The First 90 Days | Quarter 3 Report, 2014 | AIESEC India

Quarter 3, 2014

Since its inception in India in 1981, AIESEC has been striving to fill the leadership gap of the country by giving young students its international platform. AIESEC in India has come a long way since then, increasing its impact multifold year on year, to now become one of the leading entities in the global network in terms of impact delivered.

AIESEC in India has always played a major role in the global contribution of AIESEC to the world, and having inherited this legacy as generation 2014-15, it is upon us to ensure that AIESEC in India plays the role it can and should in fulfilling the 2015 promise of the organization to the world.

The Member Committee 2014-15 (One Tr1be) started off the term with the intention of bringing together all the progress of the last four years and implementing the final move for achieving AIESEC 2015. We realized that for the organization to achieve the goals we want to by 2015, we will have to not just chase growth, but, to achieve a scale that allows for a sustainable foundation to increase the impact of AIESEC. Ninety days into our term, we can safely say that our organization in moving on the track we have wanted to. Even though we are still yet to see the kind of growth we planned, the results are hinting towards AIESEC in India moving on an over-all positive slope.

“

“

The first 90 days of One Tr1be consisted of setting things in motion to scale up capacity, reputation and people, to develop a stronger foundation for long-term results. The challenge is to keep this progress consistent, especially when AIESEC moves towards the fundamental changes, along wit h the transit ion in the local leadership.

The months of July-August-September have seen considerable growth across programs, with our Net Promoter Scores suggesting that we as an organization are improving in the experiences we deliver even during peak periods.

We managed to pull back recruitment by almost a month across local committees in order to ensure better induction, engagement and productivity, driven by adequate leadership development. Local committees have finally managed to adjust to the refreshed financial model of the entity and are maintaining a healthy financial state. At the same time, our local committees are prepared for the biggest fundamental shift in the history of the organization - a shift in our information systems, operational processes, and most importantly, our mindsets. We have also managed to restructure our marketing work force, and at the same time, leverage off from some fantastic events pulled off across cities in the last 3 months.

In the end, I would like to express gratitude to all members of AIESEC in India for enabling a wonderful start to our tenure by accepting and taking forward our plans for the entity. We are just at the start of defining the reality of 2015 for our entity, and we will be looking forward to see each and everyone of you to step up to take the onus to lead the entity in the final year of the 2015 era. From this point on, whatever we do will change India, and India will change the world. And it is our calling to ensure that we drive the last months of 2014 in a manner that we equip our entity as Gen2015 for the best year that is yet to come for our organization.

I invite you all to take a look at what really happened in the first 90 days of One Tr1be, and I wish you all the very best in your aspirations for the times ahead.

AIESECly Yours

We develop courageous business leadership for AIESEC India to grow Fast and Strong.

We lead a movement that truly cares for each customer.

We democratize our way to reach our potential.

• Marketing Workforce restructure to streamline marketing strategy for AIESEC India • iGCDP Project Refresh • Strong international brand through BF IE and Discover India

• MC Init iated University Expansions • Swift and complete transition to new Global Information Systems • International Business Development Strategy • Supply driven Operations • OS Evolution based on F O Strategy • Refreshed Growth Model for Program Growth

• Leadership in Every Experience • People Analytics – To measure and track performance and individual journeys • LEAD – Continuous format spreading over virtual and physical platforms

Process Refresh

International Relations

Revamp of processes to focus on product development and delivery. LC adsorption is slow; results seen in 60% of LC with specific KPIs of Conversion Rate and Matchability of forms.

Taking ahead AIESEC India brand through IC 2014 and encouraging LC based IR National Partnership tracking based on Goals and Products and specific delivery measures. Approx 4500 to be delivered to.

Discover India

Customer Centricity

Refreshed platform to improve understanding of India and environment. Portal to increase channels to land on LC Pages.

Enabling search and understand the best opportunity.

79

56 GCDP

Online courses for EPs of all programs to prepare them for the experience and have a stronger Outer and Inner Journey.

GIP TMP 35

TLP

33

All

25

Internal Marketing Initiative to create a AIESEC India team across the globe for Business Intelligence and Marketing to take ahead specific delivery and customized messaging and product delivery.

