ICCA Africa

Interview: Doris Rwebangira, Managing Partner - SRC Agency, Rwanda | ICCA Africa Chapter Chair 

1. Rwanda has positioned itself as a leading meetings destination in East Africa. What tangible shifts have you observed in the past few years that signal growth in the business events sector? 

I think the biggest shift is that Rwanda is no longer just seen as a destination that can host a good conference. It has built a reputation as a destination that can confidently deliver major international events. 

We are seeing more international and association meetings coming into Kigali, but we are also seeing growth within the local industry itself. Our PCOs, DMCs, venues and other suppliers have gained significant experience and are becoming much more sophisticated in how they deliver events. 

For me, that is a very important sign of growth because you cannot build a strong MICE destination on infrastructure alone. You need the people and the expertise behind it. 

I also think there is a greater understanding now of the wider value of business events. A conference is not just about bringing 1,000 people into Kigali and filling hotel rooms. It is also about what those people bring with them in terms of knowledge, investment opportunities, networks and potential business for Rwanda. 

2. Kigali is often cited as a model for sustainability and innovation. How are local organisers and stakeholders embedding these principles into conference and association events in practical terms? 

Sustainability is becoming much more practical in the way we deliver events. 

We are seeing less printing, more digital registration and event platforms, more use of local suppliers (which is fantastic!) and locally produced products, and greater attention being paid to waste and how materials are used. 

But I think we now need to take that conversation a little further. 

For me, sustainability is also about what remains after the conference has ended. If we bring an international medical congress, for example, how do our doctors, universities or young medical professionals benefit from having that knowledge in Rwanda? Can we create training opportunities? Can we build partnerships? Can we expose young people to international experts? 

So increasingly, I would like us to look at sustainability not only from an environmental perspective, but also from the point of view of legacy and impact. 

3. From your perspective as an ICCA Chapter Chair, what role can regional collaboration across East Africa play in attracting larger international association meetings? 

Regional collaboration is incredibly important, and this is something I feel quite strongly about in my role as ICCA Africa Chapter Chair. 

Sometimes in Africa we spend a lot of time competing with each other - Kigali against Nairobi, Nairobi against Cape Town, one destination against another. Of course there will always be competition, and healthy competition is good. 

But we also have to look at the bigger picture. Africa still has a relatively small share of the global international association meetings market, approximately 2%. 

So our real opportunity is to grow that share together, as Destination Africa. Moving from 2% towards 20% would be a great achievement. 

East Africa has a very strong proposition. Rwanda brings certain strengths, Kenya brings others, Tanzania has its own unique proposition, and so does Uganda. The wider region has a great deal to offer. We can look at joint opportunities, regional programmes, rotating conferences and even pre- and post-conference experiences across different countries. Several joint opportunities come into our region, but we are yet to take advantage of.  But of course, everything begins with dialogue, what we are NOT jointly discussing, we can never achieve.  

For me, the question is not simply, "How do we get this meeting to Rwanda?" It should also be, "How do we get more international meetings to Africa?" 

If Africa wins, our individual destinations ultimately win as well. 

4. What are the key barriers that still need to be addressed to scale Rwanda’s competitiveness globally - and how is the industry working to overcome them? 

Rwanda has done extremely well, but we also have to recognise that this is a very competitive global industry. 

I think one area we still need to look at is connectivity and the cost of getting here. When an international association is moving 2,000 or 3,000 delegates, accessibility and affordability become important considerations. So continuing to strengthen air connectivity into Kigali will be important as we compete for even larger global events. 

The second is capacity - particularly human capacity. As the events we attract become bigger and more complex, we have to keep developing our PCOs, DMCs, venues, technical suppliers and young professionals. There is also a succession question: Are we building beyond ourselves? Are we deliberately preparing the next generation of Rwanda’s business events professionals? 

I would also look at scale. Rwanda has excellent infrastructure, but as our ambitions grow, we need to continuously assess whether we have sufficient venue, accommodation and supplier capacity to comfortably handle multiple major international events at the same time. 

And finally, I think there is an opportunity to become much more deliberate about legacy and economic impact. We are very good at bringing major events to Rwanda. The next question is: How do we extract even greater value from them? How do we connect those conferences to our universities, businesses, investors, young professionals and national development priorities?  

