AIESEC UNSW achieved significant growth in 2010, with exchanges increasing 371% to 26. Membership declined to 39 from 60 in 2009. Key partnerships with Google Australia and the Centre for Social Impact drove growth, contributing to 600% increase in incoming exchanges to 6. The team aimed to sustain this growth through continued partnerships and a strengthened focus on outgoing exchanges and leadership development.
AIESEC UNSW National Awards 2010 Wiki - LC of the Yearhyan024
AIESEC UNSW achieved significant growth in 2010. Exchange experiences increased 371% to 26, with new partnerships at Google and the Centre for Social Impact contributing. Membership declined to 39 but exchange efficiency improved to 1.5 exchanges per member. The LC expanded leadership opportunities and improved quality measures while strengthening key partnerships and sustainability.
The document discusses trends in transnational education (TNE), including international branch campuses (IBCs). Some key points:
- There were 200 degree-awarding IBCs worldwide in 2011, up from 162 in 2009, with 40 more expected by 2014. The top host countries were UAE, Singapore, China, Qatar, and Malaysia.
- The largest numbers of IBCs originated from the UK, US, Australia, India, and Malaysia. Non-traditional exporters opened 40 new IBCs. There were also 34 South-South IBCs.
- Governments are establishing education hubs to attract foreign universities and students, including in UAE, Malaysia, Singapore
Presentation by Ricardo Regal, Managing Director, ROFF, Portugal on the occasion of the EESC conference Boosting Europe: Innovative work practices can make it happen! in Brussels on 30 November 2012.
AIESEC UNSW National Awards 2010 Wiki - Excellence in ICX Awardhyan024
AIESEC UNSW has seen growth in incoming exchanges over the past year, raising 8 trainees compared to 2 the previous year. They secured new partnerships with Google Australia and the Centre for Social Impact, accounting for 600% growth. Key to their success was strategic networking events and approaching companies with similar values. They aim to continue partnerships and identify new target markets in skills, IT, renewable energy, and engineering.
This document summarizes AIESEC UNSW's Rewards and Recognition Night for 2010. It recognizes special thanks to various organizations that supported AIESEC UNSW. It also provides an overview of AIESEC UNSW's measures of success from 2007-2010, showing increases in exchanges and decreases in members and exchange efficiency. Finally, it acknowledges AIESEC UNSW's progress and key achievements in 2010, including revenue generated, sponsorship obtained, and goals exceeded or nearly met despite challenges.
AIESEC UNSW National Awards 2010 Wiki - Talent Performance Awardhyan024
1) AIESEC UNSW recruited 65% more applicants for leadership positions in 2010 compared to 2009, filling all roles in the local committee with strong applicants.
2) Retention rates of members improved from an average of 73.5% in 2009 to 96% in the second quarter of 2010.
3) In 2010, 100% of leadership and responsibility roles had clear job descriptions, improving role clarity and member engagement.
This document summarizes AIESEC UNSW's Rewards and Recognition Night for 2010. It recognizes special thanks to various organizations that supported AIESEC UNSW. It also provides an overview of AIESEC UNSW's measures of success from 2007-2010, showing increases in exchanges and decreases in members and exchange efficiency. Finally, it outlines AIESEC UNSW's goals and actuals for 2010, highlighting key achievements like revenue generated and sponsorship amounts raised.
This document discusses recognition and reward in the workplace. It defines recognition as appreciation or acclaim for an achievement or ability, while a reward is something given for service, effort or achievement. It then presents a 4 quadrant theory for recognition, outlining different types of recognition from tactical and low impact to strategic and high impact. The final sections discuss why recognition is important, what makes an effective informal recognition program, what employees want most in terms of recognition, and special considerations around recognition when times are tough.
AIESEC UNSW National Awards 2010 Wiki - LC of the Yearhyan024
AIESEC UNSW achieved significant growth in 2010. Exchange experiences increased 371% to 26, with new partnerships at Google and the Centre for Social Impact contributing. Membership declined to 39 but exchange efficiency improved to 1.5 exchanges per member. The LC expanded leadership opportunities and improved quality measures while strengthening key partnerships and sustainability.
