AIESEC in Portugal
Member Committee Annual report 2018-2019
President 18.19 forewords Our essence AIESEC In Portugal Presentation Highlights of 18.19 Term National Conferences OPS Leadership Tournament Outgoing Global Volunteer Incoming Global Volunteer Outgoing Global Talent Outgoing Global Entrepreneur Incoming Global Talent/Entrepreneur Partners Report Stories of Impact Our Brand Talent Management Our Growth Path Organizational Development Stories of Growth Financial Report Supervisory Group Message President 19.20 Message AIESEC in Portugal team 18-19
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Member Committee of AIESEC in Portugal
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We in AIESEC believe in cross-cultural exchanges as the main solution to the world issues we are facing, because throughout such experiences we can develop soft and hard skills required to have the leadership we endeavor to see in the world. As an organization, AIESEC in Portugal has the mission to make our goals and dreams into reality with inspiring and committed leaders and in the 18.19 term, we are more than proud of all the achievements that unitedly we were able to reach. We had a personal ambition of passing an entity with new challenges and new frontiers to cross, new milestones because we understand that AIESEC in Portugal has all the means needed for the relevance we envision and together we understood that action is more than essential to make plans happen. Since our beginning in 1959, we commit giving a new perspective and purpose to Portuguese youth through our products and our membership experiences, this year in each conference, summit, meetings we were able to carry our energy in every single moment to ensure the AIESEC purpose was always alive. To our customers, we aimed to talk to them to see them close up, we invited them to get prepared in the national level with our Outgoing Preparation Seminar and Global Village, caring for every experience and having the human touch that is so important for organizations such as AIESEC that has a unique energy, that is better shared.
Living in a non-stopping world, it was also an important year for being fully compliant with the Data Protection Regulation, having all accountings from previous years performed and finishing the term with the kickstart for the first External Audit in the last 4 years. We are confident that we can keep progressing from now on because we have like-minded organizations that have been supporting us and investing in AIESEC, believing in a youth leadership capacity to create a better world by participating in our events and receiving our exchange participants.
High ambitions require higher support and we consolidated our Talent Management processes enhancing our member's productivity and increasing our engagement. To ensure constant growth and making sure our network received the needed support to achieve their objectives we implemented an Organizational Development Model and improved our Growth Model to the needs of our products. As a focus we kept our operations growing overall and improved the velocity and quality in our processes while having operational growth. We believe that it was a year for us to remind ourselves that we are only small when we aim small and that it in every moment we kept alive the responsibility it means for us to be here and serve this organization, valuing every moment and understanding the importance of hard work, of making sure your dreams are not only on paper but also in our hands. We thank our Supervisory Group, Alumni, Partners, Customers but most of all our network for the true dedication you had this year and for proving that nothing will ever work unless we do.
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Aveiro Coimbra NEFE Covilhรฃ UBI Lisboa Catolica Lisboa ISCTE Lisboa ISEG Lisboa Nova Porto FEP UMinho Vila Real Aรงores
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oGV - TOP 8 in Approvals in Europe - 67% of APDs going to National IR - Regional OPS - Improvement of Conversions Apply-ACC +5%, Apply-APD +5%, APD-RE +20%
iGV
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growing in all KPIs TOP 10 in Approvals in Europe (3 positions higher than last year) Amplify Portugal Refreshment
oGT - SOP development and implementation. 90% of SOP implemented. - Acceptance process time is 22 days (-2 days) -8% decrease, Approval process time is 24 days (-4 days) -14% decrease - 2 LCs in top 10 in Europe
oge - TOP 5 growing entity in Approved - TOP 4 Growing entity in Accepted 140% growth in Approved - 144% growth in Realized
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bxp -
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Online Presence boost on 40% growth of Sign Ups coming from Online Promotion Creation of materials for all products and sub-products Optimization of Data analysis storage and routine in a National and Local level
tm
Reached the 70% Team Standards delivery at local level Reached 95% TM processes implementation Implementation of the monthly reporting routine and data collection at local level Reached the 90% milestone of response rate in the Monthly Survey"
od
5 LCs growing in APDs in 1819 Term 4 LCs growing in REs in 1819 Term Portugal Development Index (OD Model) creation
finance
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Creating and running internal audit processes in the entity Petty cash reduction in 96%, reducing financial risks An increase of 13% in money Over 168% growth in net profit, compared to the previous term Get an external auditor after 3 years
55 Delegates Purpose of training and preparing our Executive Boards in all the country
155 Delegates Purpose of operational education, training and engaging for further steps in the organization
65 Delegates Purpose of training and preparing our New Executive board in all country
190 Delegates Purpose of operational education, training and engaging for the summer peak
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Outgoing Preparation Seminar (OPS) it’s a 2 days event where AIESEC sending entity (Portugal) run spaces to prepare the Exchange Participants for their Global Volunteer and Global Entrepreneur exchanges.
Porto 18-19 of May ‘19 Lisbon 24-25 of May ‘19
Porto - 61 delegates Lisbon - 94 delegates
Agenda of Outgoing Preparation Seminar consist of 3 main blocks. Content focused on understanding how AIESEC can support Exchange participants before and during their experience. Content focused on understanding and guiding 4 Leadership development qualities aiming to develop during the exchange.
EMPOWERING SELF OTHERS AWARE
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SOLUTION ORIENTED
WORLD CITIZEN
Content focused on understanding how Exchange participants can influence SDGs and improve themselves during projects.
23 y.o. 12%
22 y.o. 18%
19 y.o. 14%
20 y.o. 26%
21 y.o. 19%
Premium
24 y.o. 5%
18 y.o. 1%
Others (more 15 countries), 23% Croatia, 3% Indonesia, 3% Vietnam , 5% Mozambique , 6% Peru , 7%
Cambodia , 18% Cabo Verde, 10% Brazil, 8% Italy, 8%
Ukraine , 8%
Golden
25-27 y.o.5%
45 min workshop with a company presentation Networking space Challenge for delegates with a prize Placement of materials, marketing and souvenir products in the package of the delegate Roll Up in the main stage
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A AIESEC joins youth and Portuguese companies in an event that allows students skills development by solving case studies, created by organizations, in a strategic way, while improving our partners and their products and services positioning in youth.