NPS

Q4 Focus Areas

Way Forward

Brand Experience

by EPs

NPS and Delivery • • • • • • • • • •

Internal Marketing

GIP for New Markets

Discover India Implementation

GCDP New Delivery Model

GIP Delivery

Piloting short term iGIP for Startups, Incubation Hubs and SMEs Developing short term YGIP for specific markets and taking forward Specialized Units National University Relation delivery for PTU and setting up Relations with IMT Ghaziabad and IIT Rorkee iGCDP National Project with External Partner for Standardized delivery Specialized units development for oGCDP Internal Marketing and Business Intelligence for Network Implementation Discover India and BFIE usage by LCs to increase LC Brand Indo-Pak project in Indonesia Workplace and Business Branding Standardized Experience Delivery for all Programs

Inferences

• • • • • • •

• •

Off peak is definitely not impossible to crack across LCs - the only thing that needs to change is mindsets.

Lack of innovation across all LCs for oGCDP. Growth in LC-LC IR among the intermediate & advanced cluster.

Pro cluster has reached a level of stagnancy in operations - off peak contribution is negligible.

Better understanding among VPs with respect to S&D. University partnership development was slow across LCs - although results must reflect in the coming quarter.

ORS tracking levels are poor - especially in beginner & advanced LCs. A lot of registrations are left unattended.

JDs across LCs have improved to a certain extent.

Avenue based OS is yet not being followed perfectly in all LCs. Redundant organization structures are a barrier to exponential growth.

Specialized Units

IR Development •

• •

Way Forward

•

SU bids released & approval process completed successfully.

9 Specialized units have been approved NST SU Manager appointed to overlook the project.

• • • • • •

• •

AIESEC India IR Committee comprising of 12 country managers appointed headed by a chair.

Co delivery mechanisms and partnerships initiated with T1 T2 entities.

T3 T4 market development - IXP + CEED plans

2013

2014

222 235 138 134 57 53 Raises

Matches

Realizations

Off Peak • • •

Off peak webinars & avenue trainings conducted.

Russia Egypt partnerships for Off Peak YGEP online campaign run in August

Right number of members working on the right JD under the right OS. Focus on converting registrations to leads, and eventually raises. A massive number of registrations are yet untapped.

Developing a customized week wise delivery plan for each university partner.

Strong EP engagement & induction model - using it for every single EP - to ensure higher conversions & quality.

Build multiple more LC-LC IR partnerships to support delivery of raises.

LCs with specialized units need to facilitate strong membership development in these SUs.

Inferences

Improvement in Conversion Rate • Focus on high quality raising leading to removal of redundant forms.

• Process Refresh.

• Moving into a IR based approach.

Growth • There has been a negative growth of 54% in raises leading to an increase in the conversion rate.

• There has been a 19% growth in the number of matches.

• There has been a negative growth of 0.2% in the number of realizations.

NPS • Our NPS score has been dropping incessantly which has been a cause of concern. After April when our NPS score was 57 it had even reduced to a mere 15 in the month of July & August.

• This is going to be a major bottleneck for the LCs as NPS acts as an exchange growth driver.

Process Revamp

System Clean Up

Continuous TN Auditing

2013

2014 10741079

719 332 Raises

254 308 Matches

Documentation

Promotional Material •

• •

Way Forward

•

Delivered 5 Webinars for process refresh.

LCs that did not attend the webinars are struggling with the implications of the same.

Summit conducted to finalize the same.

• • • •

• • •

More than 2100 TN forms removed.

More than 200 match breaks removed.

Country partners have been well informed about the same.

•

•

The structure to audit each and every TN form is ready and in place.

LCs are struggling to meet the criteria set for them to raise forms.

•

•

Standard Documents released to the commission with focus on impact.

Google Drive documentation to store every document LC wise.

Realizations

•

Promotional material project wise couldn’t be ready yet due to direct connection with nationalized project structure.

Minimum Promise Documents for Eps and by EPs sent to top 63 entities of the network.

Nationalized Project Structure: We are moving into a Nationalized project structure which is external aligned. The JD of every project is going to be nationalized with a project minimum and EP minimum system.

Product Packaging; We will starting Product Packaging - Phase 1 in Q4 for GCDP ICX in order to package GCDP ICX as a relevant product in the market.

Regional Projects: We will be having Regional Projects among LCs in order to provide holistic ‘Indian’ experiences in Q4. The Local committees for the same are being finalized.

EP Tracking: We will be starting with sending week-wise newsletters to EPs in order to track deliverables and assist them with their experiences week-wise. This will help us track deliverables in future.

Inferences

• • • • •

Growth in Delivery Rate:38% vs. 34% We are growing on all Raise/Match/Realize. But we are not growing much on delivery rate.