The document discusses trends in transnational education (TNE), including international branch campuses (IBCs). Some key points:
- There were 200 degree-awarding IBCs worldwide in 2011, up from 162 in 2009, with 40 more expected by 2014. The top host countries were UAE, Singapore, China, Qatar, and Malaysia.
- The largest numbers of IBCs originated from the UK, US, Australia, India, and Malaysia. Non-traditional exporters opened 40 new IBCs. There were also 34 South-South IBCs.
- Governments are establishing education hubs to attract foreign universities and students, including in UAE, Malaysia, Singapore
Presentation by Ricardo Regal, Managing Director, ROFF, Portugal on the occasion of the EESC conference Boosting Europe: Innovative work practices can make it happen! in Brussels on 30 November 2012.
AIESEC UNSW National Awards 2010 Wiki - Excellence in ICX Awardhyan024
AIESEC UNSW has seen growth in incoming exchanges over the past year, raising 8 trainees compared to 2 the previous year. They secured new partnerships with Google Australia and the Centre for Social Impact, accounting for 600% growth. Key to their success was strategic networking events and approaching companies with similar values. They aim to continue partnerships and identify new target markets in skills, IT, renewable energy, and engineering.
This document summarizes AIESEC UNSW's Rewards and Recognition Night for 2010. It recognizes special thanks to various organizations that supported AIESEC UNSW. It also provides an overview of AIESEC UNSW's measures of success from 2007-2010, showing increases in exchanges and decreases in members and exchange efficiency. Finally, it acknowledges AIESEC UNSW's progress and key achievements in 2010, including revenue generated, sponsorship obtained, and goals exceeded or nearly met despite challenges.
AIESEC UNSW National Awards 2010 Wiki - Talent Performance Awardhyan024
1) AIESEC UNSW recruited 65% more applicants for leadership positions in 2010 compared to 2009, filling all roles in the local committee with strong applicants.
2) Retention rates of members improved from an average of 73.5% in 2009 to 96% in the second quarter of 2010.
3) In 2010, 100% of leadership and responsibility roles had clear job descriptions, improving role clarity and member engagement.
This document summarizes AIESEC UNSW's Rewards and Recognition Night for 2010. It recognizes special thanks to various organizations that supported AIESEC UNSW. It also provides an overview of AIESEC UNSW's measures of success from 2007-2010, showing increases in exchanges and decreases in members and exchange efficiency. Finally, it outlines AIESEC UNSW's goals and actuals for 2010, highlighting key achievements like revenue generated and sponsorship amounts raised.
This document discusses recognition and reward in the workplace. It defines recognition as appreciation or acclaim for an achievement or ability, while a reward is something given for service, effort or achievement. It then presents a 4 quadrant theory for recognition, outlining different types of recognition from tactical and low impact to strategic and high impact. The final sections discuss why recognition is important, what makes an effective informal recognition program, what employees want most in terms of recognition, and special considerations around recognition when times are tough.
The SKF Group reported record levels of operating profit and margins for the second quarter and first half of 2010. Organic sales growth was strong across all divisions, particularly in Asia/Pacific. SKF opened new factories and technical centers around the world. Outlook for the third quarter indicates demand will be significantly higher than 2009 and slightly up from Q2 2010.
The document provides a summary of SKF Group's year-end results for 2009. Key points include a strong cash flow but a dramatic 24.3% drop in sales volume year-over-year. Positive price/mix effects and cost reduction efforts helped profits. The outlook for Q1 2010 sales is slightly higher than Q4 2009 and Q1 2009, with higher expected growth in Asia and Latin America.
