AIESEC UWALC of the Year Application

2011-2012

AIESEC UWA Executive Board 2011 AIESEC UWA Executive Board 2012

2010-2011 2011-2012 Relative Growth

TNs 1 3 300%

EPs 26 66 254%

TMP 74 168 227%

TLP 29 70 241%

Growth in our Measures of Success

Exchange

2010-2011 2011-2012Relative Growth

Absolute Growth

TNs 1 3 300% 200%

EP 26 66 254% 154%Total 27 68 251% 151%

AIESEC UWA has grown 251% in exchange realizations over the past 12 months. This is due to a combination of drawing upon the synergies between the portfolios through the use of short term teams, ensuring entire LC mobilization and motivation, reward and recognition incentives, an organized training scheduled, knowledge sharing between UWA and its hosted entities and a detailed recruitment plan to ensure a skilled and active member base.

Raise Match Realise 0

20

40

60

80

100

120

140

2010-112011-12

318%

304%254%

Outgoing Exchange

Raise Match Realise 0

1

2

3

4

5

6

7

2010-112011-12

400%

300%

Incoming Exchange

200%

Exchange Sustainability Incoming Exchange

AIESEC UWA currently has 3 GIP TNs confirmed for the year. 2 out of these 3 TNs were re-raises. This showed that AIESEC UWA has constantly delivered high quality interns, matching the clear expectations set with the TNs. Communication with our current partners have been consistent and regular. There have been negotiations to re-raise all of our current accounts.

Other than the current accounts being managed, AIESEC UWA is in final stages of negotiation with several companies including CVW Creative, Plant Biology as well as Watercorp. We are expecting to raise interns with these accounts within the next 6 months.

AIESEC UWA has also committed to implementing SLAP at our University. We have raised 2 interns, expected to be realised by the 30th of July. AIESEC UWA has decided to go through with implementation SLAP on campus as it adds value in the following ways:1. French intern to help out in French consult classes.2. Spanish program is being used as a market research tool for the Arts Faculty on demand for the

Spanish language on campus.3. It made AIESEC the Arts School’s first choice partner.4. It is an avenue to sell OGX through.

Outgoing Exchange

OGX at UWA has been very sustainable over the past two years, particularly in 2011 in which several EPs raised, were transitioned and realized in 2012. Continuing this trend, UWA has raised 32 EPs in 2012, 9 of which are matched and are being realized this winter. Moreover, we have over 20 applicants sitting our next MRB in August, and given our current raise ratio, we are expecting 15 raises.

Our partnership management has been exceptional in the past 2 years, which reflects on our sustainable working style. We have created LC-LC partnerships with Taiwan, Philippines, Cambodia and Kenya in 2010-2011, and we still maintain good relationships with these LCs. The LCVP Projects of the LC in Philippines has recently been elected as the MCVP Projects in the Philippines, so now we have an even better connection to the entity, as a result of our sustainable partnership development.

Exchange Sustainability

Members

AIESEC UWA has built upon the foundations of the 2011 recruitment campaign and has achieved a record breaking recruitment in 2012 with 1487 sign ups, 133 applications and 29 new members. As at today, the LC has a retention rate of 95% and does not have to recruit new members in the coming semester.

Through cross-functional initiatives, members are able to develop themselves in skills across all areas of the local committee. This builds a strong LC culture.

Over the past year, our membership base has received a high quality AIESEC experience through the various opportunities available over the past 12 months. We have established a strong middle management structure and have established heavyweight project teams for short term initiatives. These initiatives have empowered members through providing them with the opportunities to manage responsibilities, rather than tasks, whilst giving them a sense of ownership and belonging to the LC. This has enabled the LC to secure its future through strengthening our leadership pipeline.

Members

Members

2010-2011 2011-2012Relative Growth

Absolute Growth

TMP 74 99 134% 34%

TLP 29 38 131% 31%

Leadership Sustainability

Through the extensive array of opportunities that AIESEC UWA provides, through our middle management and short term roles, the LC has an engaged and active membership base with high retention rates.

As demonstrated through our recent NTR, majority of our members are looking to step up either as OCP, TL, EB, LCP, SM and MC. This, combined with our high retention rate, results in knowledge and information sustainability, ensuring that future growth for the LC.

Sustainability

Financially, AIESEC UWA is in an exceptional position with a cash at bank of $24,564. Over the past two year, AIESEC UWA has been fortunate to receive generous grants from the Vice Chancellor, but despite no grant being received in 2012, the LC still has 8 months of cash in reserves.

Such cash reserve is substantial considering that the LC is still investing in its members through national and international conference subsidies as well as investing in exchange through membership to the Local Chambers of Commerce and EP bring back subsidies. The LC is also expecting revenue of $4000 from FNAS( TN taker) and SLAP in the coming weeks.