to sustainable event management can reduce costs,
improve environmental impact, strengthen brand reputation and leave a lasting social legacy
within communities.
Using the design-thinking model, we identify and define our clients’ sustainability commitments,
business objectives, and attendees’ needs and expectations, and devise progressive strategies tosupport them in achieving their mission. Whilst we stress the necessity to comply with local labourlaws and job-specific requirements, we do not want to enforce any specific policies regarding
flexible working. Instead, we offer local teams a set of guiding principles to help them thrivein the new world of work, which include:

Sustainable project journey
Our sustainable process has been created with collaboration and clear objectives as the main focus.
This means that you will have meaningful and measurable data as a result of working with us.

client projects won or delivered about sustainability
or with an integrated sustainability approach

Successfully launched our event carbon footprint measurement tools(with 22 super users)

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Rethinking theengagement
approach:in-person/virtual/
hybrid/hubs

Sourcing suppliers
that integrate socialand environmental
practices acrosstheir operations

talents trained in sustainability practices“Our choices must have the potential to transform
our world. Our commitment is simple: to walk the talk.
And fast. Placing sustainability at the heart of what wedo. For real. With our clients. With our partners.
For our industry. For positive change. For ourcommunities. For our planet.”
Oscar Cerezales,
Chief Strategy Officer98

We strongly believe that sustainable experiences have a better outcome for our clients,
and deliver a positive impact far beyond the event.

Maximisinglocation-specificopportunities forin-person projects

Our approach:Integrating
sustainability
from the start

Involving ourclients in thedesign process
and understanding
their sustainability
commitments andambitions

Understanding theaudience and their
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Creating responsible experiences

Our responsible experience model

Empowering our teams

Whilst every project is different, and there is no “one size fits all” approach, we have developed apractical 5-part model to ensure that sustainable environmental impact, positive social impact, anddiversity and inclusion are a central part of how our projects are organised.

We strive to ensure our teams are ready to hit the ground runningwhen it comes to building sustainability into all that they do.
In addition to Sustainable and Inclusive Events Guidelines, we
provide regular online webinars or in-person training at grouplevel or locally. In 2023, 240 talents followed sessions onsustainability practices.
As part of their onboarding programme, all new talents haveto follow a module on sustainability.

Using data to future-proof events
1.

2.

3.

4.

5.

RETHINK

REDUCECHOOSEELIMINATE

HELP

F ood consumption
and event waste
management

C ertified suppliersD esign accessible andinclusive experiences:
communication,
venue, food, speakers,transportS eek new technology
and solutionsD igitalisation andgamificationC ollaborate withpartners and suppliers

100C ollateral material
and merchandise(Giveaways)
Resource-intensive
substancesTransportW ater usageE co-friendly signage
and materialF resh, local, seasonal
produce (organic
when possible)
F air trade andcruelty-free options
Energy-efficient
alternativesD isposable andsingle-use itemsH azardous chemicals
U nethical businesspractices (childlabour, discrimination,
corruption, humantrafficking)S ource locally andengage with local
communitiesL eave educational
legacyWith the EU CSR Directive coming into effect, we expect thatmany of our clients will need to disclose carbon footprint data
not only on their products but also on the (event management)
services they acquire.
In 2023, we launched two tools to measure the carbon footprintof client projects. These solutions (TRACE by isla and MyClimate
calculator) give us very useful insight into the environmental costof live, hybrid or digital events, helping us and our clients takeinformed decisions on where and how to minimise the project’s
carbon footprint.
We are still in the testing phase with 22 “Super users” whoassessed over 30 projects in 2023. However, our aim is that
100% of our client proposals include an environmental andcarbon-tracking approach by 2025.

D onate time, materials
and resourcesM easure and reportyour impactO ffset emissions to
support development

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Sustainable audiovisual design and production

AI for Good Global Summit

The audiovisual (AV) industry uses energy-intensive equipment to create immersive experiences.
This poses an environmental challenge, as our industry consumes a lot of energy, and produces e-waste.  

Dorier orchestrated and operated the technical environment for the International Telecommunication
Union’s AI for Good Global Summit, an influential platform driving AI advancements in global
development priorities such as health, climate, and gender equality. They also held engaging
workshops on immersive AI experiences.

The Dorier team, from our AV Experiences branch, is committed to evolving and finding creative
solutions that fulfill our clients’ desires to engage and inspire their audiences, all while minimising
environmental impact at events.
Dorier holds ISO 9001 and ISO 14001 certifications, underscoring their commitment to ongoingenvironmental performance enhancements.
Here are some of their strategies:
Source green and smart control technologies
Waste management processes
Support a circular economy by giving preference to material that can be repurposed or recycled
Leverage their strategic alliances with 100+ audiovisual companies in over 80 countries(to minimise equipment transportation and staff travel)  
Use their skills and reach to educate and raise awareness about sustainability issues and solutions.

“Metaverse – a brand new world
The metaverse is an exciting realm that merges physical and virtual reality,
creating a shared space where users can interact with each other anddigital objects in real time.
These technological revolutions invite us to rethink the entire digitalstrategies and business models of the future, including de facto the event
industry. Instead of flying across the globe for conferences, imagine
attending them virtually within the metaverse. Participants can interact,
network and share knowledge without leaving their homes, and we canprovide them with an immersive experience while significantly reducing
the carbon footprint associated with travel.
The metaverse promises to transform how we interact, socialise andbuild communities, but it relies on energy-intensive technologies,
so let’s use it wisely to create a more sustainable future!”
Nicolas Hersant,Managing Director, Dorier Group

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A holistic approach to integrating sustainability:
our sustainability strategy for associations
Associations are uniquely positioned to directly impact sustainability through their own operations
and business practices, whilst also amplifying the positive impact of their members. Furthermore,they are well positioned to help advance many of these issues and goals outlined by the United
Nations’s SDGs by activating the collective power, knowledge and experience of their members,
member companies and affiliated organisations.
Here’s how our association sustainability strategy works:

CAPACITYBUILDING &EDUCATION

Continuing professional
development, accreditation
programmes, and industry-widestandards are at the heart of mostprofessional and trade associations.
These initiatives focusing on
skill-building, competencies andon-going training can be a critical
tool in addressing sustainability
challenges.

INFORMATION& KNOWLEDGE
SHARING

Associations already help
members, member companies
and other stakeholders –including government agencies– stay abreast of the latest trends
and innovate. They sometimes
choose to focus enhanced
knowledge-sharing around specificSDGs, including providing
practical tools, examples, and casestudies.

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BEST
PRACTICESAND QUALITYASSURANCE

Many associations aredeveloping specific certification
programmes to address andpromote sustainable practices
in their industry, sector, or
profession.

CODE OFCONDUCT

Ethical standards, codesof conduct and operating
principles are a foundational
element of professional andtrade associations. They can beused to help implement bestsustainable practices among
members, customers and theentire industry or profession.

TECHNICALSTANDARDS &SPECIFICATIONSBENCHMARKING& RESEARCH

Through codes, standards,
guidelines and specifications,associations can help individual
members and member companies
understand and improve thepractical implications of key
sustainability issues. These
measures also underwrite andstimulate best sustainable practices.

Associations can conduct andpublish research that encourages
members and customers to reachthe highest levels of performance –and also holds them accountable.
Benchmarking reports are aneffective tool to help monitor andmeasure continuous improvement
and traction toward the SDGs.

ADVOCACY &PUBLIC AFFAIRSAssociations play a strong role
as a trusted and representative
voice of their industry or
profession. The collective voiceof members and customers caninfluence governments and policy
development toward effective
change that advances the SDGs.

PARTNERSHIPS& AFFILIATIONS

One of the most impactful ways
associations can address thelong-term goals of the UN’s
2030 Agenda for Sustainable
Development is by forming
partnerships with relevantorganisations, agencies andinstitutions to accelerate change
and tackle specific challenges.

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Sustainability, circular economy and converging industries:
the key trends in international and European public affairs
Societal shifts such as digitisation, decarbonisation and the sharing economy are leading industries
to converge and seek partnerships beyond their traditional realm. They generate new policy
challenges for governments the world over. logos, our global public affairs and communications
agency, is helping businesses and organisations to navigate through complex policy-making andregulatory processes, and to get their voices heard.
Already active in the sustainability, energy and mobility sectors, Logos is also fostering crossindustry synergies. One example is the 5G Automotive Association (5GAA), which brings together
the automotive, technology and telecommunications industries (ICT), working together to improve
the overall transportation industry to make it safer, greener and more efficient for vehicles, road
users and the surrounding infrastructure.

Connecting Europe’s decision-makers at the 2023 European
EnerGreenDeal Conference
In June 2023, logos and Business Bridge Europe brought together EU decision-makers and businessleaders in the energy sector for the 3rd European EnerGreenDeal Conference: a unique space inwhich to meet and shape the future of energy in Europe.
European Commission Executive Vice-President for the EU Green Deal Frans Timmermans andCommissioner for Energy Kadri Simson were among those involved in the discussions, which closely
examined the delicate balance between competitiveness, sustainability and energy security in Europe.
You can read our 10 takeaways here.

They are also currently working on a project to hold a conference for C-level corporate leaders
to discuss ESG reporting regimes.