This 3-paragraph summary provides an overview of the 8-year history of the IUE conference based on the document:
The IUE conference has been held annually since 2005 in southeast Michigan, growing from 7 sessions and 9 speakers in its first year to over 30 sessions and 52 speakers in 2010. Over the 8 years, the conference has focused on topics like user experience design, information architecture, mobile and social media. Notable recurring speakers include Peter Morville, Jason Withrow, and Chris Farnum presenting case studies from companies like ProQuest. While the conference has brought in talent from outside the region, it also aims to develop local user experience professionals and support the regional economic development of southeast Michigan. The largest challenge faced
Operation Lifesaver is an international, not-for-profit education and awareness program dedicated to ending
preventable collisions, fatalities and injuries at highway/railway crossings and on railway rights-of-way through education and in support of enforcement and engineering principles.
The document summarizes SKF Group's first quarter 2010 results. Key points include strong operating profit and margin compared to the previous year. Production levels and demand outlook increased during the quarter, though sales were negatively impacted by price and mix factors. The company inaugurated two new factories in India and adjusted manufacturing capacity in Sweden. Guidance for Q2 2010 indicated further sales growth compared to Q1 2010 across regions and divisions.
The document summarizes Operation Lifesaver's annual report for 2011. Some key points:
- Operation Lifesaver is dedicated to preventing deaths and injuries related to highway-railway crossings and trespassing incidents through education.
- In 2011, they saw decreases in both crossing and trespassing accidents compared to previous years. They held over 300 events across Canada during Rail Safety Week and saw many community outreach activities.
- New initiatives in 2011 included the Off the Rails Contest targeted at youth and developing standalone PowerPoint materials for areas without presenters. Total presentations were over 500 for the year.
So in summary, the report outlines Operation Lifesaver's successes in 2011 in reducing rail-
The SKF Group reported strong financial performance in Q4 2010, with operating profit of SEK 2,202 million compared to SEK 1,004 million in 2009. Organic sales growth was 17.2% overall and in all divisions and regions. The acquisition of Lincoln Industrial was completed. The outlook for Q1 2011 was for significantly higher demand and manufacturing levels compared to Q1 2010.
Tocumen International Airport in Panama outlines its strategic direction through 2025. It aims to maintain its leadership as a passenger hub in the region, become an air cargo hub by 2015, and continuously improve infrastructure, technology, and human resources. The airport's key performance anchors are security, technology, and quality. A new strategic vision is needed because near-term decisions about developing 300 hectares of land will impact future terminal options and the existing master plan, which proposes "southward" development.
Using Scrum and Lean to manage Start-up Portfolios in VC's & Private Equities...AGILEMinds
1) Venture capitalists are increasingly viewing startups as business partners and agile teams rather than just investments.
2) Using agile coaches and lean processes helps startups transition smoothly and reach their goals, reducing risks for VCs.
3) Acting as product owners, Kanban coordinators, and focusing on value and scope allows VCs to better evaluate risks and work in a co-production mode with startups.
Présentation des résultats financiers Ericsson (Q4 2009)Ericsson France
Ericsson a publié ce matin les résultats de l’entreprise pour l’année 2009. Hans Vestberg, nouvellement président-directeur général du groupe depuis le 1er janvier 2010, a commenté les faits saillants au cours d’une conférence de presse en Suède. L’intégralité de ses commentaires est disponible ci-dessous.
Plus d'informations : http://www.blog-ericssonfrance.com/2010/01/le-pdg-du-groupe-ericsson-commente-les-resultats-2009/
The document provides an overview of Wolters Kluwer's 2010 half-year results. Some key points:
- Revenue was in-line with 2009 and underlying growth improved 300 basis points.
- Ordinary EBITA margin improved 40 basis points to 19.0%.
- Free cash flow improved 13% to €165 million.
- Guidance for full-year 2010 and medium-term outlook were reiterated.
1. AIESEC in NOVA has grown significantly over the past few years, starting small and increasing performance through cycles of growth and sustainability phases.
2. It is one of the top performing LCs in Portugal and ranks highly in its region, though there is potential to achieve more.
3. The LC focuses on growing its ICX and OGX programs through innovation to address bottlenecks in each program and drive further exchange growth.
