Mc thrive anual report

MC THRIVEc Annual Report

Presidencyc

Strategic Framework Development

Organizational Goals

Local Entities

Financial Goals

Programs Goals

EmpoweredNetwork

OperationalExcellence

Entities GoalsSan Andrés & Providencia

La Guajira

Chocó

Meta

Item Goal

# Dptos 23

# Ciudades 24 + Ous

# LCs 23

# Extensiones 7

# GIs (Uso) 4

# ExpansionInitatives

1

Financial Goals

Program GoalsIGIP: 300

OGIP: 400

IGCDP: 1000

OGCDP: 1300

TLP:2250

TMP:6040

15%

14%

66%

66%

43%

101%

Global Top 7

Program GoalsIGIP: 277

OGIP: 354

IGCDP: 925

OGCDP: 1095

TLP:N/A

TMP:N/A

39%

40%

27%

92%

Global Top 4

89%Achieved

Total Performance

Total X Goal: 3000Total X Executed: 2651

Main Achievments• We grew globally from TOP 7 to TOP 4 in total X realizations.

• The biggest financial growth of history

• Redefinition of the MC administrative Staff: The visas manager change from Yenny to Julieth and we add a new accountability person (Sonia)

• Representation of AIESEC in Colombia in the external market: BoA, Colombia Jóven, Sistema Nacional de Voluntariado, ICETEX, Embassies, IAVE, etc…

• Recognitions for the entity inside and out of AIESEC: Global GCP of GIP growth and IAVE recognition as the best youth volunteer organization of the country.

• Internal Auditing process supervising the finances of the national office in the first semester

• MC Team management towards a National Network management united in the organizational purpose together: Peace & fulfilment of humankind`s potential

• Delivery of the biggest national iGIP project of the network, making a global innovation GCP and influencing the global supply and demand on the GIP teaching sub-product.

• Global Responsabilites successfully achievied: Finance Subcomite with the new financial model and the global legislative calendar + Global FULLMEMBERSHIP

• BID Application to host IC 2015 and IPM 2016, positioning the brand and thetalent capacity of AIESEC in Colombia in the global network.

• Presentation of the formal proposal of the Israel initiative in the global plenary

• Awarded with Global Achievement Award during IPM China 2014

• Internal Auditor research, proposal creation and consolidation of In-Kindpartnership with Crowe-Horwath

• ICETEX Agreement renewal for unlimited free courtesy visas and AIESEC Trainee

• NAT direct communication, education and consolidation in the nationalnetwork.

• Host of IGN MCP Summit 2014 and IGN Summit 2014

• PAI country visit with external connection for Global Youth Voice

Operations +c Innovation

Strategic FrameWork

Customer Focus CEM Challenge Achieved! AIESEC In Colombia certified as a

Customer Centric Organization at IC Egypt!

+50 Cases Closed.

We created the CSI Team. A special task force for Firefighting and

LC education on quality.

Together with the NAT, we evaluated the main bottenecks in each

entity and gave back recommendations for process improvement.

We developed the sense of ownership around quality in AIESEC in

Colombia. Now it matters and it´s included within our MoS.

Together with Marketing developed the Promoters Management

Strategy.

Pioneered Zendesk implementation! A platform for customer

solutions, now implemented by Customer Gauge.

Education Plan

Product Innovation

Methodology

Tra

ck

Process Improvement

Tim

elin

e

Reports

CSI Creation + Consolidation

Cata Medina

CSI Chair

Edu Florez

CSI oGIP

Pedro PabónCSI oGCDP

Lucho Medina

CSI iGIP

Sonia SuttaCSI iGCDP

Purpose:

1. For OGX EPs: To get direct help from MC which is faster and more effective.

2. For trainees: To handle conflicts with LCs in Colombia.

3. Communications & Updating.

4. Process Improvement & Innovation.

5. For any stakeholder to consult about XPP.

6. Structure and HR: How to make sure everyone’s committed and fast responding?

7. Making sure everyone knows about this tool.

Firefighting Guide Global GCP

Step 1

Internal Level

Step 2

Local Level

Step 3

National Level

Step 4

International Level

The intern or the TN organization should inform each other and try to solve theissue privately.

NOTE: TN manager or EP manager MUST support this process.

If step 1 has been tried and failed, the intern or the TN manager should informthe Home & Hosting Local Entity in order to get the issue solved.

NOTE: Hosting & Home entities’ VPs, Local CSI Teams, EP manager and TNmanager MUST support this process.

If step 2 has been tried and failed, the TN manager or the EP manager shouldsend request to CSI in order to get this case solved.

NOTE: Hosting & Home entities’ MC, LCPs and EP/TN manager should supportthis process. CSI will ONLY accept a case when it’s proved that Step 2 hasfailed.

If step 3 fails at MC to MC level. CSI, together with the MCVP Responsible, is incharge of taking the case to ICB for international arbitrage.

NOTE: Let´s try to keep our cases within the previous three levels. Reaching

ICB is

CSI & NAT Quality MoS

Monthly Reporting about Self Selected Issues together with clear next steps and follow up.

Process Improvement Tool in PODIO in order to assign responsibilities within the local entities.

Local Entities could lose full membership if this procedures are skipped.

NPS per Month

National 13-14 NPS

National 13-14 Promoters

National 13-14 Detractors

National 13-14 Response Rate

Operational Excellence International Cooperation Plan for AIESEC in Colombia. Executed

since IC Egypt 2013.

Backwards Planning improvement & VPM download.

Master Track platform for LCs. Platform downloaded.

The LAST Stand challenge promotion & strategy creation.

Planning Process development together with OD.

Champions League, commercial strategy creation and follow up.

Operations Team Management.

Both commercial strategies raised the urgency on the membership

for Raising and Matching.

Empowered Network 7 OES Delivered!

Specific Knowledge about

each region.

Profile analysis.

Download functional content

for MM & TMPs.

Clear next steps.

Understand specific

bottlenecks.

Innovate in Content Delivery.