“Technology, climate change and globalisation are
pushing industries to converge, and transforming
the way we live, work, move and consume. As major
economic sectors adapt, they must forge robust circular
economy value chains with far-reaching impacts. At
logos, our mission is to serve as a vital bridge connecting
organisations, policymakers and communities.
Through collaboration, we aim to facilitate sustainable
practices that yield positive environmental andsocietal outcomes.”Frédéric Soudain,
Managing Director, logos

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Revolutionising sustainability awarenessthrough strategic digital marketing
As the world increasingly focuses on sustainability, digital marketing has become pivotal in
shaping a more environmentally conscious and socially responsible landscape for associations
and businesses alike. Kabloom, our specialised association agency, anticipates a profoundtransformation in how corporations and associations leverage technology to foster positive change.
The digital age presents an unparalleled opportunity to integrate sustainability into the corenarrative of brands, enabling them to advocate for and enact real-world solutions to environmental
challenges. As digital platforms evolve, they become more than just channels for marketing;they transform into arenas for impactful storytelling and community-building aroundsustainable practices.
The World Economic Forum reported that sustainability-driven messages on digital platforms haveincreased engagement rates by up to 55%. When it comes to driving registrations for sustainable
events, multiple event campaigns run by Kabloom have consistently shown that strategic advertising
is a powerful tool. It drives over half of web traffic and boosts sustainable event registrations byover 30% of its original target. In addition, world awareness days, such as World Thrombosis Day,
serve as prime examples of the synergistic relationship between advertising and an association’swell-established public relations campaign. Strategic advertising delivers crucial information
to a targeted audience, providing them with access to vital details and opportunities for active
engagement. By utilising compelling visuals, infographics and engaging content, these campaigns
can educate individuals about health risks, encourage healthy behaviours, and promote early
detection and intervention.

I4C 2023: Designing digital advertising for driving sustainable investment
Kabloom, in alignment with its sustainability commitment, collaborated with the World Bank Groupfor the third year running to boost global registrations for the Innovate4Climate (I4C) initiative. Theirdigital advertising campaign was highly successful, accounting for 80% of website traffic and securing
over 60% of event registrations. By targeting specific personas with tailored content and messaging,
Kabloom generated more than 10 million impressions and 32,300 leads, significantly advancing I4C’s
objective of linking climate innovation with investment opportunities.
The I4C 2023 digital advertising strategy was structured around three key phases. Firstly, the pre-event
campaign utilised multi-channel marketing to raise awareness, incorporating search campaigns, digitaladvertising, and social advertising, along with tailored messaging for specific audiences. Secondly,
the live event campaign focused on promoting engagement through various strategies such as onsite
activities, social media walls, and advertising. Lastly, the post-event campaign leveraged the engaged
audience to promote on-demand content, extending the reach of I4C’s goals beyond the live event
dates through targeted digital ads.

Digital marketing is not just a tool, but a collaborative effort that supports organisations in theirsustainability and educational initiatives. By promoting their website, utilising hashtags, and sharing
impactful stories, digital marketing helps disseminate critical information globally. This collaboration
with like-minded professionals encourages other institutions to adopt environmentally responsible
policies, fostering a sense of shared responsibility and inclusion in global sustainability efforts.
Through strategic digital marketing, organisations can utilise diverse platforms to drive positivechange, build awareness, and nurture a culture of health and sustainability among their audiences.
Digital helps amplify their initiatives’ impact through effective communication and compelling
content to yield favourable outcomes for people and the environment.

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Creating responsible experiences

Leveraging our global network

Ovation Global DMC analyses net zero carbon in the events industry

Ovation Global DMC, our global destination management services & event organisation, has a
network of 67 local offices or strategic destination management company (DMC) partners worldwide,
all embracing sustainability as a core value. This translated into integrating social and environmental
considerations into their strategy, policies and day-to-day operational practices.

In response to the growing urgency of climate change and environmental concerns, the events
industry is recognising its significant carbon footprint due to factors like energy consumption,transportation, waste generation, and venue operations, as well as the need for sustainable
practices. Mid-2023, Ovation Global DMC conducted a survey to assess the industry’s stanceon net zero carbon events.

Ovation prioritises selecting partners and suppliers who align with our sustainability goals. This means
responsible sourcing and event production, and ensuring partners adhere to our Code of Conduct,
which emphasises ethical and sustainable practices.
Our local experts not only create meaningful sustainable experiences, but they can guide our clientsin their sustainability journey.

Key insights:
Most respondents were event planners, yet only a minority measures their organisation’s carbon
footprint comprehensively, with fewer assessing event-specific emissions.
While there’s a growing trend towards selecting sustainable vendors, only a small percentage
mandate such practices.
Achieving net carbon zero requires a holistic approach, including carbon footprint measurement,sustainable vendor selection, renewable energy adoption, and emission offsetting.

“Incorporating sustainable practices in destination management
services is not just a trend; it’s here to stay. And we DMCs havea crucial role to play in leading the way and making sustainability
a mainstay of our business.
We want to continue to help our clients, partners and suppliers
embark on that journey, showing that it’s possible to deliver
engaging experiences, while minimising our carbon footprint
and having a positive impact for local communities.”

Conclusion
Although the survey indicates that currently, only a small fraction of events worldwide actively
focus on reducing carbon emissions, there’s optimism that companies are gradually transitioning
towards sustainability in the future.
Ovation Global DMC is committed to contributing to a sustainable future, and encourages
collaboration within the events industry.

Rutger Hoorn,
Vice-President Global Sales & Strategic Partnerships,
Ovation Global DMC and IRF Board of Trustees

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Case story
Delivering a 360° sustainability approach
to bringing great minds together
HSM+ is the annual rendezvous for Brazilian entrepreneurs and executives
to connect with top scholars from prestigious international universities.
During this two-day event, executives participated in lectures and workshops,
gaining insights into the global market’s challenges.
MCI Brazil approached HSM+ 2023 with a holistic sustainability strategy; fromensuring diversity, equity and inclusion to reducing the environmental impact bycompensating carbon emissions, all aspects of sustainability were considered.
On site, an ESG specialist was constantly monitoring the event, managing waste
separation, checking all ESG items, and training teams and suppliers.

Key highlights
Environmental: 158.1 tons of CO2 emissions
compensated by planting 790 trees.
DEI: multi-gender bathrooms, diverse speakers andstaff, in terms of gender, origins and disabilities.
Training with 100% of suppliers: discrimination
inclusion, waste management, people.
This project won mci group’s Sustainability Awardin the category “Client Project”.

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Creating responsible experiences

Case story
Helping clients lead the way towards sustainability
MCI Benelux organised the Land & Carbon Lab Summit with the World Resources Institute (WRI),
a well-known research group dedicated to promoting sustainable development and tackling environmental
issues worldwide. WRI works closely with different groups to lead projects that put sustainability first.
Together with MCI, they successfully organised the Land & Carbon Lab Summit, showcasing our sharedcommitment to sustainability. The event content acted as a platform to champion eco-friendly initiatives,
while encouraging suppliers and stakeholders to embrace environmentally responsible practices.

Key highlights
Travel Impact: The carbon footprint from travel was offset by virtual participation,
engaging 839 individuals and enhancing content dissemination.

Our objectives
Utilising event session content to reinforce the sustainability of the hosted marketplace.
Influencing the supply chain and stakeholders to contribute to sustainable practices.

Venue Energy Use: A 3-star Green Key venue was chosen to minimise energy
consumption for venue and AV installations.

Minimising the overall event carbon footprint.
Generating minimal waste.
Prioritising sustainability in the selection process of our suppliers
Ensuring inclusivity and accessibility for all participants.

Food and Beverage Impact: The certified caterer prioritised local suppliers
and provided a vegetarian/vegan menu, reducing the environmental impactof food production, transportation and waste.

Materials and Waste: Sustainable choices were made for event materials,
including signage, to minimise production and disposal.

Accommodation Impact: Opting for a Green Key hotel reduced energy
and water use related to accommodation.

Digital Carbon Footprint: Digital services were optimised and centralised
to decrease energy consumption.

Community-Focused Initiatives: Local community contributions were madethrough initiatives like Alpaca and Skyfarms, with representation of Indigenous
communities at the event.

Inclusive Environment: The venue and session rooms were made accessible
for people with reduced mobility, and amenities like prayer and nursing rooms
were provided. Meal options were also adapted for various dietary needs.

Sustainable Branding: Seed paper lanyards embedded with wildflower
seeds were used, allowing them to be planted post-event to enhance garden
biodiversity. Returned lanyards were donated to Skyfarms, a Brussels-based
urban landscaping specialist.

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Environmental impact

Environmental impact
Our customers, our talents, governments and society at large are
more and more worried about carbon impacts, and we recognisethat our industry – and we as an organisation – need to address
this global concern and be part of the solution.
Since 2009, we have been tracking and transparently reporting
annually our environmental impact, improving how and what wemeasure. We remain committed to achieving specific, quantifiableobjectives that align with climate science.

By the end of 2024, an environmental approach
will be systematically proposed to every client

As a founding signatory to the Net Zero Carbon Events (NZCE) pledge in 2021,
we committed to the following four actions:Publish before the end of 2024 our pathway to achieve net zero by 2050 at the latest,with an interim target in line with the Paris Agreement’s requirement to reduce global
Greenhouse Gas (GHG) emissions by 50% by 2030.
Collaborate with partners, suppliers, and customers to drive change across the value chain.
Measure and track our Scope 1, 2, and 3 Greenhouse Gas (GHG) emissions according
to industry best practice.*
Report on progress at least every two years.*

Strategic objectives
By the end of 2024, we will have a functional tool
to track emissions linked to business travel

Our path to Net Zero

*Measuring and reporting since 2009.