The document discusses the history and current state of AIESEC in NOVA, an LC in Portugal. It outlines the LC's growth over the years in exchanges and performance, with cycles of growth and sustainability phases. While the LC is one of the top performers nationally, it still has potential for more growth compared to top LCs globally. Bottlenecks like culture, recruitment, and project sustainability need innovation to drive new growth. The document aims to help the team leader understand the LC's opportunities and challenges to shape future strategies.
The document is the annual report for 2008-09 of CORE Projects and Technologies Limited, an Indian education company that provides technology-enabled education solutions globally. It discusses the company's operational and financial highlights for the year, including acquiring the K12 division of The Princeton Review and increasing its presence in several US states. The Chairman's statement reflects on the company's continued growth and focus on quality education through technological solutions.
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This document summarizes China's economic trends and automation market outlook. It notes that China's economy recovered strongly from the global crisis, with GDP and manufacturing returning to growth. However, signs of slowing are emerging in 2010. The automation market contracted in 2009 but recovered in late 2009 and grew 25-50% in the first half of 2010. Key industries like electric power, automotive, and water/waste water are expected to see continued growth, driven by urbanization, environmental protection policies, and infrastructure investment.
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Aiesec Unsw Finance Award Application July 2009guestaf08ab5
The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009. They raised 19 EPs, contributing 10% to the national goal. Their tracking system helped ensure over 90% of revenue came from exchange opportunities. Their recruitment campaign increased EPs raised from 10 to 19 over the previous year. A Quicken event promoted financial DT opportunities and intern servicing expenditures increased, both helping to drive EP growth. Their activities generated a 268% return on investment. The finance team grew significantly and several members plan to go on exchange next year.
AIESEC UNSW Finance Award Application July 2009guestaf08ab5
The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009, contributing to national exchange goals. Some key points:
- Exchange activities like recruitment events, intern servicing and expos raised 19 EPs, contributing approximately 10% to national goals.
- Exchange made up over 90% of revenue, with a 230% return on investment for exchange activities.
- The tracking system developed helped ensure a focus on exchange and monitor performance.
- Various members discuss their experiences with the finance team and events, noting skills developed around leadership, communication and exchange.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
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The SKF Group reported record levels of operating profit and margins for the second quarter and first half of 2010. Organic sales growth was strong across all divisions, particularly in Asia/Pacific. SKF opened new factories and technical centers around the world. Outlook for the third quarter indicates demand will be significantly higher than 2009 and slightly up from Q2 2010.
The document provides a summary of SKF Group's year-end results for 2009. Key points include a strong cash flow but a dramatic 24.3% drop in sales volume year-over-year. Positive price/mix effects and cost reduction efforts helped profits. The outlook for Q1 2010 sales is slightly higher than Q4 2009 and Q1 2009, with higher expected growth in Asia and Latin America.
This 3-paragraph summary provides an overview of the 8-year history of the IUE conference based on the document:
The IUE conference has been held annually since 2005 in southeast Michigan, growing from 7 sessions and 9 speakers in its first year to over 30 sessions and 52 speakers in 2010. Over the 8 years, the conference has focused on topics like user experience design, information architecture, mobile and social media. Notable recurring speakers include Peter Morville, Jason Withrow, and Chris Farnum presenting case studies from companies like ProQuest. While the conference has brought in talent from outside the region, it also aims to develop local user experience professionals and support the regional economic development of southeast Michigan. The largest challenge faced
Operation Lifesaver is an international, not-for-profit education and awareness program dedicated to ending
preventable collisions, fatalities and injuries at highway/railway crossings and on railway rights-of-way through education and in support of enforcement and engineering principles.
The document summarizes SKF Group's first quarter 2010 results. Key points include strong operating profit and margin compared to the previous year. Production levels and demand outlook increased during the quarter, though sales were negatively impacted by price and mix factors. The company inaugurated two new factories in India and adjusted manufacturing capacity in Sweden. Guidance for Q2 2010 indicated further sales growth compared to Q1 2010 across regions and divisions.
The document summarizes Operation Lifesaver's annual report for 2011. Some key points:
- Operation Lifesaver is dedicated to preventing deaths and injuries related to highway-railway crossings and trespassing incidents through education.