1st of March’19 ISCTE-IUL 13h30-13h50
Opening
13h50-16h00 16h00-16h30
Power talk
16h30-17h10
Business Case Presentation
17h10-18h00
Networking space + Break
18h00-18h45
Inspirational Talks
18h45-19h00
AIESEC Moment
19h00-19h10
Closing
OPENING + TRANSITIONS Bernardo Quaresma from Unlimited Future CGD POWERTALK Vitor Ferreira, Digital Bank Manager Theme: Caixa and the digital world
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MOTA ENGIL POWERTALK Luís Monteiro, Head of Corporate HR & Sustainability Theme: The human side of Me P&G POWERTALK Claudia Lourenço, P&G Portugal Country & Sales Leader Theme: Leadership based on values PWC POWERTALK Patricia Alves, Manager of Human Capital team Theme: Inspiration, Innovation and Leadership SIEMENS POWERTALK Catarina Simões, Head of Business Shared Services Theme: #Unlockthepotential JERÓNIMO MARTINS POWERTALK Pedro Xavier Santos, Employer Branding Junior Manager Theme: The group Jerónimo Martins
Workshop
JERÓNIMO MARTINS WORKSHOP Pedro Xavier Santos, Employer Branding Junior Manager Theme: LinkedIn, how to pimp your profile UNLIMITED FUTUTRE TALKS Eduardo Filho, Presidente Associação Inspirar o Futuro Theme: Inspiring Talk TEACH FOR PORTUGAL TALKS Maria Azevedo, Diretora de Recrutamento, Cofundadora Theme: Invest in Human capital to Guarantee quality education for all RICARDO LIMA TALKS Ricardo Lima, Head of Startups at Web Summit Theme: Think about the world LIVE THE EXPERIENCE TALKS Caio Arruda, Head of Organizational Development of AIESEC in Portugal Theme: AIESEC Experiences CLOSING Bernardo Quaresma from Unlimited Future
Leadership Tournament will start with an national event which will join Portugal best employees with students from Portugal top universities, connecting them by power talks, case studies, workshops and networking spaces. Case Study will be present at the event day and the delegates will have on week to solve it and send it to AIESEC. After solving the case study, the teams will deliver to AIESEC and we will deliver it to the partner. The best solution will win an open day in the organization headquarters in order to get to know in person the company environment.
Delegates per business case
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IR focus
Learnings
- Focus on 8 main partners (Cambodia, Indonesia, Mozambique, Cabo Verde, Brazil, Peru, Italy, Ukraine) - IR paring LC-LC for the first time for all LCs - 67% of results are coming from IR partners. -IR tracking system, alignment and communication channels establishing and management -IR educations, booklet, newsletters, groups -Preparation and co-delivery, Lead Nurturing strategies -Attraction strategies based on IR -Brand advocacy strategy in synergy with BXP focused on national IR
Legacy
- Only MC-MC IR will not work, under it should always be LC-LC parings - IR educations improve sales skills of membership and increase number of applications to an entity partner. - BXP need to attend IR education as well, because they are ones, who have 1st contact with customers -Different IR partners are working for different LCs. Growth pass based on IR and some surveys can help to choose right partner. -Have a data analysis with IR on monthly basis, it adds value to a partnership and helps analyze bottlenecks -IR data should be analyzed on weekly BCXP meetings.
- All IR partners (except Bolivia and Czech R) are kept for a next term - Entity knows how to work with IR, how to sell them, why is it important and how to better communicate with each of them. - LC-LC partnership improved Applied-APD conversion and process time
Non-achievements
Partnership with countries as Bolivia and Czech Republic didn’t work as expected. Timeline of Czech R is not suitable for Portugal. People prefer old partners from Latin America, but not Bolivia.
Statistics
Psychology, 7%
Other, 22%
Law, 7%
SDGs
Background
Communication & journalism, 5% Biology, 5% Accounting, 5% Economics, 17% Medicine, 6% Engineering, International 10% relations, 6%
7% 58% 6% 10%
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Americas
19%
Asia Pacific
38%
Europe Middle East and Africa
23% 20%
Sex
Regions
Business administration, 9%
Male, 34%
4%
Fema le,‌
4% other
10%
Customer Flow Focus
90% SOP implemented
Learnings
- SOP development and implementation - Acceptance process time WP 5 days (-5,7 days) -53% decrease, SP 5,7 days (-2,4 days) -30% decrease - Approval process time WP 8 days (-8,2 days) -51% decrease, SP 6,9 days (-5 days) -40% decrease - Improved conversion rate on all stages - Ran Pre-Attraction for Winter and Summer Peaks - Synergy with BXP. Constant analyzes and improvements. - Promotion Materials for GV, GV events. Rebranding of promo materials. - Focus on Preparation stage of Customer flow. - Co-delivery of standards. Supported by national standards tracking tool - Regional OPS. Concept creation, conference and FACI teams election and management, delivery of OPS. (check part of conferences)
Legacy
- SOP with clear time limits increases the conversion and improve customer journey - Implementation of standards tracking tool on local level helps to support EPs during preparation stage and make sure that codelivery is happening - You can grow in winter peak, if you have IR established and you are approving 1 peak in advance. Point of attention! People who APDed in advance should be supported during all time before exchange to make sure that they will be RE. - Sign Ups always should come 2 month earlier before approval to be pipeline for each month - Focus on Sub-Products allows to attract more targeted and build better IR in terms of processes, profiles, personas
- SOP aligned nationally for each LC - Timeline is aligned based on IR - Regional OPS - Standards tracking tool - Educational materials about different stages of customer flow -Synergy with BXP, attraction strategies and promotion materials with brand positioning - Concept of Measure of impact Report - New members which were reintegrated from Regional OPSs
Non-achievements
- Delayed in timeline for Attraction, Sign Ups entered later than it was expected - OPS timeline were super late and bad pipeline for Conference and FACI team - Culture of the area together with BXP and oGT/GE - TLB management from MCVP and EST and their education - IXP strategy together with TM focused on IR partners (WP 18, SP 14) - Pipeline for next the TLB from area members s in - GV and BCXP Summits, Functional Visits, TLs in Europe summit, IR education - 6 LCs in WP and 2 LCs in SP were growing comparing to previous year,
Network Management
3LC
Top 50
Learnings
Legacy
- Track better network management of ESTs and - Strong network Culture their planning resulted in united network - Network Culture and network engagement will - Mindset about the area help to reduce the time for strategies and winter peak implementation as the core is strong - Mindset and perception - Create the touchpoints between network so from other LC of the area they can work together and support each other, - IXP involvement in as Summits, training days, GCPs attraction strategy - Make group with all network (TMs, TLs, VPs) and deliver important info for all of them there - You should consider IXP as separate project and prepare it in advance Should be better EST routine
Non-achievements
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Global Host as Our Main Source of Accommodation
- Mindset of the Network towards Global Host. They know that it's super necessary, and they need to do it - Nurturing of Global Host
Learnings A bigger synergy with B2C is needed for Content Creation and Implementation, both at a Digital and Offline Level
Legacy
- Local Structures for Global Host Implementation - Mindset towards Global Host
