ANNUAL REPORT //2013 - 2014 www.aiesec.ch info@aiesec.ch 031 371 45 02
AIESEC in Switzerland National Support GrouP
AIESEC in Switzerland National Sales Partner
AIESEC in Switzerland National Supporters
3 AIESEC in Switzerland would like to thank all our national partners and supporters for helping us sustain and positively grow this year.
THANK YOU!
ANNUAL ANNUAL REPORT REPORT 2013 - 14 2013 14 A Message
AFrom Message Our President From Our President Dear Partners, Students, Members and Alumni,
Become “BetterStudents, – faster –MemstrongDear Partners, er “ than before! bers and ever Alumni, This ambitious encouraging Become “Better and – faster – strongmessage was the driver of Gener “ than ever before! eration 13-14. As the basis for every action ofand every member of This ambitious encouraging the year 13-14; it motivated us to message was the driver of Genpush a the yearbasis filled erationthrough 13-14. As forwith challenges revaluated every actionasofwe every memberand of clarified our purpose and reasthe year 13-14; it motivated us to sessed our initiatives. push through a year filled with challenges as we re-evaluated At beginning of our term andthe clarified our purpose and we faced a lot of reassessed ourchallenges: initiatives. a weak strategy that needed to be At the beginning of our term we faced a lot of challenges: a weak strategy that needed to be adapted constantly, a weaker leaderSarah Gloor, President ship pipeline in our local committees, a lack unity and direction AIESEC in of Switzerland within the organization and due-
2013 - 2014
adapted constantly, a weaker leadership pipeline in at our to my own late election thelocal end of committees, a lack of unity and June, no concrete national plan. direction within the organization and duelearned to my quickly. own late election But we at the end of June, no concrete national plan.we focused on three Strategically things: Talent capacity, customer But we learned satisfaction andquickly. capitalizing on our market. Besides many other initiThrough our term concrete we idenatives, weout implemented tified to a huge lackand of measure shared purtools increase pose. Our satisfaction, members allcreated joined for customer cusdifferent reasons, and andgave as such it tomized products our exwas extremely change service adifficult new facetobywork brandtowards oneCitizen” common ing them achieving with “Global and vision and goal. “Global Talent”. As a result, the revaluation and In terms of member development clarification of out thethe why became I’d like to point successful one major initiative of our Genimplementation of LEAD, a program eration. Many conversations and to actively develop our members’ workshops potential later we defined inleadership throughan profesternal and external purpose and sional workshops and customized developed training. a long-term plan to implement the purpose within the whole organization a more Throughout our termfor we identified successful At purpose. this pointOur I a huge lackfuture. of shared want to especially Markusreamembers all joined thank for different Mettler, sons, andfounder as such itof wasBrainstore extremely and Advisory difficult to workCouncil towardsmember, achieving who common guided and coached us durone vision and goal. ing the whole process. As a result, the revaluation and clarification of the why became one major initiative of our term. Many discussions and workshops later, we defined an internal and external purpose and developed a long-term plan to implement the purpose within the whole organization for a more successful future. At this point I want to especially thank Markus Mettler, founder of Brainstore and Advisory Council member, who guided and
5 coached us during the whole process. We’ve created a stronger foundation of this organization yet it was not done alone. I want to express my gratitude to the ambitious leaders of this Generation. That is, the people in my Member Committee who from the first moment of selection, were determined and committed to accept the challenging year and to turn the situation around.
#01
Furthermore, I want to express my appreciation and gratitude for all the Local Committee Presidents that were willing to step up and set huge goals and strategies, to innovate and to share the ambition of creating an AIESEC in Switzerland that is better, faster and stronger than ever before.
#02
For the next Generation 14-15 of AIESEC in Switzerland; I wish you all the best for the upcoming year. Each generation is full of dreams, goals and ambitions, but also needs to deal with failures, disappointments, challenges and mistakes.
#03
I challenge every single one of you to try out, to fail, to get up again, to grow and to fight for your results and goals. I am confident that you will develop many great leaders, including yourselves, and create an impact – one that will be much greater than our generation ever dreamed of achieving.
#04
Xeratur sime lignat
Achiciqudel yt enducipsunt apite quam, se cus porat es praestint restia dellecerae . chiciqudel yt enducipsunt apite quam, se cus porat
Xeratur sime lignat
Achiciqudel yt enducipsunt apite quam, se cus porat es praestint restia dellecerae . chiciqudel yt enducipsunt apite quam, se cus porat
Xeratur sime lignat
Achiciqudel yt enducipsunt apite quam, se cus porat es praestint restia dellecerae . chiciqudel yt enducipsunt apite quam, se cus porat
Xeratur sime lignat
Achiciqudel yt enducipsunt apite quam, se cus porat es praestint restia dellecerae . chiciqudel yt enducipsunt apite quam, se cus porat
Sarah Gloor, President AIESEC in Switzerland 2013 - 2014
Content Overview
A visual representation of our organisation's structure and content overview of the Report
Our Vision
The People
Corporations
Students
Team Member and Team Leader Experiences
Organizational Development
Outgoing Exchange
Global Incoming Exchange Programme
Marketing & Communications
Career Days
Finance
The entire AIESEC in Switzerland infrastructure
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P.08-11 P.12-13 P.14-15 P.16-19 P.20-21 P.22-23 P.24-35 P.44-51 P.52-56
The AIESEC Way An explanation and overview of what AIESEC is and the values it upholds on an international scope Our Vision & Strategy An explanation of our vision and the concrete strategies and focus areas put into place to reach it Organizational Development Initiatives on the structuring of the organization's local committees A Question of Purpose A look into critical national organizational development problems and initiatives taken to solve them Marketing & Communications A look into our marketing strategies and online initiatives Our Members A look at the members and leaders of our organization nationally and locally Student Focus Iniatives and results from our focus on our Team Leader and Team Member programs and our Out Going Exchange programs Corporate Focus Initiatives and results from our focus on Incoming Exchange services and our Career Days affiliated service Finance Initiatives and our financial report for the year
The AIESECWAY AIESEC is a global youth network impacting the world through leadership development experiences. AIESEC has been facilitating youth leadership activities as well as international internships & volunteer experiences for over 65 years, developing a global learning environment across 130 countries & territories. AIESEC is a global, non-political, independent, not-for-profit organization run by students and recent graduates of institutions of higher education. Our members are interested in world issues, leadership and management. AIESEC does not discriminate on the basis of race, colour, gender, sexual orientation, creed, religion, national, ethnic or social origin.
