The 2025-2030 Strategic Plan has been updated to extend the reference time horizon and to account for the excellent results achieved by the IEG Group in 2023 and 2024, in which the objectives set in the 2023-2028 Strategic Plan were exceeded.
The new 2025-2030 Strategic Plan strengthens the path already mapped out, focusing decisively on organic growth through the Company’s core business, strengthening the investment plan, and continuing to explore external growth opportunities, with the aim of consolidating the Company’s position among the leading players in the sector.
The Plan also confirms the ambition to become a leading international trade fair group, expanding its business model through a diversified event portfolio, a selective global presence, and integrated physical and digital platforms. The Plan aims for sustainable growth without compromising profitability, with solid cash generation to support investments and a progressive reduction in financial leverage to support the creation of sustainable value over time.
2025-2030 STRATEGIC DRIVERS
The strategy underlying the significant acceleration of all economic and financial indicators during the 2025-2030 Plan period is based on the following pillars:
▪ Portfolio growth
The first strategic pillar focuses on growing the trade fair portfolio by expanding the number of events to diversify revenue, strengthening the leading brands already in the portfolio, developing second-tier events, and seizing selective acquisition opportunities to accelerate growth. To realise this vision, the Plan calls for the launch of at least one new trade fair each year, increasing the international profile of the events, strengthening the offering of high-value digital services, and expanding the Vicenza and Rimini exhibition centres, ensuring suitable space to support growth and consolidating the Group’s position as a leading player in the trade fair sector.
▪ International Expansion
The second pillar of the expansion strategy involves international expansion and aims to consolidate the Group’s leadership by strengthening its flagship brands and seizing selective growth opportunities through targeted acquisitions. In countries where the Group already operates, such as Brazil and the United Arab Emirates, it plans to acquire and launch new trade fairs to consolidate its local presence. In strategic emerging markets, such as Turkey and India, entry will be achieved through M&A transactions. A unique commercial platform serving all trade fairs in Italy and abroad will ensure efficiency, consistency, and the maximisation of opportunities, facilitating sustainable international growth and value creation.
▪ People & Culture
The third pillar of the strategy aims to enhance human capital as a key driver of growth and innovation. The in-house Academy offers training programs for the exhibition business, helping develop critical skills within the company. Continuous skills development strengthens productivity, innovation, and execution capabilities, supported by targeted attraction and retention initiatives that ensure low staff turnover. A high level of employee engagement supports long-term performance and organisational stability, consolidating a strong, future-oriented corporate culture.
▪ Value Creation
The fourth pillar focuses on a growth strategy supported by a scalable and efficient operating model that does not compromise the Group’s profitability. The 2030 ESG Plan is fully integrated into the strategy and governance, combining sustainability, innovation, and economic performance to generate lasting and tangible value for all stakeholders. Additionally, the Plan includes a dividend policy capable of meeting the company’s needs and shareholders’ interests, proposing a minimum dividend of 20% of net income.
The new Strategic Plan highlights a growth in all the main economic and financial indicators, in particular revenue and gross operating margin with CAGR 2025-2030 both expected to be around +7%, as well as a strengthening of capital solidity with a progressive reduction of indebtedness and financial leverage in the plan, despite a major investment plan of around € 210 million financed mainly through own resources and only on a residual basis with recourse to borrowing, which will enable the Group to be able to seize further growth opportunities for external lines.