Non-achievements Digital & Physical Promotion is not good yet; Missing Educational Materials; Lack of clarity in the Operational Timeline of the Product
Product - National Portfolio Improvement Masters (framework of activities and Global Projects Implementation) - Impact Surveys Building - Branding of Amplify Portugal - Budget Tool for GVFL Corner (Pricing and Budgeting aligned) - Partners Nurturing System - Usage of HubSpot by the Network - National Sales Tracker (now, the Local Committees can plan better their Sales, since they have better Data to analyze) - Change the Operational Timeline to approve one Peak earlier
Learnings It's very important to involve the Network in everything related with Portfolio changes- Good to be in the Global Projects Pilot, so that we can keep up with the global evolutions of Global Volunteer
Legacy - Projects Structure Aliened Nationally - Impact Surveys - HubSpot Usage, and Data (and overall information Management of Sales)
Non-achievements
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Impact Surveys Implementation; No report yet from the Projects; Implementation of the Brand with the Network and with the partners. It could have been something bigger, and with more impact from the beginning; How to sell better our projects to Public Schools (basically, implementation of PorIgual, ECO+, and BeGreen); The Budget tool had the opposite effect we were hoping for. Instead of decreasing, the LCs increased a lot their pricing for EPs and Partners"
IR Focus
LC Pairing for the 1st Time EP Nurturing System +75% Approvals with IR Process Time in 4 Days Improvement of Podio as a Management Tool
Process time
4days
Learnings - We need more projects for English Speakers if we want to have more IR with other countries than Brazil - Don't allow the excuse of ""we are not their focus"" - LC Pairing is very important- Have a better synergy on a weekly basis with the MCVPs and in the Communication Channels we have with the Cooperations - Invest in Europe for Summer Peak, Americas for Winter Peak
Legacy
Non-achievements
- IR more organized - Fast Process Time - Podio as a Management Tool - Amplify Portugal Instagram to receive more showcasing, and improve our conversions from Apply to Approved, and Approved to Realization
Podio is not the only Management Tool the LCs use to manage the EPs process and Experience; Accepted to Approval Conversion is bad; Only Brazil worked well as IR Partner
Network Management -Culture of the Area and Cooperation between VPs #ÉiGVnoCoração
projects
-Although it still needs improvement, the EST Network Management of TLs and members improved the support that the LCs receive - Members Induction Materials
Learnings
1) Avoid LCPs for Operational Areas 2) If the person doesn't have TL experience, it's not good to put that person managing a Network 3) Track better the Network Management of the ESTs 4) Network Culture is the key to implement what we want. 5) MC Role is highly strategic, so we need to make sure we plan very well our main touchpoints with the Network, so that they are super effective 6) Network Calls (5/10 min calls with each VP) are good to keep up with the VPs 7) They need to be clear on the vision that we have, so that they connect with the MCVP
Legacy Culture of the Area Mindset towards the Area
Non-achievements Weak Networks of TLs
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IR focus
Learnings
- IR paring per Sub-Product and LC-LC for the first time - 79% of results are coming from IR partners, grew 40 p.p. -IR tracking system , alignment and education for a selection process -IR educations, booklet, newsletters, groupsPreparation and co-delivery, Lead Nurturing strategies (realized EPs have monthly call for PDP fulfillment) - Attraction strategies based on IR - 46% of Applications for Summer Peak are coming to IR from oGT running LCs
Legacy
Country
- Only MC-MC IR will not work, under it should always be LC-LC parings -IR educations improve sales skills of membership and increase number of applications to an entity partner -Alignment of selection process for each country with strict selection timeline improves funnel conversion -Have a data analysis with IR on monthly basis, it adds value to a partnership and helps analyze bottlenecks -Have a goal per sub-product you are working with the partner, the goal should be known by each LC, make it visible - Work with Turkey for Teaching SubProduct for Summer-Autumn timeline"
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20% 15% 10% 5% 0%
The Netherlands Romania Turkey Czech Republic India UK Vietnam Canada Belgium Others
- All IR partners (except Canada) are kept for a next term - IR is organized, entity are aware how to work with each partner and how to sell them - New countries are interested to start partnership with AIESEC in Portugal and approached us by themselves - LC-LC partnership improved Applied-Accepted conversion
Non-achievements
Product packaging project with Turkey was not implemented due to not mature IR and low responsiveness from the partner
Statistics Sub-product 14% 10% 17% 7% 7% 7% 7% 3% 7% 21%
Business Administration, 24%
Age 30 29 28 27 26 25 24 23 22 20 19 y.o y.o y.o y.o y.o y.o y.o y.o y.o y.o y.o
Teaching, 31%
IT, 10%
Finance, 10%
Marketing , 24%
University Universidade de Coimbra Universidade do Porto ISEG - Instituto Superior de Economia e GestĂŁo Universidade Europeia de Lisboa Universidade do Minho Others
14% 21% 10% 7% 7% 41%
Product Masters
90% SOP implemented
Learnings
-SOP development and implementation -Acceptance process time is 22 days (-2 days) -8% decrease, Approval process time is 24 days (-4 days) -14% decrease -Implemented Consultancy Spaces for Application and Interview Simulation, ran Lisbon Consultancy Event for Winter Peak - Quarterly network knowledge assessments and SOP Audit- Timeline alignment for IR and for Sub-Products timeline. Ran - Pre-Attraction for Winter and Summer Peaks - Developed Transfer system for LCs with time regulations - Both MC and LC planning according to Sub-Products for each status of EP, including BXP planning - Synergy with BXP: The first time attraction for oGT/GE per - Sub-product (branding for products ""Start NOW"", ""Level Up - your Career"" and Sub-products), Promotion Materials for - GT/GE, GT/GE events"
- Trainings and educational spaces should be customized per each LC based on assessment as each LC has different needs - SOP with clear time limits increases the conversion and improve customer journey - Consultancy spaces for application and interview help to prepare EP better for the selection process - Attraction should be done for GT and GE. Use more LinkedIn, GT and GE events attracts active TA and work better for conversion - Sign Ups always should come 2 month earlier before approval to be pipeline for each month - Focus on Sub-Products allows to attract more targeted and build better IR in terms of processes, profiles, personas
Legacy -SOP aligned nationally for each LC -Timeline is aligned based on IR and Sub-Products -Started Employability Survey for exchange data collection -Started Employability Survey for exchange data collection - Sub-Products alignment, Teaching Sub-Product introduction with 9 approvals - 7 approvals absolute growth in Teaching Sub-Product -Synergy with BXP, attraction strategies and promotion materials with brand positioning - LC education for the product
Non-achievements
- Engagement in other LCs for GT attraction and transfer of GT EPs - Delayed in timeline for Attraction, Sign Ups entered later than it was expected
Network Management
- Culture of the area "GT/GE the best you can be" and synergy with iGT/GE with ambition, drivers and strategies creation. - TLB management from MCVP and EST and their education Pipeline for next the TLB from area members s in - Network trainings per LC, GT/GE Summit, in Europe Functional Visits