By the end of 2024, we will use a centralised
platform to assess and monitor the alignment of
our suppliers/partners with our ESG goals
Be net zero carbon by 2030 on our scope 1,
scope 2 and scope 3 (company operations
activities) and working with our clients and supply
chain to be fully net zero by 2050

As part of our EU CSR Directives gap analysis, we plan to conduct a
double materiality in 2024, which helps us refine our pathway to net zero.
For now, we have identified the following key elements of our approach:
3% emission reduction annually (base year 2019), across our Scope 1, 2 and 3 emissions
from our own operations focusing on:– Fuel efficiency for company trucks (Dorier Group)– Energy efficiency and purchase of renewable energy– Continue to implement and improve existing energy efficiency programmes
across our Information Technology (IT) landscape

Key highlights– Reduce impact of our travel (for business or internal), including better
monitoring and development of travel policies.
Continue to support our clients in their sustainability transformation

Successfully launched our event carbon footprint
measurement tools (with 22 super users).

– Systematically offer sustainable solutions in all our proposals– Measure the environmental cost of the production of their projects– Collaborate and educate our suppliers; especially around sustainability metrics.

Successfully launched globally a new carbon emission
measurement solution for our company operations.

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We know that it will not be possible to reduce all our GHG emissions to zero.
We will balance any remaining emissions through high-quality nature-based climate solutions.

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Environmental impact

Measuring our carbon footprint
We are constantly refining what andhow we measure to be increasingly
transparent, reliable and accurate. In
2023, we launched globally a newcarbon emission measurement solution.
This new tool uses the Greenhouse Gas
Protocol (GHG), which is considered
the world carbon tracking methodology,
as well as using emission factors fromthe French database, Base Carbone® by
the ADEME (the French environmental
and energy agency), and other certified
databases.
Our new tool is certified by CDP(a not-for-profit charity that runs theglobal disclosure system for investors,
companies, cities, states and regions tomanage their environmental impacts),
the ABC (owner of the Bilan Carbone®
methodology, the French equivalent of
the GHG Protocol), and AICPA for data
security and ISO compliance.

Our reporting perimeterfor 2023 includes thefollowing three scopes:
Scope 1: direct emissions
from our vehicles fleet, andfuel emissions from stationary
sources.
Scope 2: emissions linked
to our electricity consumption.
Scope 3: travel, assets,
waste, other fuel emissions,purchased goods andservices. And NEW thisyear, we also factored in theemissions of the purchase ofservices (banking, insurance,
consulting fees, mail…) andoffice supplies.

There are some limitations to the scope of ourmeasurements this year, which will be correctedin our future reporting:
Our waste emissions are based on the international
average per FTE, but we identified the need toconsider also the waste generated from Doriergroup’s operations and activities (AV and event
production).
Employee commuting: a complex measuring
exercise, and industry-specific, as our talents
don’t work regular hours/days, we offer flex work,
and we have people working fully remotely.
We are working on a methodology to calculate
this for 2024.

Between 2022 and 2023, our carbon footprint increased by 5%. This can be explained by a wider
scope for analysing our emissions compared to previous years, as we included all our purchases ofservices and office supplies, three additional offices and the impact of the exchange rate against theinvestments in audiovisual equipment made by Dorier this year.
Business travel represents more than half of our total emissions, which is less than in previous
years, but our overall travel carbon footprint has reduced. This is due to the change of method in
calculating flights (adjusted to the ADEME methodology).
We also consumed a total of 704325 kWh of energy, including an equivalent of 33859 kWh offuel for our vehicles, 40772 kWh in gas and 670466 kWh in electricity. At constant office perimeter,
we increased our consumption by 2%. We are investigating what caused that increase in energy.
Renewable energy represents a large part of our energy consumption, and two of our largest offices
use 100% renewable energy (from our own solar or geothermal solutions, and from contracted grid).
In 2023, several of our offices switched to co-working spaces to optimise their environmental impact.

Our methodology to collect the business travel
brings too much data uncertainty, so we arelooking at solutions to better track our talents’ travel.
The use of monetary emission factor for Dorier’s
audiovisual investment is subject to the impact of
exchange rate fluctuation; we will analyse these
expenses in more detail to set a more appropriate
emission factor.

Our emission
sources per Scope

1.3%

12.9%

5%

53.5%
2019

2022

2023

SCOPE

Not measured

38.52

99.1

1

Direct emissions from stationary combustion units

41

3

8.2

1

Indirect emissions linked to electricity consumption

961

145

277

2

Business travel

6631

4156

3187

3

Scope 1

8.3%

Air business travel

6481

4072

3025

3

Road business travel

100

52

59

3

Scope 2Air business travel

Rail business travel

Rail business travel

50

31

36

3

Scope 3

Road business travel

Purchased goods and services

Capital goods

577

577

645.6

3

Fuel- and energy- related activities (not included inscope 1 or scope 2)

58

58

64.8

3

Purchased goods and services

245

21

986.1

3

Waste generated in operations

126

126

119.1

3

TOTAL

8639

5125

5386

Number of employees

2352

1588

1606

Emissions per FTE (tCO2)

3.67

3.22

3.35

Direct emissions from mobile combustion units

118

2.4%

2%

Results
Category (EN)Breakdown of our
Scope 3 emission sources

93%

19.7%

1.9%

Capital goods

Waste generated in operations

Fuel and energy related activities (not included in scope 1 or scope 2)

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Environmental impact

Mitigating unavoidable emissions
To achieve our net zero goal, we will have to rely on carbon
removal, or invest in climate protection programmes to offset
our unavoidable emissions.
However, while we navigate the complexities of carbon
offsetting, we are also striving to mitigate our carbon footprint.
That’s why, since 2017 we have partnered with Cool Earth,a non-profit organisation that works alongside rainforest
communities to halt deforestation and its impact on climatechange. We decided to partner with them because their strategy
of putting people first is aligned with our own core values.
In 2021, we decided that all internal group-wide meetingsorganised for our management teams and talents would
become carbon-neutral. We started by reducing the total
footprint of the events by making the best possible choices,and by mitigating our unavoidable emissions with Cool Earth.

What’s next
We will use our improved methods and data quality to revise
data from previous years if we find a significant discrepancy.
We will also work on creating more reliable protocols andcalculation methods.

Carbon footprint forour clients’ projects

Sustainable working
environments

Connections and social interactions are an integral part ofhuman life. Events are where people meet, celebrate, share andlearn. Like many other human activities, large-scale in-person
events are often accompanied by a significant climate footprint.

All our agencies are guided in the process of implementing
sustainable office operations. Programmes include reducing
energy and/or water consumption, sourcing clean energy,
smart printing practices, using healthy and sustainable catering
options for internal events, and recycling and/or banning
single-use plastic.

The average conference produces 1.89kg of waste per day
for each attendee, and 176.67 kilograms of CO2 emissions
per person, according to MeetGreen. Over three days, a large
corporate event could therefore contribute around 3,480kg ofwaste to landfill. A third of what is disposed of during an eventis recyclable, and delegate travel accounts for almost 90% of its
carbon emissions.
We want to accompany our clients on their sustainability
journeys and we feel it is our responsibility to propose moresustainable choices to reduce the carbon footprint of the
projects we run on their behalf.
In 2023, we launched two new tools to help measure, reduce
and, if needed, offset our client projects’ carbon emissions. In
order to ensure all our events are going above and beyond on
sustainability, we are committed to integrating an environmental
approach to 100% of our clients’ proposals by the end of 2024.

Data quality is especially difficult for Scope 3 emissions,as they are sometimes outside our direct influence. We arelooking at how we collect and compute Scope 3 emissions(especially around business travel and supply chain) and wantto enhance both data quality and coverage so that over time
we can obtain independent limited assurance over a bigger
share of Scope 3 emissions.

Raising awarenessabout climate change

We want to develop our capability to measure businesstravel more accurately so that we can assess the percentageof travel emissions that result from our clients’ projects versus
our own travel for company operations. From there, we will beable to develop a global strategy to reduce our emissions. Withthe transformation and evolution of our client solutions offer,
we also expect a reduction of our travel over time.

By cultivating shared values and beliefs within our organisation,
whereby the words and actions of our leadership demonstrate
the importance of sustainability within mci group and beyond,we can educate and inspire positive action from our talents.

In order to inspire change, organisations need to nurture
deeper discussions about sustainability and create a corporate
culture of care.

Through regular internal initiatives, we also raise awarenessabout what sustainability is to us, and what we do within ourcompany to contribute towards it. Some examples include:
Sharing insights in The Beacon, our quarterly sustainability
newsletter
At group level: Sustainability onboarding for newcomers,
regular webinars

We have developed comprehensive office sustainability
guidelines to further support our agencies in this process.
These include tips to improve their operations on environmental
aspects, but also on diversity & inclusion and health & safety.

