Over the past year, AIESEC UWA has strengthened its global and national connections through conference attendance, CEED partnerships, and guidance to other local committees. Globally, they have built ties with committees in New Zealand, Japan, Poland, and India by sending delegates to conferences and hosting CEEDs. Nationally, they have formalized hosting agreements with ANU and Curtin to provide support, and are working on a national EP blog website. AIESEC UWA also actively contributes to national goals through high levels of outgoing exchange placements, talent pool members, and conference participation.
AIESEC UWA Network Contribution Award Application, July 2012lebedevadawg
Over the past year, AIESEC UWA has strengthened its global and national connections by sending delegates to international conferences, encouraging members to participate in other countries' events, and facilitating CEEDs and projects between LCs. Nationally, AIESEC UWA provides coaching and support to other Australian LCs through hosting agreements and regional collaboration, and has exceeded national goals for traineeships, exchanges, and talent pool members.
Mining Weakly Labeled Web Facial Images for Search-Based Face Annotationjohn236zaq
The document discusses a framework for search-based face annotation that mines weakly labeled facial images from the web. It proposes an unsupervised label refinement (ULR) approach to refine the noisy and incomplete labels of web images using machine learning. ULR formulates the learning problem as a convex optimization and develops algorithms to solve it efficiently at a large scale. It also proposes a clustering-based approximation algorithm to further improve scalability. Empirical studies on a large web image testbed found the ULR algorithms significantly boosted the performance of search-based face annotation.
Thrillers typically involve dark themes such as murder, violence, and crime investigated by detectives, feature suspenseful music and chases between protagonists and antagonists, and take place in isolated, dark locations that build suspense.
AIESEC UNSW 2011 Reckon Finance Award Applicationgaoje
1) AIESEC UNSW focused on sustainability in 2010 to lay the foundation for future generations. They achieved a strong leadership pipeline and provided leadership opportunities.
2) AIESEC UNSW had a record number of exchange programs in 2010 through various partnerships and an improved process. They also increased their number of internships.
3) AIESEC UNSW is financially sustainable with most income from exchanges and a large surplus generated in 2010. They aim to diversify revenue through sponsorships.
AIESEC UWA Network Contribution Award Application, July 2012lebedevadawg
Over the past year, AIESEC UWA has strengthened its global and national connections by sending delegates to international conferences, encouraging members to participate in other countries' events, and facilitating CEEDs and projects between LCs. Nationally, AIESEC UWA provides coaching and support to other Australian LCs through hosting agreements and regional collaboration, and has exceeded national goals for traineeships, exchanges, and talent pool members.
Mining Weakly Labeled Web Facial Images for Search-Based Face Annotationjohn236zaq
The document discusses a framework for search-based face annotation that mines weakly labeled facial images from the web. It proposes an unsupervised label refinement (ULR) approach to refine the noisy and incomplete labels of web images using machine learning. ULR formulates the learning problem as a convex optimization and develops algorithms to solve it efficiently at a large scale. It also proposes a clustering-based approximation algorithm to further improve scalability. Empirical studies on a large web image testbed found the ULR algorithms significantly boosted the performance of search-based face annotation.
Thrillers typically involve dark themes such as murder, violence, and crime investigated by detectives, feature suspenseful music and chases between protagonists and antagonists, and take place in isolated, dark locations that build suspense.
AIESEC UNSW 2011 Reckon Finance Award Applicationgaoje
1) AIESEC UNSW focused on sustainability in 2010 to lay the foundation for future generations. They achieved a strong leadership pipeline and provided leadership opportunities.
2) AIESEC UNSW had a record number of exchange programs in 2010 through various partnerships and an improved process. They also increased their number of internships.
3) AIESEC UNSW is financially sustainable with most income from exchanges and a large surplus generated in 2010. They aim to diversify revenue through sponsorships.
The document provides an annual report for AIESEC in Switzerland for the 2011-2012 term. It summarizes the organization's key activities and achievements during this period. Some of the highlights include a 32% growth in internships delivered, improved recruitment processes that increased applications by 50%, and increased focus on the core exchange programs which resulted in more impactful experiences for members. The term also saw the celebration of AIESEC Switzerland's 60th anniversary and the renewal of partnerships with key supporters. Overall, the report indicates it was a successful year for AIESEC in Switzerland in which they strengthened operations and increased relevance.