Connection & Motivation.

iGCDPc

MC THRIVEiGCDP Total Achievement

0

200

400

600

800

1000

1200

1400

Raises Matches Realizations

MC Thrive GOAL

Total MC term Achieved

MC Boost Achievement

StatusMC Thrive

GOAL

Total MC term

AchievedGAP

% Total Goal

Achievement

MC Boost

AchievementGrowth %

Raises 1225 1384 159 113% 1048 14%

Matches 1070 1003 -67 94% 755 29%

Realizations 1000 927 -73 93% 659 34%

iGCDPNPS Score 44

Promoters 59%

Detractors 15%

Responses 1168

Detractors Self Selected Issues

AIESEC’ support during the experience

12%

Job-description clarity and alignment

18%

AIESEC Support 16%

Promoters Self Selected Issues

Communication effectivityduring acceptance procedure

11%

Cross Cultural Understanding 10%

Information provided about the GCDP programme

10%

Strategic FrameWork

Main Achievements

iGCDP Projectsconsolidation &

evolution

Matching & International Cooperation

Integral & sustainable growth

Talent development

Customer FocusiGCDP PROJECTS CONSOLIDATION & EVOLUTION

• Global Citizen evolution and national Portfolio: 9 National products well structured

• 8 LCs participating in our National Project ALFABETA with 240 raises.

• Discover Colombia project Summit: Creation & Consolidation -> 60 TNs for December. (@Cartagena &

@Uninorte)

Operational ExcellenceMATCHING & INTERNATIONAL COOPERATION

• International cooperation Portfolio creation.

• The Answer is Colombia macro strategy – MC in Colombia investing in some partnerships to accelerate

matching processes: Peru, USA, Venezuela, Mexico.

• MC and NSTs working in micromanaging matching in winter peak was one of the most accurate

decision.

Main Objective TAC:1.Invest in the cooperation between OGCDP in IGN and iGCDP in Colombia.

2. Encourage volume in operations.3. Encourage the recruitment of profiles for Colombia’s Projects

Operational ExcellenceMATCHING & INTERNATIONAL COOPERATION

• CEEDers:

– Focused in Quality: We received: Two from Germany / Two from USA

– Fucused in Match: We sent: 1 for Brazil / 1 for Peru / 1 for Germany / 1 for USA / 1 for Mexico

• IC , IGN Summit, ILC Participation

– Strengthening of old Partnerships

– Alignment of timelines in oGCDP EP recruitment / iGCDP TN raising

– Establishment of Co-Delivery strategies, Goals,

– In IC Approach to potential big suppliers: IGN small countries, Taiwan, Hong Kong, Indonesia, Australia, Poland, Russia,

Italy.

– In IGN Summit approach to Big players like: Chile, Perú, Mexico, Argentina & Brazil.

– Positioning of AIESEC in Colombiaand reinforcement of Partnerships with Canadá, USA and IGN countries.

PROCESS OPTIMIZATION & STANDARDIZATION

• iGCDP flow definition step by step.

• Raising, Matching, Delivery & Quality materials & tutorials.

• Delivery & Quality Products evolution

INTEGRAL & SUSTAINABLE GROWTH

• Relative growth in raises: 113%, matches: 91%, realizations: 93%.

• 20 Days Challenge strategy (Synergy with F&LM)

• Sustainability culture: iGCDP Projects structuration Model.

• Quality Management Improvement: Fire fighting improved in iGCDP in Winter delivery.

Empowered NetworkTALENT DEVELOPMENT

• 2 VPMs versions + 2 OES versions preparation & delivery in 4 zones

• Education cycle structuration & execution

– Online trainings delivered by the NST

– Functional coaching (virtual)

• NST meetings, well work distribution and performance: NST structure was very well designed and is

responding accurately to the network needs.

• Weekly news to VPs with directions, learning points, motivational stuff and monthly meetings with them.

• The network is answering faster to national directions and NSTs requests.

• Functional Visits in 18 local entities: ECI, EAN, Central, UGC, Rosario, Javeriana, Cartagena, Santa

Marta, Tolima, Eafit, EIA, UN, UdeA, Javeriana Cali, Manizales, Cali, Pereira, Andes.

• Nomads in Cartagena, Uninorte, Santa Marta, Monteria, Cali, Pereira, EIA, Eafit, UdeA.

• In general, most of the expansion entities are incredibly empowered (Due to NST Expansion

performance, VPs attitude, Attendance to OES)

• 3 Task forces

– Operations & Innovation summit: new products structured

– Alfabeta project Estructuration

– The answer is Colombia Strategy structuration (Matching Focus)/Reloaded matching tools for LCs

• GCDP Value proposition is clear for all iGCDP corners and LCPs at local level: GCDP Army culture.

oGCDPc

MC THRIVEoGCDP Total Achievement

oGCDPNPS Score 44

Promoters 58%

Detractors 14%

Responses 1276


Logistical support 16%


13%

AIESEC Support During X 15%



11%

Cross-cultural understanding& awareness

10%

Information provided about the GCDP programme

9%

Customer Focus• oGCDP Product Evolution: Cultural, Gestion, Development,

Multiplica.

• COOMEVA Partnerships Consolidation (new market segment)

• Innovation Projects:

– Call Center for oGCDP

– Empaque y Vámonos a Ecuador

– MRB Virtual + oGCDP Legalization process

– National Publication in ADN Newsletter (May) (PR)

– Ensure Assist Card Partnership in oGCDP Network for EPs

Financial Investments for

IGN Collaboration Strategies

Empaque & Vámonos

Ecuador

Gen2015 Behaviours!

Words Action

National Publication in ADN Newsletter

COOMEVA Partnerships Consolidation

(new market segment)

Operational Excellence• Process Standardization at national Level:

refreshment PODIO Space; MRB Virtual, oGCDP

Legalization process.

• 90% Growth in oGCDP Matching Rate.

• Development of Conversion Rate Strategy for

oGCDP.

• EPIC Implementation from National to Local level.

Empowered Network• IXP Culture at national Level: Sinergy with TM + #

Goals.

• Create National Trends: Organizational Culture “BIG SUMMER” + GCDP Army

• 7 OES Trainings Execution + 2 VPM Delivered

• Functional Visits to All LCs: Envoys, MCVP + Ceeders

• Summits by Cluster, according to LC reality.

• Virtual Education Cycle: 2 Big cycles

• IGNite Ceeders: Pasto, Santa Marta, Montería, Tulúa

• IGNite Ceeders for IXP = 12 Ceeders from Colombia toIGN

Main Improvements Points

• Consolidation the Sinergy with IM &

Expansion

• oGCDP needs focus on Showcasing

of OUR EPs!

• The internal process & sinergies

between oGCDP Corner at LC level is

not efficient at all and there is a clear

weakness in team management,

tracking & delegation

• Work together with the CSI Team in

order to have a fast responding

management to Quality Cases.