2LC
Top 10
Learnings
Legacy
- Track better network management of ESTs and - Strong network Culture resulted their planning in united network - Network Culture and network engagement will - Educated and proactive TLB and help to reduce the time for strategies managers implementation as the core is strong - Mindset about the area - Create the touchpoints between network so - Mindset and perception from they can work together and support each other, other LC of the area as Summits, training days, GCPs - Group with TLs and members with help to strength the area and deliver the message, so everyone can be aligned - Have touchpoints with TLs and managers to - Should be better EST routine provide education or brainstorm with bottlenecks
Non-achievements
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IR focus
- IR paring per Sub-Product and LC-LC for the first time - 87,5% of results are coming from IR partners - IR tracking system , alignment and education for a selection process - IR educations, booklet, newsletters, groups - Product Packaging with Ukraine based on "Shape Ukraine" brand
Legacy
Learnings - Have 2 main partners with different timeline for peaks - Work with countries who have opportunities for summer during winter- LC - LC partnership - Country education
Product Masters
90% SOP implemented
Learnings
- GE partners (MC and LC) based on Sub-Products -IXPs to IR partners to boost the partnership and attraction campaign -Top 9 GE partnerships (PortugalUkraine)"
- SOP development and implementation. - Acceptance process time is 5.5 days (-2.9 days) -34% decrease, Approval process time is 7.4 days (-5.2 days) -41% decrease Quarterly network knowledge assessments and SOP Audit - Timeline alignment for IR and for SubProducts timeline. - Both MC and LC planning according to Sub-Products for each status of EP, including BXP planning - Education trainings
- Approve one peak ahead and create a Lead Nurturing System to provide support during the realization - OPS together with oGV and do some sessions separately - Have all deadlines for delivery communication and in the place shared with your IR, ask for all information before realization"
Legacy
- LC in Top 10 in Europe - SOP implemented and aligned - Synergy with BXP- Product knowledge
Non-achievements
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-Engagement in other LCs for GE attraction and transfer of GE Eps -Delayed in timeline for Attraction, Sign Ups entered later than it was expected - GE knowledge in other LCs
Network Management
- Culture of the area and product perception - TLB management from MCVP and EST and their education - Pipeline for next the TLB from area members
Legacy
Learnings - Clarity of routine and direction is the key to a good performance - Invite people out of organization for an education, or invite external speakers to an event"
- Mindset about the area- Mindset and perception from other LC of the area"
Non-achievements Productivity and engagement of members
Statistics Country
Age 24 y.o., 4% 23 y.o., 4%
Indonesia Peru Bulgaria Slovakia Egypt Ukraine Greece Turkey
29 y.o., 4% 20 y.o., 29%
22 y.o., 42% 21 y.o., 17% 50% 40% 30% 20% 10% 0%
Sub-product
42% 29%
8%
4% Information Technology
University
8% 4% 4% 4% 4% 63% 8% 4%
1 11 3 1 3 3 1 1
Sales & Business Development
Marketing
Business Administration
17%
Other
ISCSP ISEG ISCTE Escola Superior de Hotelaria e Turismo do Estoril Universidade de Aveiro Universidade do Porto Universidade Nova de Lisboa Universidade de Coimbra
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Processes implementation
"B2B and post experience improvement"
Network + NST Management
- LinkedIn Implementation - JDs Standardization - Operational Timeline Adjustment - Improvement of Hubspot Usage - Improvement of Podio for EP Selection and Management - Sales and IR Tracker for post Data Analysis
Learnings - POP can be implemented, if we have the right strategies "synergizing" with each other (Education, LinkedIn, other platforms usage, etc.) - SOP is key to make sure that we have the right processes in place - TLB Management by the ESTs can give you good insights on how the network really is
Legacy -LinkedIn more active and engaging - Path to construct a good Product Packaging - Hubspot Usage and Sales Data (not in all LCs)
Non-achievements
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SOP Implementation POP Implementation Network Routine and Tracking Sub Product Education and lack of focus
Leadership tournament
Global talent
Insurance partner
Global entrepreneur
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Rita Leite, Global Volunteer in Italy
“ I feel that this experience transformed me in a completely different person. The impact of all of this doesn’t sum up to this 6 week; I feel this experience is eternal because I will take with me all the learnings for the rest of my life ”
Ana Rita Macedo, Global Volunteer In Mozambique
“I was waiting for this experience for a long time and now that is actually happening I realize that this was the best decision I ever made! I’m living the best and most challenging 6 weeks of my life and i would do it all over again without any hesitation”
Rafaela Monnerat Global Volunteer in Cambodia
“Coming to Cambodia and teach English to these kids is the most incredible thing I ever done! Help the kids while I’m discovering a whole new culture is an unbelievable experience ”
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Rafael Folques, Global Volunteer in Indonesia
“I embarked on this adventure through a challenge from a friend and couldn't be happier to have done so. I feel privileged to be here helping these people and living in a completely different culture. Without doubt one of the best experiences of my life! ” “If someone told me 1 year ago I would be spending my summer in a start up in the other side of Europe, i wouldn’t believe it. But the truth is that this year I decided to go to Kyiv, Ukraine develop a Global Entrepreneur, a marketing & Business Development project in a IT law start up and it has been the best I’ve experienced: Living in a city so different from Lisbon, the friends that I made and shared wonderful moments and, above all, the knowledge I got.”
Carolina Albuquerque Global entrepreneur In Ukraine
Marta Motae Global entrepreneur In Ukraine
“Without doubt one of the best decisions of my life was to embark on this adventure. The amount of luggage I have purchased since I am here is immeasurable. The work environment of a StartUp coupled with the extraordinary people around me is making my experience unforgettable. ”
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Digital Marketing
Learnings
- LC investments on Facebook Ads this year - We finally shift the mindset of LCs about it, they start to invest and we collected data - The #LetsGetViral Campaign for network engagement made us boost our Post engagement Rates - We grew on 6k followers on Facebook and more that 2.5k Followers on Instagram - Growing 40% on Online Sign Ups Referrals
- Using the Network engagement is something that works and needs to be capitalized to boost our digital presence - We need to improve our digital platforms and Content Quality, in order to be able to spread to other channels - Digital Partnerships needs to be a thing to focus to make our brand recognized - Instagram and Blog should be the focus, and not Facebook - We should have a different consideration process to the people that come from Online Referrals, since they didn't have human contact with the brand yet - Focus more on Real-time Marketing
Legacy
- Instagram Focus and Growth path - Facebook Ads data & Report - Social Media Analytics System - Blog Organization for future capitalization - Visual Identity concept