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HOW WE DO IT Why We do what we do Every generation has the chance to shape the world but today’s fast-paced economical, social, or technological changes in the world makes it a challenge. AIESEC believes that the solution is to develop youth who are responsible and entrepreneurial today so that they may choose how the world could be tomorrow. Our vast international network works to connect youth and encourages them to see global changes from different cultural and economical perspectives. By working together, we believe youth can be more aware, prepared for the challenges and complexities that shape our world and learn to make a positive contribution to it.
AIESEC facilitates international exchanges for students and companies through entrepreneurial volunteer and paid educational internships. We also run internal projects and conferences to train and educate our members on various entrepreneurial skills so that they may learn effective ways to implement projects, reach goals, and work in challenging team environments. All of our activities and exchange programs are driven by the need to develop leadership and bring awareness to global problems.
A truly global organization Western Europe & North America Austria Belgium Canada Denmark Finland France Germany Greece Iceland Ireland Italy
Malta Netherlands, The Norway Portugal Spain Sweden Switzerland United Kingdom United States
Ibero-America Argentina Bolivia Brazil Chile Colombia Costa Rica
Dominican Republic Educador El Salvador Guatemala Mexico
Peru Puerto Rico Uruguay Venezuela
Our core Values Activating Leadership
Demonstrating Integrity
Living Diversity
We lead by example and inspire leadership through our activities. We take full responsibility for developing the youth leadership potential of our members
We are consistent and transparent in our decisions and actions. We fulfil our commitments and conduct ourselves in a way that is true to our ideals.
We seek to learn from the different ways of life and opinions represented in our multicultural environment. We respect and actively encourage the contribution of every individual.
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Central & Eastern Europe Armenia Azerbaijan Bosnia Herzegovina Bulgaria Croatia
Czech Republic Estonia Georgia Hungary Kazakhstan
Kyrgyzstan Latvia Lithuania Macedonia Moldova
Tajikistan Turkey Ukraine
Poland Russia Serbia Slovakia Slovenia
Asia Pacific Afghanistan Australia Bangladesh Cambodia China Hong Kong India Indonesia Japan Korea
Africa Angola Benin Botswana Cameroon Cote d'Ivoire Ethiopia Gabon Kenya Mauritius
Nigeria Rwanda Senegal South Africa Tanzania Togo Uganda Zimbabwe
Malaysia Mongolia Nepal New Zealand Pakistan Philippines Singapore Sri Lanka Taiwan Vietnam
Middle East & North Africa Algeria Bahrain Egypt Iran Jordan Morocco
Oman Qatar Saudi Arabia Tunisia United Arab Emirates
Striving for Excellence
Enjoying Participation
Acting Sustainably
We aim to deliver the highest quality performance in everything we do. Through creativity and innovation we seek to continuously improve.
We create a dynamic environment created by active and enthusiastic participation of individuals. We enjoy being involved in AIESEC.
We act in a way that is sustainable for our organisation and society. Our decisions take into account the needs of future generations
Our Vision We are Generation 13-14 We are here to create a professional youth driven organization. We will grow in both quality and results by striving for excellence and delivering every promise we make. We will solidify our place in the market by providing relevant and impactful experiences for all our stakeholders. We believe in the positive impact that AIESEC in Switzerland provides.
Our Strategy Our strategy concretely illustrates the areas we need to address in order to drive our vision. We can provide better experiences for our stakeholders by acting "better, faster, stronger" in 3 focus areas and their corresponding projects and initiatives as illustrated below.
Education & Coaching Provide more and better experiences to all stakeholders Better, Faster, Stronger
Learning Platforms, Clusters, & Good Case Practices
LEAD Customer Experience Listen to Our Customers
Talent Management
Customer Capitalization on Market Satisfaction
Targeted Products Brand IT Infrastructure Marketing Channel Financial Sustainability Flexible Financial Investments
The 3 focus areas
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In order to achieve our ambitious vision we decided to set our focus on three different areas which then break down to very concrete areas of improvement or new initiatives.
Talent Capacity
Customer Satisfaction
Market capitalization
Our members are the main focus of our activities; only if they have the right experience and receive proper education and tools can we increase in overall organizational performance. Therefore we opened a new Member Committee position for Organizational Development to focus on assessing Local Committees' needs and to give the Member Committee the opportunity to deliver more customized education. Furthermore we realized that we only could grow as a whole when we capitalize on all the resources and knowledge existing in the country, hence we had to provide a platform and processes to facilitate a better learning environment in the whole entity. Details on organizational development initiatives are on page 14-15. To be able to provide more and better experiences to our stakeholders, the satisfaction of our customers is an inevitable criterion. Only if we can turn our customers into promoters, can we attract more potential customers. As a result we put a big focus on customer experience management. By listening to our customers and identifying their needs we can provide them with the right products. A targeted approach – a major strategy we used in all our programmes during the year 13-14; from using specific Job descriptions in Talent Management recruitment to creating sub-products in our exchanges programmes, being customized was a must to increase customer satisfaction. Such initiatives are detailed and discussed throughout this report. People need to know about us! Based on analysis of the previous years we realized that people mostly hear about AIESEC from friends (which is great) but there are many more possible channels to reach the huge pool of potential partners and customers. We had to build a much stronger brand. Showcasing stories, implementation of a new website and bigger participation in networking events were some of our initiatives taken to increase AIESEC in Switzerland’s visibility. Finally, it was essential to increase the speed and efficiency of our internal processes. Therefore we put a focus on improvement of the organizations IT infrastructure and implemented tools such as a new CRM system and incorporating the popular Net Promotor Score survey. Details about these initiatives are written throughout this report.
Organizational Development
In August 2013, we created a position for organizational development in AIESEC in Switzerland. Based on our annual strategic focuses and the current reality of the organization, we saw that having a specific position, and functional manager, would support the development of the local committees in Switzerland and the overall performance of the organization. The first steps were actually finding the right organizational development model that would fit into our reality, and then building the function on that. The 3 main focuses for organizational development were: • • •
Local Committee Development
LC needs assessment coaching LC clustering and unity LC growth and development
This year we started implementing strategic initiatives for developing local committees in AIESEC in Switzerland. Local Committee development was important for our term as we wished to track the growth of each local committee individually, as well as their performance and results in order to provide them customized education and support. Whether through restructuring or resource management, it was about being able to identify the local committee’s bottlenecks and figuring out what was the best solution in order to drive a sustainable growth in the organization.