- In 2011, they saw decreases in both crossing and trespassing accidents compared to previous years. They held over 300 events across Canada during Rail Safety Week and saw many community outreach activities.
- New initiatives in 2011 included the Off the Rails Contest targeted at youth and developing standalone PowerPoint materials for areas without presenters. Total presentations were over 500 for the year.
So in summary, the report outlines Operation Lifesaver's successes in 2011 in reducing rail-
The SKF Group reported strong financial performance in Q4 2010, with operating profit of SEK 2,202 million compared to SEK 1,004 million in 2009. Organic sales growth was 17.2% overall and in all divisions and regions. The acquisition of Lincoln Industrial was completed. The outlook for Q1 2011 was for significantly higher demand and manufacturing levels compared to Q1 2010.
Tocumen International Airport in Panama outlines its strategic direction through 2025. It aims to maintain its leadership as a passenger hub in the region, become an air cargo hub by 2015, and continuously improve infrastructure, technology, and human resources. The airport's key performance anchors are security, technology, and quality. A new strategic vision is needed because near-term decisions about developing 300 hectares of land will impact future terminal options and the existing master plan, which proposes "southward" development.
Using Scrum and Lean to manage Start-up Portfolios in VC's & Private Equities...AGILEMinds
1) Venture capitalists are increasingly viewing startups as business partners and agile teams rather than just investments.
2) Using agile coaches and lean processes helps startups transition smoothly and reach their goals, reducing risks for VCs.
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Plus d'informations : http://www.blog-ericssonfrance.com/2010/01/le-pdg-du-groupe-ericsson-commente-les-resultats-2009/
The document provides an overview of Wolters Kluwer's 2010 half-year results. Some key points:
- Revenue was in-line with 2009 and underlying growth improved 300 basis points.
- Ordinary EBITA margin improved 40 basis points to 19.0%.
- Free cash flow improved 13% to €165 million.
- Guidance for full-year 2010 and medium-term outlook were reiterated.
1. AIESEC in NOVA has grown significantly over the past few years, starting small and increasing performance through cycles of growth and sustainability phases.
2. It is one of the top performing LCs in Portugal and ranks highly in its region, though there is potential to achieve more.
3. The LC focuses on growing its ICX and OGX programs through innovation to address bottlenecks in each program and drive further exchange growth.
The document discusses the history and current state of AIESEC in NOVA, an LC in Portugal. It outlines the LC's growth over the years in exchanges and performance, with cycles of growth and sustainability phases. While the LC is one of the top performers nationally, it still has potential for more growth compared to top LCs globally. Bottlenecks like culture, recruitment, and project sustainability need innovation to drive new growth. The document aims to help the team leader understand the LC's opportunities and challenges to shape future strategies.
The document is the annual report for 2008-09 of CORE Projects and Technologies Limited, an Indian education company that provides technology-enabled education solutions globally. It discusses the company's operational and financial highlights for the year, including acquiring the K12 division of The Princeton Review and increasing its presence in several US states. The Chairman's statement reflects on the company's continued growth and focus on quality education through technological solutions.
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This document summarizes China's economic trends and automation market outlook. It notes that China's economy recovered strongly from the global crisis, with GDP and manufacturing returning to growth. However, signs of slowing are emerging in 2010. The automation market contracted in 2009 but recovered in late 2009 and grew 25-50% in the first half of 2010. Key industries like electric power, automotive, and water/waste water are expected to see continued growth, driven by urbanization, environmental protection policies, and infrastructure investment.
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The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009. They raised 19 EPs, contributing 10% to the national goal. Their tracking system helped ensure over 90% of revenue came from exchange opportunities. Their recruitment campaign increased EPs raised from 10 to 19 over the previous year. A Quicken event promoted financial DT opportunities and intern servicing expenditures increased, both helping to drive EP growth. Their activities generated a 268% return on investment. The finance team grew significantly and several members plan to go on exchange next year.