Understanding the TN supplies and your EP market to increase the delivery rate and enable more growth.

We rank 5th for raising;11th for match;12th for realize globally.

Only 35% of matches is IT. Focus more on IT.

Global GIP Innovation Project • •

Way Forward

•

Piloting LC chosen and market research 3 Piloting entity partnership built up and action steps created Market campaign to be done for this winter realization.

• • • • •

2013

2014

136 86 29 Raises

52

Matches

27

Realizations

Process Revamp

University Partnership for oGIP

•

•

•

3 webinars to drive down the knowledge of new oGIP process.

National Knowledge management system to support the learning of the process.

•

43

Establish the partnership with PTU and follow up raising for this winter realization.

Developing partnership with IIT Roorkee and IMT Ghaziabad.

Follow the revamped oGIP Process for easier adapting into the GIS. Focus on online promotion(digital marketing).

New LC cluster model will come in. Follow it for more clarity on how LCs can grow and utilize the resources MC will be allocating to.

Entity Partners will all be raising in Oct. Instead of only focus on matching on Q4, we need to develop our local IR and raise accordingly for the supply.

Will be new packaged product releasing in Q4.It is for more clarity on our value propositions and how we are delivering experiences to create leaders of future(the EPs).

Inferences

• • • •

The conversion rate in iGIP has massively increased due to IR based raising and execution of process refresh.

The quarter has seen growth in number of matches because of the focus on LC-LC partnerships.

Experience delivery is a problem because of weak membership and low focus on Account Management.

There is drop in realization due to inefficient exchange planning and large realization time.

Account Management • •

•

Weak follow up from Local Committees Lack of standard learning and development module form the Member Committee Lack of focus on membership development

Internal Marketing

IR Management •

• •

GIP Innovation •

•

• •

The internal marketing campaign is to brand India as a must go destination for professional experience.

The campaign is named ‘IworkinIndia’ The campaign should go online by Mid October

Way Forward

• •

•

•

Account Management framework for IR management IR framework implemented to understand LCs better Majority of countries promoting India as a premier destination for professional experience.

•

We will use this AI project to make account management stronger throughout the world.

We will invite and send members for unpaid professional experiences, to address the perpetual issue of membership strength in iGIP.

2013 490

2014

411 202

Raises

262

Matches

307 306

Realizations

Process Revamp •

•

•

LCs that have implemented have shown good program development and growth This should now act as a prototype for other LCs to focus on the same.

This should make GIS transition smoother.

B2B Marketing

We are working on BCPs rom the network understand and implement B2B marketing in India

Internal Marketing: Move into workplace branding at local level. The initiative will be supported by the national campaign ‘IworkinIndia’ Account Management: Devise specific learning resources for LCs to create strong account managers. The training resources will be based on , preparing members for modern day business and entrepreneurship. We will be sending members of GIP for professional non paid internships this winter.

Sales Development: LCs will get special learning packages for selling according to local realities. This will be aided by the IR framework and driven by the NST Sales Development.

Focus will be on increasing member effectivity that random raising.

Providing the Right Experience: Focus on raising the best opportunities in our cities and implement tools to get the best talent from the network to our partner companies.

Inferences

• • •

•

In specific Local Committees early recruitment led to strong exchange growth however for many LCs exchange results were not seen post induction.

Initial and Ongoing Operational Training needs to improve locally.

Implementation of the initial team minimums has been strong, however Q4 relies on the ability and behavior of team leaders to fulfil the other team minimums eg. reflection, coaching and performance tracking.

Talent Management has shifted its behavior to focus more on People Analytics - but this behavior needs to move further forward to provide consultancy to EB/MB concerning how to move forward so results can be seen through productivity.

Recruitment •

2013

2014 2013

7630

2014 •

2853

1 0.47

Members

•

Based on the new recruitment process - 70% of LCs shifted their recruitment forward by one month and produced a national average 20 day recruitment.

Only 37.5% of LCVPTMs fully participated in challenges.

College timelines meant that several LCs could not participate with the national timelines.

Members

Performance Assessment Tool • • •

Introduction of a Performance Assessment system to AIESEC India 62.5% of TMP have a CAT and Performance Appraisal Key Question: How is the performance management process enabling tracking and coaching of our membership and how is the use of people analytics feeding strategic operational and people decisions.