AIESEC UWA has experienced significant growth over the past year in key areas such as exchange, leadership roles, membership, and financial sustainability. This is due to initiatives like improved recruitment, training, and experience sharing. Exchange numbers increased 225% for outgoing exchanges and 270% for incoming exchanges due to factors like brand building, stakeholder relationships, and improved information management. Leadership roles grew 400% with the introduction of team leaders and short term roles. Membership was retained at 100% compared to 27.68% previously due to cross-functional development opportunities and selection based on competencies. Financial sustainability has been ensured through diverse funding sources, two budget types, and ongoing exchange partner relationships.
AIESEC UWA Innovation Award Application, July 2012lebedevadawg
AIESEC UWA has engaged its 3 most recent interns through innovative means like coaching and facilitating events. It has also maximized human resources through organizing committees for projects and seen a 134% growth in team member opportunities. AIESEC UWA led marketing innovations nationally, like a tailored video campaign for the business school that realized 78% of winter exchanges from that school with no costs. It also restructured finance to give officers portfolio roles for more excitement and ensured responsibilities through a 100% retention rate. A new High School Outreach Program could promote programs nationally while adding value for members and stakeholders.
AIESEC Connect Newsletter Oct 2011 for Alumni and Supporters at PwC - part 3Claudia Pop-Călinescu
PwC and AIESEC provide the following opportunities in FY2012:
1) Regional conferences that aim to improve international exchange programs and networking for members, allowing PwC to engage students as a top employer.
2) Specific conferences include EUROExpro 2012 in Greece with 300 members from 46 countries, and a MENA exchange leadership seminar in Morocco.
3) PwC can participate in workshops, panels and competitions at these conferences on topics like organization and finance to support youth leadership while showcasing PwC's expertise.
PwC and AIESEC have a global partnership. In 2012, AIESEC will hold 5 regional conferences that PwC can get involved in to recruit interns, showcase their brand, and participate in CSR initiatives. The conferences will take place in Greece, Morocco, Malaysia, Morocco, and Colombia between March-May 2012. PwC is encouraged to discuss participation with the AIESEC Global Coordinator.
AIESEC UWA has experienced significant growth over the past year in areas such as exchange, leadership roles, membership retention and member to exchange ratio. This growth is due to efforts such as cross-functional initiatives to develop member skills, establishing a strong middle management structure, prioritizing exchange in recruitment and activities, implementing an intranet learning system to retain knowledge, and developing leadership and financial sustainability strategies. Plans are in place to continue this growth trajectory into the future through ongoing exchange partnerships, tapping new markets, and coaching another local committee.
The document discusses AIESEC RMIT, an organization that has provided international opportunities to RMIT students for 40 years. It summarizes AIESEC RMIT's impact and growth at RMIT in recent years, including a 230% growth in RMIT students participating in international internships. The document also provides details on AIESEC RMIT's membership demographics, value to RMIT students through leadership development and internship opportunities, and the two types of international internship programs offered to RMIT students.
AIESEC UNSW had successful EP reintegration events, moving 7 EPs to the active stage. They formed partnerships with AIESEC chapters in Ghana, Indonesia, Philippines, and Romania to promote exchanges. AIESEC UNSW and AIESEC Macquarie held member review boards and exchange sessions to integrate EPs and prepare them for exchanges focused on themes like education, health, and community. They grew exchange numbers significantly compared to last year and held events to manage exchanges and integrate EPs.
This document provides information about AIESEC, the world's largest youth organization, and its local chapter in Uppsala, Sweden. It introduces the local committee president and describes her experience in AIESEC. It then outlines the organization's history and mission, leadership development model, values, structure including departments, roles, and acronyms commonly used. The purpose is to welcome and orient new members to AIESEC Uppsala.
AIESEC Connect Newsletter Oct 2011 for Alumni and Supporters at PwC - part 1Claudia Pop-Călinescu
This document welcomes AIESEC alumni and supporters and provides updates on opportunities for partnership between PwC and AIESEC in the coming year. It highlights PwC's participation in AIESEC's 2011 International Congress in Kenya, where PwC hosted 3 events and met with over 600 AIESEC members from 100 countries. Readers are invited to stay connected with regional AIESEC news and provide feedback to the global coordinator.
This document is addressed to all Alumni and Supporters working at PwC. Here you can read updates about AIESEC and about the long standing PwC and AIESEC Partnership.