Certifications
Around the world, our offices ensure that they adhere tobest practice sustainability processes. In many cases, ouragencies have sought to have these processes validated,
and their performance measured, through widely recognised
certifications. A list of these instances can be seen below:
Dorier Group, our audiovisual experience design agency,
in addition to existing IS0 9001 certifications, is also ISO
14001 certified. This standard certifies Dorier’s effective
environmental management system, and highlights theagency’s progress in reducing the environmental impact
of its events and day-to-day operations.
MCI France and MCI Middle East are ISO 20121 (Eventsustainability management systems) certified.
MCI Spain received the Biosphere certification, a private
voluntary and independent certification system, based on theprinciples of sustainability and continuous improvement, andis currently preparing for ISO 20121 certification.
MCI Benelux is EMAS-certified (the Eco-Management andAudit Scheme).
MCI Denmark received the Green Key certification(Environment and Sustainability).
As our sustainability practices continue to grow, more of
our agencies are following the lead with the acquisitionof sustainability certifications of their own.

Digitisation – the cloud
Since the end of 2021, we have migrated and outsourced
our servers to a cloud-based infrastructure to reduce ourenvironmental footprint.
Our infrastructure and applications are now hosted on Microsoft
Azure and Office 365, which are the best-in-class solutionsin terms of sustainability. Microsoft has implemented energyefficient technologies and solutions and commits to limiting theCO2e consumption of its data centres.
We have also been able to further reduce our impact byadopting collaborative digital tools such as Microsoft Teams,
which connect our teams whilst reducing travel.
Best practices and tips on how to reduce our digital carbon
footprint are regularly shared through internal awarenesscampaigns, training, and are part of our onboarding
programme. We have also organised a digital clean-up day
to raise awareness among our talents, and push them toreduce their storage consumption.
In 2023, we renewed the ISO 27001 and 27701 certifications,which certify an efficient security system and a data privacy
management system.

“As a group, we turn to technology
to increase efficiency and innovation
wherever possible. Our use of cloud-based
solutions allows us to reduce our carbon
footprint and, whilst our data usage is
growing, we have launched a cleaning
project to reduce our storage and control
our emissions.
We continue optimising our
infrastructure and implementing
solutions such as AI, AR and VR
to keep mci group as innovative
as possible.”
Edouard Duverger,
Chief Information Officer

Face-to-face workshops or training organised by our offices
One of our objectives is to specifically train Managing
Directors, Human Resource-responsible, and sustainability
champions on sustainability: what it is to mci group,
what are the objectives, and what is expected.

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Environmental impact

Delivering fully integrated sustainability consulting for a cause
Hosted by Gavi, the Vaccine Alliance, which helps vaccinate children against deadly and debilitating
infectious diseases, the Global Vaccine Impact Conference convened world leaders and immunisation
experts around the theme “Raising Generation ImmUnity”.
MCI Spain was mandated to ensure sustainable practices were integrated into all aspects of the event,from the selection of suppliers to the choice of menus or decoration to the carbon footprint calculationand offsetting strategy. Our teams at MCI Spain designed a sustainability strategy following key
objectives: Rethink, Reduce, Reuse & Replace. To do so, only suppliers with sustainability certifications
were sourced.
Thanks to Trace, MCI Spain identified the environmental impact of the event. Using MyClimate, ourteams compensated the event’s carbon emissions by supporting a project providing biogas systems
which benefit Nepalese families.

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Environmental impact

Case story
Crestron Summit: combining consultative
excellence with sustainable operational mastery
The Crestron Summit aimed to elevate a conference to align with the brand’s
global tech workplace summit in North America and Asia. The summit was
designed to run smoothly with multiple digital touchpoints, brand amplification,
and a sustainable approach.
MCI Australia’s honest open dialogue related everything back to the summit
narrative, which was a driving factor of MCI’s growth across the event. MCI
meshed perfectly acting as a valuable extension of the Crestron team while fillingin gaps and becoming a trusted adviser.
Our team’s comprehensive approach, combining strategic alignment,
operational excellence, consultative guidance, and creative sustainability,
resulted in a successful event that met and exceeded the client’s expectations.

Key highlights
Reusable modular re-board signs made from recycled cardboard
Green certified furniture suppler Valiant: 100% carbon-neutral featuring
textiles made from recycled plastics, recyclable packaging and energyefficient warehousing
Digital collateral and QR code integration to reduce the need for print waste
Recycled leather notebooks (merchandise)
Green certified venue

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Environmental impact

Case story
Paris Peace Forum: Helping to build
bridges for worldwide peace
For the sixth consecutive year, the Paris Peace Forum gathered key players inworldwide governance on November 10-11 at the Palais Brongniart. The focus of the2023 Forum was to “Seek Common Ground in a World of Rivalry”, amidst growing
divisions, posing a threat to international collaboration on critical global challenges.
MCI France is proud to have accompanied the Paris Peace Forum teams, uniting
4,000 attendees in over 80 sessions featuring speakers from governments,
international organisations, civil society, the private sector, philanthropy and academia.
At this edition of the Peace Forum, we made significant strides towards sustainability.
We took a holistic approach to reduce our environmental impact by implementing
various initiatives.

Key highlights
Use of environmentally-friendly cardboard badges, minimising theuse of plastic and other non-biodegradable materials.
Waste management ensuring proper recycling and disposal practices
Reuse of existing infrastructure and materials such as structures,
signage and audiovisual equipment from previous editions of the Forum.

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Environmental impact

Case story
Boston Consulting Group and
MCI Germany unite for climate change
MCI’s mission encompassed the end-to-end management of the C&S Global Meeting2023 Berlin event which gathered 400 participants over two evenings in Berlin.
BCG’s Climate & Sustainability (C&S) is an emerging area within the business, andthe C&S Global Meeting 2023 in Berlin marked the first global convening of thecompany. Berlin was selected as the host city due to its central location globallyand its strong climate and sustainability options.
The primary objective of the event was to facilitate global collaboration within the
climate and sustainability teams. MCI’s sustainable approach ensured the successful
execution of BCG’s C&S Global Meeting 2023, aligning with the client’s commitment
to climate change and sustainability. The event not only facilitated meaningful
global collaboration, but also served as a testament to BCG’s dedication toenvironmental responsibility.

Key highlights
Sustainable transportation was prioritised with the use ofclimate-neutral e-buses for local transportation
The event was hosted at local, down-to-earth venues, specifically
BRLOW Brewhouse and Armenius Markethall, both within walking
distance of each other.
A ‘plug & play’ approach was adopted, leveraging the original
aesthetics of the venues. This eliminated the need for surplus
furniture, tablecloths and flowers, reducing waste.
A vegan and vegetarian menu was exclusively served throughout theevent. To further minimise waste, menu cards were replaced with
chalkboard buffet labelling, and recycled napkins were used.

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Protecting our people and assets

Protecting our people
and assets
Strategic objectives
1. Every year, 100% of projects areassessed through our audit tool (ESST)
2. Every year, 100% of Duty of Careobligations (protecting our talents forrisky travel) are completed
3. Maintaining our ISO 27001 (information
security) and ISO 27701 (privacy
information) certifications

4. Maintaining an 80/100 score
in office safety for every audit
we perform every 3 years
5. 100% of Managing Directors
are trained for operational crisis
management every 3 years

A robust health &safety strategy
The health, safety and security of our employees,
clients and events attendees across the world are
a top priority. Through a comprehensive strategy
following our six pillars of Health & Safety – officesecurity, duty of care, risk management, data andinformation security, business continuity plan andcrisis management – we ensure safe and secure
operations all year round to protect our people
and assets. Over time, we’ve gradually embedded
this strategy in our processes, and refined it withincreasingly efficient tools.
Our safety and security programme consists of 40
health and safety coordinators, and is managed byour group health, safety and sustainability director,
Emmanuel André, a certified safety engineer.
Together, they ensure safe and secure operations
for mci group talents and clients around the world.
Our strategy
Office security

Key highlights

7

offices audited by our group health, safety and sustainability
director in terms of security

25

projects were subject to an extensive risk analysis

project managers followed crisis trainingcrisis exercises concluded

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Risk management
Data protection & information security
Business continuity
Crisis management

We ensure all our agencies follow officesecurity guidelines such as implementing safety
protocols, conducting risk assessments, providing
safety training to employees, including first aid
procedures, and investing in safety equipment andinfrastructure, like fire protection systems.
All project managers and people involved in event
management are familiar with our methodology
for a safe event, and use checklists at their disposal
to ensure all measures are in place to guarantee
a seamless, secure experience onsite.

Duty of care
Whether working from home or abroad, we’re
dedicated to going the distance when it comesto protecting our teams. Thanks to the use of
Safeture services, we can identify countries at risk
and provide automated security alerts and safety
information on users’ smartphones while they areabroad. With the Safeture app’s SOS button, ourtalents can instantaneously alert our group health,safety and sustainability director of any emergency
so that assistance can be provided.
For employees travelling to high-risk destinations,additional procedures are in place to ensure
appropriate measures are being taken to protect
them from harm.

duty of care procedures were completed for medium-risk travel,and one duty of care procedure for a high-risk destination

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70
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Duty of care

Safe working environments“My objective is to achieve a point
when safety has become such an
integral part of our processes that
nobody thinks about it. It’s likewearing a seatbelt when driving;
we’re so used to it that we don’tknow it’s there.”
Emmanuel André,Group Health & Safety Director

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Protecting our people and assets

Risk management

Responsible AI

Cybersecurity

Our events are assessed for security, dataprotection, duty of care and sustainability risk
through our internal audit tool and security
checklists.

