AIESEC in Brazil 2010-2011 Year Plan

Each block leads us higher

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

We are the national leadership team in Brazil of the world's largest youth-run organization. Together, we've lead more than 45 teams, travelled to over 40 countries and speak more than 5 languages.
In May 2010, 14 young people from all regions of the country came together to begin an incredible journey of leadership, learning and life-changing experiences. Working together for the next year, they will lead the world's largest youth-run organization in one of the most impactful countries in the world: Brazil. After successful terms with AIESEC in their local committees, they joined the National Board of AIESEC in Brazil in So Paulo to manage national operations. Together, they are responsible for overseeing the strategic direction of a network of over 2,500 members in 32 entities in the 5 regions of Brazil. Collectively, these 14 individuals have travelled to over 40 countries and speak over 5 languages. Their educational backgrounds are diverse, including international relations, business administration, economics, statistics, computer science and biomedical studies. They have lead more than 45 teams in AIESEC. The diversity of this group of young professionals represents AIESEC's unique global reach. Through their time with AIESEC, these 14 individuals have been able to gain valuable experience in leadership and develop a passion for seeing positive change in society. As they start their term here in So Paulo, their goal is to ensure that AIESEC in Brazil achieves a year of growth and impact across the world. The AIESEC in Brazil National Board team's story is just one of many lived by exceptional teams across AIESEC's network of 50,000 members in 110 countries.

Would you like to live a similar story? www.aiesec.org.br

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

National Board Staff

Name Initials Title

Anna Laura Schmidt Teixeira Faviane Fernando Flores Gabryel Ferrari Gilmar Souza Glucio Charo Ismael Carrillo Rafael Sousa Las Sousa Marina Arruda Rafel Bittencourt Rogrio Quaresma Edil Amorim Fabrcio Vargas

AS FT FF GF GS GC IC RS LS MA RB RQ EA FV

President VP Outgoing Exchange VP External Relations VP Communications VP Information Management VP Local Committee Development VP Talent Management VP Finances External Relations Manager LC Coaching Manager LC Coaching Manager VP Incoming Exchange Incoming Exchange Manager External Relations Manager

Acronym Guide
Acronym Definition

SG EP TN TNA ICX OGX LR X+L NEP NST X MC CEED LC

Supervisory Group Exchange Participant Traineeship Nominee National Internal Audit Team (Time Nacional de Auditoria) Incoming Exchange Outgoing Exchange Leadership Role Both Leadership Role and Exchange Experiences National Exchange Partner National Support Team Exchange Members Committee (National Board Team) Involvement of a member in another AIESEC entity Local Committee

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

National Board 2010-2011 Principles

Team Values
Learning - We are connected with the world always searching for solutions and opportunities that will take us from the current level to a higher one. Joy - We enjoy every moment living our experience in a light and fun way. Balance - We are balanced in each aspect of our lives, therefore we enjoy our experience and seize the day. Care - We seek to be aware of each other to keep the team united. Vision - We inspire growth and great achievements with no limits for our creativity. Connection - We connect with each other and the network exploring diversity to think and work together to bring the best results Simplicity - We evolve in a practical way.

Team Brand Elements

Connection Building Professionalism Enjoying Innovation Brazilian way

AIESEC in Brazil 2010-2011 Team Vision

The Brazilian way of doing AIESEC: connecting, empowering and leading trends enables us to deliver the highest amount of full and relevant AIESEC experiences.

Introduction
The 2010-2011 Plan for AIESEC in Brazil Plan was built based on two main pillars: Our main products portfolio: Incoming Exchange, Outgoing Exchange, Leadership Experiences, Exchange after Leadership and Leadership after Exchange. National Association Management Services: External Relations, Local Committees Development, Financial Sustainability, Communications and Governance. The National Board collected inputs from the national association which served as basis for the MC 2010-2011 to build the National Plan.

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

AIESEC in Brazil National Plan

Network Strategic Direction: Smart AIESEC Experiences
The main strategy of AIESEC in Brazil 2010-2011 is the evolution of the smart exchanges strategy to smart operations, based on supply and demand chain management of our portfolio through the development of AIESEC experience programs, including full AIESEC Experience products. Culture of Simple Exchange: The Smart AIESEC Experiences strategy is supported by a culture of exchange as something simple which can be done whenever one wants throughout the AIESEC experience, enabling stronger connection of AIESEC in Brazil within itself and with the global network and external opportunities, creating leaders with global mindset, able to bring more results to the national association. Business Sense Orientation: AIESEC in Brazil can lead trends in the global network, identifying new market opportunities to assure sustainable growth in the future. Leadership and Management Capacity: Empowerment of local leaders and middle managers to deliver more AIESEC experiences trough the development of leadership and management capacity in the national association.