• We need to Consolidate the

leadership body of oGCDP.

• OD + oGCDP working together in

order to support Growth in the

programm.

• Is necessary to improve the“ Sense of

Urgency” of the LCs. ( Slow RA rate).

• Working with projects with the

Goverment : DPS: (Slow working

process and answer)

• International Cooperations: Ensure

Tracking, Execution & Quality in

Exchanges (NPS).

oGIPc

MC THRIVEoGIP Total Achievement

oGIPNPS Score 45

Promoters 59%

Detractors 14%

Responses 502


Integration by the hosting entity

13%


12%

Logistical Support 16%


Information provided about the GIP programme

10%

Matching support 10%


10%

Main Achievements• Growth of 20% in MA Rate due to better alignment of Sales

and Raising (MA Rate: 64%).

• 27% of growth in experiences delivered (Absolute: 75 RE).

• 16% of growth in Match.

• Top 2 globally.

Strategic Framework

Customer Focus• EPIC – restructuration of OPS for OGX EPs.

• Why GIP understanding in the network.

• Frequently meetings and reports to the Indian Embassy to solve Visa

issues.

• Definition of new Match criteria with India.

• India CEEDer – supporting Colombian EPs inside the country

Operational Excellence• Product Innovation Summit at the beginning of the term – presence of 6

LCVPs to revise booklets revision, oGIP flow and creation of National Sales Portfolio.

• Creation and implementation of standard National Sales Portfolio and Cooperation Portfolio.

• oGIP Flow – more structured and optimized.

• Podio oGIP Management space – restructured and closer tracking of opeoration and audit.

• EDUacTIng strategy – MC paying for each raise of Teaching and IT during the month of march. Achieved total of 13 RA (8 IT and 5 Teaching).

• The Answer is Colombia macro strategy – MC in Colombia paying for each match with the countries: Chile, Peru, Panama and Mexico, during the months of march and april. Matches achieved in march: 2 with Chile and 3 with Panama.

• Fast Matching Strategy – paying for each Match of our local entities.

• Matching Task Force – presence of 6 local entities.

Empowered Network

• 2 OES – delivered in each zone, focus in Why GIP understanding and

Functional training.

• NST strength – weekly meeting managed by the NST Manager

• LEC – training in Sales, Match, International Cooperation, IT, and EPIC

• Functional Visits – delivered by the MCVP in 12 entities (Popayan,

Javeriana Cali, Cali, Manizales, Pereira, Andes, Javeriana, EIA, EAFIT,

UdeA, Santa Marta and Uninorte).

• Nomadas – in 2 entities focused in implementation of RA and MA

(Bucaramanga and Uniatlantico).

• Talent Capacity – trainings to the LCVPs oGIP and revision of structures,

JDs, minimum, backwards planning, tracking and team management

strategies.

iGIPc

MC GOALTOTAL

ACHIEVEDGAP

MC Term % Goal Achievement

RA 397 631 -234 159%

MA 345 351 -6 102%

RE 300 277 23 92%

Local goalLocal

AchievedLocal GAP

Local % achieved

RA 261 236 25 90%

MA 195 157 38 81%

RE 200 143 57 72%

MC THRIVEiGIP Total Achievement

iGIPNPS Score 44

Promoters 58%

Detractors 14%

Responses 362


AIESEC’ support during the experience

15%

Visa documents and information

13%

Comm effectivity during acceptance procedure

13%


Comm effectivity during acceptance procedure

12%

Information provided about the GIP programme

11%

Matching Support 9%

Customer Focus Transition from a product centric organization to a market/customer centric

organization by:

Breaking mindsets for product packaging in iGIP Price flexibilization according to local market trends Take advantage of new market opportunities such as BPOs Find the real value proposal for our segments Define the right name for the Macro-products Local structures definition according to the market B2B strategy delivered in synergy with marketing

Industrial and services sector analysis development in Bogota and Medellin.

Sales pilot projects to develop different segments:

6 sales pilots in the IT Market (Manizales, EIA, EAFIT, UN, Andes, Rosario) 4 sales pilot in the hotel market (Rosario, EAFIT, Bucaramanga, Santa Marta) 4 sales pilots in other segments different to IT and ET (Jave, Cucuta, EIA, Valledupar)

CLO Summit and CLO strategy delivered along with BD

B2B strategy implementation along with marketing

Process standardization to improve in conversion rates:

Payment policy flexibilization: 100% CUA payment at the match Pricing tool implementation according to market, internship duration and sub-products New JD delivery and implementation TN Form standardization to achieve effective matching and to avoid legal and quality issues Standardization tool for deadlines between the TN Taker and AIESEC New visa procedure application – TP6

Quality oriented structures and tools for a better CEM performance:

Implementation of NPS and TN Taker survey as quality measures New WIKI for trainee legal procedures development and implementation CSI implementation and cases tracking Amazing Account Manager and EP Colossal experience booklets delivery

Operational Excellence

Strategies implemented to increase matching efficiency:

Establish relationships successfully with country partners TN Micromanagement tool for weekly matching tracking Egypt and India cooperation and matching-manias Matching games release with customized coaching in matching strategies and tools National matching team consolidation to support promotion and selection Re-negotiation with TN Takers for increase matching rate Ceeders to drive cooperation with US and Russia The Answer is Colombia Portal for promoting iGIP TN opportunities New sub-products implementation to align demand with supply International representation in IC and Euroexpro for the teaching supply Investment in Venezuela to match TNs IT International cooperation with Argentina and Mexico to match IT New National Searchtool constant actualization New PODIO applications for matching tracking


Empowered Network Tools to engage and develop iGIP and its corner membership

Sales Development Program development in synergy with TM iGIP purpose and identity definition and implementation: GIP Wings! New R&R tool for front and back office in iGIP to be implemented by LCs NST support to local entities and MC duties Two challenges implemented to empower the network FB and iGIP newsletters communication channels

Generating talent capacity to increase exchange performance:

20 functional visits to local entities 20 national trainings with more than 250 assistants PODIO application changes to track easily sellers and matching rates 7 OES and 2 VPMs delivery 5 nomads for local entities 9 LCs implementing local SDP

In terms of talent Capacity: OES implementation is a good strategy but just when we ensure assistance and follow up. Functional visits are very important to empower the network but slower strategies which

must be implemented virtually in the office. Nomads program has been very effective and it must continue for iGIP. Implementation of effective communications internal channels reinforce GIP culture, sense

of affiliation, interdependence and purposed focused. Something that must happen next MC term is rewards by sellers categorization. The network is implementing SDP customized to their reality including iGIP Seminars,

nevertheless it would be more effective an earlier implementation for all operations. iGIP members recruitment must align even more to the profile required (time availability

and desire to work with external relations) LCVPs without results in raising cannot go to international events because they need to focus

on deliver sales supporting their team physically.