1.9

1

1.01

oGIP

iGIP

0.26 oGCDP

iGCDP

Newiw-Junior-Senior Newie VPTMs are currently only tracking the NJS ratios, however the focus for Q4 will be on how we use this data to translate into a productivity push for different functions and specific pipelining initiatives

Junior

Senior

65

61

60

54

30

25

16

20

27 15

13

4 oGCDP

iGCDP

oGIP

iGIP

Team Minimums 80 63

•

58

•

23

Way Forward

Job Performance Description Appraisals

• • • • •

Team Purpose

78% of LCVPTMs currently track team minimums correctly.

Whilst the majority of T1T2 entities are tracking team minimums with a few notable expectations, the majority of T3T4 is not.

Coaching

Retention of Q4 Membership through focus on team minimums implementation and MB empowerment project.

Fast Productivity of Q4 Membership through strong function based competency assessments and learning and development framework follow ups.

Transition and Pipelining Project for TMP/MB/EB Ideal Capacity, LnD and Teams for AIESEC India 2015.

Continued Productivity tracking and focused program based tracking.

Inferences

• • •

Overall tracking has improved in all LCs, but documentation still remains a concern National content strategy has worked in increasing outreach and engagement however conversions still need to be focused on We received over 15000 student applications in the last quarter but call to action has been low which needs more attention for better conversion in Q4

Recruitments • •

•

YGEP Branding

Promotions pulled in a month advance for 70% of the LCs National online campaign executed: Lead to change Tracking of both online and on ground done

Brand Reputation Building •

A new PR partner on board

•

Video projects implemented: Stories That Matter & conference videos

•

A successful Tweetathon conducted and delivered: lead-@-thon

•

•

YGIP Branding

Off-peak online campaign executed: Pocket Sized World Partial tracking done (raising still in progress)

Punjab Technical University UR in progress.

Commission Restructure •

Active program workforces and chairs

•

Worked on projects like YGEP off peak campaign, PTU partnership delivery, marketing conference.

•

Marketing conference conducted

1.3%

Registrations

Raises *In Progress

15.73%

Way Forward

48.72% Applications • • • • •

32.29% Appeared for GD/P Is

Recruited

Commission restructure will continue with program workforces working towards national strategies GIP B2B marketing via SEO, Website, etc. iGCDP and TMP packaging will be major projects for giving these programs a unique identity YGEP winter peak marketing Online and events brand standardization to achieve minimum standards and experience for our stakeholders Content evolution for better engagement and higher attraction to the website

Inferences

23550000

•

•

•

Board Engagement has been very active with frequent communication and consultation Partnerships have had activities with all 5 national partners Support my School, B’lue, Billion Hearts Beating, Microsoft, Linkedin. We have been able to re-establish and reinstate that the AIESEC association has been valuable Monthly reviews have been done with all of our current partners

National Sales 12200000

NEP GCDP

1800000 0

Target

Youth Outreach

Board Management •

•

•

Successful partner engagement at JNC 2014 – Flipkart, ISB and Microsoft Account management with National Partners has been active which has enabled us to concentrate on proper delivery to stick to our contracts

•

iGCDP Project Sales

• • •

•

•

•

Joint board meeting with 4/7 Board members present on 23rd July at Bombay House As a follow up to the Board Meeting, 5/7 individual board meetings have been conducted successfully.

1 new board member – Mr.Richard Rekhy, CEO KPMG India!

Total

6350000 5000000 1800000 0

Achieved

Commission Education

There has been a considerable improvement in LCs with documentation, look forward to more adopters so that we can focus on much larger initiatives

Youth To Business Forum •

In kind venue for event on 10th October 2014

•

Highest number of speakers from diverse fields for the event

•

Engagement of Annual Partners – Linkedin and Microsoft

•

Output centric approach

•

Speakers curated for the event

Project Learning partners on Board - WWF, UNDP, Unnati Foundation.

NEP for iGCDP being initiated with Dr Reddy’s Foundation.

Approached - Cognizant, RBS Foundation, Axis bank, EY, Unilever for AIESEC engagements No funds in yet, but we look to strengthen our documentation to ensure we are strong and stable for fundraising 0 vs 50 L

Raises

Matches

Realization

105 60

56 30

Target

Internal Branding

Showcasing Impact •

•

Way Forward

•

Customer Journey for the EP laid down and it’s being followed by certain LCs. The network is more aware of the NEP brand.

• • • • • •

•

•

Intern XP being tracked. LCs are taking it up proactively.