Non-achievements
- The implementation of Facebook Pixel for tracking of Return of Investment was something that was not done, which hurted the reporting of our Facebook Ads - The Social Media Engagement is still very low, which makes our content not visible enough - We are still not able to multi-channel and work properly with SEO
Integrated Marketing
Learnings
- Synchronization of online & offline materials message and visuals - Creation of Product Brandings - Start to deal with all the 3 OGX products differently, having into account the sub-products and IR involved in our offline and online promotion - LC finally collected data for Persona Creation for their own market
- Materials needs to be provided before the promotion peak starts and the proper education about it needs to be delivered to the BCXP corner - Persona Creation needs to be started way before, and the data collection needs to be more on going to make the final consolidation easier - We need to capitalize more on the products branding to make it clearer - Lead nurturing needs to be optimized and standardized nationally
Legacy
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- The mindset that Persona Creation and analysis in needed in the local level, being that routine more present - The product brandings base - Materials created for OGX Products
Non-achievements
- LCs not using the materials provided, which didn't allow us to achieve, yet, an unified Brand , which leads to different messages communication - Having oGE/oGT promotion in LCs that are not running it was not happening - Persona was not very accurate due to lack of data and not putting enough focus on it
Influence Marketing
- Having 2 media touchpoints - 1 TV and 1 Radio - Having a regular routine of articles in the Uniarea (online university students platform) - Being present in The Gap Year Summit as a partner
Legacy
Learnings
- You need to do a market research and a benchmarking of the market values - Working with Influencers can really boost our brand but big ones are too expensive. In order to execute this kind of strategy, you need to on board the LCs, which takes a lot of time to actually make it happen in a reasonable timeline. Start with the small ones - Focus more on Events Hunting presence - A process needs to be created in terms of contact, storage, negotiation (with LCs or partner) and follow up human contact with the brand yet - Focus more on Real-time Marketing
Data & Analysis Optimization - Social Media Tools creation and Analytics routine establishment - BXP Bible improvement for Local Level - Creation of Weekly analysis template
BCXP Synergy
- PR started to be a thing, since it was not a focus for the past years - Knowledge of PR procedures - The learnings mainly - The partnership with Gap Year - that has a lot to explore
Non-achievements
- We didn't consolidate our value Propositions - We didn't manage to work with influencers, which took a lot of effort and time - Local PRs don't have a standardized process - Information Management
Learnings
Legacy
- The tracking of LCs analysis needs - Social Media Analytics Tool to be improved for Persona, ROI of - BXP Bible tool per LC and National activities, conversions and sign ups - Template for LCs analysis (number and referrals) - Social media analytics needs to have a routine and used for digital marketing attraction strategy - BXP Bible not being filled properly from the LCs adaptation - Facebook Pixel will optimize the - Return of Investment of their return of investment of online activities not being tracked properly - Lack of education and clarity of the strategies (ads) Customer Flow Hacker in the local level
Non-achievements
- Area identity creation - Routine of the synergy on a local level improved, not only on VPs level, but TLB as well - The notion and importance of Synergy Touchpoints was boosted - Analysis and outputs are more relevant - Touchpoints of the conferences cycle and BCXP Summit being a success
Learnings
Legacy
- Having common communication channels improved the notion of all the synergy work fronts - Conferences touchpoints needs to continue - It's needed to have a better nurturing system of the BCXP culture - Tracking of the synergies next steps needs to be aligned - Having a meeting with oGE/oGT and oGV separated needs to happen in order to deal with the different needs and bottlenecks
- BCXP Dusha Concept - Routine & Checklist of the synergy in a local level - Materials Created in synergy for products
Non-achievements -The Synergy is not aligned in all LCs - The area culture is still not 100%
28
PR/Media touchpoints We went to their Gap Year summit 2019 that happened in the last weekend of March in Coimbra and they allowed us to have a stand their if we would promote the event as well (that was something that we need to improve) Also, we had a meeting to see how could be the approach of the partnership, which was defined that we would collaborate to be present for each others events and they allow to share content of our showcasing if, somehow, we could relate with Gap Year.
They are a blog platform oriented to academic students with several topics We established a routine with them for AIESEC articles sharing that can add value to their readers. They’ve been promoting our content not only on the blog, but on Instagram as well, which can make us reach our target audience more efficiently.
In the total, we published 6 article in the platform. Here some articles published: 1) https://uniarea.com/a-aiesec-esta-a-recrutar-2/ 2) https://uniarea.com/para-que-viver-uma-experienciainternacional/ 3) https://uniarea.com/6-dicas-para-brilhares-numa-entrevista/
Lisboa 21+ Conference - the World Conference of Ministers responsible for Youth & Youth Forum 2019
29
AIESEC Portugal had the privilege to be present on this conference on behalf of AIESEC International - A conference happening 21 years after the Lisbon's Declaration of 1998. We had the chance to see ministers all around the world discussing with young people the youth's perspective & contribution for the Global Goals of Agenda 2030. We, as AIESEC, really hope to see all the actions in practice towards Youth Policies and Implementation of the Sustainable Development Goals, because "It's not worth it if it only stays in a pretty paper� - like was
Presence on the Radio “Renascença” with the participation a Global Volunteer sharing her experience of 6 weeks in Peru and a Brazilian Global Talent Intern, that was realizing his internship in Portugal. We had the chance not just to share those stories, but as well to explain our organization core and processes.
Presence on the TV show “Sociedade Civil” of RTP2, where we were invited to be part on a discussion panel, alongside with a teacher and Gap Year, about the topic “portugues abroad”. We had the chance not just to talk about what the organization is aiming for, but to leave a youth perspective on that subject.
Statistics
6797 Sign Ups Planned 5460 Sign Ups Achieved 80 % Plan Achievement 12 % Open-Apply 56 % Apply-Approval 7 % Open-Approval
Summer peak only 408 Sign Ups Planned 383 Sign Ups Achieved 94 % Plan Achievement 52 % Open-Apply 10 % Apply-Approval 5 % Open-Approval
Summer peak only 175 Sign Ups Planned 98 Sign Ups Achieved 56 % Plan Achievement 60 % Open-Apply 32 % Apply-Approval 19 % Open-Approval
total 8037 Sign Ups Planned 5941 Sign Ups Achieved 74 % Plan Achievement 18 % Open-Apply 38 % Apply-Approval 7 % Open-Approval
Referrals of Sign ups
•P.S: In the WP, we didn’t have a good tracking system of Sign Ups per Product, so for GE & GT, the Opens plan achievement considered will only be from SP period. having that into consideration, some GV sign ups could be from other products from WP.