One of the main focuses for the Organizational Development area was local committee clustering and unity. Our aim was to connect our local committees in a way that they could both support and learn from each other. Our clustering system was based on having partnering local committees. The partnering local committees where assigned based on their annual focuses, their strengths and weaknesses and current reality. The local committees were grouped in the following way: AIESEC Basel & AIESEC Lugano, AIESEC Bern & AIESEC Fribourg, AIESEC Geneva & AIESEC Lausanne and AIESEC St. Gallen & AIESEC Zurich. The local committees where encouraged to tackle their challenges together and build a strong connection that would support their development.
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Local Commtittee Clustering
One of the main focuses areas for AIESEC in Switzerland, in the year 13/14, was customer experience management. As a youth run organization, we wished to ensure we provide high quality service and experiences to all our stakeholders. We began with training the leadership body on what it means to be a customer centric organization, in which way their local committees could become such and most importantly, why the focus on customers is so important. Our path to becoming a customer centric organization began with planning strategies that would focus on the processes run in the organization circulating around the needs of our individual customers. We focused on the importance of the experience. The first tool we implemented to support our customers’ needs was the CustomerGauge system and the Net Promoter Score. The Net-Promoter Score tracked how our customers would represent AIESEC to their friends, colleagues, etc. through a simple metric system, with data collected in an online survey. Throughout the year, our exchange managers focused on tracking their customers’ experience and following up on any requests or needs they Customer might have. In May 2014, “Customer Experience Management, experience a guide” was published to all the AIESEC in Switzerland Management members, with information on how to use Customer Gauge and how to provide better experiences to all our stakeholders.
A question of P u r p o s e In the middle of our term we realized that we were facing a big challenge: a lack of shared purpose within the whole organization - despite our clear vision and values. The “Why� of an organization is its core; every member should not only know the reason of an organization's existance but also feel connected and have ownership of it. This lack of purpose led to people feeling disconnected from the organization's goals; everyone joined for different reasons and therefore it was difficult to fulfil the expectations of members and unite the membership towards achieving common goals, and to implement a result-orientated culture in LCs. To overcome this challenge, Markus Mettler, guided us in reinforcing a recognized and shared purpose to implement the purpose in the whole organization. The Code of Conduct of AIESEC Switzerland is on the following page (17).
A Message from Markus Mettler I've been a member of the AIESEC in Switzerland Advisory Board for many years and I observed that similar questions were addressed over and over again in our meetings. AIESEC moves fast. Every year a new team takes over - this is on the one hand a wonderful opportunity for those who get the chance to work for AIESEC - on the other hand there is a yearly drain in know-how and experience. The challenge was: how can we capitalize on the organization's potential in this fast moving environment? To answer this question I suggested the three phases. I'd be delighted to continue working with this amazing, motivated team!
Markus Mettler Innovation Consulting Founder and CEO of BrainStore brainstore.com
AIESEC used methods provided by BrainStore, an entrepreneur's network with hubs in the US, Switzerland and Spain. BrainStore develops a series of processes to rethink and improve the way teams innovate.
Phase 1
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It was essential to define a clear and simple purpose that everyone could agree with and that fits to Switzerland’s reality. A purpose has two aspects: The external purpose is the reason of the organization existing, it states the value and impact the organization brings to society. The internal purpose describes the reason for every member to be a part of this organization. (AIESEC's internal and external purpose in shown below).
The Purpose of AIESEC is to delight you and professionals through uniting experiences that create positive impact.
As an AIESECer I want to be challenged, develop my leadership skills, grow my network and have fun.
Phase 2 Once the purpose was defined, there was a need to talk about behaviours and attitude of our members. It is crucial, that their behaviours are aligned with the purpose. Markus introduced us to the concept of having a Code of Conduct. A Code of conduct states the values, behaviours and attitude of an organization’s members. It’s created by members for members, therefore everyone wants to follow it; it is not based on reward and recognition, punishments or rules, but based on mutual understanding. (See AIESEC's Code of Conduct on next page).
Phase 3 In the year 14-15 the purpose needs to be operational. For example, the recruitment processes need to include concrete questions to assess whether potential members can relate and value the internal and external purpose while still being interested in the development of AIESEC projects. The next AIESEC term will take on the challenge of using the Code of Conduct as a constant driver of our organization values.
Purpose
The purpose of AIESEC is to delight youth and professionals through uniting experiences that create positive impact. As an AIESECer I want to be challenged, develop my leadership skills, grow my network and have fun.
Code of Conduct of AIESEC Switzerland My attitude
I am respectful, non-judgemental, and solution-oriented. I develop my own initiatives and take responsibility. I make my own mistakes. I ask for advice and support when I need it. I provide constructive feedback. I live the six core values of AIESEC (striving for excellence, living diversity, demonstrating integrity, activating leadership, acting sustainably, enjoying participation). I'm eager to find what I don't know and I learn as I go.
Our Environment
I listen actively; my communication is open, clear and simple. I smile and I'm kind; I create a positive atmosphere. I inspire and support members to develop their potential, launch initiatives and take responsibility. All members are given a positive environment for innovation, bonding and dancing. Challenge me and I'll challenge you. I appreciate my colleagues' efforts. We celebrate success and failure.
How We Work
All activities we do are aligned with our purpose. We find smart ways to deal with goals and measurements of success. We work with integrity, reliability, dignity and enthusiasm. We get involved locally, nationally and globally. Being part of the AIESEC network, we access all the resources available. I keep track of vital information, make it available in a clear and useful form and make sure that it is understood by whoever needs it. As pirates we keep our pistols clean and fit for service. We identify the needs of our customers and team members and we respond to them. We focus more on doing the right things than on doing things perfectly right. Adapting to change is a vital part of our work. We dream big, wake up and make it happen. 29 June 2014 Alessia Balducci, Melanie Moullet, Sarah Gloor, Shristi Gartaula, Stev Levajkovski, Thomas Verduyn
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A question of Purpose: Other initiatives Career Days & AIESec separation
Career Days is a nation-wide student career fair run by AIESEC members across Switzerland. Although successful in the past and a great financial boon, it has been losing relevance as a core product that reflects the current values of AIESEC in Switzerland. Globally, AIESEC focuses on developing leadership through the participation in and faciliation of exchange services. Therefore locally, AIESEC in Switzerland is deemed successful if it grows in exchange numbers and exchange associated products. Growth in Career Days, although financially beneficial, does not directly associate with our focus. To give Career Days the priority and complete focus it needs to continue to be successful, we decided to initiate a separation process in 2014. We identified the clear purpose of Career Days and outsourced the Career Days Position from AIESEC in Switzerland's Member Committee into a seperate National Committee specifically for Career Days. Finally we addressed a clear concept of how AIESEC and Career Days would collaborate for future projects. In this way, Career Days can focus completely on its own goals while still being able to work with AIESEC in Switzerland for any future mutually beneficial projects.