See also:
Part 2 | http://slidesha.re/tCMJ1E
Part 3 | http://slidesha.re/tCMJ1E
AIESEC is a global non-profit organization run by students that aims to develop leadership potential through international internships and programs. It has over 60,000 members across 114 countries. In Bolivia, AIESEC has 350 members across 6 local committees and has facilitated 500 international exchanges since 1994. The organization works with universities and companies to provide opportunities for professional and social development through experiences abroad.
The document proposes an employer branding partnership between AIESEC Vietnam and potential partners. It summarizes that AIESEC is the world's largest youth organization with over 110 country presences and 800,000 alumni. The proposal outlines an engagement agenda with various programs throughout the year to connect partners with AIESEC's 60,000 members and internship program. It provides examples of past partnerships and reviews the results, sponsorship levels, and pricing structure for companies to partner with AIESEC.
This document summarizes the current state of AIESEC Norway. It provides performance updates on their Global Community Development Programme and Global Internship Programme. It also outlines recommendations from the Board of Directors, including ensuring strong leadership transitions, building local financial reserves, retaining members year-over-year, and aligning goals across all local committees to achieve 100% of targets. The document emphasizes focusing efforts over the next 6 months to close out the term successfully and prepare for continued growth.
AIESEC UNSW - LC of the Year Award Applicationaiesecunsw
AIESEC UNSW had great success in 2010-2011, realizing the most exchanges of any Australian LC. In 2010 they realized 8 incoming and 36 outgoing exchanges. For 2011 they have already realized further exchanges and have strong pipelines, including re-raising their partnership with Google for 4 incoming traineeships. They continue growing membership and exchange ratios while implementing leadership development programs and middle management roles to sustain growth.
The document provides information about AIESEC, the largest youth-led organization in the world that provides leadership development through global internships and experiences. It summarizes AIESEC's operations in Mainland China and outlines several partnership programs companies can engage in, including talent programs to source global interns, branding programs to promote the company to youth, CSR programs to collaborate on social projects, and an ambassador program to develop the company's global presence. Specific initiatives, costs, and expected reach are described for each program type.
This document provides information about the Australia-China Youth Association Victoria Bilingual Language Competition (ACYA VIC BLC). It outlines the organization's vision to promote cultural understanding and language acquisition between Australia and China. The competition provides tertiary students an opportunity to showcase their Chinese and English skills and win prizes such as scholarships. In its inaugural year, ACYA VIC BLC was successful in hosting over 250 attendees. The document discusses the organization's structure and roles. It also describes the partnership benefits, which include promotional opportunities at ACYA VIC BLC events through signage and marketing on social media platforms.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
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.
Regional induction conferences impacted over 2,500 EPs annually to improve induction to AIESEC and information provided about programs. An EP buddy program grouped EPs for accessible support during experiences to improve AIESEC's support. Over 20 MC CEEDers were fully subsidized to foster collaboration between partners and ensure quality experiences through clear job descriptions and communication, improving support and impact opportunities. An EP leader program encouraged research abroad to improve personal development and cross-cultural awareness.
The document provides an annual report for AIESEC in Switzerland for the 2011-2012 term. It summarizes the organization's key activities and achievements during this period. Some of the highlights include a 32% growth in internships delivered, improved recruitment processes that increased applications by 50%, and increased focus on the core exchange programs which resulted in more impactful experiences for members. The term also saw the celebration of AIESEC Switzerland's 60th anniversary and the renewal of partnerships with key supporters. Overall, the report indicates it was a successful year for AIESEC in Switzerland in which they strengthened operations and increased relevance.
AIESEC UWA has experienced significant growth over the past year in key areas such as exchange, leadership roles, membership, and financial sustainability. This is due to initiatives like improved recruitment, training, and experience sharing. Exchange numbers increased 225% for outgoing exchanges and 270% for incoming exchanges due to factors like brand building, stakeholder relationships, and improved information management. Leadership roles grew 400% with the introduction of team leaders and short term roles. Membership was retained at 100% compared to 27.68% previously due to cross-functional development opportunities and selection based on competencies. Financial sustainability has been ensured through diverse funding sources, two budget types, and ongoing exchange partner relationships.