-
Classroom Presentation 174 Emails 165 Events 193 Facebook 485 Friend 1767 Information Booth 2016 Instagram 514 Media (TV, Radio, newspapers) 40 Other Social Media 101 Search Engine 126 Other 339
Referrals of Sign ups 40% 30% 23% 7%
Offline Promotion Referral Marketing Online Promotion Other sources
30
Performance is our nonnegotiable
Learnings
- implementation of a consistent TM reporting routine at local level in the second semester - implementation of a more objective system of measuring TM processes implementation - implementation of the refreshed PDP framework - creation of Team Standards implementation guidelines - improvement in the standardization of TM processes and Team Standards implementation - building a routine of following up on national and global surveys
- for performance management to have more impact on productivity, a constant synergies routine is needed at MC level as well - Team Standards need to be tracked by network managers as much as by TM - performance management tools standardization is very important - TM processes need to be prioritized according to their impact on the current state of operations in order to be implemented at the right time
reached the
implementation of the
90%
monthly reporting routine and
data collection at local level
Legacy
- consolidated reporting routine at local level - consolidated TM processes and Team Standards know how - awareness of the importance of data and how to use it for operations
milestone of response rate in the
Monthly Survey Non-achievements
- gaps in data collection and reporting at local level in the first semester - reporting routine was not implemented properly in the first semester - tools were created in the first semester, but only implemented until the second semester because of change management - in the second semester higher Team Standards implementation didn't correlate to higher results, the crucial performing standards had the lowest implementation constantly
Statistics % TM process Recruitment campaigns GET 100%
DEVELOP 90%
31
KEEP 87% REPORT 100%
(#Recruited people per peak):
We ran 2 recruitment campaigns: Winter recruitment: 3rd of December - 16th of January Recruitment goal achievement: 187/190 new members Summer recruitment: 20th of May - 27th of June
Achieved recruitment goal: 167 new member
TL capacity building
- consolidation of the succession plan and selection process for Team Leaders - consolidation of the TLB bootcamp as a touch point to reinforce the TLB culture at local level - creation of the TLB Academy as education channel - creation and implementation of a Team Leader capacity building plan - improvement in the leadership pipeline and quality of Team Leaders
Learnings - the content of the TLB bootcamp needs to be aligned with the content of the TL track in the induction local conference - the TM - TLB routine gives results only if the agenda is consistent and aligned with the Team Standards and operational timeline - the TL capacity building plan needs to be simple and have clear steps, then it needs to be evolved little by little every semester
Non-achievements
Legacy
- stronger TLB culture at local level - understanding of the TM - TLB corner - stronger TLB pipeline
- TM - TLB routine not implemented in the first semester - engagement with the TLB Academy was not as desired - the shift from the building to the performing phase was slow - in the first semester the TL capacity building plan was not implemented in all LCs
implementation of the
TM – TLB
increase in the overall #applicants for
biweekly synergy corner
ixp
TLB positions
- overall growth in IXP APDs - creation and refreshment of the IXP campaigns - focus on IR partners and obtain results (IR Ambassadors) - design an IXP strategy that focuses on the real experience of the members and on the long term return of investment for the organization
Learnings - every IXP campaign the feedback and inputs from the network are very relevant - challenging the way the membership perceives IXP may not bring results right away, but will impact the next peak - it is crucial for the TM - oGX expectation setting and working routine to be nurtured by the MC
80% Ixp apd s
with IR partner in the summer campaign
Legacy
- a different approach and point of view of the role of IXP in our entity - a start for something that can later be evolved in an IXP culture - IR Ambassador concept
Non-achievements
- not everyone adopted the additional JD for their IXP, mainly based on not seeing the relevance of it - conversion of IXP pipeline to APD was low - not enough time to create and downscale guidelines for reintegration
32
During the term, we had the opportunity to see the entity improving and evolving.
The adjustment of the results timeline for some products, working with clear peaks, pushed our results and taught us how to work with Winter Peak (our first semester), growing more than 100% in Approvals.
Global Volunteer as the main focus of the entity grew in APD, RE and CO. Outgoing Global Entrepreneur and Global Talent for the first time had one MCVP focused only on it, making Outgoing Global Entrepreneur grow more than 100% in Approvals and Realizations. Incoming Global Volunteer showed its potential, even without being the top focus product showed its relevance growing almost 50% in Approvals.
Products Plan x Ach (APD, RE & CO) iGV - Plan 600 400
425 317 212 243 266 201
200
oGV - Plan 600
121 150 90
Plan Ach 1819
585 427 456 362 375 330
400 200
APD
40
RE
APD
CO
30 44 28
Plan
41 3430
5 9 9
Ach 1819
0
28 24
20
25 22
10
20 9
10
RE
CO
APD
iGT - Plan
Plan 6 4
Ach 1819
16
80
191818 7
4 2
0
RE
CO
oGT - Plan
27 27
10
33
CO
0 APD
20
RE
oGE - Plan
67
20
30
Ach 1819
iGE - Plan 60
Plan
0
0
80
273 179 108
Plan
60
Ach
40
1819
20
72 2933
59 34 24
Plan 18
7 7
0 APD
RE
CO
APD
RE
CO
Ach 1819
Total Plan x Ach
Total Timeline
(APD, RE & CO)
(APD, RE & CO)
1400
APD
1204 1200
RE
CO
450
1000
400
805 866 768 672 622
800 600
382
350
Plan 300 Ach 250 473
1819 200
326 220
400
289 208
150
136 116
100
200
126
50 APD
RE
66 45
31
0
0
198
180
Q1
CO
Q2
Q3
19 Q4
Our Results iGV APD RE 1718 1819 %G 1718 1819 243 317 30% 201 212 iGE APD RE 1718 1819 %G 1718 1819 27
44
APD 1718 1819 28
16
63%
%G -43%
30
34
iGT RE 1718 1819 18
18
%G 5%
%G 13%
%G 0%
APD 1718 1819 768
805
oGV CO APD RE CO 1718 1819 %G 1718 1819 %G 1718 1819 %G 1718 1819 %G 90 121 34% 427 375 -12% 330 362 10% 108 179 66% oGE CO APD RE CO 1718 1819 %G 1718 1819 %G 1718 1819 %G 1718 1819 %G 9
9
0%
CO 1718 1819 2
%G 5%
%G
4
100%
10
24
140%
APD 1718 1819 33
29
TOTAL RE 1718 1819 %G 622
672
8%
%G -12%
9
22
oGT RE 1718 1819 34
24
CO 1718 1819 220
325
144%
%G -29%
4
6
CO 1718 1819 7
6
50%
%G -14%
%G 48%
Support LC Visits - With a Replanting Visit, in the middle of the Local Executive Board term and a Planning Visit, before their term starts, the MC could align with the LCs strategies and goals for each chapter of AIESEC in Portugal.
CEO Summit - Not only keeping but evolving the Summit focused on Local Committee Presidents (LCPs) we could build a stronger network and downscale all the educational content and align strategies we planned.
Conference Pre-meeting - 2 Days before the Local Executive Board conferences we had an agenda only focused on LCPs, ensuring their understanding and collecting feedbacks for MC Strategies and having them by our side to downscale the conference message.
34
For the first semester, the Organization Development Strategies were based on 3 main pillars, Diagnostic, Strategy, and Support. Later on, it was organized by internal OD Process, but keeping the original framework. Diagnostic - Looking into data, improve the way how we understand and get a better diagnostic of our Local Committees. Strategy - Understanding our reality, which strategies must be implemented to develop the entity. Support - Relation with the network, with our members, proving clear next steps and supporting them through all the implementation of strategies.
The main strategies developed and implemented throughout the year were: Diagnostic OD Spreadsheets - Create and centralize and an entire library of previous and ongoing data about AIESEC in Portugal Operational Results. (It can be found in http://bit.ly/ODSheetsPT) Strategy Reward & Recognition Refreshment - Evolve the way how the Member Committee communicates and engages the network throughout challenges and campaigns. Governance Review - Improve the internal governance of the entities, review the National Compendium, Legislation Agenda, and Subcommittees management. Portugal Development Index - Creation and implementation of a deep analysis tool, which allows to look not only to the operational index but also to health index and come out with a deep diagnostic and next steps for each LC reality - Expansion Model Refreshment - PTDI Creation & Implementation
Design
Learnings - More understanding related to Expansions Strategies, how to open, develop and close Expansions - Data Management and Data Centralization (Operations and Resources)
Legacy
- PTDI - Clear next steps for the current expansion
35
Non-achievements Refresh Clustering System
Portugal Development Index (OD Model) creation
Growth Model Refreshment 18.2 and 19.1
Learnings
Non-achievements
- Define and clarify the strategies doesn't mean it'll be implemented or followed by the network.