AIESEC UNSW Finance Award Application July 2009guestaf08ab5
The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009, contributing to national exchange goals. Some key points:
- Exchange activities like recruitment events, intern servicing and expos raised 19 EPs, contributing approximately 10% to national goals.
- Exchange made up over 90% of revenue, with a 230% return on investment for exchange activities.
- The tracking system developed helped ensure a focus on exchange and monitor performance.
- Various members discuss their experiences with the finance team and events, noting skills developed around leadership, communication and exchange.
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
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9
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AIESEC UNSW National Awards 2010 Wiki - Developing LC of the Year
1. AIESEC UNSW
AIESEC Australia National Awards Wiki 2010, Developing LC of the Year - AIESEC in
University of New South Wales
2. MESSAGE FROM THE
2010 TEAM
This year has been exciting for AIESEC UNSW, not only due to our growth in exchange
experiences offered to the AIESEC network through UNSW but also because the team at UNSW
have achieved most of our goals within the first 6 months of 2010.
We would like to thank my team, our members, partners and supporters of AIESEC UNSW in
2009/2010 for making this possible.
Special Thanks to:
Australian School of Business: Associate Dean Dr Mark Uncles, Dr Jennifer Harris, Sue Bennett-Williams
Centre for Social Impact: Cheryl Kernot, Anne Measday, Mei-Ling Ho
Google Australia: Will Blott, Isa Nortermans
ARC: Katie Transwell
Auditor: Maria Balatbat
UNSW: Pro-Vice Chancellor Professor Joan Cooper, Anna Martin, Dawn White, Lyndall Partington
7. ICX GROWTH
In 2009/2010, AIESEC UNSW experienced growth of 600%. 2 new partnerships
with Google Australia and the Centre for Social Impact account for this growth.
Both these accounts will be continued to be serviced and there will be continual
re-raises.
Key to our success was strategic networking. Networking events account for a
majority of our leads, and we sought out events that were (a) tailored for
companies wanting graduate talent and (b) industry specific, one such industry
was the IT sector. CISCO Australia was one much possible TN taker.
We also approached companies with similar values to AIESEC, and were seeking
for talent in the not-for-profit sector. This lead us to the Centre for Social Impact.
8. PARTNERSHIPS IN 2009/2010
• Centre for Social Impact (CSI) - Research and Teaching
Institute on Corporate Social Responsibility based in the
Australian School of Business, UNSW.
• 1 DT was raised in 2009, realised in 2010. Persons
responsible: Alpha Cheng (LCP 2009), Htet Yan (ICX 2009)
• Google Australia - Internet search, Advertising and Public
Cloud Computing company.
• 7 TTs were raised in 2010, realised in 2010. Persons
responsible: Varun Chhabra (ICX 2009/VP FN 2010), Martin
Liang (VP ICX 2010)
11. OGX GROWTH IN 2009/2010
Changes in 09/10 from 08/09 that contributed to 333% growth in OGX results:
• LC - LC Partnerships: 8 products - offering pre-matched exchanges, based on themes
and projects in China, India, Brazil, Togo, Cote D’Ivoire, Poland
• Faculty Partnerships: setting up university partnerships, and using faculty contact to
• promote relevant exchange opportunities.
• Wider campus presence: participation
in Careers Expos and Volunteer Expos
Left from Right: AIESECers at the UNSW Volunteers Expo, David Reid (EP + OGX member), Nina Li (EP + ICX member)
13. EXCHANGE + LEADERSHIP 2009/2010
09/10 08/09
X+L 2 2
• In 2009/2010, two AIESECers in UNSW experienced leadership and exchange!
1. Tony Ho, RTF leader 2009, exchange to China
2. Katie Zhang, VP Marketing & Communications, exchange to China
14. DEVELOPING LEADERS
Position # In 2010, one (1) extra executive leadership position was
created for 2010, this was the addition of another OGX
portfolio. Two (2) leadership positions were created in
EB 7 the first two quarters of 2010. Three (3) former members
went on to take leadership positions outside of the LC.