Organizational Goals
SMART AIESEC EXPERIENCES
July Q3 2010 August September October Q4 2010 November December Januray Q1 2011 February March April Q2 2011 May June

X
196 92 104 65 87 176 193 136 113 52 83 103

ICX 55 45 45 40 35 30 60 60 45 25 45 65

OGX 141 47 59 25 52 146 133 76 68 27 38 38

LR
60 68 34 34 12 63 95 300 65 44 105 120

X+L
15 5 9 5 6 64 110 60 11 5 32 78

X after LR 8 4 7 2 4 44 70 30 6 2 3 20

LR after X 7 1 2 3 2 20 40 30 5 3 29 58

Entities LCs

Ext.

IGs

Members

32

29

3120

33

30

2800

35

32

3000

35

32

3600

TOTAL
OGX MT 255

1400 550 850

TT 85 DT 468

1000
ET 43

400

200
ICX

200
MT 120

35
TT 60

32

3
DT 350

2
ET 20

3600

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Portfolio Strategic Projects

Each of our main products has a specific strategic project to enhance results: Incoming Exchange, Outgoing Exchange, Leadership Experience, Exchange after Leadership and Leadership after Exchange. Operations Team Vision We generate a high volume of relevant AIESEC experiences by connecting and empowering the network and their leaders to deliver meaningful exchange programs. We have direct relevance in the organizational results by shaping product leadership to lead impact. Smart Incoming Exchange Experiences Objective: Generate Incoming Exchange growth trough more entities ceasing big opportunities, entities managing programs effectively and a better timing regarding internal and external opportunities, developing and implementing new businesses. Project Manager: RQ Expected Outcomes: LCs managing Incoming Exchange results effectively through a focused structure Over 40% of corporate Incoming Exchange realizations Higher relative growth in corporate Incoming Exchange results than non-corporate Alignment of our raising, matching and realizing peaks with the global network Longer peaks of raising and matching to avoid overloaded processes AIESEC in Brazil realizing a high number of ET TNs Packaging and internal branding of Brazilian Incoming Exchange Opportunities to facilitate Exchange Participants recruitment by countries Key Performance Indicators: # ICX realized, # LCs using national ICX programs, # ICX realized by programs, # LCs managing ICX international cooperations, ICX Delivery time; ICX Realization Rate, % Corporate TNs realized, # ET TNs realized Initiatives: Connecting: promoting AIESEC in Brazil abroad and connecting the Brazilian network with the rest of the world: a larger number of foreign EPs seeking Brazilian TNs and Brazilian LCs being able to connect with good suppliers. Leading trends: exploring more existing businesses: a larger number of LCs delivering a larger number of exchanges through more effective National Programs. Leading trends: exploring new businesses with the ET (educational traineeships) pool: a significant growth in ET TNs realized through a reviewed pricing of these internships and effective program management. Leading trends: exploring new businesses with the TT (technical traineeships) pool: a significant growth in TT TNs realized through a change in pricing distribution of these internships and effective program management. Empowering: top sellers program: higher corporate TNs raising through a national program for sellers and creating job description packs for the network to sell. Empowering: supporting LCs on operations management: higher performance of ICX teams through effective management and leadership.
AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Smart Outgoing Exchange Experiences Objective: Generate growth in Outgoing Exchange trough a better management of more programs along the year, creating Incoming Exchange Capacity in focus countries and implementing a culture of living and generating the AIESEC experience. Project Manager: FT Expected Outcomes: LCs managing Outgoing Exchange results effectively through a focused structure Higher number of Outgoing Exchange initiatives happening along the year Alignment of our raising, matching and realizing peaks with the global network Outgoing Exchange areas leaders managing membership effectively to deliver results Higher number of OGX realized in summer with IGN countries Stronger Outgoing Exchange products brand in the students market Key Performance Indicators: # OGX realized,# LCs using national OGX programs, # OGX realized by programs, # LCs managing OGX international cooperations, OGX Delivery time; OGX Realization Rate Initiatives: Connecting: strengthening the relationship with TN suppliers to adjust to our timing: increase fast matching by international cooperations with different pools and national alignment to supply international partnerships. Leading trends: making our OGX Products brands stronger in the students market: national alignment for products promotion to make them stronger in the students market. Leading trends: empowering IGN to grow in ICX: capacity built in IGN countries to raise timely non-corporate TNs for Brazilian EPs. (Responsible: RQ) Empowering: increasing operations and people management capacity: build capacity in our leaders to manage organizational results, improving their knowledge about operations and people management. Empowering: increasing ongoing selection capacity: more LCs achieving results through ongoing recruitment implementation. (Responsible: IC) Effective Leadership Experiences Objective: Increase the volume and quality of Leadership Experiences, stimulating the creation of leadership positions in operations areas and preparing leaders to deliver results. Project Manager: IC Expected Outcomes: LCs creating a structure that assures a higher of number of leadership opportunities in operations Prepare the local leaders to deliver the expected results Personal development of leaders Optimize the local structures to deliver more focused leadership experiences
AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Ensure good transition in the national network Key Performance Indicators: # Members with Leadership Experience, # New role assignments in operations areas, # Members working with operations, # Applicants per LR opportunity, Retention Rate, # LCs with an area responsible for X+L, # Members # Members using CAT Initiatives: Connecting: implementing the Refreshed Global Competency Model: Connect the personal and professional development with the activities done in AIESEC with the usage of the Global Competency Model in our operations. Leading trends: customizing LEAD Leadership Development Program to Brazil: external support to MC and LCPs performance, empowering the leadership to deliver more results. Empowering: packaging Leadership Product to Brazil: Pack the Leadership Experience in a single product, connecting the AIESEC Experience with a Leadership Development Program. Empowering: supporting the implementation of leadership opportunities in operations: optimizing the local structures to deliver more results through more leadership opportunities. Exchange participants with Entrepreneurial Outlook [Exchange after Leadership] Objective: Achieve the highest volume of X+L by making more leaders go on exchange through a culture of simple exchange, stimulating EBs to travel and be a role model for members to go on exchange as a fundamental part of the leadership development AIESEC offers. Project Manager: IC Expected Outcomes: Create an X culture inside the LCs Generate a higher volume of full AIESEC Experiences Establish the exchange experience as something required for personal development Key Performance Indicators: # Exchange after Leadership Realized, # EPs with previous Leadership Experience Raised, # LCs that send some EB Outgoing member to exchange, # LCs that send some EB Incoming member to exchange, X+L Delivery time, X+L Realization Rate Initiatives: Connecting: connecting our membership with the global network through exchange as a simple experience: create a culture of simple exchanges that stimulates leaders to go on exchange. Leading trends: engaging alumni for going on exchange: bring alumni with leadership experience to go on exchange and complete their AIESEC experiences. Empowering: Creating highly attractive exchange opportunities with key timely suppliers: increase the number of leaders completing their AIESEC Experiences by offering attractive exchange opportunities with key AIESEC countries.