Network
Learnings
Growth Model Refreshment 19.1
- Internal Communication Evolution - Instagram, Facebook - Reward & Recognition Refreshment - EST Elections and Management - Coach System Clarification Management
- The interest from the network can change quickly, so it's important be always ready to adapt in order to have their attention an engagement. - Push pipeline for EST few months in advance, already plan it with MCVP TM
- National Compendium specificities - Agenda creation, planning framework and strategy downscale by coaches Benchmark for LC Membership Criteria
Non-achievements Routine MCPV OD + Coaches
- OD Spreadsheets Creation - National Compendium Review - Governance Summit - LC Membership Criteria Refreshment - Replanting & Planning Visits
LC Management
Learnings
Growth
Legacy - General Assembly New Calendar - LC Membership Review Criteria and Model - Centralization of data by OD Spreadsheets
Non-achievements - Automatic LC Planning Tools - Big OD Dashboard
Data Centralization by OD Spreadsheets
Knowledge
LC Membership Criteria Refreshment
- LCPs Monthly Survey - CEO Summit Evolution - LCPs Conference Pre-meeting - Expansion Support by EST Expansion Manager
Learnings
- Conference Agenda - "OD Manager" experience with the EST Expansion - Data Collection from LCPs by Monthly Survey - Implementation of SONA requires a big synergy with MCVP TM
Legacy
- CEO Summit and LCPs Pre-meeting consolidation with the National Council - Stronger NC Identity
Non-achievements - SONA Creation
36
During our term we could meet great stories of development, hard work and growth. We selected two, one from each semester, and ask them to share a little bit about this experience. AIESEC In Porto FEP, first LC to reach the 200 Approvals mark, growing 103% in Approvals and 61% in Realizations APD RE 300
243
200 100
87 79
119 99
156
0 16|17
17|18
18|19
Leading AIESEC in Porto FEP, it was more than 1 year of work, it was an experience full of intensity, stories and lives transformed. When working for such a beautiful and meaningful purpose, the weekends of work, the sleepless nights and getting away from the family are side effects of the ambition of a team and an entire office. We were very crazy but very happy in the insanity of being bold, of being disruptive, of doing different and innovating. Undoubtedly, we will take this whole year in our hearts, without ever forgetting the values by which we have set ourselves. We all believe that union does the impossible and that the human spirit is of unlimited power. From now on it is our responsibility to convey everything we have learned in the world and to be happy.
Carolina Demar LCP 18.19 AIESEC In Porto FEP
37
50
46
45 40
36
35
30
30 18|19
23
25
19|20
20 14
15 10
4
5 0 APD
RE
CO
AIESEC In Uminho, first LC to grow on 19.20 Generation with 25% in Approvals and 26% in Realizations
This summer Peak was the most challenging and beautiful roller coaster in the world. It was a peak where we grew and grew. It was difficult months where being solution-oriented and self-aware was essential. And it got the most beautiful: office growth means more leadership experiences being written.
Mafalda Rebelo LCP 19.20 AIESEC In UMinho
38
Processes and Performance
- Accounting process standardization - Creating and running internal financial and legal audit through NAT - Petty cash reduction - iGV product sustainability reaching level 1 - Information management: every contract and accounting document on Podio - Change from cash to accrual accounting - Internal and external reporting content and routine - TCS model evolution - Risk management
Learnings - Processes need to be standardized and education needs to be provided not to leave room for flaws - Education about the basics of finance and legalities needs to be delivered to the whole entity - It takes a lot of time to fully implement changes of financial processes
Legacy
- Creation of National Audit Team - Standardization of Accounting Processes - Accrual accounting - Final balance in the bank account - Decrease of local internal debts in 3k
Non-achievements
- Manual of functions for LCVP F&L - Data-based decision making - IEFP application - Tools automatization - Standardized reporting for LCs
- Deliver formal network touchpoints - Strong area culture (shout and being a strong area at local level) - LC education about F&L - GVFL at local level - FSC and NAT management)
Learnings
- Have clarity about the why and the how of doing things, it's halfway for them to be done - The network is available to work and contribute, but it needs to be managed for that to happen - Have relevant tasks and keep people engaged is important for them to perform
people
Legacy - Communicative network - LC education about F&L basics - People awareness and knowledge on why and how to perform mandatory tasks
Non-achievements
39
- Absence of specific VPs in the network touchpoints - Education of Extensions
Peace with the Past
- Adjustment of clients balances since 2012 - Close the accounting from the previous two fiscal years - Change invoicing software - Communication with the accountant - Get an external auditor)
Learnings
- Have an established routine from the local level until the accountant is the key to avoid future problems - Keep the clients balance updated (information management) - Finish bank reconciliations before EBs change - Auditing firms require something in exchange of the pro-bono audit (e.g. help in national recruitment)
Legacy - Have a pro-bono external auditor - Have a copy of accounting documents virtually stored - Have a shared drive with LCs and NAT for accounting maps
Non-achievements - Go through an external audit process
Main evolutions Accounting process standardization Running internal financial and legal audit through NAT Petty cash reduction iGV product sustainability reaching level 1 Information management: every contract and accounting document on Podio Change from cash to accrual accounting Internal and external reporting content and routine TCS model evolution Risk management Deliver formal network touchpoints Strong area culture (shout and being a strong area at local level) LC education about F&L GVFL at local level FSC and NAT management Adjustment of clients balances since 2012 Close the accounting from the previous two fiscal years Change invoicing software Communication with the accountant Get an external auditor
40
Aug 01, 2018 to Jul 31, 2019
ACCOUNTS
Aug 01, 2017 to Jul 31, 2018
INCOME STATEMENT
Income BD/CR/Partnerships Rs Direct Revenue iGE Entity affilliation fee Rs NAF – internal Internal Moviments International Conferences Revenue National Conference Revenue Other revenue Sponsorships and donations iGT Direct Revenue iGV Direct Revenue oGV Direct Revenue
€ € € € € € € € € € €
8,611.05 73,944.08 6,535.40 30,491.88 480.39 1,287.01 1,308.00 741.40
€ € € € € € € € € € €
Total Income
155,811.93 €
123,399.21 €
Gross Profit
155,811.93 €
123,399.21 €