5. Looking ahead, which emerging sectors or themes (e.g. health, tech, sustainability) do you see driving the next wave of international meetings into Rwanda? 

I would look very closely at the sectors Rwanda itself is prioritising. 

Technology is obviously a major one - AI, fintech, digital transformation and innovation. Health is another area where I think Rwanda has a very strong opportunity, particularly around public health and health innovation. 

Climate change, sustainability and green finance will continue to grow, and agriculture and food systems are also extremely relevant, particularly within the African context. 

But I think we need to be quite deliberate about this. 

We should not simply ask, "Which conferences can we bring to Rwanda?" 

We should be asking, "Which conferences does Rwanda need?" 

If Rwanda wants to become a leader in technology, then let’s deliberately target the international associations and congresses that bring the world’s technology leaders here. If health is a priority, let’s identify the major international health associations that can bring research, expertise and partnerships into the country. 

That is where I think the next stage of our MICE strategy needs to go - using business events much more deliberately to support the country’s wider economic priorities. 

Because ultimately, the value of a major international meeting should not end when the last delegate gets on the plane and leaves Kigali. 

Interview: Lee-Anne Singh, CEO, Image Promotions Ltd. | Deputy Chair, ICCA Africa Chapter 

1. Zambia is gaining recognition as an emerging meetings destination. What unique strengths does the country offer that differentiate it within Southern Africa? 

Zambia offers something increasingly valuable to international associations: authenticity, accessibility, and opportunity. We are politically stable, centrally located within Southern Africa, and home to world-class natural attractions, including Victoria Falls, while also offering modern conference facilities and warm hospitality. 

As an emerging destination, Zambia provides delegates with the opportunity to experience something new while benefiting from highly personalised service and excellent value. We also see Zambia as a gateway to the Kavango Zambezi (KAZA) Transfrontier Conservation Area, allowing organisers to combine business events with unique regional experiences. 

2. How can Zambia leverage its natural assets and cultural experiences to create more compelling value propositions for international association congresses? 

Today’s delegates are looking for more than a conference—they want meaningful experiences. Zambia has the opportunity to integrate its natural heritage, wildlife, culture, and communities into conference programmes, creating lasting memories while supporting sustainable tourism. 

By combining high-quality meetings with authentic destination experiences, we can offer international associations something that is difficult to replicate elsewhere. 

3. As Deputy Chair of the ICCA Africa Chapter, how are you supporting capacity-building among local planners, venues, and suppliers to meet global standards? 

One of my priorities is to strengthen collaboration and knowledge-sharing across Africa. ICCA provides an exceptional platform for professional development, and I believe our role is to connect members, share best practices, and encourage continuous learning. 

By creating opportunities for mentorship, education, and stronger engagement, we can build the capacity needed for African destinations to compete confidently on the global stage. 

4. What opportunities do you see for stronger intra-African partnerships—particularly between Southern Africa and neighbouring regions—to boost business events across the continent? 

I firmly believe that Africa’s greatest opportunity lies in collaboration. Rather than competing against one another, we should first position Africa as a world-class business events destination and then showcase the diversity of experiences our individual countries offer. 

Working together on knowledge-sharing, conference bidding, destination promotion, and advocacy will strengthen the entire continent. My guiding principle is simple: "Africa First"—promoting collaboration among African destinations before competing individually for global market share. 

5. In your view, how can storytelling and strategic communications elevate Zambia’s profile in the global meetings industry? 

People connect with stories before they connect with destinations. We need to move beyond promoting venues and instead tell the story of what meetings in Zambia achieve: knowledge exchange, investment, innovation, and community impact. 

By sharing successful case studies, highlighting our people, and communicating consistently through platforms such as ICCA, we can build confidence in Zambia as a destination for international association meetings. 

Additional Comments 

The return of the ICCA Congress to Africa in 2027 is a significant milestone for the continent. It provides an opportunity to demonstrate Africa’s capability, professionalism, and readiness to host world-class international meetings. 

I hope it also serves as a catalyst for stronger collaboration across the continent, greater government recognition of the value of business events, and increased investment in the meetings industry. Together, we can ensure that Africa is not simply participating in the global business events industry, but helping to shape its future.