UBM PLC - Notice of AGM

UBM plc

          2013 ANNUAL REPORT & NOTICE OF 2014 ANNUAL GENERAL MEETING

UBM plc ("the Company") announces that its Annual General Meeting will be held
at 2.30pm on Tuesday 20 May 2014 at The Goldsmiths' Centre, 42 Britton Street,
Clerkenwell, London EC1M 5AD. In connection with this, the following documents
have been posted or otherwise made available to shareholders today:

Annual Report & Accounts for the year ended 31 December 2013
Notice of 2014 Annual General Meeting
Form of Proxy for the 2014 AGM

In accordance with Listing Rule 9.6.1, copies of these documents have also been
submitted to the UK Listing Authority via the National Storage Mechanism and
will be available for viewing shortly at www.hemscott.com/nsm.do

The 2013 Annual Report & Accounts and Notice of the 2014 Annual General Meeting
will also shortly be available on the Company's website at www.ubm.com.

The appendices to this announcement contain additional information which has
been extracted from the Annual Report & Accounts for the year ended 31 December
2013 ("the Annual Report") for the purposes of compliance with the Disclosure
and Transparency Rules ("DTR") and should be read together with the
announcement of the results for the year ended 31 December 2013, which can be
downloaded from the Company's website www.ubm.com. This announcement should be
read in conjunction with, and is not a substitute for, reading the full Annual
Report. Together these constitute the information required by DTR 6.3.5 which
is required to be communicated to the media in full unedited text through a
Regulatory Information Service.

Anne Siddell
Company Secretary


APPENDICES

Appendix A: Directors' responsibility statement

The directors are responsible for preparing the Annual Report and the financial
statements in accordance with applicable law and regulations. The Companies
(Jersey) Law 1991 requires the directors to prepare financial statements for
each financial period in accordance with generally accepted accounting
principles prescribed for the purposes of the Law for market traded companies.
The financial statements of the Company are required by law to give a true and
fair view of, or be presented fairly in all material respects so as to show,
the state of affairs of the Company at the end of the period covered by the
accounts and of the profit or loss of the Company for that period. In preparing
these financial statements, the directors should:

- Select suitable accounting policies and then apply them consistently;
- Make judgments and estimates that are reasonable and prudent;
- Specify which generally accepted accounting principles have been followed in
their preparation; and
- Prepare the financial statements on the going concern basis unless it is
inappropriate to presume that the Company will continue in business.

The directors are responsible for keeping accounting records which are
sufficient to show and explain the Company's transactions and are such as to
disclose with reasonable accuracy at any time the financial position of the
Company and enable them to ensure that the financial statements prepared by the
Company comply with the requirements of the Companies (Jersey) Law 1991. They
are also responsible for safeguarding the assets of the Group and the Company
and hence for taking reasonable steps for the prevention and detection of fraud
and other irregularities.

The directors are responsible for the maintenance and integrity of the
corporate and financial information included on the Company's website.
Legislation in Jersey governing the preparation and dissemination of financial
statements may differ from legislation in other jurisdictions.

Appendix B: Principal Risks

A description of the principal risks that the Company faces is extracted from
pages 24 to 27 of the Annual Report. Sound risk management is essential in
order to run the business efficiently, pursue our strategy successfully and
ensure the sustainability of UBM. Of the risks identified through our annual
risk review, the following are the key risks from a group perspective:

Risk          Impact                        Mitigation                Change in
                                                                      potential
                                                                      impact of
                                                                      risk vs
                                                                      prior year

Macro-        A slowdown in the macro       Our strategy is to have   No Change
economic      environment could adversely   a diversified offering
lowdown and/  impact revenue, as            across different
or exchange   advertising, attendee,        markets and
rate          sponsorship and other         geographies. Market and
fluctuations. discretionary revenue tends   credit collection
              to be cyclical. A downturn    trends are closely
              may also result in slower     monitored and regularly
              debt collections, thereby     reported at a
              affecting cash flow.          divisional level.
              Foreign exchange rate         Credit policies are
              fluctuations could            reviewed where
              adversely affect our          necessary. Exchange
              reported earnings and the     rate risk is partially
              strength of our balance       hedged by issuing debt
              sheet.                        in currencies to which
                                            we have significant
                                            exposure.

Specific      Our business operates in      We integrate key owners  No Change
country       many geographies,             and managers of our
risk and      particularly Emerging         joint venture partners
emerging      Markets, which may present    into our development
market        logistical and management     programmes. We send
exposure.     challenges due to different   experienced employees
              business cultures,            into new regions to
              languages, anti-bribery       work with local
              laws, health and safety       management teams, in
              standards or unfavourable     order to show them how
              changes in applicable law     UBM does business. We
              or compliance requirements.   adopt rigorous global
              Expansion through joint       controls and strong
              ventures reduces logistical   financial systems and
              and management issues but     compliance requirements
              can create governance         - new markets are
              challenges or affect our      subject to the same
              ability to extract rewards    standards and policies
              from our investment.          as all other business
                                            regions. Compliance and
                                            governance risks are
                                            managed through legal
                                            and operational
                                            reviews. UBM adopts
                                            global ethical and
                                            operational standards
                                            which meet or go beyond
                                            local requirements. New
                                            market entry is subject
                                            to close Board
                                            monitoring and internal
                                            audit review.