In terms of market Approach: Synergy within BD and iGIP to approach national segmentation must continue but could be

improved to not delay processes and be more fast responding. Sales pilots projects must continue but could be more tracked to give better results sooner. There are still sales meetings not registered in podio but yet they have grown in 50% This semester we have a big growth in expansion entities such as Cucuta and Sincelejo. Sales are meetings are effective, but legal procedures delay the raising process.

Main Learning Points

In terms of Customer Loyalty Organizations: CLO Summit and CLO strategy must continue for next year along with BD and iGIP, but

should be reviewed because there is still a lack of knowledge within the membership. Standardization of the TNs will avoid quality issues for the following periods. Avoid long visa procedures timelines and continue the diversification in visa types. Quality issues with trainees gave us a lot of insights for the next term. Lack of effective communication to the network in terms of administrative procedures

changes. Expl: type of visa.

Matching productivity: MC2MC cooperations are a lot more effective when they are driven by local committees

or the MC recruits the Eps by their own. Assistance to international events is important for positioning Colombia more than

establishing big international cooperations plan. Market Place has changed the way of doing international cooperations and is a great tool

to track national entities results. Intensive tracking to matching rates KPIs and local matchers team is essential. Human Resources empowerment must continue for the local network matchers.


BD + iGIP Synergy

New national accounts approach

Customer Loyalty Organizations

External Relations policies

1

2

3

Organizationalc Development

Strategic FrameWork

Empowered Network• New OD Model to enable specialized growth Aligned with global

growth model

• New membership criteria to enable specialized growth.

• Delivery of 4 rounds of visits for local entities to support the local management.

• Adaptation of MC services to new región-based model for AIESEC in Colombia.

• Coordination of NOMADS program to increase the operability capacityof some entities.

• Development of Local OD Corner concept and its implementation.

• Support the TM area in the development and implementation of IXP and Talent Capacity strategies.

• Support the education area in the delivery of national conferencescycle.

CLUSTER MODEL for Organizational Growth + HealthX

PR

OG

RA

MS

PER

FOR

MA

NC

E

BACK OFFICE: TALENT CAPACITY + FINANCIAL HEALTH

LowGrowth

SpecializedGrowth

Integral Growth

Global Competitor

s

Start-Up

Expansionc

Strategic FrameWork

Number of Entities (Last Update to be done in NatCo 2014)

LDC 2013* NatCo 2013 NPS 2 2013 NPM 2013

Op. Units(IGs before NatCo)

6 5 6 6

Extensions 6 7 7 10

LCs 17 16 16 13

0

2

4

6

8

10

12

14

16

18

#En

titi

es

Main Achievements

1. PROCESS STANDARDIZATION

2. NETWORK’S EMPOWEREMENT &

COACHING STRATEGY

3. MARKET’S SEGMENTATION

4. OD MODEL EVOLUTION

5. SPECIAL PROJECTS /

OTHERS

New Regional Model

New @COLB regionalization strategy: https://mapsengine.google.com/map/edit?mid=zyRNhqwL2HKU.kRvRHd7oGNqQ ;

https://mapsengine.google.com/map/edit?mid=zyRNhqwL2HKU.kRvRHd7oGNqQ

PROCESS STANDARDIZATION

• New Expansion model implementation (overall entities criteria refreshment and status actualization);

• Godfather LC criteria development;

• Expansion and Regional coaching strategy development;

• Expansion information system standardization (Expansion Wiki and Tracking Tool development) –http://www.myaiesec.net/content/viewwiki.do?contentid=10277376 andhttps://docs.google.com/spreadsheet/ccc?key=0As5DT6PDtBNXdEhBSWF6MzlqcmZoSEF0QXAydDd4aFE&usp=sharing

• 3 New Extensions: AIESEC Cúcuta, AIESEC Tuluá, AIESEC UdeA

• 1 New Operational Entity: AIESEC UdeA

• 6 New Specialized Units: Yopal, Villavicencio, El Espinal, Girardot, Unilibre, CUC


http://www.myaiesec.net/content/viewwiki.do?contentid=10277376

https://docs.google.com/spreadsheet/ccc?key=0As5DT6PDtBNXdEhBSWF6MzlqcmZoSEF0QXAydDd4aFE&usp=sharing

• IGNite Project development – IXP cooperation project realized among 10+ IGN countries under the regional coordination of AIESEC in Colombia - 14 IXP RE (GCDP + CEEDership); 7 TNs, 7 EPs

• International Expansion – Expansion fund criteria strategic revision (allowing @COLB to support International Expansion through the macroproject “The Answer is Colombia” i.e. Israel Expansion Initiative);

• IXP (GCDP + CEED) Cooperation Project between expansion entities of Brazil and LCs of AIESEC in Colombia;

• 3 New Extensions: AIESEC Cúcuta, AIESEC Tuluá, AIESEC UdeA

• 1 New Operational Entity: AIESEC UdeA

• 6 New Specialized Units: Yopal, Villavicencio, El Espinal, Girardot, Unilibre, CUC

• 180 TNs financed through the Expansion Fund in Specialized Units

• Collaboration Initiatives between Godfather LCs and Expansion entities financed by the Expansion Fund

Empowered Network

MARKET’S SEGMENTATION

• New Universities portfolio development;

• National training cycle: selling for Universities;

• Specialized Units strategy and criteria

development:



1. To develop a faster operations tracking tool for expansion entities;

2. To deliver all market’s segmentation improvements (SUs implementation + tracking; national Universities and municipalities segmentation review);

3. To track more intensely membership criteria fulfillment;

4. Follow up of godfather’s LCs criteria achievement.


Talentc Management

Strategic FrameWork

Customer Focus• Lider Global Product Evolution

Created a brand for the evolution of “Talento Joven” that reflects to the

external market the opportunity to take a leadership opportunity + an

exchange experience, recruiting young people to be IXP and improving our

synergy with oGCDP.

• Develop TMP TLP minimum standards:

Members are our main customers Tracking System for TMP/TLP

Operational Excellence• Integrated Experience! We created a culture of going on exchange in our membership, through

our conferences, coaching and communication channels.

AIESEC in Colombia now has a membership that believes that having

a leadership experience + an exchange experience is what develop

young people.

400

Empowered Network• We develop the first version of the Sales development

program, believing that the best sellers need to go

through a good education program, followed by tracking

system and R&R campaigns.

• We had 10 LCs implementing SDP!

Efficiency Indicators for a more empowered network!

• Retention rate (measured every month in each local area).

• # of active members (measured every month in each local area).

• Productivity (measured every quarter for each macro-process: RA/MA/RE).

• # IXP executed in the local entity (measured every month for each project).

• # of active sellers (measured every quarter according to the sales they did).

• TXP/Members (measured every quarter to check the rotation of experiences).

• % of members distribution in X and strategic areas (measured every quarter to see the equilibrium of the operability in the local entity).

Empowered Network

Educationc

Strategic FrameWork

.

1181 Items Available

1896 Visits from March to June

842 Content Downloads from March To June

Complete Database of Conference Outputs since 2012

co.aiesec.org/education


We develop a unique and centralized education platform for all of our members can proactively learn and develop their operationalleadership skills in all AIESEC functional areas!

LEC

Vie

w

2 Courses Available(Basic Local Trainer & Audit processes)

55 persons certified in May with pilot courses

102 Registrations to platform during May.

http://aiesecdevelop.org/efront

Empowered Network

Development of a unique platform that enables members to take online courses to certify their functional knowledge and ensure the professionaldelivery of our ELD programs!

NEC View

8 Conferences Delivered.

1397 Delegates trainned in total

17 Sessions delivered by External/Professional Trainners.

Sessions Average Evaluation 4.4/5

RDC Evolution Delivered by Elected MC!!

Empowered NetworkNational Education Cycle Proffesional Delivery!

MARKETINGc

Strategic FrameWork

Customer Focus• Convertion Rate

from applicant to RA)

oGCDP: 27%

oGIP: 18%

• Convertion Flow

Definition of synergy and customer

experience follow up at local level

Operational Excellence• Synergy Flow between strategic and

operations

• Líder Global branding

• Empaque y Vamonos Execution

• oGIP Promo Timeline generating more aligned applicants

• Campus Party brand positioning

• B2B Strategy to support iGIP

• Review and education on reporting iGCDPImpact

• Matching Portal for ICX

Empowered Network

• NST pipeline for VPs – 62% became VP

or MC in the following term

• Challenges and recognition for MKT

performance based on sales

• OES execution

Aditional Info

• Programs applicants:

• oGCDP: 5933

• oGIP: 3194

• The Answer is Colombia – country positioning materials for cooperation and MA (virtual and for conferences)

• Start of national website redesign

• Doubled the reach of +20k of likes onFacebook (we started with less than 10k)

• Youtube channel viewers growth of 43%

Informationc Management

Strategic FrameWork

Customer Focus• Zendesk Implementation, giving us a proper

firefighting tool


• Start update to the current needs of the

organization.

• Learning center update and Learning

platform development

• Upgrade and securement of our IT

platform in order to provide the proper

support to our operations .

Publicc Relations

Strategic FrameWork

Customer Focus

• BRAND RECOGNITION

1. Events

2. Partners

3. Awards

4. Media Appareance

5. PR activities

AIESEC in Colombia had presence in 13

events, which posicionated the brand

throughout different activies in each of

them (stand, speakers, promotion

networking)

1. Events

Events / Outcome

• Promotion

• 1 speaker

• 91 IT-OGIP applicants

• Stand

• 5 contacts for BD

• Promotion

• 7 contacts for BD and PR

• 1 workshop

• 1 panel

• Expansion strategy

• 3 contacts with (universities,

government, chamber of

commerce)

• Networking-Lobby

• More than 10 contacts for

BD and PR

• 4 events

• More than 600

applicants for

OGCDP

Internal Events

• Closing of 100 TNs project

• Positioning

• 2 leads for national teachingproject

• National Education cycle

• Loyalty with partners

• Positioning as Global Youth Voice

2. Partners

AIESEC in Colombia got new partners that help the organization

to position it in different markets and publics in order to push

the exchanges programs. The way that AIESEC in Colombia

Worked with them was:

• Events participation

• Products Promotion

• Support in projects

• Referrals

• Institutional Support

National Partners

PR Partners

PR Partners/Results

• Promotion in social network

• Support in nationalprojects

• Referrals

• Promotion in internal

bulletins

• Participation in national

events

• 1000 AIESEC

notebooks

• Donation: Paper

PR Partners /Results

• Promotion in social networks

• Support in national projectsand events (Bilinguism event)

• Referrals

• 1 Publication about AIESEC

• 35.000 flyers of OGCDP

delivered with ADN

• Proffesional videos

of AIESEC for free

PR Partners/Results

• Promotions of programmees

• Participation in events

• English test for TMP and OGX

• Free spaces for events

• Support national igcdp projects

• Referrals

AIESEC in Colombia apply to Portafolio Awards getting nominated in the

Category Comunity Service.

AIESEC Colombia was awarded as the best YouthVolunteering Association of the country in 2013 by IAVE(International Association for Volunteer Effort) , ColombiaJoven (Presidential Programme for the National System ofYouth) and Alianza Social Uniandina .The awards Vida y Voluntaria Plena were held at December 5thof 2013, in the International Volunteer Day and is directed toformal or informal volunteering associations that has excelled intheir efforts to solve problems of exclusion and inequality.

Global Youth Voice

3. Awards

AIESEC in Colombia had publications and promotion about the

impact of the exchanges programs and the organizations in

differents channels, through their national partners.

The publications were:

PARTNER RESULT/TYPE OF ALLIANCE

Colombia Joven3 publications in facebook and twitter about OGCDP and OGIP

Marca País

1 publication in their web page about MCDP , 1 publication in facebook about SED project, 1 publication in twitter about bilingualism event, 2 publications in twitter about global citizen program, 1 publication of the launching the partnership

El Tiempo1 publication about AIESEC, 1 activity giving 35000 flyers of global citizen with ADN

Alcaldía de Bogotá1 publication in their web page about 100 TN’sproject

4. Media + Social Networks

AIESEC in Colombia made different PR activities in order to getmore brand presence, push exchange programs and support

national activities of leadership and education:

These activities were:

Public Relations Agenda for

PAI´s visit in Colombia

Support the national iniciative

Todos por la Educación

Support the global iniciative of UN

5. PR Activities


• Process Standartization

Creation of LLC flow

Creation the CRM process of LLC flow in podio

Creation the CRM and KM process of PR flow

Creation of National PR Wiki

Get the donation of EF platform of english text formembers and EPs

Operational Excellence• Finacial Sustanibility

Open channels for BD to sell: 100 TNs project with SED (sell the first round of the project), contact withAviatur, Terpel, IBM, Colombina, Pepsico.

In-kind incomes worht of 108 millions of pesos (moneythat we did not waste with different partners: Corferias(free venues), Publik (freepromotion) , Marca País (IC promotion material), Frisby (meals) , Aviatur (1 ticket), Carvajal Papeles ( 1000 notebooks), Wo ( corporate videos of AIESEC), ADN ( free activity of global citizen program)

Empowered Network

• Expanding Fronteries

Participation in Expobecas Casanare 2014 in Yopal.

Results: Contact with Chamber of Commerce, Government, Unitropico University interested in have AIESEC

LLC Strategy

-LLC strategy launched

-Alumni Network CRM in podio implemented

-KM of local reports

-First national newsletter sent

-Standardization of national database

-NPS support through 2 alumnus as speakers

-LLC wiki ready

-New brand of LLC in Colombia

-National PR plan with alumni network

Internal Events

• National Sustainability (profit in the 3 national events)

• Conference Manager for National Education cycle

(3 national events, support 5 regional events)

• Standardization for a more structured conferencedelivery

• New partners an speakers in national events

- BID for IC 2015

- BID for IPM 2016

- Application to IGN awards.

Internal applications to

awards and BID events

MC THRIVE BD Annual Report

c

Strategic FrameWork

Goal Achieved Gap Growth % Achieved%

$367,788,583 $430,997,248 -$63.208.664 269.37% 117.19%

Global Report

BD Member Goal Achieved Gap

Natalia Farfán $83,647,234.67 $38,983,738.50 -$44.663.496

Ana María Vela $103,511,180.00 $56,935,025.00 -$46,576,155.00

Diego Tibamoso $200,000,000.00 $282,604,069.00 +$82,604,069.00

BD Team Global Report

PLATINUM

30 National partners

GOLD

PLATINUM


SILVER

PLATINUM


GOLD

SILVER

Customer Focus• Segments specialization

• Products Strengthening

– Improving our 4 main products with new subproducts that

were adapted for the customer

» RSC Projects

» Sales Agent Product (ASSIST CARD & ISIC)

» IGN BD Summit participation

• Channels Standing

– Improving distribution channels in terms of diversicating

our contact process with the customer

» PR connection Project with BOA contacts

Operational Excellence• Processes Standardization

– BD KM in Podio and BD Webside

– Physic and virtual material

• Professional Alliances

– Customer Loyalty organization strategy with IGIP in terms of increasing the sales and guarantee thesale process with national segmentation

– More profesional Global youth to business, with new agenda and multinational partners

• Loyal clients

– Customer Loyalty organization strategy with IGIP

Empowered Network• Expansion Agents

– NST empowerment with Y2B sellers and Assist

Card Director and ISIC Director

• Sellers Trainning

– BD and IGIP making CLO startegy to guarantee

local sales. Holcim and Gobernacion

Uniatlantico were part of the result of the

strategy

• Global Sales GCP

– Overcome the BD goal and break paradigms in

terms of sales with new partnerships and big

partnership, as the Secretary of Education

Project allowed BD to be a reference and

example to the AIESEC network

FINANCE & MANAGEMENTMC 13.14 REPORT

c

Strategic Framework

OGIP Raisingsubtotal

2013 June July August

Septem

ber

Octobe

r

Novem

ber

Decem

ber

subtotal

2014 January

Februar

y March April May

MC

13.14

Budget

Goal

$111.877

.874,33

$12.337.

409,70

$9.813.

848,63

$12.617.

805,38

$21.029.

675,63

$25.235.

610,75

$19.627.

697,25

$11.215.

827,00

$68.366.

760,00

$7.976.1

22,00

$10.710.

792,40

$16.635.

911,60

$17.091.

690,00

$15.952.

244,00

$180.244

.634,33

Exec.

Goal

$78.066.

250,63

$15.702.

158

$7.227.

978

$5.608.0

19

$13.989.

826

$13.866.

098

$19.429.

006

$2.243.1

65

$56.763.

498,95

$11.151.

481,95

$12.534.

664,80

$13.087.

567,20

$8.796.4

80,00

$11.193.

305,00

$134.829

.749,58

% Of

Excec 70% 127% 74% 44% 67% 55% 99% 20% 83% 140% 117% 79% 51% 70% 75%

GAP

Incom

$33.811.

623,70

$-

3.364.74

8,53

$2.585.

870,63

$7.009.7

86,38

$7.039.8

49,63

$11.369.

512,75

$198.69

1,25

$8.972.6

61,60

$11.603.

261,05

$-

3.175.35

9,95

$-

1.823.87

2,40

$3.548.3

44,40

$8.295.2

10,00

$4.758.9

39,00

$45.414.

884,75

OGCDP Raisingsubtotal


Septem

ber October

Novemb

er

Decemb

er

subotal

2014 January February March April May MC 13.14

Budget

Goal$117.419.

557,50

$20.653.

132,50

$4.332.8

25,00

$7.943.5

12,50

$12.276.

337,50

$28.163.

362,50

$31.774.

050,00

$12.276.

337,50

$135.828.

000,00 $8.085.00

0,00 $21.021.0

00,00 $32.340.0

00,00 $33.957.0

00,00 $40.425.00

0,00

$253.247.

557,50

Exec.

Goal$103.486.

849,00

$19.664.

967

$6.798.4

71

$7.872.1

42

$15.329.

948

$24.457.

766

$25.142.

146

$4.221.4

10

$126.771.

467,06 $14.286.9

61,50 $17.748.2

73,20 $21.054.2

76,36 $13.663.4

35,00 $60.018.52

1,00

$230.258.

316,06

% Of

Excec 88% 95% 157% 99% 125% 87% 79% 34% 93% 177% 84% 65% 40% 148% 91%

GAP

Incom$13.932.7

08,50

$988.166

,00

$-

2.465.64

6,00

$71.370,

50

$-

3.053.61

0,50

$3.705.5

96,50

$6.631.9

04,00

$8.054.9

28,00

$9.056.53

2,94

$-

6.201.96

1,50

$3.272.7

26,80

$11.285.

723,64

$20.293.

565,00

$-

19.593.52

1,00

$22.989.2

41,44

IGIP GOALsubtotal


Septem

ber

Octobe

r

Novem

ber

Decem

ber

subotal

2014

Januar

y

Februar

y March April May

MC

13.14

Budget

Goal

$34.411.

336,20

$7.042.5

18,00

$2.278.

996,20

$3.904.0

20,00

$732.51

0,00

$9.903.6

00,00

$8.597.2

68,00

$1.952.4

24,00

$22.410.

080,00

$3.822.

280,00

$4.712.4

00,00

$4.869.4

80,00

$4.869.4

80,00

$4.136.4

40,00

$56.821.

416,20

Exec.

Goal

$36.367.

186,20

$6.836.1

93

$3.028.

840

$3.049.2

45

$732.51

0

$8.771.7

60

$9.492.0

18

$4.456.6

20

$14.780.

295,20

$786.00

0,00

$3.463.7

32,00

$3.980.1

64,80

$1.768.5

22,40

$4.781.8

76,00

$51.147.

481,40

% Of

Excec 106% 97% 133% 78% 100% 89% 110% 228% 66% 21% 74% 82% 36% 116% 90%

GAP

Incom

$-

1.955.85

0,00

$206.32

5,00

$-

749.844

,00

$854.77

5,00 $-

$1.131.8

40,00

$-

894.750,

00

$-

2.504.19

6,00

$7.629.7

84,80

$3.036.

280,00

$1.248.6

68,00

$889.31

5,20

$3.100.9

57,60

$-

645.436,

00

$5.673.9

34,80

IGCDP Raisingsubtotal


Septem

ber

Octobe

r

Novem

ber

Decem

ber

subotal

2014

Januar

y

Februar

y March April May

MC

13.14

Budget

Goal

$41.038.

042,50

$2.758.8

60,00

$3.448.

575,00

$6.207.4

35,00

$9.656.0

10,00

$11.725.

155,00

$5.517.7

20,00

$1.724.2

87,50

$39.177.

600,00 $-

$1.478.4

00,00

$25.872.

000,00

$7.096.3

20,00

$4.730.8

80,00

$80.215.

642,50

Exec.

Goal

$44.279.

398,41 $-

$5.783.

175

$1.485.5

40

$5.311.1

19

$9.658.3

72

$8.568.9

68

$13.472.

224

$63.193.

995,00

$4.865.

000,00

$5.520.2

85,00

$25.282.

672,00

$15.005.

766,00

$12.520.

272,00

$107.473

.393,41

% Of

Excec 108% 0% 168% 24% 55% 82% 155% 781% 161%

#¡DIV/0

! 373% 98% 211% 265% 134%

GAP

Incom

$-

3.241.35

5,91

$2.758.8

60,00

$-

2.334.6

00,00

$4.721.8

95,00

$4.344.8

91,00

$2.066.7

83,00

$-

3.051.24

8,41

$-

11.747.9

36,50

$-

24.016.3

95,00

$-

4.865.0

00,00

$-

4.041.88

5,00

$589.32

8,00

$-

7.909.44

6,00

$-

7.789.39

2,00

$-

27.257.7

50,91

BDsubtotal


Septem

ber

Octobe

r

Novem

ber

Decem

ber

subotal

2014 January

Februar

y March April May MC 13.14

Budget

Goal

$194.347.

886,68

$11.774.

742,00

$14.005.

636,33

$44.729.

024,10

$54.712.

642,58

$29.260.

466,67

$20.555.

241,67

$19.310.

133,33

$101.653.

099,99

$20.560.

100,00

$22.933.

433,33

$24.033.4

33,33

$15.819.

733,33

$18.306.

400,00

$296.000.9

86,67

Exec.

Goal

$120.330.

132,00

$8.996.3

26,00

$8.823.4

25,00

$17.991.

906,00

$34.474.

090,00

$10.542.

595,00

$8.621.4

77,00

$30.880.

313,00

$310.667.

116,00

$55.188.

094

$18.798.

471

$217.148.

824

$14.494.

631

$5.037.0

96

$430.997.2

48,00

% Of

Excec 62% 76% 63% 40% 63% 36% 42% 160% 306% 268% 82% 904% 92% 28% 146%

GAP

Incom

$74.017.7

54,68

$2.778.4

16,00

$5.182.2

11,33

$26.737.

118,10

$20.238.

552,58

$18.717.

871,67

$11.933.

764,67

$-

11.570.1

79,67

$-

209.014.0

16,01

$-

34.627.9

94,00

$4.134.9

62,33

$-

193.115.3

90,67

$1.325.1

02,33

$13.269.

304,00

$-

134.996.26

1,33

ENTITIES' CONTRIBUTIONsubtotal


Septemb

er October

Novemb

er

Decemb

er

subotal

2014 January February March April May MC 13.14

Budge

t Goal$189.000.0

00,00 $119.000.0

00,00 $- $-$70.000.00

0,00 $- $-

$254.000.

000,00 $20.000.00

0,00 $114.000.0

00,00 $-$120.000.0

00,00 $-

$443.000.00

0,00

Exec.

Goal$194.097.0

65,26 $7.719.486

,00 $60.821.57

0,00 $6.088.187

,00 $11.670.99

8,00 $89.728.59

1,22 $16.631.71

1,05 $1.436.52

2,00

$206.167.

474,00 $- $-$93.655.576

,00 $18.593.09

6,00 $93.918.80

2,00

$400.264.53

9,26

% Of

Excec 103% #¡DIV/0! 51% #¡DIV/0! #¡DIV/0! 128% #¡DIV/0! #¡DIV/0! 81% 0% 0% #¡DIV/0! 15% #¡DIV/0! 90%

GAP

Incom

$-

5.097.065,2

6

$-

7.719.48

6,00

$58.178.

430,00

$-

6.088.18

7,00

$-

11.670.99

8,00

$-

19.728.59

1,22

$-

16.631.71

1,05

$-

1.436.52

2,00

$47.832.5

26,00

$20.000.0

00,00

$114.000.

000,00

$-

93.655.57

6,00

$101.406.

904,00

$-

93.918.80

2,00

$42.735.460,

74

29%

18%28%

25%

Executed incomes in 2013

ENTITIESCONTRIBUTION

BUSINESSDEVELOPMENT

OUTGOING EXCHANGE

INCOMING EXCHANGE

26%

40%

24%

10%

Executed incomes in 2014

Entities' contribution

Business Development

Outgoing Exchanges

Incoming Exchanges

31/05/13 31/05/14 % Growth Growth in $

BD

Incomes $168.592.142 $430.997.248 256% $262.405.106

Xs

Incomes $473.565.978 $523.708.940 111% $50.142.962

OperativeFund $113.080.385 $390.201.546 345% $277.121.161

Reserves

Fund $122.807.204 $198.926.886 162% $76.119.682

National

Fund $51.372.512 $91.428.591 178% $40.056.079

Expansion

Fund $16.202.674 $127.458.395 787% $111.255.721

TOTAL $945.662.320 $1.762.763.396 186% $817.101.076

Final Fund Balance

$ 40.000.000

$ 50.000.000

$ 60.000.000

$ 70.000.000

$ 80.000.000

$ 90.000.000

$ 100.000.000

$ 110.000.000

$ 120.000.000

$ 130.000.000

$ 140.000.000

$ 150.000.000

$ 160.000.000

$ 170.000.000

$ 180.000.000

$ 190.000.000

MIL

LON

ES D

E P

ESO

S

MESES DE GESTIÓN

INGRESOS vs. EGRESOS IN 2013

Total incomes

in budget

Total

outcomes in

budget

Total

executed

incomes from

budget

Total

executed

outcomes

from budget

$ 40.000.000

$ 90.000.000

$ 140.000.000

$ 190.000.000

$ 240.000.000

$ 290.000.000

$ 340.000.000

$ 390.000.000

$ 440.000.000

MIL

LON

ES D

E P

ESO

S

MESES DE GESTIÓN

INGRESOS vs. EGRESOS PRESUPUESTADOS vs. EJECUTADOS EN 2014

Total

incomes in

budget

Total

outcomes

in budget

Total

executed

incomes

Total

executed

outcomes

7%

1%1%

4%

1%

1%

0%

1%

0%

1%

4%

5%

2%

1%2%

62%

7%

0%

OUTCOMES PARTICIPATION IN 2013 MCP Plan F&M Plan PR Plan O&I Plan IGIP Plan

IGCDP Plan OGIP Plan OGDCP Plan TM Plan MKT Plan

IM&COMM Plan OD Plan OD Expansion Plan OD Education Plan BD Plan

MC Services Other MC Dutties Imprevistos

MCP Plan

10%

F&M Plan

3% PR Plan

0%

O&I Plan

2%

IGIP Plan

2%

IGCDP Plan

3%

OGIP Plan

2%

OGDCP Plan

3%TM Plan

1%

MKT Plan

5%

IM&COMM Plan

1%OD Plan

2%OD Expansion

Plan

6%

OD Education Plan

0%BD Plan

2%

MC Services

51%

Other MC

Dutties

6%

INCOMES PARTICIPATION IN 2014

Customer Focus• We managed to use our brand and positioning to get the biggest

bank in our country to be our financial ally. Bancolombia allows us tohave faster and more secure transactions within the organization andevolving IT Tools to identify our payments and offer more options forour costumers to pay.

• We improved the ICX programme efficiency and the experience ofour costumers both the TN Takers and the trainees by implementing amigration policy with in AIESEC and by using new visas in IGIP.Additionally, this brings new possibilities for IGCDP in order to get thesupply from more countries.

– TP1: Sponsored by ICETEX, Free but takes up to 2 months on issuance, allows totake the professional internship and study.

– TP6 and TP7: Have a $250USD Fee and is issued within a week; allows to takethe professional internship.

– Mercosur: for the Country Partners in the Americas, with a duration of 2 years;allows to take the professional internship and study.

• We had a strong Legal representation of the organization regardingTax Authorities, the Ministry of Foreign Affairs and with Revisor Fiscal

Operational Excellence• This year Colombia was recognized as a legal entity by AIESEC’s Global

Finance and Legal Board

• Colombia was one of the ten entities globally awarded with the Sustainability

Certification by AIESEC’s Global Finance and Legal Board

• We ensured the full-membership status both in IC EGYPT ’13 and IPM CHINA

’14.

• Back office was completely aligned with the Front office, by working in

synergy with exchange areas and Business Development team.

• For the very first time, the national office has an execution of more than 90% of

the budgeted incomes.

• One of our main investments this term was an aggressive international

cooperation strategy to promote Colombia as an opportunity and it’s talent.

• Standardization of legal, financial and administrative processes was a focus as

well on having knowledge management in all RA-MA-RE stages within the

exchange programmes.

• This term we worked hard to ensure liquidity of our entities by: amendments in

the national policies and fast legalization processes and transfers.

• We had a legal review on our day-to-day and macro projects., we also

started with the approach on case-scenario methodology and risk

assessment.

Empowered Network• We built the financial national identity.

• We implemented de BIG FINANCE FOR A BIG AIESEC Mindset which connects the need for a more legal, transparent andfinancially sustainable organization in order to ensure responsible leadership and organizational growth.

• We are very proud of the financial network in Colombia as we ensured that all our members have the Clarity of Why inFinance giving that we provided 5 MCVP Finance 14.15 to the global network: CONGRATULATIONS TO ALL!

• We prepared the network to grow like never before teaching how the financial goal follows the exchange results and howwe are key roles in the MoS achievement.

• Finance ensured Operational leverage and enhancement by successfully investing, for this term as we grew more than 230%and implemented cash-flow management rather than fixed reviews.

• We delivered the first IGN MCVP Finance preparation summit.

• We worked on providing accurate and transparent information to the General Assembly by submitting the plan and budgetin both semesters and passing the internal audit regarding financial management.

• We focused on training our membership on GCDP sustainability and project structuration.

• We created the POWER CORNER to improve the communication and decision-making in the EBs (President and VP Finance).

• We guaranteed membership efficiency by having clear indicators on the finance area and the structure locally to respondto core support, finance reporting and management and legal requests

• We enhanced a collaborative network by delivering 2 VPMs in July and December, 7 Operational Excellence Summits in July,August, January and February, functional visits and nomads and trainings to the LCPs.

• The National Finance Team has over 18 MEMBERS and was structured to ensure customized coaching for all entities having aclear education strategy, functional coach and NFT Weekends as well as Finance weekends with more than 85 assistants.

Documents

Mc thrive anual report