Operating Expenses BD/CR/Partnership delivery Bank Fees Internal Moviments International Conferences Fee International Conferences Travel + Visa International Fees (AI + Regional) National Conferences National Travel Overhead cost (Office) Overhead costs (HR) Overhead costs (Legality) PR Costs iGV Direct Costs oGE Direct Costs oGT Direct Costs oGV Direct Costs Total Operating Expenses Net Profit
41
18,018.07 360.00 92,827.47 2,867.00 4,017.14 30,904.10 19.20 4,399.95 1,620.00 200.00 579.00
As a percentage of Total Income
825.08 208.31 2,142.75 11,354.66 1,260.90 21,557.31 34,308.86 615.30 369.75 63,254.11 9,370.32 15.00 121.25 349.96 1,016.73
€ € € € € € € € € € € € € € € €
184.08 6,535.40 4,882.43 1,867.57 20,941.02 21,994.90 433.70 341.66 61,761.93 11,364.49 94.50 615.53 224.42
€ € € € € € € € € € € € € € € €
146,770.29 €
131,241.63 €
9,041.64 €
(7,842.42) €
5.80%
-6.36%
Aug 01, 2018 to Jul 31, 2019
ACCOUNTS
Aug 01, 2017 to Jul 31, 2018
Operating Activities
Cashflow statement
Sales BD/CR/Partnerships Rs Direct Revenue iGE Entity affilliation fee Rs NAF – internal iGT Direct Revenue iGV Direct Revenue Internal Moviments International Conferences Revenue National Conference Revenue oGV Direct Revenue Sponsorships and donations Other revenue Total Sales
10,705.25 € 360.00 € 92,827.47 € 1,620.00 € 200.00 € 2,867.00 € 4,017.14 € 30,904.10 € 579.00 € 2,983.17 € 19.20 € 146,894.30 €
8,611.05 € - € 73,944.08 € 1,308.00 € - € 3,430.00 € - € 30,491.88 € 741.40 € 1,287.01 € 480.39 € 120,137.81 €
(690.08) € (15.00) € (11,146.79) € (11,304.66) € (1,260.90) € (21,557.31) € (26,646.76) € (600.30) € (121.25) € (349.96) € (981.73) € (491.73) € (60,148.68) € (9,370.32) € (788.57) € (145,286.01) €
- € (615.53) € (3,535.40) € (4,882.43) € (1,867.57) € (20,941.02) € (21,994.90) € (433.70) € - € - € (224.42) € (497.66) € (61,656.53) € (11,364.49) € (94.50) € (127,952.15) €
- €
- €
- €
- €
- €
- €
- € 1,608.29 €
- € (7,814.34) €
Purchases
BD/CR/Partnership delivery iGV Direct Costs Internal Moviments International Conferences Fee International Conferences Travel + Visa International Fees (AI + Regional) National Conferences National Travel oGE Direct Costs oGT Direct Costs oGV Direct Costs Overhead cost (Office) Overhead costs (HR) Overhead costs (Legality) PR Costs Total Purchases Inventory Total Inventory
Payroll Total Payroll Sales Taxes Total Sales Taxes Other Total Other Net Cash from Operating Activities
Investing Activities Property Plant Equipment
Total Property Plant Equipment
- €
- €
- € - €
- € - €
- €
- €
- €
- €
- € - €
- € - €
Other Total Other Net Cash from Investing Activities
Financing Activities Loans and Lines of Credit Total Loans and Lines of Credit Owners and Shareholders Total Owners and Shareholders Other Total Other Net Cash from Financing Activities
OVERVIEW
Starting Balance Conferences Account Extensions Main Bank Account Total Starting Balance Cash Inflow Cash Outflow Net Cash Change Ending Balance Conferences Account Extensions Main Bank Account Total Ending Balance ACCOUNTS
As of 2018-08-01 5,500.16 € 458.23 € 6,110.70 € 12,069.09 € 150,328.63 € 148,720.34 € 1,608.29 € As of 2019-07-31 - € 860.53 € 12,816.85 € 13,677.38 €
As of 2017-08-01 492.23 € 70.00 € 19,321.20 € 19,883.43 € 120,497.51 € 128,311.85 € (7,814.34) € As of 2018-07-31 5,500.16 € 458.23 € 6,110.70 € 12,069.09 €
Jul 31, 2019
Jul 31, 2018
BALANCE SHEET
Assets Cash and Bank Conferences Account Extensions Account Main Bank Account Total Cash and Bank Other Current Assets Accounts Receivable Partners Short Term Receivables Total Other Current Assets Long-term Assets Reserves Account Total Long-term Assets Total Assets
Accounts Payable Total Current Liabilities Long-term Liabilities Total Long-term Liabilities Total Liabilities Equity Retained Earnings Profit for all prior years
43
€ € € €
5,500.16 458.23 6,110.70 12,069.09
€ € € €
7,312.82 € 1,416.78 € 8,729.60 €
- € - € - €
7,330.38 € 7,330.38 € 29,737.36 €
7,299.10 € 7,299.10 € 19,368.19 €
Liabilities Current Liabilities 1,327.53 € 1,327.53 €
- € - €
- € 1,327.53 €
- € - €
19,368.19 €
27,210.61 €
9,041.64 €
(7,842.42) €
28,409.83 € 28,409.83 €
19,368.19 € 19,368.19 €
Profit between Aug 1 and Jul 31 Total Retained Earnings Total Equity
860.53 12,816.85 13,677.38
The information provided in these financial statements corresponds to the MC finances exclusively. In the following link you’ll be able to find more detailed information. Entity’s data will be available in the same link from the 8th August.
FinReport1819
Also you can find ECB and Funds reports in following link.
reports
44
I had the opportunity to be Chair of the Board in 2018/19 mandate, and experience the enthusiasm and professionalism of the members of the MC to deliver on the mission of the association, while investing in the financial sustainability. During the year the MC has faced several challenges that they faced with energy and positive attitude. Those challenges were a great opportunity for them to develop their leadership skills, including resilience, empathy, networking, influence, and persuasion. As a team they showed commitment, but were also capable of facing adversity and taking difficult decisions, while keeping the focus on the network development, their members, and on everyone that trusted them, including students, companies, and profit and non-profit organizations. To finalize I would like to highlight their passion for the association, and their willingness to pursue the values, and the mission of AIESEC, making sure the organization stayed with the right mindset to thrive for the years to come.
Anabela Possidonio Supervisory group Chair
45
Over the, almost, past 60 years AIESEC has been developing, connecting and talking about leadership throughout many generations in Portugal. Our story over the previous years has been about overcoming, ambition, and development. In 2019-2020 term I'll have the pleasure to lead and ensure that not only keep on it, but also bring new topics to our conversations. - Not only cross the barrier of 1000 exchange contracts but start talking about when we will cross the 1000 exchanges in a year.
- Ensure our financial sustainability, working closer to all the ensures for everyone have clear their unique contribution to the entity health. - Evolve our information management and platforms, so we can make smarter decisions based on a more clear and realistic diagnostic. - Prove to our network support based on each reality, adapting and evolving our strategies to provide what is the need for each one grow. A wise African proverb says "If you want to go fast, go alone. If you want to go far, go together." And to make it happen I'm sure that I have the greatest person by my side to support me and turn it into reality. With my entire humbleness and excitement, I here, eager to achieve and proud to lead for Portugal.
President of aiesec in Portugal 19-20
46
AIESEC in Portugal team 18-19
Caio Lima President
Laura Puescu Talent management
47
Caio Arruda Organizational development
Patricia Martins Finance & Legal
Daria Rii Outgoing global volunteer
Miguel Gaspar incoming global volunteer & partnership development
Nadiia Martyniuk Outgoing global talent / entrepreneur
Sara Fonseca Brand experience
48
AIESEC in Portugal Email: presidency@aiesec.pt Phone: +351 937 300 069
Report designed by
Daria Rii