RTF 1
Leadership Positions External to the EB:
OCP 1
Events OCP - Nimita Patel
Total 9
RTF Leader - Christania Tanuwidjaya
15. DEVELOPING LEADERS
UNSW Members taking leaderships roles out of of the LC:
2010/2011 MC VP Finance - James Vincent (LCP 2009)
2010 NSW State Manager - Haresh Nair (EB 2009)
2010 July National OCP - Kai Foo (EB 2009)
17. MEMBERSHIP
• The MyAIESEC.net figure of 62, for the 2010 calender
incorporates EPs and members of the July National
Conference OC that are registered under UNSW on .net Averages of Calendar
Years
• 38 Represents the Actual figure for AIESEC UNSW
membership
09/10 08/09
2008 2009 2010
myaiesec Members 39 60
82 44 62
.net
Actual 80 40 38
Note: as the university year works in calendar years, membership is measured in calendar years.
18. MEMBER EXCHANGE EFFICIENCY
09/10 08/09
Exchanges 26 6
Members 39 60
Exchange
Efficiency
1.5 8.6
• In 2009/2010, our exchange efficiency ratio is 1: 1.5
• AIESEC UNSW strives to achieve 1:1 exchange efficiency by the end of the calendar year.
20. MOS STAR QUALITY RATING
09/10 08/09 Growth
• The strengths of LC quality lie in Professional
Development 72.92% 56.3% 16.62%
in the quality of Personal
Develop and our focus on Personal
81.3% 62.5% 18.8%
Development
Societal Impact.
Societal
Impact 87.5% 75% 12.5%
• We need to work on increasing International
the quality of our International Experience 62.5% NA -
Experience and connection to Global
the Global Network. Network 65.3% 56.3% 9%
Overall
MoS 72.9% 62.5% 10.4%
Rating
22. SUSTAINABILITY OF ICX GROWTH
Sustainability - Centre for Social Google Aus
Centre For
Impact: CSI have also agreed to re- Social Impact
raise with AIESEC UNSW in August/ Matched 2 0
October 2010 for their December Re-Raise
2010/2011 Yes Yes
Internship Intake.
Pipelined Raises 2 1
Sustainability - Google Australia: Total
looking to continue to partner with Realisations in 9 2
2010
AIESEC UNSW in facilitating their
Internship Program in the coming
years. This will be a re-occurring Pipeline for Google: There are 2 more TTs to be
partnership for AIESEC UNSW. raised in the next coming month. This makes a
total of 9 realisations in the 2010 calender year.
23. STRENGTHENING OUR CUSTOMERS
RELATIONS
Our goals Our Actions and Results
Monthly eNewsletters of our Progress
Partner satisfaction feedback forms and reports
Maintaining our Partnerships Delivering high quality interns from the
network
EP Conference
Ensuring EP satisfaction Pre and post- Exchange Briefs
Group Intern Therapy - Sharing of experiences
Monthly eNewsletters
Reporting to our stakeholders Bi-Annual Reports
Annual Reports
24. SUSTAINING OGX GROWTH IN
2010/2011
OGX Structural Changes:
• 2 OGX teams, providing different focuses to suit our student market
• 1/4 members are directly involved in OGX processes
• Marketing & Communications team directly supporting OGX activities (see next slide)
25. SUPPORTING OGX GROWTH
Our goals Our Actions and Results
500+ fans on Facebook
100+ applications during membership
Building up AIESEC UNSW’s recruitment
Web 2.0 Presence 600+ emails on mailing list for 2010
130+ expressions of Interests of Summer
Exchanges
School of Education
Establishing Key Faculty Partnerships School of Social Science & International Studies
Australian School of Business
Gaining Faculty Sponsorships Australian School of Business - $1000
26. OUR PROGRESS IN 2010
2010 Goals Actuals Key Achievements in 2010
Exchanges 38 11
7 Raises with Google Australia
Leadership 10 2
$11,920 in ICX Revenue
Exchange +
2 1
Leadership
$1000 in LC Sponsorship
Members 40 39
Exchange Raised $2500 in Initiate & Conference
1 1.5 Sponsorship
Efficiency