Inability to  A disaster or natural         Our contractual terms   No Change
stage an      catastrophe, terrorism,       and conditions
event or      political instability or      generally protect us
inability of  disease could affect          from the risks of late
customers to  people's willingness to       cancellations, and we
travel        attend our events, which      carry business
to an event.  could have an adverse         interruption insurance
              effect on our revenues.       to reduce our risk
              Similarly the business        exposure. We foster
              model relies on the           strong relationships
              availability of venues for    with venue operators
              hosting events.               and plan for
                                            alternative locations.
                                            Sometimes we will
                                            postpone and/or move an
                                            event if necessary. Our
                                            strategy focuses on
                                            diversification and,
                                            where possible,
                                            reducing dependence on
                                            particular sectors or
                                            countries.

Changes in    We cannot predict all the     Our Scenario Planning     Increased.
our business  changes which may affect      process identifies        Given
environment.  the competitiveness of the    emerging behavioural      increased
              business, such as changes     trends which require      pace of
              in customer behaviour or      action. We seek to        technological
              technological innovations     differentiate our         advancement
              which would increase          proposition from the      and
              competition or make some      competition and ensure    behavioural
              products or services less     our offering satisfies    change
              relevant. Social media        customers' needs and
              platforms, search engines     delivers value. We
              and other online              invest in innovative
              technologies could all pose   digital products
              a competitive threat to our   through internal and
              businesses. Similarly,        external development
              additional venue capacity     and through
              could introduce competition   acquisition, and seek
              as well as enhance            to reduce exposure to
              opportunities for growth.     products which are at
                                            risk, such as print
                                            advertising. Each
                                            division closely
                                            monitors trends and
                                            provides regular
                                            updates to senior
                                            management

Technological System failure could have a   Our IT function         No Change
risk:         significant impact on our     operates under clearly
security or   business. Uauthorised         defined policies,
execution.    access to our systems by      procedures and
              external parties could lead   maintenance programmes.
              to reputational damage and    Disaster Recovery Plans
              legal action. The collapse    are in place for key
              of the Cloud on which         systems and these are
              various products and          subject to regular
              systems are hosted could      testing. Our internal
              have negative consequences    audit and information
              for our reputation. UBM may   security departments
              need to carry out new         regularly review IT
              projects or deliver new       systems and security,
              services which involve        and we conduct periodic
              significant capital           penetration tests of
              investment. Failure to        primary systems. We
              deliver these efficiently     mitigate
              could lead to increased       project-related risks
              costs, delays or erosion of   through robust project
              UBM's competitive position.   management, close
                                            monitoring by internal
                                            audit and the Board,
                                            and by assigning
                                            responsibility at
                                            executive management
                                            level.

Reduced       Changes in the availability   We have conservative    No Change
access to     or cost of financing, the     levels of cash, credit
capital and   availability of suitable      facilities and an
ability to    acquisitions, the ability     attractive maturity
pursue        to obtain regulatory          profile. We use a range
portfolio     approval, integration         of borrowing facilities
management    issues or the failure to      to fund requirements at
element of    realise operating benefits    short notice and at
strategy      or synergies may affect our   competitive rates. We
              acquisition strategy.         seek to reduce
                                            acquisition risk by
                                            applying strict
                                            strategic and financial
                                            criteria, and have
                                            welldocumented
                                            acquisition and
                                            integration processes.
                                            Our acquisition
                                            strategy focuses on
                                            markets adjacent to
                                            areas in which we
                                            already operate.
                                            Internal audit and the
                                            Board monitor the
                                            process closely.

Appendix C: Related party transactions (extracted from page 130, Note 15,
Annual Report)

The Company entered into the following transactions with related parties during
the year:

Transactions  Nature of     Balances     Value of     Balances     Balances
with related  transactions  (owed by)/   transactions (owed by)/   (owed by)/
parties                     due to the   2013         due to the   due to the
                            Company at   £m           Company at   Company at
                            31 December               31 December  31 December
                            2013                      2012         2012
                            £m                        £m           £m

UBM Asia      Subsidiary
(Thailand) Co <100%
Limited                     -            -            0.1          0.1

UBM Medica    Subsidiary
India Private <100%
Limited                     -            -            -1           -

Intermodal    Subsidiary
Organizacao<100%
de Eventos                  -1           -            0.2          -1
Ltda

UBM China     Subsidiary
(Hangzhou)<100%
Co., Limited                -            -            -1           -1

UBM Brasil    Subsidiary
Feiras e<100%
Eventos Ltda                -            -            0.1          0.1

Sienna        Subsidiary
Interlink<100%
                            -1           -            0.1          -1

  * Transactions and balances (owed by) / due to the Company less than £0.1m.

The Company has elected as permitted in FRS 8 not to disclose transactions with
its wholly owned subsidiaries. Unless otherwise stated above there are no
amounts owed by or due to related parties by the Company as at 31 December 2013
and 2012.

Transactions with related parties are made at arm's length. Outstanding
balances at year end are unsecured and settlement occurs in cash. There are no
bad debt provisions for related party balances as at 31 December 2013, and no
related party transactions have been written off during the year.