A N N UA L
Report 19 | 20
AIESEC IN PORTUGAL
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TA B L E O F CO N T E N T S LETTER OF THE PRESIDENT ............................................................... 4 THE TEAM GARRA ................................................................................. 5 WHAT GUIDED US ................................................................................. 6 THE AIESEC WAY ................................................................................... 8 AIESEC IN PORTUGAL .......................................................................... 9 AIESEC IN PORTUGAL GLOBAL PRESENCE ................................... 10 ALUMNI & SUPERVISORY GROUP ................................................... 11 NATIONAL CAMPAIGNS ...................................................................... 12 OUR CONFERENCES ............................................................................ 13 GLOBAL VOLUNTEER ........................................................................... 14 GLOBAL ENTREPRENEUR ................................................................... 16 GLOBAL TALENT .................................................................................... 18 TALENT MANAGEMENT ...................................................................... 20 ORGANIZATION DEVELOPMENT ..................................................... 21 BUSINESS DEVELOPMENT ................................................................. 22 FINANCE & LEGAL ................................................................................ 23 FINANCE STATEMENTS ....................................................................... 24 PANDEMIC IMPACT .............................................................................. 26 WHY CONTINUE .................................................................................... 27 MAIN MILESTONES ............................................................................... 28 WHERE WE ARRIVE .............................................................................. 29 THE NEW PRESIDENT .......................................................................... 30 THE NEW TEAM ..................................................................................... 31 ACKNOWLEDGMENTS ........................................................................ 32
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LETTER OF THE PRESIDENT Contribution, Eagerness, and Unstoppable. These are the best way to describe the 19.20 term of AIESEC in Portugal and especially MC Garra, a team who truly lived every single value that proposed to back in July 2019. These 12 months' experience definitely was unique in the life of each one of the executive board members and probably in any AIESECer worldwide. Since the beginning, it was clear for all of us the responsibility we had with leadership development and youth as AIESEC. Doing it for Portugal and connecting our membership with the past and the importance of youth were part of our first steps as the executive board of the entity. Putting our members to review the country's history, talk to their parents about the past, and reflect on our current role constantly happened during our touchpoints. Our more than 250 members could feel and show the willingness to go a step further, always pushing themselves to achieve their best version. With that mindset in mind, many milestones were achieved, our membership experience became even greater, AIESEC in Portugal's name went even higher on global rankings, and we reach many more young people across the globe. It became clearer to anyone who looked at AIESECer our eagerness for doing what we do. Knowing our responsibility and having the will to make it true we delivered our promises. We didn't stop until we achieved our goals, and also achieved marks never done in the entity history. And even when the whole world and society as we know so far changed we were there sticking into doing the best work possible to our customers, organization, and membership. During this year I had the privilege to lead an outstanding team who truly act as who they are, living their values strongly, and to lead an entity who didn't limit themselves and went the farthest we could, always seeking the best. Definitely the 19.20 term was one and only, it was not what we dreamed even though make us proud.
President 19 | 20
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THE TEAM GA R R A As a youth-run organization, AIESEC brings the opportunity to young people across the world to lead a national organization with international impact during one year. For 12 months the executive board, called Member Committee (MC), is responsible for guiding the national direction that all the volunteers nationally will follow, ensuring its growth and sustainability, while keeping all the legal procedures that an official organization must follow. During the 19|20 term, from August 2019 until July 2020, the team responsible for AIESEC in Portugal was the MC Garra. Composed of 8 individuals, from 4 different countries, Portugal, Brazil, India, and Paraguay, the young executive board aimed to lead an unstoppable organization, being eager to
achieve and proud to lead for Portugal. All the dreams started months before the beginning of the term when President Caio Arruda was selected in December 2018. Right after while the transition was happening with his predecessor the selection process required from his team members different aspirations and ambitions for AIESEC and for Portugal, resulting in the final identify of the team Garra. 18 months after the election of the first Garra team member their journey ends giving space for the next generation, but leaving many accomplishments, surpassing different challenges, and building an important legacy to the organization.
NATASHIA SHUKLA VP OUTGOING GLOBAL VOLUNTEER & MARKETING
PEDRO CLARO
CARLOS MARTINS
ARIANE MORAN VP TALENT MANAGEMENT
VP OUTGOING GLOBAL TALENT & GLOBAL ENTREPRENEUR
VP FINANCE & LEGAL
YASMIN MAKHAMID VP ORGANIZATIONAL DEVELOPMENT
NICOLE LUDOVINO VP BUSINESS DEVELOPMENT & INCOMING GLOBAL TALENT
SOL BUSTAMANTE VP INCOMING GLOBAL VOLUNTEER & GLOBAL ENTREPRENEUR
CAIO ARRUDA PRESIDENT
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W H AT GUIDED US For clear guidance and message, a team motto was developed, “Eager to Achieve and Proud to Lead for Portugal”. With the message literally print on the team’s back, it was presented in all the touchpoints with the national network and inside strategic decisions.
Willingness to deliver our promises and achieve our ambitions We are honoured to lead this youth leadership movement. We work for Portugal, for and with its youth
The decision to have Garra as the team name came as a representation of who they are. As a Portuguese name, it transmits where they come from, but also brings the determination, willpower, and eagerness to do that was shown on a daily basis by all the team members.
Portuguese word Eagerness to do; Willpower; Determination, Persistence, Obstinacy
IMPROVING THE PROCESS
TEAM VALUES
Everything we do adds up to something bigger than ourselves
Willigness to go a step further.
We don’t stop until we achieve
Seeking for overall strategic planning improvements, a different planning methodology was implemented during this term. Giving a bigger importance to agility, focus, and a clear accountability system, was implemented on a national level the 4 Disciplines of Execution together with some inputs from agile methods. The framework worked so well that quickly become a reference across AIESEC in Europe network.
4 DX FRAMEWORK The book The 4 Disciplines of Execution: Achieving Your Wildly Important Goals represented a huge impact on how the whole planning was designed. With 3 Wildly Important Goals as Ambition, it was broken into Department battles, making clear the contribution of each department to the overall ambition. Under each Battle, Lead Measures were defined to be improved with different strategies backing up its development.
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WIG Battle
for MC Team WIG 1
From X to Y by WHEN Lead Measure #01
Strategy #01.1
Battle
for MC Team WIG 1
From X to Y by WHEN Lead Measure #02
Strategy #02.1
for Lead Measure #01
for Lead Measure #02
KPI
KPI
Strategy #01.2
Battle
for MC Team WIG 1
From X to Y by WHEN Lead Measure #03
Strategy #03.1
for Lead Measure #03
KPI Strategy #03.3
for Lead Measure #01
for Lead Measure #03
KPI
KPI
OUR AMBITION Although the focus is fundamental when you have only 12 months to perform, establishing few goals for an MC term is not an easy task. After several contextual analyzes, history, and projections were chosen as the 3 Wildly Important Goals: Exchange Contracts, Cash Revenues, and Exchange Experiences. Exchange Contracts reflects the number of customers who already chose their exchange opportunity, paid, and is getting ready for the experience. It’s the biggest revenue stream, and together with good financial management can leave a strong base in the Cash Reserves. Last but not least, these experiences are only real when the costumer officially travel and experience the exchange, leading to the third WIG, Exchange Experiences.
OUR STRATEGIES If the WIGs are where Garra wanted to go, their Bottomline represented the base of their strategic legacy.
Partners in X
allows its developments towards the WIGs.
Improvements related to customer success and international relations After building the were under the first Strategic planning 5 one. Brand positioning, main lines were mapped, expanding the presence becoming the 5 main under the second. representations of the Database decisions and improvements that had adapted support were to be done in the entity to under the last two.
Improving our products and processes to align with global Supply & Demand, we want to boost our results and maintain a smooth customer experience.
Expand the Brand
Understanding the market and the value we add, to align our attraction with its needs.
Data for Breakfast
Evolving the way we collect, analyse and report data, to find root causes and improve decision making.
ACCOUNTABILITY SYSTEM The implementation of 4 Disciplines of Execution requires as its own name mentions, Discipline. In the first 3 months of the term the weekly meetings, scoreboards, and tracking systems were being polished until a satisfying system was developed and
adapted. Different platforms were tested but as shared by Caio Arruda, “The most important was not the tool, but our discipline to keep ourselves accountable and doing our best.” The system was presented as a Good Case Practice to the European network in 2019.
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THE A I E S EC WAY
WHAT WE ENVISION:
THE LEADERSHIP WE DEVELOP
SELF AWARE
WORLD CITIZEN
Understands and lives personal values. Focuses on strengths over weaknesses. Explores one’s passions.
Believes in their ability to make a difference in the world. Interested in the world issues. Enjoys taking responsibility for improving the world.
EMPOWRING OTHERS SOLUTION ORIENTED Communicates effectively in diverse environments. Develops & empowers other people. Engages with others to achieve a bigger purpose.
Adapts and shows resilience in the face of challenges. Transmits positivity to move forward throughout uncertainty. Takes risks when its needed.
OUR VALUES
STRIVING FOR DEMONSTRATING INTEGRITY EXCELLENCE
ACTIVATING LEADERSHIP
ENJOYING PARTICIPATION
LIVING DIVERSITY
ACTING SUSTAINABLY
AIESEC IS A GLOBAL, INDEPENDENT, NON-POLITICAL, NOT-FOR-PROFIT YOUTH-RUN ORGANIZATION. AIESEC DOES NOT DISCRIMINATE ON THE BASIS OF GENDER, SEXUAL ORIENTATION, DISABILITIES, CREED, OR RELIGION, NOR ON THE BASIS OF NATIONAL, ETHNIC, OR SOCIAL ORIGIN.
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A I E S EC I N P O RT U GA L With the vision to achieve Peace and Fulfillment of Humankind’s Potential, placing confidence in youth as the key to unlock a better future, AIESEC believes that leadership is the fundamental solution and it can be developed in anyone anywhere. Founded in Europe, shortly the organization went to Portugal, at the beginning getting inside the most important economics and management Portuguese universities.
Founded on 13th Dec 1959, recently had its 60 Anniversary, AIESEC in Portugal faced different situations across these decades. Facing the dictatorship period, seeing the local offices close cause of political persecution, expanding later on its presence across the country, and helping the beginning of AIESEC in other countries such as Brazil, Cape Verde, and Mozambique, youth could express their voice through AIESEC and get it amplified.
+270 MEMBERS
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LOCAL CHAPTERS
+10
UNIVERSITIES PARTNERS National Conference (NatCo) 2019 - New Local Executive Boards
Many generations later AIESEC keeps impacting and developing leadership among young people. With around 300 volunteer members in Portugal and present in 6 cities, the organization saw its impact grew in recent years. From Feb 2019 until Jan 2020 more than 1.000 Exchange Contracts were signed for the first time in history. With a diverse and multicultural executive direction, different improvements are being made
generation after generation internally and also externally. There’s a lot more to conquer, especially when we think about brand positioning and sustainability due to the most recent impacts, but it’s important to notice that in these decades of existence AIESEC could learn, unlearn and relearn with its history and can count with the active members, alumni network and partners made across its journey so far.
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CITIES
60 YEARS
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A I E S EC I N P O RT U G A L G LO BA L P R E S E N C E The global voice of Portugal inside the AIESEC global network had its most recent peak in the previous decades with several Country Managers and even one President of AIESEC International. Although it cooled in recent years, not having the strongest voice it use to have. gradually this plateau is being recovered and the 19.20 term was an important step for it.
During the term, Portugal had it was possible to count with some Portuguese AIESEC members inside AIESEC International and AIESEC in Peru specifically. Besides that, the entity name got attention being regularly recognized as Good Case Practice for its Operations results and internal procedures, constantly being at the top growing entities regionally and globally.
Portuguese Presence Abroad
During the 1920 term, there was 1 Portuguese at AIESEC International, 1 MC Abroad, and 1 Ceeder in AIESEC headquarters.
5 International Conferences & Summits
AIESEC in Portugal had facilitators in different international touchpoints during the term, besides being present in other 3
Europe GE Excellence Award
Awards given to AIESEC in Porto FEP and Lisboa ISEG for the results achieved in the Incoming Global Entrepreneur area in 2019 This growth comes from past generations and intensified throughout that year guaranteed the presence of AIESEC in Portugal in the Steering Teams of the Country Managers (MCPs) and External Relations, which is the entity one of the few to represent the region of Europe.
the team of facilitators, sharing practices adopted nationally with other countries.
All efforts in international relations and visibility in line with strong work and good operating results contributed to greater visibility globally. In addition, at the end of 20.21, we will have former members In addition, different members of the MC in addition of AIESEC in Portugal present at other MCs and at to attending international conferences were part of AIESEC International.
2
10
4
#5
AIESEC INTERNATIONAL MEMBERS¹
MC MEMBERS ABROAD²
RELATIVE GROWTH GLOBALLY³ IN 19.2
#2
3
GLOBAL SUPPORT
2
STEERING TEAM MEMBERS
TEAM
(MCP & BRAND)
ABSOLUTE GROWTH IN EUROPE³ IN 19.2
¹1 in 19.20 term and 1 in 20.21 ²1 in 19.20 term and 3 in 20.21 which 2 were part of MC Garra ³In Approvals
A LU M N I & S U P E RV I S O RY G RO U P 60 th ANNIVERSATY 60 years is a remarkable moment, in order to celebrate, a special dinner was organized by the Alumni Association together with the Member Committee in December 2019. With the special presence of Abel Machado d'Oliveira and José Maciel, important alumni for the creation and development of AIESEC in Portugal, and many other respectful alumni from many different generations. Some key partners were present as well, such as José Manuel varejão, president of Faculdade de Economia do Porto. It was a moment to celebrate AIESEC, the experiences lived, and those who worked so hard to allow the organization to come so far.
“'AIESEC is an amazing organization'. I couldn’t have any
thoutght but this during this year. As chair of the supervisory board I experienced a new MC starting a mandate full of dreams and hopes. Everything seemed to be designed for them to have an amazing year. COVID appeared and suddenly all the plans were outdated. They had to start from scratch and learn how to navigate in this new world which brought lots of challenges, being the biggest compromising the mission of the AIESEC itself. However, instead giving up, the team showed lots of resilience and grit to overcome many of the obstacles. This MC had experienced a unique time of our history, which put them in a privilegied situation to be amazing leaders!”
Anabela Possidonio Supervisory Group Chair
+€4,000
RAISED BY ALUMNI DONATION
+55 +15 DONATOR
GENERATIONS
THE BOARD One important support system for the Member Committee across its term is the Supervisory Group. Composed by experienced market professionals, the board aims to provide feedback and external insights to the direction that AIESEC is taken. On regular quarterly meetings and informal touchpoints, the MC counts with their honest feedback and orientation, listening from those who donate a few of their time to help the development of the organization.
DONATION CAMPAIGN Due to the impact of the Coronavirus pandemic, AIESEC saw its operations stop and, aiming at customer safety, postponed all the exchange experiences planned for the summer of 2020, putting it in a delicate financial situation. Fortunately, with help from the entire Alumni network, it has been counting on financial donations to help it through this moment. Those who received so much from the organization and who now have the possibility to return financially, contribute to its longevity.
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N AT I O N A L C A M PA I G N S This year, B2C Department focused on evolving attraction per product through channel differentiation, with the increased use of LinkedIn and advertising on Facebook and Instagram. Attraction focused on specific to Official Country (IR) Partners and also SDGs and subproducts were prioritized, with initiatives such as Showcasing Ambassadors, SDG Series. The work front of External Relations was also evolved with the adoption of Hubspot as the national CRM, creation of External Relations guidelines, and revision of the market segmentation for the local chapters. Improving Market Understanding and External
Relations was a big priority for Network Management, as well as nurturing the mindset of personas and contribution to approvals through BCXP visits focused on Marketing and Outgoing Exchange departments. In the face of COVID-19 and the halt of attraction activities, it was focused on creating the brand image of Leadership through various campaigns to engage our customers online, also focusing on co-branded engagements with like-minded youth organizations.
+41% MAIN MILESTONES EXTERNAL RELATIONS EVOLUTION LOCAL BUYER PERSONAS CREATION
Reach in Facebook
55,959
Accumulated reach on Linkedin
ADVERTISING & REPORT OF ROI
+1569
Followers on Instagram
Showcasing Ambassadors
#LeadershipsIsAlsoAbout
With AIESEC
SDG Series
Period: October - November 19 Series with 6 Exchange Participants sharing their story for GV and GE (on IGTV)
Period: March - July 20 Adaptation to Global Campaign for showcasing Exchange & membership experiences.
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Period: March - May 20 Campaign to engage people in the face of COVID-19’s attraction ban while nurturing the brand image of AIESEC and tuning it towards Leadership.
Started: May - July 20 Series focused on engagement in the COVID-19 context and raising awareness for the UN SDGs.
OUR CO N F E R E N C E S SummerCo (Summer Conference) Date: July, 2019 Public: Local Chapters Executive Boards
Motto: The Tide is Turning Objective: Present the new MC Team and Strategic Planning, align the overall national direction, and deliver functional capacitation.
CEO Summit Date: September, 2019 Public: Local Chapters Presidents
Motto: King of the Jungle Objective: Functional capacitation for the presidents of the local chapters as well with the beginning of the transition from the 19.20 to the 20.21 local president.
Achieve 19.2 Date: September, 2019 Public: Members, Managers, Team Leaders and Local Vice Presidents
Motto: Let’s get Wild Objective: Integration of the whole national plenary, connection with AIESEC purpose, and functional capacitation.
NatCo 19 (National Conference) Date: December, 2019 Public: Local Chapters Executive Boards
Motto: Marca por Portugal Objective: Functional capacitation for the elected local chapters executive boards, team building spaces and 2019 Awards.
Virtual Achieve 2020 Date: April, 2019 Public: Members, Managers, Team Leaders and Local Executive Boards
Motto: Adapt for Greatness Objective: Integration of the whole national plenary, connection with AIESEC purpose, and functional capacitation.
ADAPTATION
1Âş 280
Virtual Conference Delegates Registered
16
Hours of Content & Engagement
Weeks before the last national conference of 19.20 term the outbreak of COVID-19 happened, postponing the Achieve 20.1. During the first weeks, as well as the rest of the world, AIESEC was learning how to adapt its processes and work to the new environment. Just like the job descriptions, the way of delivering conferences had to adapt, and after some tests in April 2020 was delivered the virtual conference of AIESEC in Portugal, with a hardworking team to deliver a unique virtual experience.
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214 EXCHANGE REALIZED
MAIN PARTNERS BRAZIL INDONESIA CAMBODIA MEXICO MOZAMBIQUE PANAMA PERU TURKEY
6-12 WEEKS OF
VOLUNTERING
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G LO B A L VO LU N T E E R Global Volunteer has been the focus product of Support to the Team Leader Network, and building AIESEC in Portugal, constantly growing and achieve a strong area culture and identity. historical marks in 2019. The incoming department, despite having a growth The outgoing department had the best Winter Peak curve for the last 3 years, still represented great (Aug to Jan) performance in the history of the entity, threats to the financial sustainability of most of becoming a reference for the region of Europe. They the 6 local offices that ran it. Therefore, this term focused on maturing the countries partnerships and was mainly focused on 1) Maintaining the growth processes, leading to 90% results with partners and curve of the product, giving a special focus to IR local-local partnerships established in all offices, as Collaboration, and 2) Evolving the existing financial well as 3 new partnerships in Europe and 1 in the sustainability strategies, by assigning Global Host as Asia Pacific. They also focused on our consideration the core of the Finance&Legal Department and iGV process and sales capacity of members leading to Synergy. In another hand, and given that our main an increase in Applied-Contract Signed conversion and more sustainable project (“ATIVA”, SDG 10) had and reduction in process time. The network elders as the main target population, in the face of management processes were also evolved by Visits COVID-19 we had to re-adapt our sales portfolio, in all LCs in both semesters for specialised support, giving as a result the creation of the “Educando” National Sales Academy training for members, Project (SDG 4).
“I would highly recommend the experience to other institutions. It was very important to receive people from other countries There was an exchange of culture and language learning. The institution’s own team learned a lot from the volunteers.” - Centro de Acolhimento São Pedro, Incoming Global Volunteer Partner
c a P in t o Fra n c is 9 r u, 201
INCOMING
OUTGOING
Pe
TOP 2 GROWTH EUROPE¹ TOP 10 GROWTH GLOBALLY¹ BEST WP² PERFORMANCE EVER TOP 3 GROWTH EUROPE¹ TOP 10 GROWTH GLOBALLY* BEST WP² PERFORMANCE EVER
¹In Winter Peak ²Winter Peak (Aug to Jan)
NATASHIA SHUKLA
SOL BUSTAMANTE
VP OUTGOING GLOBAL VOLUNTEER & MARKETING
VP INCOMING GLOBAL VOLUNTEER & GLOBAL ENTREPRENEUR
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36
EXCHANGE REALIZED
MAIN PARTNERS BRAZIL GREECE INDONESIA ITALY TURKEY UKRAINE
6-12
WEEKS AS INTERN
IN START-UPS
16
G LO B A L ENTREPRENEUR As the newest product Global Entrepreneur has been requiring agility, with its positive growth rates the product has been getting its space in Portugal, both outgoing and incoming. The year started with an improvement in the data management of the outgoing department through the creation of Exchange Participant (EP) management tools that allowed the understanding of what was missing in the selection processes deeper and make possible building more objective strategies to improve the conversation rates. In the second semester, the focus was on building the buyer personas and adapted sales speeches to boost the sales capacity of the members. The department was constantly part of the global rankings and was showcased for the data management several times
in the first semester, and recognition was given to Lisboa ISEG on the oGE Award at EuroXPRO 2020 on Turkey. In the incoming department, and considering the boom of the entrepreneurship ecosystem in Portugal, the focus of the term was structuring the program, increasing the market penetration, hence, the relevance for all its stakeholders. Thus, the main strategies were increasing the department sales capacity and intensity, optimizing the program portfolio, improving the international relations, and a closer management of the national network. This led to obtaining several recognitions, such as the Regional Award handed to AIESEC in Porto FEP, and global positioning.
“Now I know myself better and I know that I have the soft and hard skills needed to enter the job market here in Portugal.” Re n a
o t o G a lvã
INCOMING
OUTGOING
U k ra ine
- Renato Galvão, Global Entrepreneur Exchange Participant
, 2019
TOP 2 GROWTH GLOBALLY¹ EUROPE oGE EXCELLENCE AWARD² BEST WP² PERFORMANCE EVER TOP 10 GROWTH GLOBALLY EUROPE iGE EXCELLENCE AWARD³ BEST WP² PERFORMANCE EVER
CARLOS MARTINS
SOL BUSTAMANTE
VP OUTGOING GLOBAL TALENT & GLOBAL ENTREPRENEUR
VP INCOMING GLOBAL VOLUNTEER & GLOBAL ENTREPRENEUR 20.1
¹Winter Peak (Aug to Jan) ²Local Level given to Lisboa ISEG ³Local Level given to Porto FEP The Incoming deparment was managed by Nicole Ludovino in 19.2
17
26
EXCHANGE REALIZED
MAIN PARTNERS BRAZIL CZECH REPUBLIC GERMNAY INDIA POLAND ROMANIA THE NEATHERLANDS TURKEY
3-12
MONTHS AS INTERN
IN COMPANIES
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G LO B A L TA L E N T The oldest AIESEC Product Global Talent has been demonstrating it’s responsibility allowing many young people to take internships abroad, developing their leadership skills in medium and large corporations. The Outgoing department had important improvements in the data management through the creation of EP management tools that, similar to the Global Entrepreneur ones, allowed them to understand what was missing in the selection processes. From that, it was reviewed the materials and processes for the preparation of the EPs for the selection processes, set and tracked deadlines for each step, and examined the partnerships together with the local directors and based on the information collected defined the next steps. In the second semester, built buyer personas and adapted
sales speeches to boost the sales capacity of the members. The department was constantly part of the global rankings and was showcased for the data management several times in the first semester. In the incoming department, taking into consideration the decrease this program has been suffering in the past years and the bad feedback our experiences had been receiving, we decided to run the program 100% on the national level only. The focus was understanding the value this program can represent for our partners and what can be its contribution to AIESEC in Portugal. The main strategies were increasing the department sales capacity and intensity, optimizing the program portfolio and researching about the implementation of a remote feature to answer to the current context needs.
“I’m proud to say I have the chance to openly bring ideas to the table and discuss them equally with my experienced colleagues” a C a io L im 2019
INCOMING
OUTGOING
G e r man
y,
TOP 1 GROWTH EUROPE¹ TOP 2 GROWTH GLOBALLY² 50% RESULTS WITH IR PARTNERS³ 100% GROWTH IN SALES IN 19.2 GROWTH IN OPP2INTERSHIP*
CARLOS MARTINS
NICOLE LUDOVINO
VP OUTGOING GLOBAL TALENT & GLOBAL ENTREPRENEUR
VP BUSINESS DEVELOPMENT & INCOMING GLOBAL TALENT
REMOTE INTERNSHIP RESEARCH
¹Approvals Winter Peak (Aug to Jan) ²Realizations Winter Peak (Aug to Jan) ³Official Country Partners *Conversion Rate Opportunity Open to Matched
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TA L E N T M A N AG E M E N T The area of Talent Management has as a focus this year to evolve its internal processes, improve the quality of the membership experience, as well as the way we collected, and report data from AIESEC in Portugal membership. The main strategies worked were related to: - Quality of Implementation: Evolving the internal processes and quality of team standards and TM process, as well as its implementation in the LCs - Data Management: The creation of the national CRM, as well as automatized HR Control Tools, Evolution in reporting systems, and network education regarding data management. Processes Refreshment: Update and evolve the internal processes like Education Cycles, Recruitment, and IxP Campaign
HOW LIKELY ARE YOU TO RECOMMEND YOUR CURRENT MEMBERSHIP EXPERIENCE IN AIESEC?
+67
MEMBERSHIP NPS 9 - 10 Promoter 7 - 8 Passive 1 - 6 Detractor NPS = %Promoter - %Detractor
(focused on engaging the membership to live exchange experiences). The evolutions in TM resulted in an area more data-driven, where we are able to make decisions based on the current scenario, an evolution in both retention and leadership pipeline, and a better overview regarding our membership experience.
HOW LIKELY ARE YOU TO APPLY FOR A HIGHER ROLE IN AIESEC AFTER YOUR CURRENT ROLE ENDS?
ARIANE MORAN VP TALENT MANAGEMENT
+90%
MEMBERS CERTIFIED IN THE NATIONAL EDUCATION CYCLE
126%
26.8%
26.8%
I will definitely apply I will probably apply
IXP CAMPAIGN GOAL ACHIEVED
I won't apply
+80%
46.3%
OVERALL RETENTATION RATE
Membership Analysis Tools can be found here:
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bit.ly/TM-Dashboard
bit.ly/central-nms
bit.ly/TM-Dashboard19-2
O RGA N I Z AT I O N A L D E V E LO P M E N T PTDI - PORTUGAL DEVELOPMENT INDEX
YASMIN MAKHAMID VP ORGANIZATIONAL DEVELOPMENT
As the area was developing in terms of Tools and OD Model in previous years, in this term it was possible to work with evolutions points. In the first semester there were two main focuses: OD Process adaptation according to PTDI - Portugal Development Index, Diagnostic tool built to evaluate the performance of the local chapters - looking at Clusterization, Tierization, and
Coach System. At the same time a huge focus in Operations and LC Management Support, as LCs Educations to be Results Oriented, Performance Management, Conferences Evolutions, LCs Management, Campaigns Management, and Engagement. In the second semester, the department aimed to improve our Network Management, that’s why it was built the Network Management Standards, to align the national support provide to all the local departments, started to evaluate and track it. Due to the COVID-19 situation, LCPs Education and Remote Routine Adaptation at the local level became the main focus from March on, requiring agility and adaptation to all the work front.
+1000
Internal Resources Center of AIESEC in Portugal, such as deeper report of PTDI, can be found in the Educational Hub and Database. bit.ly/pthub
bit.ly/ODSheetsPT
210
APPROVALS DONE IN ON LC TERM IN 19.20
APPROVALS DONE IN BLACK FRIDAY 2020
8/8
5/8
LCs GROWING IN 19.2
LCs ACHIEVED +100% OF THEIR 19.2 GOALS
100%
+10
REWARD & RECOGNITION GOALS ACHIEVED
CONFERENCES & SUMMITS DELIVERIED
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BUSINESS D E V E LO P M E N T Coming from a very unstable context in Business Development, in 19.20 the goal was to completely refresh the area and increase its contribution to the overall financial goals of the entity. Even before the term started, an important refreshment happened in the Products Portfolio, based on the connection of each product with AIESEC’s purpose, scalability of each product, market trends and a clear need of focus. The new portfolio was composed of four products: Youth Speak Forum, Global Talent, Global Volunteer Fund and National Conferences.
OUR PARTNERS Via Consulting
Delivered 3 experiences and selected 3 other interns for Global Talent.
Renova
Delivered 3 Global Talent experiences during the term.
Glartek
Delivering 3 Global Talent internships that started in the second semester of the term.
IATI Seguros
Collected around 1000€ from insurances’ commissions from our exchange participants.
Youth Speak Forum
A one day event with the goal of connecting young people and big corporations to debate each other’s roles towards the achievement of the Sustainable Development Goals in Portugal. Partners will be present by facilitating workshops, keynotes and networking.
Global Talent
Program of recruitment, selection and support of international interns for Marketing, Business Administration, Sales and Information Technology departments.
Global Volunteer Fund
Program to finance volunteering experiences abroad for young portuguese people, with the goal to create a Youth for Global Goals series showcasing the impact of the program delivered by the partners.
National Conferences
Position the companies’ brands in AIESEC’s internal events, by facilitating workshops or supplying their own products to be consumed by the events’ delegates.
€6.400 REVENUES
MORE PARTNERS
In the middle of the term, the portfolio was reviewed again, shutting down Global Volunteer Fund and putting Global Talent as the new focus product due to its scalability. With COVID-19, companies stopped investing in the kind of initiatives AIESEC promotes. Therefore, our focus turned to: (1) looking for new relevant products to be implemented in the following term, (2) Alumni mapping & donation campaign and (3) increasing the entity’s sales capacity by launching a Sales Academy with the support of several alumni.
Microsoft
Delivered a 6 months Global Talent experience in 20.1
Nestlé
Youth Speak Forum 2020 partner, to happen in October.
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4
NICOLE LUDOVINO VP BUSINESS DEVELOPMENT & INCOMING GLOBAL TALENT
FINANCE & L EGA L This year, after some MC Terms trying to recover from previous bad financial scenarios, MC Garra started in a good financial situation due to the efforts of the previous generation. Since the major issues were solved, the department could focus on data evolutions and how to properly use the financial resources to sustain a higher growth in our operations. The first semester was marked with a good operation performance, resulting in a great growth in cash reserves, this came also together with the more intense investments in advertisements. The area, together with outgoing operations and marketing, went into analysis and reports to evaluate deeper
the RoI (return over Investments) of the new online ads, building a stronger knowledge-base for the next chapters. The second half of the term was marked with the breakout of COVID-19, bringing intense impacts to the financial situation. Thanks to the performance of 19.2, intense cost-cutting processes and other strategic actions AIESEC in Portugal could sustain and pass smoother the first months of the pandemic. Now, looking to the future, many adaptations were made together with the MC 20.21, seeking to ensure the prosperity of the entity.
CASH RESERVES
â‚Ź96,190.00 -34% -24% REVENUES
PEDRO CLARO VP FINANCE & LEGAL
+138% INVESTMENTS
REVENUES
COSTS
+15%
FINANCE STANDARDS
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FINANCE S TAT E M E N T S BALANCE SHEET
I.
Assets Bank Account Petty Cash
18.19 Term
-€ 17,626.82- -€ 21,178.58-€
- - -€
- -
Cash and Cash Equivalent
-€ 17,626.82- -€ 21,178.58-
Long term assets (property)
-€
- - -€
- -
Long term assets (Reserves)
-€
7,330.38- -€
- -
Long term assets (financial property)
-€
- - -€
- -
Long term assets (other)
-€
- - -€
- -
Long Term Assets
-€
7,330.38- -€
- -
Long term receivables internal (AIESEC entities) -€
6,614.24- -€
6,614.24-
-€
- - -€
- -
Long term receivables external (AIESEC entities) -€
- - -€
- -
6,614.24- -€
6,614.24-
Long term receivables external (partners) Long Term Receivables
-€
Short term receivables internal (AIESEC entities) -€
II.
19.20 Term
Short term receivables external (members)
-€
Short term receivables external (students) Short term receivables external (partners)
9,078.30- -€ 11,619.56983.72- -€
- -
-€
- - -€
- -
-€
7,477.36- -€
- -
Short term receivables external (AIESEC entities) -€
- - -€
- -
Short Term Receivables
-€ 17,539.38- -€ 11,619.56-
Total Assets
-€ 49,110.82- -€ 39,412.38-
Liabilities
18.19 Term
19.20 Term
Long term liabilities internal (AIESEC entities)
III.
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Long term liabilities external (other external)
-€
- - -€
- -
Long term liabilities external (partners)
-€
- - -€
- -
Long term liabilities external (AIESEC entities)
-€
- - -€
5,704.72-
Long Term Liabilities
-€
- - -€
5,704.72-
Short term liabilities internal (AIESEC entities)
-€
- - -€
- -
Short term liabilities external (members)
-€
- - -€
- -
Short term liabilities external (other external)
-€
1,418.78- -€
- -
Short term liabilities external (AIESEC entities)
-€
150.00- -€
150.00-
Short Term Liabilities
-€
1,568.78- -€
150.00-
Total Liabilities
-€
1,568.78- -€
5,854.72-
Equity
18.19 Term
19.20 Term
Total Equity
-€ 47,542.04- -€ 33,557.66-
Total Equity
-€ 47,542.04- -€ 33,557.66-
INCOME STATEMENT
I.
General Data
Profit/Loss Execution
TOTAL
Bank Account Initial
Core Perf.
Direct exchange Rs: iGV
-€
- -
Initial
Core Perf.
Direct exchange Rs: oGV
-€
557.00-
37%
Direct exchange Rs: iGT
-€
378.00-
Direct exchange Rs: oGT
-€
- - -
- -
-€
II.
III.
Goals Execution
TOTAL
oGV
TOTAL
Opens
1976
Approvals
1939
Realizations
1841
oGE
TOTAL
Opens
76
Approvals
75
Realizations
85
oGT
TOTAL
Opens
66
Approvals
Direct exchange Rs: iGE
-€
Direct exchange Rs: oGE
-€
- -
BD/CR/Partnerships Rs
-€
777.79-
YouthSpeak Rs
-€
- -
Local Volunteer Rs
-€
- -
Conf. and meetings Rs (national+local)
-€
18,181.57-
Conf. and meetings Rs (international)
-€
- -
Entity affilliation fee Rs - internal
-€
71,935.80-
Sponsorships and donations
-€
3,953.81-
Other Rs
-€
406.09-
Total Revenues
-€
96,190.06-
Direct exchange costs: iGV
-€
381.60-
Direct exchange costs: oGV
-€
1,582.14-
Direct exchange costs: iGT
-€
449.90-
65
Direct exchange costs: oGT
-€
229.65-
Realizations
79
Direct exchange costs: iGE
-€
- -
iGV
TOTAL
Direct exchange costs: oGE
-€
31.13-
Opens
1818
BD/CR/Partnership delivery
-€
- -
Approvals
2495
YouthSpeak costs
-€
- -
Realizations
1294
Local Volunteer costs
-€
- -
TOTAL
Conferences and meetings (national)
-€
20,946.73-
78
Conferences and meetings (international)
-€
- -
77
Overhead cost (Office)
-€
6,568.96-
75
Overhead costs (HR)
-€
62,811.83-
Overhead costs (Legality)
-€
1,795.38-
Overhead costs (national conf. travelling)
-€
128.10-
Overhead costs (int. conf. travelling+visa)
-€
2,083.62-
Entity Affiliation fee - internal
-€
15,364.98-
PR costs
-€
26.97-
Other Costs
-€
1.00-
-€
112,401.99-
-€
16,211.94-
iGE Opens
39
Approvals Realizations
40
iGT Opens
TOTAL 12
Approvals Realizations TOTAL EXCHANGES
65 79
13
93 TOTAL
Total (Opens)
4079
Total Costs
Total (Approvals)
4730
Profit/Loss Execution
Total (Realizations)
3467
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PA N D E M I C I M PAC T Working with a service that depends exclusively on international travel all AIESEC Operations globally were deeply affected by the coronavirus pandemic. In the last 5 months of MC Garra term, AIESEC in Portugal worked almost without any sort of financial income, suffering drastic impacts in the cash reserves.
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CONTRACTS SIGNED FOR SUMMER 2020
€23.255
As the virus spread Exchange Experiences started to be suspended until the point which all the exchanges planned to be lived before 1st September had to be postponed. Customer Satisfaction was AIESEC Priority, and despite all the efforts to not lose clients, a considerable amount of Exchange Participants asked for reimbursements.
TO BE REIMBURSED
52%
REIBUMSERMENT REQUESTED
-50%
BUDGET REDUCTION*
Keeping the infrastructure represents a big amount of costs monthly, even after the cutting processes the cash reserves were drastically affected. This with the reimbursements requested represented a big amount of reserves leaving the bank account, putting in risk the existence of different Local Chapters, and even AIESEC in Portugal itself.
“I’m just giving back a little bit of everything that AISEC gave me. Good luck and always ready to help.” Leo Silva, AIESEC Alumni
6/9
MC MEMBERS LEFT THE TERM EARLIER *Considering March-July/20
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Thankfully a plan for the reimbursement payment was built and aligned with the customers in order to do not impact that strong the cash flow and the Alumni Network could wonderfully financially contribute to the organization’s sustainability. In addition to that, a recovery plan was built by MC 20.21, seeking to mitigate risks for the second half of 2020.
-€16,256 CUT FROM THE BUDGET 20.21
+€4,000
RAISED BY ALUMNI DONATIONS
WHY CO N T I N U E In the face of difficult situations the question “Why continue?” comes to the mind of almost everyone. Why keep pushing when the odds are low, or many obstacles would have to be overcome in the present and near future to achieve success? These questions absolutely appear, even if it’s for an insane, in the head of each MC Garra member, dare to risk that in every member of AIESEC.
impacted can. From the young 18 years old who just joined the organization to the older alumni with +70 years old AIESEC helps and helped them become a better version of themselves. Not mentioning the countless exchange participants who, thanks to AIESEC, could live a unique experience abroad which in some cases made possible a completely new career or even life path.
At the same time, these are the moments in which reflections about the journey lived so far become more constant. Alumni see themselves in situations remembering their good moments inside, current members connect the dots of their journey so far and every singles person that was directed affected by AIESEC and had the opportunity to contribute to it comes to the conclusion that part of who they are today is because of AIESEC. In more than 60 years of existence AIESEC in Portugal collects infinite stories that prove 1000 times its relevance to Portugal and to the globe.
AIESEC must continue because of the impact it provides. AIESEC must continue to ensure that future generations can keep having access to what transformed many others before. AIESEC mus continue to keep developing leadership and ensure that future leaders inside different layers and areas of society can have an AIESEC experience as part of their journey to become great leaders.
Some generations will have to carry the responsibilities of leading the adaptation and necessary changes, but they do it gratefully knowing that many others before had done similar to ensure The impact done by AIESEC can’t be specifically they could live it now. measured, although the number of lives directly
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MAIN M I L E S TO N E S
627
EXCHANGE CONTRACTS SIGNED
545 82
VOLUNTEERING INTERSHIPS ABROAD ABROAD GROWTH OF 74% IN 19.2 WHEN COMPARED TO THE SAME PERIOD AS PREVIOUS YEAR
+80%
GROWTH OF 173% IN 19.2 WHEN COMPARED TO THE SAME PERIOD AS PREVIOUS YEAR
MEMBERSHIP RETENTION RATE
+62 96%
MEMBERSHIP TEAM STANDARDS NPS IMPLEMENTED AIESEC IN PORTUGAL BECAME A REGIONAL AND GLOBAL REFERENCE
NOT ONLY IN OPERATIONAL GROWTH ON 2ND SEMESTER OF 2019 BUT ALSO AS CRISIS MANAGEMENT DURING STRIKE OF COVID-19 IN 2020;
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WHERE WE ARRIVE “It was not what we dreamed even though make us proud.” is how Caio Arruda, president of AIESEC in Portugal during the 19.20 term describes the moment in which the organization lives by the end of his term. 2020 represents a very important mark to AIESEC globally since in 2015 a 5 years vision was created, dreaming of how it would be by this year. Despite being on the right path during the previous terms now plans had to be adapted and expectations reset. If on the one hand, dreams exactly how it was dreamed didn’t happen, on the other many achievements done in the recent past can be celebrated as well. It’s the responsibility of those who read and tell the story to understand the context and decide to see the cup half full or half empty, AIESECers always decide to see it half full.
stronger, expanding partnerships with other AIESEC entities, and with external stakeholders inside the country. Portugal became the hype as a tourist destination but also as a volunteering destination with aiesec, many young Portuguese could live volunteering and internship experiences abroad, expanding their vision and building up themselves. Today exists a membership that loves what they do and will fight for the organization and keep working for peace and fulfillment of humankind’s potential, working for leadership development. Members who not only are connected to AIESEC purpose but also to why do it for Portugal, the relevance of AIESECs, and youth voice for the future. What MC Garra leaves as a legacy is their improvements, recognition, and achievements added to all the accomplishments of previous generations who made AIESEC come so far.
AIESEC in Portugal saw its operations growing year after year, its international relevance becoming
Back in 2015, a dream started, it was AIESEC 2020. Hundreds of AIESEC members across the globe imagined how the organization would look like by the middle of 2020. Under the main Statement “We are a Leadership Movement” the other 3 guided the strategic direction in the upcoming years: “Shaping what we do around what the world needs”, “Growing disruptively”, and “Being accessible to everyone, everywhere.” AIESEC in Portugal played many roles among the evolution of the vision, since being a role model in some projects implements to directly contribute to the creation of projects to be implemented globally.
AIESEC in Portugal could revamp its projects, building good case practices such as Ativa Project focused on SDG 11 Reduce inequalities to work with elder people inside the country. Year after year the entity grew, achieving in 19.20 LC term the mark of 1000 Exchange Contract Signed for the first time in its history and marking its presence in top rankings of AIESEC globally. By partnerships, it was possible to allow exchange experiences for people in disadvantaged situations through the financing of partner companies, besides special campaigns making it more accessible.
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THE NEW PRESIDENT AIESEC in Portugal has been growing and developing as an entity, gaining relevance in the regional and global contexts in the past recent years. That is for sure a legacy the generation 20.21 is proud to carry and leverage. On the other hand, the current context of the world with the COVID-19 pandemic is something unique that we weren’t clearly ready to deal with as an entity and organization. In 20.21 we recognize that Portugal, and AIESEC as part of it, is standing at an important turning point: the business sector is adapting to the new needs of society, having new needs themselves; the tourism industry is being severely affected and, consequently, the Economy of the country as whole; young people’s concerns and aspirations are changing as the pandemic keeps evolving. We are committed as ever to our Cause to strive for peace and fulfillment of humankind’s potential, by delivering real Leadership development experiences to youth, and we acknowledge that we can only do so by adapting to the needs of our changing world while always having the sustainability of AIESEC in Portugal as our priority. • Adapting to the needs of the portuguese youth and being aligned with the global association, we are placing Global Talent as the focus program, while ensuring the delivery of our promises to all our customers. • In a reality where there are still a lot of travel restrictions, we’re developing solutions that can ensure our relevance for Portugal and the financial sustainability of our organization. • Acknowledging that no strategy will work without proper management capacity and a strong culture, we are putting the experience of our members and the improvement of human resources, finance and legal processes as a priority. This is happening at the same time as the AIESEC 2025 starts to be implemented, with its refreshed programs portfolio. So we are in a year when “change management” is becoming the buzz word and we are choosing to embrace it and Lead it with open arms. We are planning a year to be lived with Coragem para Ser Portugal, with a generation that will do what has to be done not just for today, but for all the tomorrows of AIESEC in Portugal, triggering a portuguese youth Leadership movement.
President 20 | 21
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THE NEW TEAM
NICOLE LUDOVINO
MAFALDA REBELO
PRESIDENT
VP FINANCE & LEGAL
KYM ASSCHER VP ORGANIZATIONAL DEVELOPMENT
LUCAS RICCI VP TALENT MANAGEMENT
MARIA PEDROSA VP OUTGOING GLOBAL VOLUNTEER & GLOBAL TALENT
LEONOR FERNANDES VP BUSINESS DEVELOPMENT
VIVIANNE MARTINS VP INCOMING GLOBAL VOLUNTEER & GLOBAL TALENT
SOFIA MEN VP B2C MARKETING
MC Timbre represents the uniqueness of each individual and the alignment of the team. Our Leadership Stand is Coragem para Ser Portugal - being an AIESECer in 20.21 will not be easy, but we are here to do what has to be done. We are building a portuguese youth leadership movement that is transforming Portugal for the better. Our values are: Paixรฃo (Passion), Audรกcia (Audacity) and Voz (Voice).
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AC K N OW L E D G M E N T S N AT I O N A L CO U N C I L Local Comittees AIESEC in Aveiro AIESEC in Coimbra NEFE AIESEC in Lisboa Catolica AIESEC in Lisboa Nova AIESEC in Lisboa ISCTE AIESEC in Lisboa ISEG AIESEC in Porto FEP AIESEC in UMinho AIESEC in Vila Real
20.21 Diogo Calisto Manuela Pinho César Duarte Miguel Sancho Mafalda Gaspar Jéssica Antunes Beatriz Carvalho Ana Filipa Marta Prazeres
19.20 Renata Félix Pedro Silva Nuno Rego Rita Rodrigues Beatriz Antunes André Lopes Ana Leonor Fernandes Mafalda Rebelo Eduarda Santos
N AT I O N A L S U P P O RT T E A M Mara Correia Beatriz Sousa Filipa Sá Sofia Men Carolina Albuquerque Alexandre Cruz Helena Costa Rita Leite Leonardo Costa Mônica Freitas Nuno Rego Joana Ferreira Inês Soares Marina Moreira Margarida Navalho Diogo Nunes Inês Soares Leonor Fernandes Renato Galvão Beatriz Barata Joana Polido Diogo Pereira Francisca Cunha Sofia Guerra
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B2C Engagement 19.2 B2C Showcasing 19.2 B2C Marketing 20.1 B2C Videographer 19.2 B2C oGTGE Attrac. 19.2 TM Specialist 20.1 B2C oGTGE Consult. 19.2 B2C TL Digital Exp. 19.2 B2C Copywriter 19.2 B2C oGV Attraction 19.2 B2C PR 19.2 BD YSF PR 19.2 B2C Facebook Man. 19.2 B2C Marketing 19.2 B2C Instagram Man. 19.2 B2C Marketing 19.2 B2C LinkedIn Man 20.1 B2C Social Media 20.1 B2C ER Develop. 20.1 B2C oGV Consultant 20.1 B2C ER Evolution 20.1 BD GV Fund Man. 19.2 BD YSF Comm 19.2 BD YSF Parnterships 20.1 BD YSF Manager 19.2 BD YSF Partnerships 19.2 BD YSF Logistics 19.2 BD Conf. Partner. 19.2 iGV Sales Manager 19.2 iGV CX Manager 19.2
Rita Grilo Vivianne Martins César Duarte Tomás Marques Rita Reis Vasco Oliveira Beatriz Carvalho Carla Mesquita Inês Tralhão José Moreira Francisco Duarte Jessica Antunes Mafalda Rebelo Diogo Rodrigues Rita Moreira Maria Pedrosa Aleyna Parlakdag Dana Reyes Erick Gabriel Daniela Lima Sebastião Sousa Carlota Nobre Ricardo Conceição Astrid Carolina Luísa Wanderley Sara Palma Isabela Mellani Nuno Rego Elayne Lemos
iGV Global Host Man 19.2 iGV Global Host Man 20.1 iGV Content Creator 19.2 iGV Sales Specialist 19.2 iGE CX Manager 20.1 iGE Sales Manager 20.1 iGTGE IR Manager 19.2 iGTGE CX for Partners 19.2 iGT New Sales 19.2 iGT Account Manager 20.1 iGT New Sales 20.1 oGV Knowledge Man. 19.2 oGV Knowledge Man. 19.2 oGV Knowledge Man. 20.1 oGV CX Manager 20.1 oGT Manager 19.2 oGE Manager 19.2 oGT Manager 20.1 oGE Manager 20.1 OD iComm 19.2 OD Maker 19.2 B2C Social Media TL 20.1 OD iComm 20.1 OD Maker 20.1 TM Maker 19.2 TM Perf. Mgmt Spec. 20.1 TM Education Spec. 20.1 F&L Knowledge Man. 20.1 Website Developer 19.2 Website Developer 20.1
E N T I T Y CO N T RO L B OA R D Joana Cordeiro
ECB Chair 19.2
Mohamed Torkey Mine Hacısalihoğlu
ECB Chair 20.1 ECB Expert 20.1
Bruna Gomes Luísa Fraga
NAT Member 20.1 NAT Member 20.1
N AT I O N A L AU D I T T E A M Isabella Melani Diogo Rodrigues
NAT Member 19.2 NAT Member 19.2
CO N F E R E N C E T E A M Sofia Guerra Leonardo Costa Pedro Lino Micaela Carriço Maria Magalhães Augusto Cesar
OCP SummerCo 19 OC SummerCo 19 OC SummerCo 19 OC SummerCo 19 OC SummerCo 19 Chair SummerCo19
Eduardo Santos Pedro Oliveira Francisco Duarte Sara Palma Sofia Men Roksoliana Ziombra
OCP NatCo 19 OC NatCo 19 OC NatCo 19 OC NatCo 19 OC NatCo 19 Chair NatCo 19
Leonardo Costa Sofia Escária Francisca Marques Ricardo Conceição Sofia Coimbra Mariana Ferreira Amélia Murta Mafalda Rebelo André Lopes Sabino Alejandro
OCP Achieve 19.2 OC Achieve 19.2 OC Achieve 19.2 OC Achieve 19.2 OC Achieve 19.2 OC Achieve 19.2 OC Achieve 19.2 Ext. Faci Achieve 19.2 Ext. Faci Achieve 19.2 Chair Achieve 19.2
Sofia Men Rita Grilo Daniela Lima Lourenço Miranda Maria Pedrosa Diana Mendes Cristina Viale
OCP Virtual Achieve 20 OC Virtual Achieve 20 OC Virtual Achieve 20 OC Virtual Achieve 20 OC Virtual Achieve 20 OC Virtual Achieve 20 Chair Virtual Achieve 20
S U P E RV I S O RY G R O U P & A LU M N I A S S O C I AT I O N Anabela Possidonio Filipa Monteira João Ramos
SG Chair 19.20 SG Member 19.20 SG Member 19.20
Fernanda Carvalho Ricardo Lima Cláudia Moura
SG Member 19.20 SG Member 19.20 President of Alumni Association
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A LU M N I D O N O R S Ana Sofia Neves Anabela Possidónio André Aragão Andrea Silva Bernardo Maciel Bruno Silva Cristina Lopes Daniel Fernandes Daniela Antunes David Martinho Diogo Silva Eva Fontes Fernando Augusto Francisco de Sousa Gerson Emanuel Guilherme Pinto
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Helena Luisa Ribe Helga Fadigas Hugo Pereira Inês Oliveira Joana Luz João Costa Dias João José Lourenço João Telo Gameiro José Correia José Mariz Leo Silva Liliana Gonçalves Luís Marinho Luis Neves Mariana Bras Mario Claro
Miguel Tapada Miguel Terra Carlos Nuno Belo Nuno Moura Pinheiro Nuno Saraiva Patrícia Martins Patrícia Reis Pedro Claro Pedro Silva Ricardo Pereira Ricardo Vitorino Rita Reis Rui Almeida Rodrigues Simões Dias Xavier Nunes
aiesec.org
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