We are committed to implementing systems
that adhere to core principles in the responsible
development and use of AI. All tools and platforms
are assessed from an ethical, privacy and security
perspective.

We’re proud to announce that in 2023 we’ve renewed
the ISO27001 (Information security management systems)
and ISO27701 (Privacy Information Management System)
certifications. We’ve also added Dorier Suisse SA services
to the scope.

We have set up an AI Governance Committee
to supervise the implementation, adoption andrisk management related to artificial intelligence.
This committee consists of our President & COO,
CFO, CIO, CISO, DPO & Risk and Compliance
Officer, and other senior stakeholders responsible
for the safe and responsible use of AI within
our group.

These certifications and methodologies ensure that our data
and talents are protected, and our teams are equipped tocomplete the necessary actions to protect our data.

Potential risks are managed locally or with our
security experts’ help. Our internal assessment tool,
ESST (Event Safety and Sustainability Tool), assists
us in this task.
To empower our teams to take their security into
their own hands, we have also developed basic andadvanced level training for our offices and staff.
To ensure this training is engaging and memorable,
we even created a health and safety game thatteaches our teams to evaluate risks and takeappropriate measures. In 2024, we will update
the game to keep it engaging.

With the new entry into force of the EU AI Act,
we are currently reviewing our processes toensure our compliance.

Data privacy and information
Protecting personal information is crucial to ensure sustainable operations. We are committed to adhering
to strict data protection regulations, and have put in place robust policies and technical measures to secure
all the information we collect.
To ensure our methods and procedures remain effective over time, our group’s data protection officer
and chief information officer regularly review our policies and standards, adapting them to changes inour business, technology, infrastructure and regulations.

As part of our onboarding programme, we provide IT security
training for new talents joining the group, making sure we havea participation rate above 80%, and we run regular awarenesscampaigns on fraud and phishing alerts across all our agencies.
To ensure that teams can remain in the know, we also make all
policies and best practices readily available at any time on our
intranet. We even created an IT Charter that every talent must
sign, so that we can maximise security and awareness as earlyas possible in the recruitment process.
In 2023 we also achieved an outstanding score of 939 out of
1,000 in the CyberVadis cybersecurity assessment. This places
mci group among the best in the industry for data protection
and risk management.

Business continuity andcrisis management

Our systems and processes comply with the European Union’s General Data Protection Regulation(GDPR), ISO 27001 for Information Security Management Systems, and ISO 27701 for Privacy Information
Management Systems, ensuring they are secure and meet high standards. We also conduct training
sessions for our talents and local referents. Every member of our team has signed a dedicated data privacy
charter, which reminds them of their rights and responsibilities concerning data protection.

We’ve developed and implemented our own business
continuity plans to ensure our leadership is always equipped
to deal with a crisis. As part of this plan, we test and train ourleadership teams and project managers with crisis management
live exercises several times throughout the year.

In recent years, as we’ve shifted towards more virtual and hybrid solutions for our clients, we’ve updated
our processes and policies to suit these changes.

In 2023, 70 project managers followed crisis training
and six crisis exercises were concluded at a group level.

“The aim is to embrace innovation
in a compliant way.”

This provides them with the tools needed to perform anadvanced business continuity and crisis management planin case of an emergency.

Anne Lesca,
DPO, Risk and Compliance Officer

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Business ethics

Business ethics
We recognise that our culture can have a significant impact beyond
our agencies and ventures. That knowledge drives us to do betterand grow further every day. This is why we are committed tobuilding an ethical business culture, ensuring we conduct ourselveswith honesty and integrity, driving positive change throughout our
supply chain.

Our business ethics approach is based on the UN Global Compact framework,
which we have been signatories of for more than 15 years. It is also guided byTransparency International’s Guide – Business Principles for Countering Bribery.
It consists of the following key pillars:CommitUN Global Compact call to action“As a signatory of the United Nations Global
Compact, mci group does not tolerate
bribery or corruption. We are committed toacting ethically in all aspects of our business,maintaining and improving the highest
standards of honesty and integrity. It is partof our core values, and we firmly support
international and local efforts to eliminate
corruption and financial crime.”
Sebastien Tondeur,Chief Executive Officer

In addition to our CEO’s commitment, we signed the UN Global Compact Call to Action
and are calling on governments to promote anti-corruption measures and implement policies
that will establish sound governance systems. The call-to-action urges governments tounderscore anti-corruption and good governance as fundamental pillars of a sustainable
and inclusive global economy.

AssessCompliance with best practices, laws and regulations
Following our business ethics risk assessment, the risk of corruption and bribery across ourgroup was defined as low. Some of our offices are in countries with an increased risk ofcorruption, especially in projects with governmental organisations, and we will continue tomonitor and assess these situations on a need basis.
In 2023, mci group received no fines or sanctions for unethical business practices and noncompliance with environmental or marketing & communications laws and regulations. We hadno substantiated complaints regarding breaches of customer privacy and losses of customer
data. No cases of discrimination or human rights violations were reported, and no injuries
were reported.
Finally, mci group does not make contributions to political parties or politicians.

Healthcare industry regulations and complianceIn addition to our standard event practices, the projects we organise for our clients in thepharmaceutical and medical device sector are bound by strict codes of conduct in compliance.
We adhere to the rules and guidelines laid down by IFPMA, EFPIA and MedTech Europe, andrelated respective regional and country codes. These rules cover activities such as commercial
and medical publications, interactions with healthcare professionals (HCPs) and related hospitality
through direct and indirect sponsorship, and give guidance for personal, virtual and hybrid
engagements with HCPs and HCOs.
Our healthcare Subject Matter Experts and the respective Account Directors are responsible
for the implementation and the training of processes and procedures for our talents, and work
closely with our ethics team.

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Business ethics

DefineProcedures and policy
Our code of business conduct sets clear ethical expectations for all our talents and agencies.
Based on the UN Global Compact principles, our code expresses values and beliefs for conducting business
responsibly and transparently.
Our policies and expectations are an integral part of our employee contract, and are shared with all newtalents as part of our onboarding programme. So that our employees always have easy access to the relevant
information, we have a dedicated “ethics” section on our intranet with our policies and guidelines, as well as
training presentations on how to deal with ethics-related challenges.
The policies are assessed regularly by our group sustainability team and ethics council, in collaboration withthe appropriate shared service teams (finance, procurement, legal, HR). They must also be reviewed andsigned off by the executive committee.
We strive for associate ventures, affiliate companies and preferred partners to adopt ethical standards that areconsistent with our own. For acquisitions, our due diligence processes also cover ethical risks.
We apply our values to our supply chain through our supplier code of conduct.

ManageImplementing good governanceOur board of directors, executive committee and group management team ensure the tone of good
governance at the board level, applying the solid principles and values that provide the framework for how we
do business.
The Ethics Officer is responsible for reviewing and responding to any compliance issues.

Escalation and whistleblowing procedures
mci group encourages the reporting of any suspected unethical, illegal, corrupt, fraudulent or undesirable
conduct involving our business, and protects individuals who raise a concern, so that they can do so without
fear of victimisation or retaliation.
Reports of violations or suspected violations will be kept confidential to the greatest extent possible, consistent
with the need to conduct an adequate investigation.
Our employees will not suffer demotion, penalty or other disciplinary action for reporting a concern, even if
our company may lose business due to the refusal to do so.
When in doubt about a potentially unethical situation or the best course of action, employees, clients or
suppliers can communicate directly with the local management team. If they are not comfortable speaking with
their contact person, or not satisfied with the resolution, they can fill out a report on our external and secured
platform or contact our business ethics team at ethics@mci-group.com.
In 2023, we received zero reports from whistleblowers.

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Supply chain management

Supply chain management
Procedures and policy
1. Supply chain assessment approachand guidelines ready by 2024

Key highlights 2023

300+

local preferred suppliers signed
the Supplier Code of Conduct

Supply chain management
and procurement
Our progress towards being a more sustainable organisation
creating more sustainable events now depends more thanever on collaborating with our partners and suppliers to drivechange across the whole value chain.

To drive our culture of responsible buying, we leverage
our size and scale to advocate for more sustainable
practices inside and outside our company. Throughour strategic partnerships with leading hotel chainsworldwide, we’re not just integrating sustainability into
our decision-making; we’re pioneering a new era ofcollaboration. We are pleased to report that all our 10
preferred hotel partners have signed our Supplier codeof conduct, representing around +9,000 hotels.
By actively involving our internal buyers and external
hotel partners, we’re collectively shaping sustainablestrategies and executing tangible actions. Our vision
is a future where sustainability lies at the heart of every
business decision, not only within our industry but
beyond.”Our Preferred Partners: the world’s largest hotel chainsmanaged by our procurement group team. Today the top
10 hotel chain groups have signed our Supplier Code of
Conduct, representing around +9,000 hotels.

At a strategic level, our supply chain is managed by our
global procurement teams, who work hand in hand with ourgroup sustainability team. Each agency has a procurement
responsibility in line with our Code of Business Conduct, whichhelps to keep our operations as sustainable as possible at the
supply level.

Our Strategic Partners: a network of local offices andstrategic DMC (Destination Management Company) partners
managed by Ovation. This represents 42 selected StrategicPartners and 25 Ovation offices that align with Ovation’ssustainability goals, and adhere to Ovation’s & MCI’s Codeof Conduct.