Career Days President 14-15 Esther Mellul We wish Esther Mellul all the best for the upcoming year as the new Career Days President that will implement the Concept of Separation. Thanks for your courage in taking on this challenge! To learn more about Career Days, visit: http://careerdays.ch/ To learn more about the results of this year's Career Days, please see page 52-53.
Marketing & Communication
Credibility
Visibility
Consistency
Core Values for the Year One of the biggest initiatives pushed through from the national level to the local level in marketing and communications was the idea of having a broad, clear message that addressed past problems in how our brand was presented and understood. We created three core values for members working on any internal and external material. The message or content must be credible with clear information, call to action statements, and professionalism. The work must be planned for visibility by having an action-orientated plan and awareness of channels. Last but not least, it must be consistent in its messaging of AIESEC and the manner by which it is promoted.
New Website Layout & Server With the core values in mind and despite difficulties, we changed the website layout to a fresh design that allowed for clear navigation. We worked with Uniboard (our partner organization) to update the server to a reliable host. We also created pages with a clearer message about our organization and the activities that we do throughout the year. We added a "Blog" and "Events" section to highlight local and national activities.
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Subproducts & Promotional Material We revamped the design of promotional materials so they were more modern and eye-catchy. We also restructured our services into specific products and subproducts and created individual logos for each one. We detailed a specific policy on branding and set-up a Podio group for in-house design work. Details and examples of our work are visible throughout this book as part of all other areas of management.
Integrated Online Information Management Solution One of the major challenges of the year was a clearer, more effective solution to how leads are managed online as it affects all three values. Since AIESEC is an international organization in hundreds of countries, the channels from which students can easily find AIESEC entities can be overwhelming and confusing. Although we can not change the overall structure of how online information is managed in other country entities, we can improve how we react to consumers who arrive on our website or affiliated channels. Our channels where young people can learn more about us and sign up are through:
AIESEC.CH 17,000 views/mon
AIESEC.ORG
5 Likes/day
1800 leads/year
This year we addressed lead management through member education on customer centricity and online content marketing. We redirected all leads from all channels to one main site, the Online Registration System to address lead conversions. The Online Registration System (shown below) filters online leads by addressing where they are coming from and helps us communicate with our customers quickly. The system aids in converting leads quickly, thereby increasing focus on customer centricity online. As a result, we filtered more than 100% of our leads.
The member committee 2013 - 2014 The structure of AIESEC in Switzerland includes a national team that represents AIESEC in Switzerland internationally. The MC focuses on national strategies and initiatives and works closely with companies and local committees in Switzerland to sustain and improve the organization. Below are the members of the national team for 2013-2014.
Sarah Gloor
Hayk Mkrtchyan
President & Vice President of Finance
Head of Incoming Exchange
Milena Mandic
Vice President of Talent Management & Organizational Development
ANG LI
Director of Career Days
Shristi Gartaula
Vice President of Marketing, Communications & Outgoing Exchange
8 Local Committees across Switzerland The local committees are the driving force of our organization. Along with the strategic guide of the national team, the local committees recruit members and facilitate exchanges with students within their local cities and universities. They represent more than 200 members of AIESEC in Switzerland.
AIESEC Fribourg | University of Fribourg
AIESEC Lugano | University of Lugano
AIESEC Zurich | University of Zurich
AIESEC Geneva | University of Geneva
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Local Committee Presidents 2013 - 2014 Below are the Local Committee Presidents representing their respective universities for the 20132014 year. Each President manages between 10 - 50 members locally and works with the Member Committee to improve their entity and reach their target goals for their term.
Lea Wollensack Local President of AIESEC Bern
Leslie Werne
Local President of AIESEC Basel
Bich Diep Pham & Stefanie Schiefer Local Presidents of AIESEC Lugano
Kirsty Craig
Local President of AIESEC Geneva
AIESEC Bern | University of Bern
AIESEC St Gallen | University of St Gallen
Nicolas DuVoisin & Ryan Granville Local Presidents of AIESEC Lausanne
Rebecca WeimaNn Local President of AIESEC Fribourg
Julian Osborne Local President of AIESEC Zurich
Philipp Hegglin Local President of AIESEC St Gallen
AIESEC Lausanne |University of Lausanne
AIESEC Basel | University of Basel
Student Focus Students are the backbone of our organization. As active members, they sustain the organization, facilitate the exchange process for exchange participants (EPs) who wish to go abroad. They also facilitate the internship process for companies who wish to bring interns into
Switzerland. Over the past year, we implemented a more defined approach to our members’ personal leadership development through our Team Member and Team Leader Programmes (TMP, TLP). We also focused on a more targeted marketing scheme with
improvements in the out-going exchange (OGX) process. Driven to focus on student development, we reinforced a stronger platform whereby students could continue to build on the strength of the organization while also developing their personal and professional goals.
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Student Focus TMP & TLP IniTiatives
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THe Lead Programme
Learn, Engage, Activate, Deliver
The LEAD (Learn, Engage, Activate, and Deliver) program supports the leadership development of AIESEC members by providing trainings and practical knowledge in leadership development. The program aims to improve the quality of the AIESEC Leadership experience, to build a leadership pipeline, and to empower our leaders and drive the growth of the organization. In 2013, two LEAD Program workshops were delivered: “Successful Team Management” and “The Role of a Leader”. In 2014, for our second biannual national conference we decided to engage more members in the LEAD program and to brand and promote
the value of it. This was done by creating an event called “LEAD Day” which consisted of five unique workshops, one session and simulation, and a panel discussion. The following topics were covered: Driving Leadership, Leader as a Developer, Long-Term Strategies, The Role of Youth Leadership Today, The Final Sprint. With an excellent group of speakers, we motivated our delegates to strive for more and be proactive in their personal and professional leadership development.