Periodic tracking of growth in client business is being done in order to show the partnership value to the clients.

A 6 month report will be created to show how AIESEC is becoming a strategic growth partner for its clients.

49

43

Achieved

New Sales

CRM •

•

•

•

New Sales have been done with IDEX, KPMG, Iterglobe A few other companies like HCL,Taj, ITC are in process LCs should be more proactive with NEP sales.

•

•

Regular communication flow and partnership update channel established Regular feedback being collected from clients and efforts towards engagement in each others forums is undertaken.

We’re looking at having partnership launches from NLS onward.

Partnership delivery for Linkedin to ensure that Q4 is very active Partnership delivery for Microsoft to continue the momentum into Q4 from Q3 Support my school sessions across 15+ LCs, spreading the message and objective of this campaign Billion Hearts Beating initiative to be taken to a total of 5 LCs Further engagement with Board Event and brand guidelines for future events of AIESEC so that we have a unified and one AIESEC brand

Inferences

• • • •

IT Tool Implementation has seen a great jump with respect to System(s) KPIs which is a great sign for the Portfolio to start mapping strong synergies with other portfolios Support Tool Implementation and the features it provides in terms of tracking Customer Interactions will truly lead a way for Customer Centricity experience.aiesec.org (the New Global Information System) is being welcomed and transitioned to smoothly. This is a positive sign for how the next three Quarters shape up.

LC participation in National Initiatives and campaigns like the Big Fat Indian Experience is a major cause of concern as these are expected to shape up to be Growth Strategies and power moves and LC Participation is key!

Support Tool

GIS (experience.aiesec.org) •

• •

•

Massive growth in System KPIs over the Quarter.

Guide was released and messaging to both CIM Commission and associated portfolios standardized.

This is behavior is highly beneficial for leveraging the power of the tool in the coming quarters.

OD Tool (org.aiesec.in) •

Way Forward

•

OD Tool is being discontinued and put under maintenance Review and Upgrade PoA development underway

• • • •

•

•

Leading the network in terms of No. of Members, Logins & Activity.

LC Level Innovation is pleasantly surprising, great to see LCs taking this up seriously.

Over communicating the urgency of the system through Conferences, Coaching Visits & also facilitating modeling Process Flows accordingly.

Discover India & BF IE

•

•

BFIE Brand and first Campaign launched thought participation from LCs after multiple interventions was bad.

Discover India Portal has been revamped

Mobile App •

Vendor Selection is ongoing

Mobile App (For EP and Member Engagement) and OD Tool (for advance Analytics and tracking) are focus for the Upcoming Quarter Developing the BFIE brand further and Standardizing Internal Communications under the Discover India brand Support tool as a default tool for tracking Client Interactions (Both external and internal) GIS Education for early adoption and exploring integrations & GIS APIs

11

11

2

Full Members

Member on Probation

Member on Alert/Entity in Debt

OD Growth Model

Way Forward

• • • • •

•

Re-planning analysis is completed FO/BO MC strategy & Implementation has been formulated Organic/exponential growth support has been mapped Pilot projects / cluster minimums has been finalized Growth path for all LCs – 2014

Way Forward • •

Q4 Program coaching visits sensing Coaching communication framework follow implementation

•

Implementation timelines to be followed and tracked Strategy launch for better understanding between LC-MC

Coaching Model Implementation • • • • • •

LC coaches allocated at JNC 2014 LC sensing done by portfolio/coaches Re-planning support provided by coaches Customized coaching visits before IC 2014 Coaching visit feedback (LCVPs and LCPs) Coaching communication model between Coach – LCP has been established.

International Expansions -AIESEC India planning to re-instate AIESEC operations in Bangladesh -Official intent presented IC Taiwan 2014 to Global Plenary -In process of interest group formation in Universities In Bangladesh

Way Forward • • •

Feasibility report creation Approval for ELD from Global Plenary ELD Generation & Leadership Body by Q1 2015

1

9

16

MC Expansion

Official Expansion

Interest Group

Training & Education

Capacity Building

•

• •

Way Forward

•

OGX NST’s delivering training to VP Representation of expansion members at national & regional conferences has increased steadily.

Expansions Development strategy at JNC with the commission (Review at NSC).

• • • • • • • •

•

•

OS evolution in Expansion entities – Almost all entities have LCC’s & a management body keeping in mind their focus programs.

Establishing Strong Talent Management Processes – Steady increase in the membership of entities, but the retention rate is still poor.