Our supplier code of conduct outlines our minimum
expectations in terms of labour practices (such as
discrimination, decent work and health and safety), humanrights (including child or forced labour), ethical matters (antibribery and corruption) as well as environmental commitments.
The document also states that we will give preference tosuppliers with the best sustainability practices, and include aright to audit provision.

Our local preferred partners: a list of more than 300
regular partners selected by the offices (based on total
spend), among them specialists in transportation, venues,
catering companies or other event services providers.
Our largest offices are beginning to structure themselves tolaunch the “Local Procurement Task Force”, consistingof talents who are committed to focusing on reviewing andassessing local partners and suppliers, actively engaging
with their suppliers to ensure they align with our ESG goals.
The task force will provide internal knowledge, training
and guidance to all talents on how to assess and promote
ESG for all our suppliers.

We expect all our partners, suppliers and subcontractors toadhere to and support this code, which is why it is an integral
part of our vendors agreement, and all our suppliers must sign.

Scale of supply chain“As a signatory of the UN Global Compact, we arecommitted to promoting ethical, social, environmental,
and human rights best practices within our business andhold our partners and suppliers to the same standards
as we hold ourselves.

A sustainable procurement policy is beginning to take shapewith our different categories of suppliers, and we now havearound 10,000 suppliers worldwide who have directly or
indirectly signed our Supplier Code of Conduct:

Our extensive solutions portfolio and intricate organisational
structure means we have a complex and dynamic supply chain
ecosystem to manage. On average, our teams contract yearlywith close to 50,000 suppliers. They fall into two categories:
those providing goods and services for our company operations(IT, office space rental and maintenance, telecommunications,travel, bank, insurance and other services) and the largest
group comprises of the whole range of providers we subcontract on behalf of our clients (venues, hotels, catering
services, transportation, décor, entertainment, digital services,etc.) to manage their projects.
In 2023, we spent €300+ million on third-party suppliers tomanage client operations. This does not factor in the indirectspend on behalf of our clients, wherein we were acting as anagent.
In addition, we contracted more than 1 million hotel room/nights for a total estimated spend of €315+ million.

Supplier engagement
Suppliers are increasingly committed to environmental andsocial best practices which, in turn, helps us to deliver moresustainable projects.
However, there is always more to be done. To ensure that the
supply process is constantly being refined, we continuously
engage with our suppliers and partners to define how we canaccelerate improvements across the value chain together.

Assessing performance
An initial assessment of our suppliers is done through ourinternal safety event audit tool. Further evaluations of suppliercompliance against our code of conduct are then conducted on
both random and specific bases.
Our local and group procurement teams are also provided
with tools to evaluate performance independently. For highprofile events, our group sustainability team may be involved inassessing and auditing performance.
We have identified supplier assessment as an area where
we need to improve and create more rigorous procurement
processes and define a tracking methodology. An audit
task force, consisting of our group data protection, risk &compliance officer, our global procurement manager, ourgroup sustainability team and one member of our executive
team, is working on an audit approach that will cover: risk andfinancial analysis, data protection, information security system,
ethics and social and environmental criteria.
As a first step in our supplier assessment approach, we plan tolaunch a new platform in 2024 that will enable us to implementa pre-engagement supplier due diligence questionnaire that will
cover data protection, compliance, sustainability, human rights
and labour standards.

Quentin Remy,Head of Global Procurement & Strategic Sourcing
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Partnering with our industry

Partnering with our industry
Here are some of our initiatives:

Engaging with the industry
to drive positive changeWith a 35+ year proven track record and an agency networkthat spans the globe, we strive to extend our influence beyond
the field of sustainable events, and serve as both a vocal advocate
and a foundational pillar for the sustainability sector at large.
In line with SDG #17 “Partnership for the Goals”, we havetaken an active role in encouraging clients, partners, suppliers,
competitors and governments to adopt a higher standard ofsustainable business practices within the industry.

Our agency MCI has signed the Net
Zero Carbon Events Pledge, an industry
initiative to address climate change, andsits on the board committee and in thetask force to help construct an industrywide roadmap towards net zero by2050 (see more info under the section
Environmental Impact and the chapter
Our pathway to Net Zero).

mci group, with leading event industry
organisations IMEX, European Cities
Marketing ICCA and ICCA’s Scandinavian
Chapter, launched the Global Destination
Sustainability Movement. This collaborative
platform promotes the sustainable growth ofinternational meetings and events destinations,highlighting best practices and responsible
business tourism.

Since 2007, mci group leaders havedelivered hundreds of keynote sessions
and workshops on sustainability,
inspiring change and better businesspractices, reaching close to 40,000
people in the events industry.

mci group experts are involved in developing
learning resources, standards and/or
sustainability initiatives in the events industry,
such as the events industry sustainability
principles (by the Events Industry Council), forall of which mci group is a launching signatory

Finally, mci group representatives occupy prominent positions within event industry associations or local
convention bureau sustainability task forces, enabling us to share our sustainability vision and knowledge,
and collaborate with a broad audience.

Key global associations we belong to include:
ABPCO (Association of British
Professional Conference Organisers)

IAPCO (International Association ofProfessional Congress Organisers)

AMCI (Association Management
Company Institute)

ICCA (International Congress andConvention Association)

ASAE (The Center for Association Leadership)

INCON (international community of experts andspecialists working on trust in cyberspace)

Association Forum
AV Alliance
CRN (Congress Rental Network)
ESAE (European Society of Association
Executives)
FICP (Financial & Insurance
Conference Planners)
IAEE (International Association of
Exhibitions and Events)
HSMAI (Hospitality Sales and Marketing
Association Intl)

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IRF (Incentive Research Foundation)
JMIC (Joint Meetings Industry Council)
MPI (Meeting Professionals International)
PCMA (Professional ConferenceManagement Association)
SAMA (Strategic AccountManagement Association)
SITE (Society for Incentive Travel Excellence)
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About our reporting

About our reporting
Why do we report?
We produce this sustainability report for three key reasons:
1. To drive the performance of our sustainability processes
and accountability beyond that of previous years
2. To build trust in our brand by voluntarily and transparently
communicating our past performance and future strategy
3.	Compliance: clients, governments and financial institutions
are increasingly demanding that we report on oursustainability programme

Stakeholder engagement and materiality
Stakeholder engagement and materiality process is a key part of our sustainability strategy. The
scope and issues covered in our 2023 report are selected based on the GRI standards reporting
principles, the GRI boundary protocol, stakeholder input from the materiality assessment, andongoing trend analysis.
We take a precautionary approach to our sustainability strategy and report on issues that arematerial to our current and future business and to our stakeholders: our talents, clients, suppliers,
our industry, shareholders, the community, media, NGOs, governments and regulators.
The stakeholder engagement process follows eight steps conducted as part of the reporting
process. These steps include managing and reviewing key stakeholders, conducting surveys withkey stakeholders, researching trends affecting the business, reviewing third-party research tounderstand global megatrends, conducting an internal risk assessment, assessing all identified
issues and prioritising critical issues for focus within the strategy, reviewing, discussing, giving
feedback and approval by executive management, and presenting findings to key stakeholders forreview.
We are currently assessing the disclosure gaps between our present environmental, social andgovernance reporting and the new EU CSR Directives. As part of the process, we will conduct a
double materiality, which will be presented in our next report.
For now, our approach is still based on our last materiality assessment, which consisted of formal
and informal methods, such as online surveys of our talents, surveys sent to our corporate andinstitutional clients, and interviews with clients, suppliers and industry partners.
Further input was solicited after the survey results were shared with the respective stakeholders. Our
shareholders were addressed through the management team and the advisory board.
The full results details can be found in our 2022 report.

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About our reporting

Materiality matrix

Materiality matrix

We define issues that are material
to our company as those that:•Have or may have a significant impact on
the company’s finances or operations
Have or may have a significant impact on theenvironment or society, now or in the future•

Can substantially influence the assessments,
decisions and actions of our stakeholders
and shareholders

Responsible consumption andproduction on clients’ projects

Better life for people
through decent work andethics in supply chain

Health and wellbeing
Diversity, equity, inclusion and belonging
Safe and secure working environments
Learning and development
Responsible consumption and production
Responsible sourcing
Sustainable office operations(focus on digital carbon footprint)
Giving back to the community

Importance to stakeholders

We chose to prioritise the following
material topics:••

Innovation for better
environmental and social
impacts••

Health andwellbeing

Sustainable office operations(incl. sourcing)••

Safe and secure working
environments•

Diversity, equity,
inclusion &belonging

Learning and development•

Give back to thecommunity

Clean or renewable energy••

Challenge, motivate, train
and assess our suppliers

Challenge and support
our industry, cities andgovernments

Relevance to mci group

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About our reporting

Key impacts, risks and opportunities

Operational risk assessment

The global scale of mci group can have significant indirect and direct impacts on our business, and the wider world.

A formal risk management process takes place every year, in which mci group key stakeholders identify
and assess global operational risks. The top 12 risks are then presented and validated by the Board.

Economic impacts

Environmental impacts

Our 2023 revenue and direct financial impact
reached almost €493.1 million.

