What are the priorities of the SECB? What would success in 2014 represent? There are priorities set within each of the SECB’s three development pillars: meetings and events venues; event organisers; and the events themselves. Primary objectives for 2014 include:
Pillar one: Venues
• Improve performance by: implementing a rating system, licensing controls, and procedures; together with classification standards; and a database of venues and their classification
• Stimulate investment in new venues by: assisting in feasibility studies; supporting development studies; and establishing the Saudi Company for Exhibitions and Conferences.
Pillar two: Event organisers
• Improve performance by implementing a rating system, licensing controls and procedures, and a classification system
• Develop the skills of Saudi nationals within the sector by: identifying career development paths; preparing professional standards and training; and encouraging universities and institutes to provide education programmes
• Create job opportunities for Saudi nationals by: supporting the expansion of small- and medium-sized enterprises.
Pillar three: Events
• Develop service standards by: implementing a rating system, licensing and procedures; and supporting initiatives with reviews and quality certification
• Increase the level of satisfaction and effectiveness of events by: measuring the level of satisfaction of participants and visitors; monitor complaints.
Are there guiding principles that the bureau will adhere to when shaping the Saudi exhibition and convention sector? Very much so. Firstly, it is important that we maintain our Islamic values, customs and traditions. Beyond that, we must work to establish effective partnerships between the public and private sectors and strengthen cooperation with sector- related international organisations. We also have to develop the economic and social objectives for the sector and its
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contribution to regional development. The bureau can play a strong role in improving the sector’s competitiveness within the regional markets.
Is the physical infrastructure now in place in Saudi for a successful meetings sector? Saudi Arabia is witnessing a growth in unique exhibition and convention venues including new centres in the King Abdullah Economic City (Jeddah), the King Abdullah Financial City (Riyadh), the Prince Sultan Cultural Center (Jeddah) and in a number of universities. The country currently has six international airports and more than 400 possible venues in which to hold exhibition- and convention-related events. The SECB’s role is to gather and analyse as much information as possible on these to lead in the sustainable development of the sector and to assist private- and public-sector officials in developing effective strategies.
In terms of intellectual or human capability, what needs to develop in Saudi for the meetings sector to reach its potential? How does the bureau plan to address this? Professional development is one of our three development pillars and we recognise a great opportunity to elevate the sector’s professional skill set. We are currently working to develop affective education and certification programmes for the sector’s workforce. In addition, we are collaborating with local universities and vocational colleges to enhance training and future opportunities for Saudi nationals. Part of our communication strategy is to promote the sector as a viable career option by illustrating benefits and possible career paths. All of this is part of our integrated professional development programme.
Are there natural parameters for the development of the Saudi meetings sector – cultural, social or religious? Or is the goal of the bureau to develop an industry that can attract and support as many international meetings as possible? There are three levels of business development that the SECB is planning going forward. All three levels of development are based upon the economic, cultural, social and religious strengths of the country. The first level is domestic market development and, with more than 300 event licences already issued for 2014, the domestic market is quantifiably large. The second level is regional business development and the third is international business development. There are timelines associated with each development phase.
What kind of buy-in from stakeholders – national, local – has the bureau received since launch? Is there a general understanding of your goals and how your work will improve the sector? The SECB has engaged with national media to promote the sector and, of course, to communicate the launch of the new organisation – so public awareness is beginning to build. Prior to launching the new bureau, the SECB staff undertook a series of stakeholder interviews in order to better understand the sector’s strengths and challenges. Further engagement with stakeholders comes through the SECB’s multi-governmental supervisory committee, which is made up of several related government organisations. The SECB also launched an industry advisory group in December which provides a public platform for our stakeholders and partners to discuss the sector’s growth.
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