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Leaders with Global Mindset [Leadership after Exchange] Objective: Achieve the highest volume of X+L by giving leadership opportunities to members who have lived an exchange experience, through a culture that values exchange as a fundamental part of the leadership development AIESEC offers. Project Manager: IC Expected Outcomes: Create an X culture in the AIESEC in Brazil network Generate a higher volume of full AIESEC Experiences Establish the exchange experience as something required for personal development External positioning of complete AIESEC experiences Key Performance Indicators: # Leadership after Exchange realized, # Reintegrated EPs, # Members applying to join AIESEC interested in both leadership and exchange, # LCs using national X+L programs, # LCs using ongoing recruitment, # LCs using exchange experience as criteria for LR selection, # of X+L Product realized Initiatives: Connecting: reintegrating of Exchange Participants on local activities: have more returnees involved in the LC activities and taking leadership opportunities. Leading trends: developing a Complete AIESEC Experience product communication: create and implement a product positioning, features and benefits of complete AIESEC Experience with dual exchange and leadership experiences.

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

National Association Management Services Projects

All areas strictly related to national services, such as Local Committees Development, Finances and Communications, and areas responsible for assuring effective structure and management of the National Association, such as External Relations and Governance, also have an strategic plan each. External Relations External Relations Team Vision We generate relevant partnerships by communicating effectively with the internal and external audiences. Area Responsible: FF Critical Success Factors: New Partnerships with growth potential in existing and emerging markets Acquired partnerships sustained and expanded with significance Internal and External expectations accomplished and overachieved Portfolio: National Exchange Partners (NEP): the main ER strategy is to have every national partner as a complete partner positioning, conferences and exchange using account management for account expansion in terms of exchanges and benefit bought. Targets: Total of revenue from new partnerships: R$210,000.00 # Partners with revenue: 20 % of entities with benefits from national partners: 100% Total of revenue coming from current partners: R$290,000.00 % of growth in NEP TNs: 134% # of interactions between the network and national partners generating revenue: 30 % satisfaction of partners: 75% Main extraordinary initiatives: More partners brought from effective communication with LCs: ensure connection with LCs to explore more markets and assure quality of delivery. Alumni Initiative: create the Alumni Initiative product and sell it using the 40th Anniversary as a platform. Petrobrs Project: bring revenue to the national association that is related to the core work through national projects. Health Insurance Contacts: have a national partner for health insurance which brings revenues to the national association. Airlines Contacts: capitalize on other countries partnerships to have benefits from airlines. DT founding projects: capitalize on organizations aligned with our values to make DTs sustainable.

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Financial Sustainability Finances Vision We invest in growth by shaping a new financial framework and leading the financial processes. Area Responsible: RS Critical Success Factors: Increase Finance Membership Quality Reduce the Audit Fines Budgeting Processes Improvement Increase Financial Reserves Targets: MC months of financial reserves: 13 Growth in MC operational revenues: 94% Surplus at MC level: R$ 200,000.00 Growth in LC operational revenues: 28% AIESEC Experiences generated through investments Main activities: Alumni donations fund: create a fund for alumni donations capitalizing on the 40th Anniversary of AIESEC in Brazil. Legal review: review AIESEC in Brazil in terms of legal status (OSCIP), taxes and HR policies for the national board and LCs. External auditing & Timely Accounting: achieve complete and timely accountability about our finances. LCs investing in more AIESEC Experiences: create the capacity and knowledge for LCs to invest strategically in delivering more AIESEC Experiences. Local Committees Development Local Committee Development Team Vision We take the national direction to the local level by being the link between MC and LCs. Area Responsible: GC Critical Success Factors: Effective management of the MC`s implementation channels, comprised in internal communication, reinforcement systems and support channels, in order to effectively implement our strategic direction. Expected Outcomes: Expected outcomes achieved in ICX, OGX and X+L strategic projects Sustainable achievement and growth in organizational goals Generate Empowering, entrepreneurial behavior and connection in the national association Key Performance Indicators: % of achievement of organizational goals, # Entities, # ICX per entity, # OGX per entity, # X+L per entity, # L per entity, % Growth in ICX, % Growth in OGX, % Growth in X+L

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Main activities: Driver Campaign Implementation: unify messages to be passed to LCs aligned with the a common strategic direction through different implementation channels to encourage the network behavior to live and generate AIESEC Experiences Customized Support Model Implementation: use support channels aligned with specific needs of LCs according to needs and timing Review the LC Planning and Management Model: simplify the scope of an LC work aligned with the national strategic direction to generate a higher volume of AIESEC Experiences Integrated Incentive System: reinforce the behavior of LCs hrough recognition channels integrated with the national direction Legislation support: guarantee effective legislation processes. Conference management: effectively usage of our conferences as moments to engage our network into a common direction. Communications Communications Vision AIESEC in Brazil is known as a consistent reference of youth leadership by having a strong institutional positioning because of an integrated vision of communications processes that are responsibility of everybody. Area Responsible: GF Objectives: Better position AIESEC as a reference in youth leadership (liderana jovem) Having strong AIESEC Experience products positioning in the market and in the AIESEC network Constantly creating relevant content for the Brazilian media regarding AIESECs impact Increasing AIESEC's online market share Building capacity in operations areas to deliver communications activities Supporting effective internal communication structure in the LCs Outcomes: Every stakeholder is interacting with AIESEC easily and frequently via our website and social media Our website drives our achievement of organizational goals Our Web 2.0 presence has increased and is driving audiences towards our website AIESEC is recognized as the most prominent youth leadership organization Society recognizes AIESEC's importance as a result of our impact through media appearances AIESEC has contributed to major national events representing youth voices Key Performance Indicators Targets: # of page views (www.aiesec.org.br), % Increase in search engine ranking (liderana jovem), # followers on social media channels (Twitter, Facebook Fans, YouTube), # of AIESEC articles (content) posted on media, # Alumni stories compiled, # Partners stories compiled, # Members stories compiled, # LCs which have products communications processes inside operations areas, # LCs with internal communications plan

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br

Main activities: 40th Anniversary Strategy: capitalize on the alumni initiative to create relevant content for media appearances and online positioning. Institutional positioning through effective press consultancy and social media to all publics: define AIESEC as a reference in youth leadership (liderana jovem) to all publics. Products positioning in the external market: position our AIESEC Experience products in the external market via website. Positioning AIESEC in Brazil to the global AIESEC network: packaging our products to the AIESEC network with strong brands and timeline for effective supply and demand management. Website review (search engine optimization): a new website which enables us to achieve organizational goals through connection with our stakeholders. Capacity of products communications strategy implementation in operations areas: empower operations areas to deliver products communication processes. Governance Management MC Management Vision We deliver better results by interacting with our key stakeholders in a transparent and coordinated way. Area Responsible: AS Critical Success Factors: Effective management of the National Board team Clear and consistent accountability to the Supervisory Group, Internal Auditor and CSN Effective Management of the National Compendium Key Performance Indicators: % MC team performance, # reports sent Main activities: Improving reporting channels: stronger and clearer accountability channels with key stakeholders. Creating stronger knowledge management: structured processes for data storage in myaiesec.net, server and CRM. MC Team performance management improvement: clear performance assessments and recognition systems to the MC team. Effective National Compendium: review the National Compendium to create simpler and stronger governance processes.

AIESEC in Brazil | Dona Brgida, 327, So Paulo SP | +55 11 5549 4880 | www.aiesec.org.br