AIESEC UWA Innovation Award Application, July 2012lebedevadawg
AIESEC UWA has engaged its 3 most recent interns through innovative means like coaching and facilitating events. It has also maximized human resources through organizing committees for projects and seen a 134% growth in team member opportunities. AIESEC UWA led marketing innovations nationally, like a tailored video campaign for the business school that realized 78% of winter exchanges from that school with no costs. It also restructured finance to give officers portfolio roles for more excitement and ensured responsibilities through a 100% retention rate. A new High School Outreach Program could promote programs nationally while adding value for members and stakeholders.
AIESEC Connect Newsletter Oct 2011 for Alumni and Supporters at PwC - part 3Claudia Pop-Călinescu
PwC and AIESEC provide the following opportunities in FY2012:
1) Regional conferences that aim to improve international exchange programs and networking for members, allowing PwC to engage students as a top employer.
2) Specific conferences include EUROExpro 2012 in Greece with 300 members from 46 countries, and a MENA exchange leadership seminar in Morocco.
3) PwC can participate in workshops, panels and competitions at these conferences on topics like organization and finance to support youth leadership while showcasing PwC's expertise.
PwC and AIESEC have a global partnership. In 2012, AIESEC will hold 5 regional conferences that PwC can get involved in to recruit interns, showcase their brand, and participate in CSR initiatives. The conferences will take place in Greece, Morocco, Malaysia, Morocco, and Colombia between March-May 2012. PwC is encouraged to discuss participation with the AIESEC Global Coordinator.
AIESEC UWA has experienced significant growth over the past year in areas such as exchange, leadership roles, membership retention and member to exchange ratio. This growth is due to efforts such as cross-functional initiatives to develop member skills, establishing a strong middle management structure, prioritizing exchange in recruitment and activities, implementing an intranet learning system to retain knowledge, and developing leadership and financial sustainability strategies. Plans are in place to continue this growth trajectory into the future through ongoing exchange partnerships, tapping new markets, and coaching another local committee.
The document discusses AIESEC RMIT, an organization that has provided international opportunities to RMIT students for 40 years. It summarizes AIESEC RMIT's impact and growth at RMIT in recent years, including a 230% growth in RMIT students participating in international internships. The document also provides details on AIESEC RMIT's membership demographics, value to RMIT students through leadership development and internship opportunities, and the two types of international internship programs offered to RMIT students.
AIESEC UNSW had successful EP reintegration events, moving 7 EPs to the active stage. They formed partnerships with AIESEC chapters in Ghana, Indonesia, Philippines, and Romania to promote exchanges. AIESEC UNSW and AIESEC Macquarie held member review boards and exchange sessions to integrate EPs and prepare them for exchanges focused on themes like education, health, and community. They grew exchange numbers significantly compared to last year and held events to manage exchanges and integrate EPs.
This document provides information about AIESEC, the world's largest youth organization, and its local chapter in Uppsala, Sweden. It introduces the local committee president and describes her experience in AIESEC. It then outlines the organization's history and mission, leadership development model, values, structure including departments, roles, and acronyms commonly used. The purpose is to welcome and orient new members to AIESEC Uppsala.
AIESEC Connect Newsletter Oct 2011 for Alumni and Supporters at PwC - part 1Claudia Pop-Călinescu
This document welcomes AIESEC alumni and supporters and provides updates on opportunities for partnership between PwC and AIESEC in the coming year. It highlights PwC's participation in AIESEC's 2011 International Congress in Kenya, where PwC hosted 3 events and met with over 600 AIESEC members from 100 countries. Readers are invited to stay connected with regional AIESEC news and provide feedback to the global coordinator.
This document is addressed to all Alumni and Supporters working at PwC. Here you can read updates about AIESEC and about the long standing PwC and AIESEC Partnership.
See also:
Part 2 | http://slidesha.re/tCMJ1E
Part 3 | http://slidesha.re/tCMJ1E
AIESEC is a global non-profit organization run by students that aims to develop leadership potential through international internships and programs. It has over 60,000 members across 114 countries. In Bolivia, AIESEC has 350 members across 6 local committees and has facilitated 500 international exchanges since 1994. The organization works with universities and companies to provide opportunities for professional and social development through experiences abroad.
The document proposes an employer branding partnership between AIESEC Vietnam and potential partners. It summarizes that AIESEC is the world's largest youth organization with over 110 country presences and 800,000 alumni. The proposal outlines an engagement agenda with various programs throughout the year to connect partners with AIESEC's 60,000 members and internship program. It provides examples of past partnerships and reviews the results, sponsorship levels, and pricing structure for companies to partner with AIESEC.