In 2023, we managed close to 5,100 projects across
30+ countries, bringing 1.95 million participants.
With the evolution of our service offerings, we’re shifting
towards more online activations, which reduces our
direct (travel) and indirect impact.

Not only do the projects we organise generate revenue for ourcompany and tax for the local governments where we operate,they also provide a return on investment for our clients, whilst
generating indirect income for local businesses.

Virtual 9%This injection of capital into local areas helps to create jobs,
drive tourism and even accelerate innovation and economic
development.
When considering its wider indirect and induced impacts,
the travel and tourism sector contributed an estimated USD 7.7
trillion to the global economy last year, and supported morethan 295 million jobs. This equals 9.2% of the world’s GDP,and approximately 1 in 10 jobs. (Forecasted 2023 figures
published by the World Travel & Tourism Council).

Live 61%

Hybrid 16%

Strategic Consulting
29%

To continue to move the group’s sustainability efforts forward, a specific action plan to mitigate these key
risks is defined and monitored for next year’s risk assessment.
Our risk assessment process reviews over
90 risks, which are divided into eight areas:

Key risks identified in 2023 (for 2024):

Business development

Loss of key personnel –Failure to retain employees

Fraud

Mental Health – NEW

Governance/structure

Cyberattack

Human resources (HR)Inability to charge more to clients due to rising costs

Information technology (IT)

Lack of productivity and unified systems,
no adherence to operational processes

Laws and regulations/compliance
Reporting control
Reputation

High-risk pricing models
Incorrect/incomplete contracting with customers
and suppliers
Acquisition mistakes

Large-scale on-the-ground experiences are highly resourceintensive and can have positive and negative environmental
consequences for the host city and population.
Our direct environmental impacts are the energy used to power
our offices, the carbon emissions from data traffic and storage,
waste, talent mobility and travel.
Our highest emission source is the travel we do to manage
our client projects (close to 60% of our total CO2 footprint).

Climate change – NEW(Stricter compliance with regulation, cost increase)
Macroeconomic developments leading to
global slowdown or business interruption,e.g. because of a pandemic, a war…
Losing the technology race – NEW
Unforeseen AI impact on the business – NEW

Indirectly, if we include our client events in our total footprint,
our impacts are transportation, waste, water and energy
consumption, food and beverage and materials usage(communication and materials, audiovisual, etc.).

Social impact
Events bring people together and, by their very nature,
impact our talents, suppliers, attendees and the communities
where we operate.

Participating more deeply in local economies by employing
local talent, choosing local suppliers and adding a community
element to support local needs will also have a positive impact.

Our social impacts include labour practices, human rights,
occupational health and safety, training and education,community citizenship and investment, communicationand legacy.

Since 2010, mci group talents have raised close to €25.5
million for community projects.

We believe that by engaging and supporting local communities
and international sustainability causes, we can leave a positive
legacy through education, workshops and collaborations.

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In 2023, we made an indirect contribution of over €3.5 million
in pro-bono event management and through the fundraisingprograms we helped to run, excluding any charity programmesorganised within client projects.

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About our reporting

Trend analysis – tomorrow’s challenges and opportunities
Today’s global business environment is more complex,
uncertain, volatile and dynamic than ever, with sustainability
being one of the most significant challenges facing the global
economy. As such, we have outlined several key trends thatwill impact our clients, our business and our industry overthe coming decades:

PlanetAs the impact of climate change becomes increasingly apparent
and public concern heightens, we will likely see an escalationof citizen protests, increased employee advocacy and disruptionof fossil fuel supply chains by climate activists.
Climate mitigation
We should see a rapid acceleration in the advancement andapplication of low-carbon technologies. Asset managers
will increasingly move to divest from carbon-intensive coalcompanies in their actively managed portfolios to reducerisk exposure.
Biodiversity and freshwater resources
Sustainable water management is essential to safeguard
biodiversity and ensure life on the earth. These pathways
require innovative ecological and regional solutions, and that
consumption habits change to maintain healthy ecosystems.
Significant transformations in food systems will appear, and wehave a role to play in encouraging these new culinary trends.
Sobriety
The limited resources that we have access to will encourage
people to adopt a more sustainable and sober way of living.
It will encourage companies to provide services and productsthat last longer and are produced locally to make buying
habits more sustainable.
Circular solutions
Driven by societal and regulatory pressures, consumer
goods companies are increasingly piloting and adopting
circular strategies. More companies are expected to innovate,collaborate and demonstrate the opportunities presented
by a net-zero emissions circular economy.
Plastic
With several national bans and regulations put in place inthe last few years and an increased emphasis on producer
responsibility, particularly in Europe, companies will comeunder increased pressure to action robust plans to achieve theirplastic commitments, and invest the necessary resources into
implementing those plans.

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Technological and digital innovation

Differentiated lifeworlds

ProfitRapid advancements in the internet, mobile phones, artificial
intelligence, data management, and other technologies holdenormous potential to offer solutions to some of the world’s
most complex social and environmental problems.

The divergence between people’s lifeworld will increase by2030. To begin with, gender roles will no longer be accepted
as being predetermined and will increasingly be defined byindividuals themselves.

Globalisation has produced unequal returns. Rising inequality
is challenging trust in traditional global economic institutions
and agreements. More frequent trade wars and risingprotectionism will continue to drive uncertainty and instability.

But, with new technologies come new challenges. Thereis a deepening inequality within the spread of technology
worldwide, and between citizens and corporations. Impactfultechnology also poses significant challenges, from cybersecurity
and privacy to rising inequality and job automation.

New forms of individuality will also be established basedon complex identity formation processes and modified
body images.

A volatile economy

Questions about bias in technologies driven by algorithms andartificial intelligence and how to make them accountable will
only increase in urgency and importance.

PeoplePatterns of consumption, which are motivated by multiple
factors, such as the increasing demand for personalised
products, a deeper integration of customers in productdevelopment processes, increasing sensitisation to sustainableconsumption and a transition from ownership to sharing
platforms in certain product categories, will also become
increasingly differentiated.

Demographic and social changes will see governments andbusinesses finding tremendous opportunities and facing
enormous challenges as the largest generation in history,
the millennials, drive the economy.

Changing work environments

Millennials and those that come after them will be moreeducated and will have different expectations regarding
opportunity, mobility, relationships and ownership compared
to previous generations.

Work is being organised on a more flexible basis in terms of
where and when it takes place, and companies are attempting
to dissolve traditional silos in favour of more open structures.

Human capital
Unaddressed mental health conditions, poor stress management
and lack of flexibility in work schedules are impacting thewellbeing of workers and companies’ bottom lines.
A growing number of companies will seek out ways to go
beyond basic healthcare services and benefits, trialling new
approaches to wellness and work/life balance that help
employees thrive in the workplace. Efforts to define andmeasure human capital will also accelerate.
Retaining talents
Beyond society’s longstanding emphasis on continual personal
development and change, people are now invested in theimportance of structural change and want that to be reflectedin their jobs.
Sustainable companies could, therefore, attract more talents
and, most importantly, retain them by shifting their focus toemployee wellbeing and a more sustainable, diverse andbalanced company culture.

Whether it’s organisational forms, work equipment, operational
profiles or competency requirements, a fundamental change isrecognisably occurring at all levels in the work environment.

Workers will be increasingly expected to accept more personal
responsibility and self-organisation. In addition, they will be
required to work continuously on developing their personal
skill profiles.
At the same time, workforces will become more diversified,
which will present new challenges for both managers and staff.
Strengthening community bonds
Sharing will be our new normal, and we will need to optimise
resources accordingly. This will allow us to create strong
communities of collaboration and growth.
Working together towards common goals such as clean air
or clean water creates stronger bonds within each communitythat are built on a foundation of safety and mutual care.
Environmental JusticeAll over the world, lawsuits against states and companies for
failure to act on climate change are multiplying. The United
Nations Environment Programme (UNEP) calculated in 2023
that since 2017 the number of court cases related to climatechange has more than doubled. Regular discussions with ourvarious stakeholders and completing frequent risk analysis will
be key to maintain security at events.

Throughout the world, companies and economies areexperiencing increasingly volatile development dynamics.
Global mutual dependencies have increased at the same paceas the flows of international capital and goods have burgeonedin the wake of globalisation. The risk of contagion in timesof crisis has also increased, and local events can have global
consequences.
In addition, the incidence rate of crises of an international
character is also growing, depriving national economies of theability to achieve full recovery. Increasing global inequalities
further complicate this situation.
Increasingly, a reliable monetary, economic and fiscal policy
is becoming a thing of the past. Industry structures arechanging under the influence of disruptive innovations, andspeculative investment activities are also destabilising the
global economic system.
Increased productivity
Beyond the virtuous impact on the environment and climate,building sustainable habits for the company benefits profit.
In fact, research shows that sustainable practices not only
reduce costs but also contribute to increased talent efficiency
and productivity. Furthermore, making workplaces sustainable
and more environmentally friendly helps improve employees’
morale, cognition and comfort while reducing absenteeism.
Finally, research shows that happy talents are more productive
and creative, producing a win-win situation.
Saving across time
Promoting sustainable practices can be an investment in the
beginning, but it will help companies save money in the longrun. As sobriety is a key factor of sustainable development,
companies will pay less in energy, single-use items, waste fees,
etc. allowing them to invest further in the wellbeing of theircompany, their people and the planet.

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About our reporting

GENERAL TOPICS

Scope of report

The GRI Index

This Sustainability Report covers the period from 1 January2023 to 31 December 2023. The scope and issues covered in
the report were selected based on the GRI standards reporting
principles, the GRI boundary protocol, stakeholder input andongoing trend analysis.

Our 2023 Sustainability Report was developed following
the Global Reporting Initiative (GRI) standards guidelines,
ensuring accuracy, credibility and consistency.

Discloure

Location 2023

2-1 Organisational details

mci group THE REPORT 2023

Nature of ownership and legal form

mci group is a private company. The Tondeur family owns 37% of shares,
43% are owned by the senior management, and the remaining shares are
divided between our two equity investors, Indigo Capital (8%) and EMZ
Partners (12% of shares).

2-2 E
 ntities included in the organisation’ssustainability reporting

About – Our capabilities & group structure

2-3 Reporting period, frequency and contact point

Sustainability – About our reporting - The GRI index

2-4 Restatements of information

Sustainability – About our reporting - The GRI index

2-5 External assurance

About – Corporate Governance & Compliance

2-6 Activities, value chain and other business
relationships

About – Our capabilities & group structure

2-7 Employees

People & Culture – Diversity, Equity and Inclusion –Striving to be a responsible employer

Help us shape our sustainability journey

2-9 Governance structure and composition

About – Corporate Governance & Compliance

The sustainability journey is a collaborative one. Your thoughts
about this report and any suggestions that might help us
improve the efficiency and impact of our efforts towards
sustainability are more than welcome.

2-12 Role of the highest governance body in overseeing
the management of impacts

About – Corporate Governance & Compliance2-13 Delegation of responsibility for managing impacts

About – Corporate Governance & Compliance2-14 Role of the highest governance body insustainability reporting

About – Corporate Governance & Compliance2-15 Conflicts of interest

Sustainability – Business ethics

2-16 Communication of critical concerns

About – Corporate Governance & Compliance
Number of critical concerns communicated during the reporting period: 02-17 C ollective knowledge of the highest
governance body

Sustainability – Business ethics
About – Corporate Governance & Compliance2-18 Evaluation of the performance of the highest
governance body

About – Corporate Governance & Compliance2-20 Process to determine remuneration

People & Culture - Diversity, Equity and Inclusion –Striving to be a responsible employer

2-22 Statement on sustainable development strategy

About – CEO’s Statement

2-23 Policy commitments

About – Corporate Governance & Compliance – Compliance2-24 Embedding policy commitments

About – Corporate Governance & Compliance – Compliance2-25 Processes to remediate negative impacts

Sustainability – About our reporting – Stakeholder engagement and materiality
Grievance mechanisms: About – Corporate Governance & Compliance /Sustainability – Business ethics / People & Culture - Diversity, Equity andinclusion – Listening to and communicating with our talents

2-26 M echanisms for seeking advice andraising concerns

Sustainability – Business ethics

2-27 Compliance with laws and regulations

Sustainability – Business ethics

2-28 Membership associations

Sustainability – Partnering with our industry

2-29 Approach to stakeholder engagement

Sustainability – About our reporting

2-30 Collective bargaining agreements

People & Culture – Diversity, Equity and Inclusion –Striving to be a responsible employer

We take a precautionary approach to our sustainability strategy
and report on issues that are material to our current and futurebusiness, and our stakeholders.
This website also serves as our Communication on Progress(COP) Report for the United Nations Global Compact. We
report at the GC advanced level.

Changes and restatements
Acquisition of Plani-Concept Plus in Montreal, Canada,
expanding our service offerings and reinforcing our presencein the Canadian market.

Please email your comments to our sustainability team:sustainability@mci-group.com

Acknowledgements:
We want to say a special thank you to our sustainability
champions for their dedication and passion. Special thanks also
to our Finance Directors for their assistance in collecting data
to measure our carbon footprint, and to our colleagues from
People and Culture, H&S, Finance, Legal, L&D, MarComs andIT for their help in producing this report.
Thank you to King & Tuke for the design and copywriting of thewebsite and PDF. We would also like to thank the TRAACE (GHG
emissions measurement tool) for their support with our carbon
footprint calculation.

150

151

T H EREPO R T

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About our reporting

MATERIAL TOPICS

MATERIAL TOPICS CONTINUED

Discloure

Location 2023

Discloure

3-1 Process to determine material topics

Sustainability – About our reporting

Emissions

3-2 List of material topics

Sustainability – About our reporting - Materiality Matrix

3-3 Management of material topics

Sustainability – Environmental impact

305-1 Direct (Scope 1) GHG emissions

Sustainability – Environmental impact – Results

Economic performance
3-3 Management of material topics

mci group THE REPORT 2023

305-2 Energy indirect (Scope 2) GHG emissions

Sustainability – Environmental impact – Results

201-1 Direct economic value generated and distributed

mci group THE REPORT 2023

305-3 Other indirect (Scope 3) GHG emissions

Sustainability – Environmental impact – Results

201-2 Financial implications and other risks andopportunities due to climate change

Sustainability – About our reporting –Key impacts, risks, and opportunities

305-4 GHG emissions intensity

Sustainability – Environmental impact – Results

201-3 Defined benefit plan obligations and otherretirement plans

People & Culture – Diversity, Equity and Inclusion –Striving to be a responsible employer

305-5 Reduction of GHG emissions

Sustainability – Environmental impact – Results

201-4 Financial assistance received from government

None

Market presence
3-3 Management of material topics

Sustainability – About our reporting

202-1 Ratios of standard entry level wage by gendercompared to local minimum wage

People & Culture - Diversity, Equity and Inclusion –Striving to be a responsible employer

Indirect economic impact
3-3 Management of material topics

People & Culture – Community impact

203-2 Significant indirect economic impacts

People & Culture – Community impact
Sustainability – About our reporting – Key impacts, risks, and opportunities

Anti-corruption
3-3 Management of material topics

About – Corporate Governance & Compliance
Sustainability – Supply chain management205-1 Operations assessed for risks
related to corruption

Sustainability – Business ethics

205-2 Communication and training about anti-corruption
policies and procedures

Sustainability – Business ethics

205-3 Confirmed incidents of corruption
and actions taken

Sustainability – Business ethics

Anti-competitive behaviours
3-3 Management of material topics

Employment
3-3 Management of material topics

People & Culture – Diversity, Equity and Inclusion

401-1 New employee hires and employee turnoverPeople & Culture – Diversity, Equity and Inclusion –Striving to be a responsible employer

401-3 Parental leave

People & Culture – Diversity, Equity and Inclusion –Striving to be a responsible employer

Occupational health and safety
3-3 Management of material topics

Sustainability – Protecting our people and assets

403-1 O ccupational health and safety
management system

Sustainability – Protecting our people and assets

403-2 Hazard identification, risk assessment,
and incident investigation

Sustainability – Protecting our people and assets

403-3 Occupational health services

Sustainability – Protecting our people and assets

403-4 Worker participation, consultation, andcommunication on occupational health and safety

Sustainability – Protecting our people and assets

403-5 Worker training on occupational health and safety

Sustainability – Protecting our people and assets

403-6 Promotion of worker health

Sustainability – Protecting our people and assets

403-9 Work-related injuries

Sustainability – Protecting our people and assets

403-10 Work-related ill health

Sustainability – Protecting our people and assets

Training and education
About – Corporate Governance & Compliance
Sustainability – Business ethics

Energy152

Location

3-3 Management of material topics

Sustainability – Environmental impact

302-1 Energy consumption within the organization

Sustainability – Environmental impact – Results

302-3 Energy intensity

Sustainability – Environmental impact – Results

302-4 Reduction of energy consumption

Sustainability – Environmental impact – Results

3-3 Management of material topics

People & Culture – Learning and development

404-1 Average hours of training per year per employee

People & Culture – Learning and development404-2 Programmes for upgrading employee skills andtransition assistance programs

People & Culture – Learning and development

404-3 Percentage of employees receiving regularperformance and career development reviews

People & Culture – Learning and development

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MATERIAL TOPICS CONTINUED
Discloure

Location 2023

Diversity and equal opportunity
3-3 Management of material topics

People & Culture – Diversity, Equity and Inclusion

405-1 Diversity of governance bodies and employees

People & Culture – Diversity, Equity and Inclusion –Thriving through diversity405-2 Ratio of basic salary and remunerationof women to men

People & Culture – Diversity, Equity and Inclusion –Thriving through diversity

Non-discrimination
3-3 Management of material topics

People & Culture – Diversity, Equity and Inclusion

406-1 Incidents of discrimination andcorrective actions taken

Sustainability – Business ethics

Public policy
3-3 Management of material topics

Sustainability – Business ethics

415-1 Political contributions

Sustainability – Business ethics

Customer health and safety
3-3 Management of material topics

Sustainability – Protecting our people and assets

416-1 Assessment of the health and safety impacts ofproduct and service categories

Sustainability – Protecting our people and assets - Risk management

Customer privacy

154

3-3 Management of material topics

Sustainability – Protecting our people and assets – Cybersecurity
Sustainability – Protecting our people and assets – Data privacy and information
Sustainability – Protecting our people and assets – Responsible AI

418-1 Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data

Sustainability – Business ethics

155

Headquarters:
MCI Suisse SA
Rue du Pré-Bouvier 91242, Satigny – Geneva
Switzerland
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