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.
AIESEC UNSW National Awards 2010 Wiki - Developing LC of the Yearhyan024
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.
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 VN] Report_Vietnam Y2B Jan 2014 FinalVy Le
The document outlines the agenda and activities for the Vietnam Youth to Business Forum, including keynote speeches on topics like social entrepreneurship and business innovation, workshops on subjects such as change management and sustainable development led by business leaders, and a panel discussion between students and business representatives on bridging the gap between university and business. Over 500 students and 50 business leaders attended the event to explore how youth and business can positively impact Vietnam's future.
In 2011, AIESEC UNSW saw significant growth in marketing strategies and membership. They received over 1,000 expressions of interest for exchanges and membership. A key marketing strategy was "Blitz Week", a 3-week marketing campaign using mass marketing, lecture promotions, and personal outreach. This helped transform AIESEC's brand on campus and generate many applications. In 2012, AIESEC UNSW plans to further integrate their exchange and leadership programs under weekly themes to raise awareness of global issues and highlight AIESEC's positive impact.
This document is an issue of a magazine about Banyan Tree Hotels & Resorts. It includes the following:
- A feature story about an adventure at the Banyan Tree Al Wadi resort in Ras Al Khaimah, United Arab Emirates, including experiences like falconry and visiting historic sites.
- An article about the Banyan Tree Cabo Marqués resort in Acapulco, Mexico and the Banyan Tree Samui resort in Koh Samui, Thailand, which are located near the equator with contrasting sunrise and sunset views.
- Other sections about Banyan Tree resorts and spas around the world, awards, and corporate social responsibility efforts.
The document summarizes the practices of AIESEC UNSW in supporting exchange participants (EPs) through their exchange process. Key practices include: adding EPs on Facebook and meeting them at Ongoing Exchange Meetings; following up with each EP; giving EPs choices for exchange partners; balancing recruitment quantities and qualities year-to-year; encouraging preparation through regional conferences and weekly check-ins; and leveraging alumni involvement through panels. EPs are also engaged to directly recruit others. The aim is to efficiently guide EPs through the exchange.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
AIESEC UNSW National Awards 2010 Wiki - Developing LC of the Yearhyan024
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.
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 VN] Report_Vietnam Y2B Jan 2014 FinalVy Le
The document outlines the agenda and activities for the Vietnam Youth to Business Forum, including keynote speeches on topics like social entrepreneurship and business innovation, workshops on subjects such as change management and sustainable development led by business leaders, and a panel discussion between students and business representatives on bridging the gap between university and business. Over 500 students and 50 business leaders attended the event to explore how youth and business can positively impact Vietnam's future.
In 2011, AIESEC UNSW saw significant growth in marketing strategies and membership. They received over 1,000 expressions of interest for exchanges and membership. A key marketing strategy was "Blitz Week", a 3-week marketing campaign using mass marketing, lecture promotions, and personal outreach. This helped transform AIESEC's brand on campus and generate many applications. In 2012, AIESEC UNSW plans to further integrate their exchange and leadership programs under weekly themes to raise awareness of global issues and highlight AIESEC's positive impact.
This document is an issue of a magazine about Banyan Tree Hotels & Resorts. It includes the following:
- A feature story about an adventure at the Banyan Tree Al Wadi resort in Ras Al Khaimah, United Arab Emirates, including experiences like falconry and visiting historic sites.
- An article about the Banyan Tree Cabo Marqués resort in Acapulco, Mexico and the Banyan Tree Samui resort in Koh Samui, Thailand, which are located near the equator with contrasting sunrise and sunset views.
- Other sections about Banyan Tree resorts and spas around the world, awards, and corporate social responsibility efforts.
The document summarizes the practices of AIESEC UNSW in supporting exchange participants (EPs) through their exchange process. Key practices include: adding EPs on Facebook and meeting them at Ongoing Exchange Meetings; following up with each EP; giving EPs choices for exchange partners; balancing recruitment quantities and qualities year-to-year; encouraging preparation through regional conferences and weekly check-ins; and leveraging alumni involvement through panels. EPs are also engaged to directly recruit others. The aim is to efficiently guide EPs through the exchange.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
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.
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.
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.
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.
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.
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.
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 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.
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-
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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.
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.
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 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.
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 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.
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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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.
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3) In 2010, 100% of leadership and responsibility roles had clear job descriptions, improving role clarity and member engagement.
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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.
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.
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.
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.
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
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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.
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.
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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.
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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 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.
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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