This document summarizes the current state of AIESEC Norway. It provides performance updates on their Global Community Development Programme and Global Internship Programme. It also outlines recommendations from the Board of Directors, including ensuring strong leadership transitions, building local financial reserves, retaining members year-over-year, and aligning goals across all local committees to achieve 100% of targets. The document emphasizes focusing efforts over the next 6 months to close out the term successfully and prepare for continued growth.
AIESEC UNSW - LC of the Year Award Applicationaiesecunsw
AIESEC UNSW had great success in 2010-2011, realizing the most exchanges of any Australian LC. In 2010 they realized 8 incoming and 36 outgoing exchanges. For 2011 they have already realized further exchanges and have strong pipelines, including re-raising their partnership with Google for 4 incoming traineeships. They continue growing membership and exchange ratios while implementing leadership development programs and middle management roles to sustain growth.
The document provides information about AIESEC, the largest youth-led organization in the world that provides leadership development through global internships and experiences. It summarizes AIESEC's operations in Mainland China and outlines several partnership programs companies can engage in, including talent programs to source global interns, branding programs to promote the company to youth, CSR programs to collaborate on social projects, and an ambassador program to develop the company's global presence. Specific initiatives, costs, and expected reach are described for each program type.
This document provides information about the Australia-China Youth Association Victoria Bilingual Language Competition (ACYA VIC BLC). It outlines the organization's vision to promote cultural understanding and language acquisition between Australia and China. The competition provides tertiary students an opportunity to showcase their Chinese and English skills and win prizes such as scholarships. In its inaugural year, ACYA VIC BLC was successful in hosting over 250 attendees. The document discusses the organization's structure and roles. It also describes the partnership benefits, which include promotional opportunities at ACYA VIC BLC events through signage and marketing on social media platforms.
The UCISA Annual Review highlights the progress we have made as a community in the last year, as we work to achieve the ambitions set out in our Strategic Plan 2022-27 – Building on Success, published in January this year.
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.
Regional induction conferences impacted over 2,500 EPs annually to improve induction to AIESEC and information provided about programs. An EP buddy program grouped EPs for accessible support during experiences to improve AIESEC's support. Over 20 MC CEEDers were fully subsidized to foster collaboration between partners and ensure quality experiences through clear job descriptions and communication, improving support and impact opportunities. An EP leader program encouraged research abroad to improve personal development and cross-cultural awareness.
Similar to AIESEC UWA Network Contribution Award Application, July 2012 (20)
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
2. Contribution to Global Network
Over the past 12 months, AIESEC UWA has continued its tradition of not
being only active nationally but globally as well. AIESEC UWA strives to offer
its members a life-changing experience through exchange as well as CEEDs
and international conferences. We believe that a connection to our global
network is crucial in allowing members to develop themselves further and for
them to establish a deep bond with our organisation.
Currently, AIESEC UWA has strong ties with AIESEC Victoria in New
Zealand. This bond was established at APXLDS 2011 and has flourished
since. Communication with the LCP, VP ICX, VP TM and VP MAC are
regular in order to help one another achieve its goals. The partnership with
AIESEC Victoria also involves sending videos (dances, chants) to one
another monthly.
AIESEC Victoria and AIESEC UWA work well together and will continue to
do, given the similarity in the reality of both LCs.
3. Contribution to Global Network
Over the past 12 months, AIESEC
UWA has encouraged its members to
get involved in the various avenues
that the organisation offers globally.
AIESEC UWA sent 5 delegates to
APXLDS 2012 in Japan, whereby
close ties were built with Belgium,
Poland, Russia, The Philippines and
Furthermore, AIESEC UWA has also urged
many more. Attendance at the
members to go on other countries’ national
conference has helped AIESEC UWA
conferences in order to have a sense of
in pre-matching our SLAP interns
AIESEC’s global impact. As such, we have
and in being involved with AIESEC
had 2 delegates at Poland’s National
Moscow’s project for Australian EPs.
Conference in December, 1 facilitator at
AIESEC Rzeszow’s conference and 1
delegate at AIESEC Nottingham’s induction
conference.
4. Contribution to Global Network
In addition to conferences, AIESEC UWA
has encouraged its members to get involved
in CEEDs. Currently, we have a CEED in
external communications at AIESEC CBS,
Denmark. This CEED is year-long and is
being done whilst our member is completing
her study exchange program.
AIESEC UWA has also been lucky to have a CEED from AIESEC Jaipur,
India. Currently, the LCP of AIESEC Jaipur is working with AIESEC UWA to
attract Rio Tinto to our Global Workforce Solutions Program. Communication
between our VPBD and the LCP has been regular and meetings with Rio
Tinto are scheduled. The CEED will go for a duration of 2 months, in which
the LCP of AIESEC Jaipur will complete this internship with Rio Tinto.
5. Contribution to Global Network
As mentioned previously, attendance of our VPOGX at APXLDS 2012 has
established strong links between the LC and AIESEC Moscow.
AIESEC Moscow is planning a project, to be realised in November-
December, for Australian EPs only. Through talks and negotiation at
APXLDS, AIESEC UWA has been the LC communicating and working on
the Moscow project. Even though, AIESEC UWA could have kept the14
places the project offers for itself, the partnership has been moved from an
AIESEC UWA to an AIESEC Australia partnership.
Our VPOGX has sent several emails to the VP OGX around the nation and
as a result, 7 LCs are interested in participating in the project.
6. Contribution to National Network
AIESEC UWA has established itself a strong entity in the national network with
many GCPs including our marketing strategy, LC structure and extensive talent
management plans.
As such, the LC has undertaken further responsibility in helping other LCs
around the nation build strong foundations for future growth. AIESEC UWA is
passionate about growth of the LC and the nation as over the past two years,
AIESEC UWA has grown tremendously. We believe that with the right
foundations and right mentality, anything is possible.
7. Contribution to National Network
ANU Hosting Agreement
Over the past 12 months, AIESEC UWA and
AIESEC ANU have worked closely together due to
our hosting agreement. Despite ups and downs
and the distance that separates us, both parties
have continuously tried to help one another and to
remain in contact.
Through the hosting agreement, AIESEC ANU has benefitted from being
represented at SM day through the WA SM, has had support and guidance virtually
from the UWA EB, particularly in the areas of talent management and business
development, and have had access to WA’s regional support teams in finance and
business development, marketing and outgoing exchange.
Moreover, AIESEC ANU has benefitted from being part of the WANU region. They
have gained a sense of belonging to the region and have thoroughly enjoyed
representing WAR at VicCon 2012 and at WA’s StateCon.
8. Contribution to National Network
Curtin Hosting Agreement
Over the past six months, AIESEC UWA has worked closed with its
membership base at Curtin University to enable our organisation to have a
bigger impact regionally and nationally.
Throughout this time, AIESEC UWA has extensively reached out to Curtin
through several avenues including functional coaching chats in business
development, marketing, outgoing exchange, finance and talent
management.
This guidance and support has recently been formalised through Curtin’s
expansion application. According to the agreement between both parties, the
formalised matrix structure whether Curtin becomes an expansion or is an
extension of AIESEC UWA. Through this agreement. AIESEC UWA will guide
Curtin through re-strategizing its LC plan and monthly tracking. Furthermore,
functional tracking and coaching will be done by AIESEC UWA’s EB on a
fortnightly basis.
9. Contribution to National Network
Furthermore, AIESEC UWA is currently in the planning stages of the website
(EP Blog) that won the LC solutions challenge at VicCon 2012.
Such website will involve a map of the world, on which, photos will be placed
on the places that we have sent EPs to as a nation. When one clicks on the
photos, the EP’s blog, photos and videos will open in another page.
The cost of the website has been approved by the Local Committee
Development Fund and will be up and running by the start of semester 2,
2012.
10. LC Contribution to National Goals
Australia UWA LC Contribution
TN 34 3 8.82%
EP 269 65 24.16%
TMP 622 168 27%
TLP 266 70 26.31%
11. AIESEC UWA is renowned for its extensive presence at national conferences.
The LC has successfully incorporated the importance of conferences into one’s
AIESEC experience and as such, currently has 63% of its membership base
having gone to a national conference.
Number of Delegates at National Conferences
- 34 at JulyCon 2011
- 2 at SPMs 2011
- 6 at VicCon 2012
- 6 at NLDS 2012
- 23 at JulyCon 2012