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2
AIESEC in Switzerland ran four different conferences during the 2013-2014 term. Two of these were National conferences, DoIT and Kick Off, which had about 250 delegates from eight different Local Committees. These conferences aimed at delivering national strategy and vision to the entire membership of AIESEC in Switzerland as well as to deliver functional and strategic trainings. During these conferences, several sessions were run by our external partners and alumni. One example of this is HAYS, which delivers the sales
Conferences
Where all AIESEC members meet
training to our members. During the winter, we ran a Train the Trainers seminar which was a small (20-person) conference. The aim of this conference was to give training to the members that wished to facilitate sessions in their future, whether at an AIESEC conference or at another event. During the conference, the delegates learned and practiced skills such as public speaking, crowd management and how to effectively prepare sessions.
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The Educational Cycle How our members learn
The educational cycle that was set during the year 13/14 was driven by the idea of providing high quality experiences to all our members teaching them not only how to manage their work in AIESEC, but also how to be proactive and open to learning how these positions look like in other NGOs or companies. Throughout the year our educational model was based on the following steps:
Gap analysis – seeing what form of education is necessary and required in each local committee. Providing the necessary education to our members. Providing our members with helpful and useful tools they can use to develop the activity or process in the way it fits their needs best. Actively tracking their performance for the specific process or activity and supporting them if necessary. Providing the necessary education to our members. Evaluating the performance and knowledge gained in the process of delivery. Evaluating whether they acquired all the necessary information during the trainings and whether it enabled them to independently plan and carry out their deliverables. Throughout the year we provided workshops and trainings to our members by our educational partners such as JCI Switzerland, Initiatives of Change-Caux and AIESEC Alumni.
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4
National Rewards & Recognition System Striving for excellence
In January 2014 we introduced an new National Rewards and Recognition system to all the members in AIESEC in Switzerland. The primary reason for introducing a new rewards and recognition system was to drive consistent and transparent performance appraisal in the organization in Switzerland. The national rewards and recognition system consists of:
Functional awards for the most performing and most progressive local committees in their specific functional areas (Talent Management, Finance, Communications, Incoming Exchange and Outgoing Exchange) Individual awards for the most progressive members and leaders Annual awards (The Role Model Award and the Collaboration Award) Actively tracking their performance for the specific process or activity and supporting them if necessary Special Awards (Incoming exchange Formula ICX Award and the Customer Centricity Award)
Student Focus TMP & TLP IniTiatives
We ran a bi annual recruitment in the year 13/14, in October and February. As an outcome from both recruitments, AIESEC in Switzerland recruited an estimate of 200 new members, some of which took on leadership positions in the previous 3 months. Each local committee developed a recruitment plan for delivering both quality promotion and member selection. Their individual talent planning was based on preparing an HR plan for their local committee, profiling for their desired candidates and promoting concrete positions that were open in their local committees. Images on these two pages showcase the education talent management members recieved and some of their efforts.
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5
IT Infrastructure
An improved online platform
In the beginning of the term, we introduced a new platform for collaboration and work in AIESEC in Switzerland. Podio, a cloud-based collaboration service, allows our members to participate and share information in a fast and efficient manner. Approximately all our members are on Podio and use the service frequently. After implementing this system our processes were more streamlined .and hassle free
Student Focus TMP & TLP IniTiatives
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Recruitment Marketing New national campaigns
Recruitment happens across all Local Committees twice during fall and winter. In order to help the Committees reach their targeted goal of recruited members two new national campaigns were launched. These campaigns are unlike previous ones created as they have fresh new designs and very strategic marketing schemes. In the fall campaign, the focus was on bright, clear graphics that would stand out yet still reflect modern Swiss design styles (see next page). The message was direct on what AIESEC is and how it works. Postcards with motivational quotes were also used to reflect the attitude and values of AIESEC. On the back of the postcards, we had the idea of adding value-centric messages in an innovative way. It clearly stated how positions within the organisation would improve students’ personal and careerrelated goals and aspirations. It also explained how the positions reflected different values that the student could relate to. An example of this is shown on the next page. In the winter campaign, we added pictures of actual members to emphasize the positions and experiences gained through our organisation. Both were successful enough to help recruit more than 80% of the targeted number of people in most entities.
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Some of our Members On experiencing AIESEC The last year, as Vice President of Communication at AIESEC Lausanne, I had one of the best experiences of my life! What started as a “Oh my god, how am I going to do it?”, turned out to be the most challenging 12 months of my student life. It that made me develop myself as a future leader and marketing professional.
Raluca Perju, LCVP COMM for AIESEC Lausanne 2013 - 2014
something else.
Leading a team of 10, with members that came from very different backgrounds, with different skills and diverse expectations made this last year a very challenging opportunity. It allowed me to learn how to adapt my strategy, my ideas and thoughts so it suits different personalities and allows everyone to grow and learn. It also made me realize that sometimes, things don’t go as planned and you need to be flexible, to think fast and to dare to trust your guts and try
Another fact that I find valuable is that when you are responsible for a group of people, you somehow feel that you need to give your best to motivate them and to listen and understand each of them as an individual. It was not easy, I had my fair share if mistakes. Yet I realized what could have been improved and I drew conclusions that helped me in future situations. In terms of personal development, I’ve become more organized and managed my time much better. And YES, studying, working part-time and being a VP can be done at once – tried it, tested it and succeeded! I have spent hours reading, trying new ideas, learning new technical skills and improving myself. I was passionate about marketing from the start and maybe that helped too, because I wanted to learn valuable skills in the field. I developed a very wide range of new hard skills, from design in Photoshop and Illustrator, to Google Analytics, web design, and marketing research. I have to admit that all these skills helped me land the job I always wanted right after studies. Being part of such a great LC, being surrounded by amazing people full of energy and good mood, learning, celebrating and making new friends are just some of the reasons why I would do it again and again if I could because my AIESEC Experience was simply amazing! So, thank you AIESEC!
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"In my AIESEC terms, I have experienced a rich amount of diversity in discussions with people coming from different backgrounds and speaking different languages. In addition, I was able to expand my academic, professional, and social networks all over the globe to the point where I could befriend a person in any country by association with the AIESEC network alone. This is still my favourite part of AIESEC! It's a great network of active students all over the globe; where you can work professionally and have fun together." Mostafa Abdelmoez, Vice President of Communications AIESEC Basel "Being Vice President of Talent Management for one year gave me the best experience in my life. I have grown up so much and become responsible; knowing how to deal with matters by considering every aspect not just using logic and hardwork." Ly Dang, Local Committee Vice President of Talent Management & Local Committee President for 2014 - 2015 AIESEC Geneva
Some of our Members On experiencing AIESEC
"AIESEC has made me aware of how much communication is essential when working in a team. Planning tasks, meetings, and deadlines was the kind of responsibility I wouldn't have had the opportunity to achieve as a student outside of AIESEC." Eduoard Perrod Local Committee Vice President of Finance AIESEC Fribourg "It's been a challenge for me being the Local Committee President and the Local Committee Vice President of Outgoing Exchange at the same time but it's definitely been worth it since I've learnt a lot: managing time and leading different teams with very different cultural and study backgrounds. Bich Diep Pham Local Committee Vice President of Outgoing Exchange & Local Committee President AIESEC Lugano
Some of our Partners ON WOrking With AIESEC Living and working in Geneva for over 20 years, I have had the opportunity to meet AIESEC representatives on several occasions. With my focus on coaching and training in the field of productive networks and AIESEC in Switzerland's interests in professional leadership, I suggested that we join forces through workshops. I had the opportunity to deliver a set of workshops to members of AIESEC in Switzerland at the national level. In turn, I learned about AIESEC in Switzerland's yearly change of management. This is excellent from a learning perspective yet it makes for an impressive challenge to those young people and to their organization. It was a great experience to work with those young and highly experienced students and to share know-how which normally you have to learn by trial and error. I look forward to continuing our mutually beneficial relationship!
Rudolf Klaus Professional Training & Coaching www.rkls.ch
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Outgoing Exchange Overview Our Outgoing Exchange (OGX) service is an integral part of AIESEC as it addresses our overall focus on leadership development. The OGX service encourages students and graduates to explore their personal and career potential by being an AIESEC Exchange Participant (EP) and volunteering or interning abroad. The organization abroad with whom an EP has their volunteer or internship experience is called the Trainee Nominee (TN). EPs can volunteer on our Global Community Development Program (GCDP) or be a paid intern through our Global Internship Program (GIP).
AIESEC members within universities across Switzerland plan and recruit young people within their respective campuses who wish to go abroad. They then help facilitate the exchange process from promotion and recruitment, selection of an opportunity abroad, preparation of logistical requirements, and communication throughout the trip. To increase awareness of this unique service within campuses, we focused on a more aligned marketing strategy with target countries, specific sub-products highlighting unique projects abroad, and a new fresh campaign.
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2
New marketing campaign & promotional material
3
Quality focus for customer centricity
4
Results and areas for improvement
Student Focus OGX Initiatives
1
Product development through partnerships
1
Product development through partnerships
One of the major problems that we deal with is improving the quality of our volunteer and paid internships abroad. Although the facilitation process is surveyed as being very good or excellent on our surveys, we can not fully control an EP’s experience abroad in a new country and with a new culture. However this year we focused on the quality by having better partnerships with specific TNs. These TNs were from countries that reflected the research we did on young Swiss peoples’ interests in travelling. As a result of the research on our market pool, we developed three subproducts (Social Work, Entrepreneurship, Education) in seven specific countries: Taiwan, Mexico, Philippines, Colombia, Brazil, Bahrain, and Morocco. We selected the best, high quality TNs in these countries and grouped them into the specific subproducts for a more targeted campaign. As a result, Swiss students could choose to travel with our partnered countries knowing that quality and communication between the host country and the EP would be excellent.
Sarah Belgacem in Bahrain for six weeks for the Colors of Bahrain Project
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Partner Countries Brazil Philippines Bahrain
Mexico Colombia Taiwan
Dream Beyond Language is a popular six week volunteering project in Taiwan for EPs interested in helping youth learn various languages in innovative ways
2
New marketing campaign & promotional material
“Global Citizen” was launched this year as our new national marketing campaign to help drive outgoing exchanges for Global Committee Development Program. Global Citizen uses the tagline, “Why Become a Tourist When You Can Be a Global Citizen?” Switzerland’s youth generation are no strangers to travelling abroad yet there has been little discussion or encouragement of enjoying a new culture with the attitude and mindset of a citizen of the world as opposed to only a citizen of a country or a tourist. By posing a direct question, we wanted young people to reconsider who they are and how they behave when they travel abroad. The campaign was successfully implemented in all eight local committees because it did not limit or restrict members from creatively creating their own material as long as the Global Citizen logos were used without alterations. This freer form of collaborative open work was not implemented in previous years. On these pages are examples of work from local AIESEC entities: Lausanne, Geneva, Bern, Zurich, and St. Gallen
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Examples of National Recruitment Material
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Examples of Local Committee Work
3
Quality focus with customer centricity
Since launching the use of the Net Promoter Score (NPS), we were able to measure the quality of our services in preparing and sending Exchange Participants abroad in all eight entities as well as recieving interns into the country. Created by Bain & Company, this metric measures the loyalty that exists between the provider and the consumer. We ask our EPs to fill in three surveys throughout the process of preparing for the trip abroad, being matched to a volunteer project or internship, and upon arrival in the new country. The most important question, “How likely is it that you would recommend our company/ product/service to a friend or colleague?�,
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is asked on a scale from 0 to 10 where any rating 9 and 10 are positive responses. This year we educated our members to use this tool by quickly responding to any negative detractive comments and using the positive feedback as a way to understand where we are effective and where our service is lacking. The goal of implementing NPS is to develop a more customer centricity in our members who are facilitating the Exchange Participant selection process; teaching them the importance of customer loyalty for the success of our nonprofit.
The accomodation was amazing, we had an intern house with all our project so we built a strong bond at the start of the project. All the interns have different insight, backgrounds, but none of them is counter-productive or disruptive, so the choice by the OC has been really well made. Paul E.
AIESEC Geneva in Vietnam NPS Score: 10
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4
Results and areas for improvement
GCDP Aug1/July30
222
144 RAISED MATCHED
130 Realized
+11%
Explanatory note: Exchange Participants (EPs) are registered customers interested in going abroad on AIESEC volunteer and paid internships. Traineeships (TNs) are international companies and organizations registered to employ EPs. "Raised" are EPs added to the AIESEC customer management system. "Matched" are EPs selected by a TN. "Realized" are EPs who have physically arrived in the host-country after being matched.
Our raised to matched ratio was lower this year than last due to trying new strategic initiatives with varying results. We had 130 realized EPs, which is 6 less than last year. Yet we had an 11% increase in the number of EPs matched to TNs due to: Ambitious matching goals by local entities, particularly AIESEC Lausanne & AIESEC Geneva, both of whom exceeded their previous term goals by more than 45% - a phenomenal achievement New campaign material and promotional message (Global Citizen) Local strategies that orientated a more direct message and an improved selection process through guidance and support Improved online platform for collaboration and obtaining resources
GIP Aug1/July30 We dropped 13% in GIP internships compared to last year. This was due to nationally focusing primarily on GCDP exchanges. GIPs are particuarily challenging to match to TNs as they are competitive. As such, no new national promotional material was made. To increase GIP results however, improvements will be made this upcoming year on the overall OGX selection process with a stronger marketing campaign for GIP specifically.
115 28 RAISED MATCHED
-13%
25 REALIZED
During the 2013-2014 term, AIESEC in Switzerland focused on maintaining and growing our corporate presence especially focusing on our core activity, the Global Internship Program (GIP). GIP allows companies to work with hundreds of young, educated and passionate international students with the key specific skills that they need for their company positions. In AIESEC, the focus is always on leadership development for young people. By bridging the gap between the needs of companies in Switzerland and the desires and drive of international youth, AIESEC aims to provide growth and development and an enriching cross-cultural experience for both corporations and interns. We implemented several strategies to be able to not only maximize our results, but also transform AIESEC in Switzerland into a more customer centric organization. This is also true for how we managed Career Days, our national career fair and workshop event. Customer Centricity was one of the biggest focuses this year and with this in mind we were able to deliver excellent experiences not only to our members and exchange participants, but also to our corporate partners.
The "Global Talent" brand was introduced this year to better represent our Global Internship Program that is offered to the corporate market of Switzerland. The brand, along with its new logo was introduced in the beginning of the 13-14 term. We felt that with the Global Talent brand, we will be able to better showcase our product to the current and potential corporate partners of AIESEC in Switzerland.
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Corporate Focus
Corporate Focus Testimonies Corporations who have applied to take on traineeships (TNs) have also expressed their satisfaction in AIESEC in Switzerland's Global Talent Program. With clear and quick efficiency, they recieve quality intern applications while having the opportunity to work with unique young individuals from across the globe. An example is FIATA, who have helped give international youth the opportunity to develop their careerskills while gaining an understanding of a new culture in Switzerland.
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“Over the past years we have had three AIESEC trainees here in FIATA, and I must say that I am impressed. I am impressed, not only with the professionalism and passion of the young AIESECers themselves but with the high quality of candidates that they were able to provide. Through AIESEC we were able to find highly qualified young people from around the world that not only perfectly fit our requirements but immediately preformed in the FIATA environment.”
Marco L. Sorgetti, FIATA Director General AIESEC TN
Hult International Business School was one of the biggest partners of AIESEC in Switzerland this year, engaging in our Global Talent Program. Hult used AIESEC’s services to recruit interns from all over the world who worked in their sales department. Two of the interns sourced through AIESEC were so excellent in their performance and their match to the Hult culture that they were offered a permanent position in the company after their internships.
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"
My experience at Hult is more than positive. Before coming here I was not expecting such a great work environment. Colleagues are young and talented, friendly and willing to help each other. Organizational culture keeps you motivated all the time. And the most important thing for all people who are looking for internship and want to gain proper experience is that you can all the time express yourself and improve your professional skills by executing various projects." AIESEC Intern Hult
Corporate Focus Results for the year The 2014-2015 year saw a decrease in both the realizations achieved and as a result the financial income earned from the Incoming Exchange function. This was caused by multiple reasons that occurred through the year. One of the main causes was the desired shift in strategies at the National Level. Our focus this year was to build more independent Local Committees who would be able to achieve success in Incoming Exchange without outside support. We believed that this was the way to long term success in AIESEC in Switzerland. This strategy worked partially as most of the Local Committees were able to sign contracts by the end of the term. However because of the time delay, the overall results achieved were lower. The delayed success was mainly caused by not having a very strong national strategy and synergy implementation. This also led to the national focus being mainly on working with local committees instead of pushing for higher National Sales. During the 2013-2014 year, we had 53 contract signed with our various partners, bringing in over 25 international interns into Switzerland. We achieved success with our current partners on the national and international level. By retaining most of our current partners and developing the relationships, we hope that in the future the cooperation between AIESEC and these organizations will grow and prosper. Results Results for for the the 13-14 12-‐13 Year Year 60 50 40 30 20 10 0
# of Contracts signed
# of Interns sourced
# of Internships started
Corporate Focus Educational IniTiatives It was apparent that one of the most crucial aspects of AIESEC in Switzerland’s success in the corporate market this year was whether or not we would be able to develop and train our corporate teams in the Local Committees to be able to effectively be able to work with our partners. We also decided that there needed to be a focus on developing rules and sales principles on how we work with our partners so that we can get the most out of these cooperations..
One aspect of AIESEC in Switzerland’s operations that needed improvement during the year were our Sales Principles which guided how the different local committees interacted with our corporate partners. Our old principles were out-dated and did not allow for AIESEC to present itself as a united organization. During the year, we developed new sales guidelines which are aimed at encouraging all the local committees and the member committee to work together as much as possible. These principles guide our actions if there are any potential conflicts within the organization regarding corporate partners.
SALES
51 Podio was adapted this year in AIESEC in Switzerland for multiple purposes including as our new CRM. Because of the change in the Sales Principles, we needed a fast and simple CRM system that would be easily and quickly adapted in the whole entity. For this reason, we switched to Podio, which offered us the opportunity to create a fully customized CRM system that fit our needs perfectly and was simple enough for all the members to learn and adapt within just a month.
Along with all the different initiatives that were taken this year to strengthen AIESEC in Switzerland’s ability to work with the corporate market throughout the country, the big focus was always education. We believe that our members are the core reason why this organization exists. However, being a student run organization, our membership turnover is somewhat high compared to many of our competitors. For this reason, we implemented a nationwide training system that allowed us to deliver sales and partner management education directly to our member through national conferences, sales workshops and virtual sessions.
Career Days Current state The mission of the Career Days is to contribute to society – to change our world for the better by empowering young people. One of our responsibilities to the world is to work out how we – whether that means youths or Career Days itself – can promote a more sustainable youth employment market in Switzerland. Career Days 2014 embarked on some of the many ways in which an individual entity is tackling these challenges. For Career Days members, the excitement of its work lies in its variety, its consequence and its collaborative nature. To address these complex challenges we are building deep relationships around the local businesses large and small, with
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governments and NGOs, and with students and other academic institutions. To improve the Swiss youth employment market is an ambitious goals. In the aftermath of the global financial crisis, many longstanding companies have had high budget constraints and weak growth. New opportunities available to younger generations are growing more slowly than before the crisis. Moreover, the fight against competitors continues to become increasingly difficult as we push toward our target. Given such a macroeconomic climate and the serious challenges against competitors we've faced, it’s easy to lose sight of the
46
Companies - up from 46 last year
Workshops & presentations
4000
FRIBOURG
Students in Switzerland participated nation-wide
Had the largest workshop attendance since last 3 years with 40+ students per workshop/presentation
53 significant strides that we made. The reality is Career Days is a much stronger, leaner and more agile than it was 2 years ago; a market player well positioned to expand in a niche environment and one that will thrive when markets rebound, as they inevitably do. At Career Days, we have the honor of working with many of the most courageous leaders for social change, students in local entities who look at crisis in the face every day and never waiver in their commitment to overcome it. But if our year of service have taught us anything, it is that we cannot be complacent. The times in which we live demand that we push ourselves
harder, that we break with established ways of doing things, and struggle to find what we can call “a new vision of how”. The results of this new way of working have come faster than we expected, by a simple count of participating companies in Career Days 2014. But we are driven by the challenges we see around us to think and act in new ways—to grasp opportunities and harness them to push against contrary market forces. In a world made up of so many flickering impressions, it is essential that we see clearly and hold firmly to the values that will guide us—and the youths we serve—forward.
Career Days 2014 Result Summary Revenue went down (270,000CHF to 230,000CHF) due to loss of our Career Days fair in Basel. Despite this, we altered our strategy to focus on creating "regional" event aspects. Companies were promoted to all Swiss students nationwide on all our flyers. Our popular Career Days fairs in Zurich and Lausanne both promoted regionally. As a result of these changes, Zurich and Lausanne fairs grew. Career Days Zurich grew to be the largest fair by number of companies participating. Lausanne diversified more into the luxury and watch manufacturing sector, which means a more diverse future client portfolio and therefore good prospect for long term growth.
National Financial Initiatives National fund of aiesec in Switzerland Each committee of AIESEC in Switzerland has its own resources and a separated budget for its activities. But to grow the entity as a whole, it’s inevitable to have some resources that can finance initiatives that support not only one committee, but also the entity overall. Therefore we decided to open a national fund. The goal of the national fund is to support projects and initiatives that are relevant for two or more AIESEC entities, such as exchange pilot projects or the opening of expansions. Specific criteria, a clear application procedure and the National Fund Committee ensure that the funding will be used to bring AIESEC in Switzerland closer to achieving its Measure of Success and vision.
Reinforcing Internal Audits procedures To keep track of the legality and financial sustainability of AIESEC in Switzerland we implemented a new way of doing audits: Twice per year each local committee is internally audited not only in the financial area, but also in all internal and external legality aspects. A clear internal audit guideline and flow make it easy for LCVPFs to successfully take on the role of the LC legal responsible. By giving support and advice, and supervising all LC activities, the MC can ensure that our organization constantly adapts its processes and fulfills all financial and legal criteria to stay competitive in the market.
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financial report Balance Sheet (in Swiss Francs) AIESEC in SWITZERLAND, Berne Balance Sheet (in Swiss Francs)
June 30, 2014
June 30, 2013
Current Assets Liquid Funds
59 327
65 553
Receivables - Swiss Local Committees and ASCDA Receivables third parties Deferred income and prepaid expenses
35 325 8 937 25 090
22 617 14 000 122 770
128 679
224 941
0 1 028 600 0 1 628
24 386 7 214 3 176 50 581 85 357
25 000 102 051
25 000 114 584
127 051
139 584
128 679
224 941
ASSETS
LIABILITIES Liabilities Payables - Swiss Local Committees and ASCDA Payables third parties Accrual expenses Provisions
Association's Capital Capital Accumulated Surplus
Explanatory Note: For several years AIESEC in Switzerland held a critical mistake in its annual accounts Differenz 0)end regarding the Local Committee (LC) Fee. The LC Fee of term 12-13 was booked0as a Transitory Asset in (the of the term 12-13 (calculated based on planned budget of 13-14) and actually invoiced and received (as liquid assets) in the year 13-14. This leads to several problems: in case of a closure of the association in the end of the term, there is no security of receiving the outstanding transitory assets; The LC Fee is supposed to cover the expenses of its term yet in the accounts the income of the LC Fee of one financial year is calculated on the budget of the next financial year thus the purpose of LC Fee is theoretically not fulfilled (accountancy mistake) To correct this misalignment, the financial year 13-14 didn't book any income from the direct LC Fee (only the regular exchange/non-exchange Fee). To balance the loss, the previous outstanding debts (Provisions Account 2100, 2102) were written off.
financial report Income Sheet (in Swiss Francs) AIESEC in SWITZERLAND, Berne Income Statement (in Swiss Francs)
The financial year covers the period from July 1st, 2013 to June 30, 2014 and the prior year the period June 1st, 2012 to June 30, 2013
July 1, 2013 to
June 1, 2012 to
June 30, 2014
June 30, 2013
19 200 33 476 24 330 0
64 400 112 849 75 879 1 092
56 700 53 975 187 681
44 551 43 370 342 142
( 126 465) ( 50 759) ( 11 500) ( 2 798)
( 228 434) ( 66 275) ( 20 772) ( 9 095)
0 ( 8 692) ( 200 214)
0 ( 14 854) ( 339 430)
EXCESS INCOME (-LOSS) OVER EXPENDITURE
( 12 533)
2 712
Accumulated Surplus at the beginning of the year Accumulated Surplus at the end of the year
114 584 102 051
111 872 114 584
INCOME National Sponsor Group (NSG) Membership Fees Local Committees National Projects International Projects Grants (BSV) Other Income
EXPENDITURE Personnel costs Administration and other Expenses National and International Meetings Project Expenditure Depreciation Change provison of doubtful debts/Debtors Loss
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The members of AIESEC in Switzerland 2013 - 2014 would like to wish the members of the upcoming year good luck for their term. _ Written & Edited by: the Member Committee of 2013-2014 _ Photography by: Szabolcs Mihalyi Designed by: Shristi Gartaula Compliation & Final Editing: Shristi Gartaula
ANNUAL REPORT 13-14 better
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faster • stronger