Strong OS in focus programs – OGX department has had good membership & retention comparatively.

MC Initiated Expansions

Identification of Universities done

Better Tracking, analysis & maintenance of data from expansions (through new tracking tool).

Flow down the expansions clustering & coaching model.

MC initiated expansions feasibility reports & operational plan preparation. Negotiations with University Boards.

Involvement of LCC’s post NSC commissions and Leadership body engagement plan using IM Platforms.

Assessment visits to evolution/ pre LC entities.

Leadership Development project focusing specifically on LCC;s which includes the LCC Bootcamp.

Establishing HR processes in expansion entities (Retention, tracking, pipeline).

OS change in Parent LC’s.

Inferences

Income • • •

LCs need to reduce the average time taken for getting exchange income.

Nationally the BD contribution is reducing across LCs. LCs need to concentrate on this.

LCs need to concentrate on Target Vs achieved to be able to predict recon.

Expense

Profit

8742908 7063308

1679528

Indian Rupee (₹)

Banking

Legal Status

•

•

• •

New bank account created in Axis bank with all facilities.

Update of address and Customer details with HDFC current account.

Other accounts required for NERF,IC 2015 and Association account initiated.

Investment Tracking RoI tracking tool created.

•

Commission Implementation for better tracking of investments underway.

Reports on investments created across LCs.

BD Income

•

Internal Audit Board

•

•

•

Filed for new copy of the Registration document with the societies office in Delhi Final stage in acquiring the trademark for our Logo.

Filed for 12A from the income tax department.

LC Recon Income 6956171

Other

•

Initial draft of the body created (JD, finances implementation plan etc )

•

Operational board to be present from January 2015.

Affiliation Fee

Administrative Fee

National Services Fee

Investments 2883361

1963624 1764000

828653

696095

22737

Indian Rupee (₹)

Indian Rupee (₹)

oGCDP

iGCDP

oGIP

20

iGIP

190045

LCs with Fixed Deposits

129947

₹139550

83331

21956

Average FD per LC Indian Rupee (₹)

0

2

₹70592

LCs with External Debts

LCs with Debt to MCs

Average Debt

Quarterly Profit/Loss

LC Receivables

₹16,79,528 ER Receivables

Reserves

Way Forward

₹24,00,000 • • •

₹17,32,547 ₹83,00,000

New pricing model implementation.

Need to make high investments in operations for Q4.

Tracking and assisting in transition for next year.

Conferences

June National Conference Bogmallo Resorts Goa Number of Delegates: 450

Regional Youth Leadership Conference (South) Malpe Beach Resort Udupi Number of Delegates: 300

Regional Youth Leadership Conference (North) S,G, Resorts Amritsar

Summits

Number of Delegates: 300 iGCDP Summit

Finance Summit

No. of Attendees: 12

No. of Attendees: 6

oGIP Summit

Marketing Summit

Forum

No. of Attendees: 5

International Congress 2014, Taiwan Number of Attendees: 20 (12 MC, 8 LCP)

iGIP Summit National President’s Meeting No. of Attendees: 20

National Steering Team Meeting No. of Attendees: 5

No. of Attendees: 10

No. of Attendees: 3

oGCDP Summit No. of Attendees: 8

Global Steering Team Meeting No. of Attendees: 1

AP GCDP Summit No. of Attendees: 3

Global Finance Summit No. of Attendees: 1

AP GIP Summit No. of Attendees: 2

Global TXP Summit No. of Attendees: 1

• • • • •

Sahil Chopra, CCP (MCVP TM, AIESEC India 201314) Diptanshu Gurbani, CCVP BD (LCVP iGIP, AIESEC in Jaipur 2012-13) Kalyani Khona, CCVP Special Events (LCVP BD, AIESEC in Mumbai 2013-14) Meri Arakelyan, CCVP PR, (MCVP Comm. AIESEC Armenia 2014-15) Gaurav Singh, CCVP HR (LCVP LnD, AIESEC in Delhi University 2013-15)

“

Venue & Finances

• • •

Venue Confirmed: Grand Hyatt, Gurgaon Initial Investment of ₹ 13,00,000 CC Team has started working out of Gurgaon

I promise on behalf of my team, that International Congress 2015 will be more than just a conference.

Wit h its true Indian-ness, it will be a movement that will make those 1400 delegates aspire even more to build a better world for a greater 2020.

“

Congress Committee Team

Presented at: