1. TALENT PERFORMANCE AWARDAIESEC UNSW AIESEC Australia July Conference 2011

2. AIESEC UNSW UNSW@ as an LC, and as a collective of smart, passionate and brilliant young minds can boast an intrepid start to what is clearly to be a highly successful year to come.This is evident in the calibre of the LC’s unique members, all of whom have surpassed all expectations and have instead set entirely new and exciting ones altogether.

3. CLAP

4. OUR GOAL THIS YEAR IS “to establish a foundation that will enable sustainable growth with a focus on creating future leaders and high quality exchange” In terms of our members, this involved creating a local platform that would allow our members to develop by means of their own uniquepath and ensuring UNSW@ consistently seeks and creates opportunities for our members to grow.

5. RETENTION RATE AIESEC UNSW AIESEC Macquarie Current members: 39Members post-recruitment: 40 RETENTION RATE: 97.5% Current members: 31Members post-recruitment: 41 RETENTION RATE: 75.6%

6. MEMBER TO EXCHANGE RATIO AIESEC UNSW AIESEC Macquarie 39 members36 exchanges realisedM:X RATIO OF 1.08:1 31 members13 exchanges realisedM:X RATIO OF 2.38:1 Note: Exchange statistic obtained from myaiesec.net from 1st July 2010-30th June 2011.

7. LEADERS OF AIESEC UNSW KacyLokMPM Regional OCP Jody Wong Semester 1 RTF Leader Anna Moltchanski ICX Cocktail Event OCP

8. MORE LEADERS OF AIESEC UNSW Delia Deng Semester 2RTF Leader Trisha ShastriOGX Events ManagementTeam Leader Tammy SivakumarICX Partnership Delivery Manager Raymond Su MaC Leadership Event OCP Total: SIX amazing leaders

9. LEADERSHIP OPPORTUNITIES In AIESEC UNSW, we thrive with our given (and talented) resources and innovated our focus to be centred on creating a large plethora of short to medium term leadership roles. We believe this is most ideal as it enables a consistent delivery of opportunities for all our members to experience leadership roles.

10. FACILITATING X+L Generally, the nature of our leadership roles involves leading a cross-functional team as UNSW@ believes in the benefit of learning drawn from new experiences in the case of working with new people who boast a variety of skills for the leader to capitalise on. From observing a pipeline that is consistently growing in strength, a majority of our X+L will be realised in Semester 2, 2011.

12. OGX EP Pre-departure OCP& many, many more

13. UNSW@ AND MIDDLE MANAGEMENT UNSW@ has implemented and recognises the value of middle management. This is in spite of lacking the organisational structure and manpower to implement middle management on a large scale. UNSW@ has never been one to forego an opportunity.

14. OGX – EVENTS MANAGEMENT TEAM LEADER The nature of this role involves running a team of new EPsto organise MRBs and events for EPs. This reinforces our current EP-LC relationship, thus fostering a very healthy pipeline for future EP reintegrationand X+L.

15. ICX – PARTNERSHIP DELIVERY MANAGER The nature of this role involves managing current Partnership Delivery Officers in the ICX team. They will be assisting the VP ICX in overlooking the administrative work and intern servicing side of incoming interns.

16. REWARD AND RECOGNITION Our RNR strategy is inspired by an understanding that the most vital asset of UNSW@ is our members and that giving our members due recognition is a powerful precursor to X+L. From building a strong informal ‘snaps’ culture to initiatives such as providing exchange subsidies to high-performing members showing leadership promise, UNSW@ strives to steer the spotlight to drive those who deserve it.