The 1960s opened space for an identity around practical youth leadership and international curiosity. This extended placeholder paragraph is intentionally long so content editors can test rhythm, line lengths, and spacing in real-world scenarios. It mirrors the kind of narrative text that might appear once archival material, interviews, and curated milestones are fully validated.

AIESEC stories are usually multi-layered: a global context, a local context, and lived experience from members. This placeholder copy is therefore structured in long-form style with explicit transitions, so teams can later replace each paragraph with verified facts, quotes, dates, and references without changing layout behavior.

In practical terms, this area can hold examples of leadership projects, exchange program outcomes, conference moments, and chapter-building lessons. It can also include mentions of key alumni pathways—entrepreneurship, corporate careers, public service, education, and social impact ecosystems.

Editors may also use this space for highlights such as major strategic shifts, branding and platform changes, governance updates, and ecosystem partnerships. The objective is to demonstrate how dense text blocks render inside the modal while still preserving readability and visual hierarchy.

Because the reunion page serves multiple generations, the final copy can blend emotional memories with measurable outcomes. A balanced style often works best: personal anecdotes, institutional milestones, and forward-looking priorities that help visitors connect the past to the present.

Additional placeholder note: once final content is prepared, teams can add references to source materials, downloadable archives, and calls to action for mentoring or knowledge transfer. This helps transform the section from static storytelling into a participative alumni feature.

The 1970s strengthened the bridge between students, companies, and applied learning opportunities. This extended placeholder paragraph is intentionally long so content editors can test rhythm, line lengths, and spacing in real-world scenarios. It mirrors the kind of narrative text that might appear once archival material, interviews, and curated milestones are fully validated.

AIESEC stories are usually multi-layered: a global context, a local context, and lived experience from members. This placeholder copy is therefore structured in long-form style with explicit transitions, so teams can later replace each paragraph with verified facts, quotes, dates, and references without changing layout behavior.

In practical terms, this area can hold examples of leadership projects, exchange program outcomes, conference moments, and chapter-building lessons. It can also include mentions of key alumni pathways—entrepreneurship, corporate careers, public service, education, and social impact ecosystems.

Editors may also use this space for highlights such as major strategic shifts, branding and platform changes, governance updates, and ecosystem partnerships. The objective is to demonstrate how dense text blocks render inside the modal while still preserving readability and visual hierarchy.

Because the reunion page serves multiple generations, the final copy can blend emotional memories with measurable outcomes. A balanced style often works best: personal anecdotes, institutional milestones, and forward-looking priorities that help visitors connect the past to the present.

Additional placeholder note: once final content is prepared, teams can add references to source materials, downloadable archives, and calls to action for mentoring or knowledge transfer. This helps transform the section from static storytelling into a participative alumni feature.

The 1980s represented continuity of values and maturing global exchange standards. This extended placeholder paragraph is intentionally long so content editors can test rhythm, line lengths, and spacing in real-world scenarios. It mirrors the kind of narrative text that might appear once archival material, interviews, and curated milestones are fully validated.

AIESEC stories are usually multi-layered: a global context, a local context, and lived experience from members. This placeholder copy is therefore structured in long-form style with explicit transitions, so teams can later replace each paragraph with verified facts, quotes, dates, and references without changing layout behavior.

In practical terms, this area can hold examples of leadership projects, exchange program outcomes, conference moments, and chapter-building lessons. It can also include mentions of key alumni pathways—entrepreneurship, corporate careers, public service, education, and social impact ecosystems.

Editors may also use this space for highlights such as major strategic shifts, branding and platform changes, governance updates, and ecosystem partnerships. The objective is to demonstrate how dense text blocks render inside the modal while still preserving readability and visual hierarchy.

Because the reunion page serves multiple generations, the final copy can blend emotional memories with measurable outcomes. A balanced style often works best: personal anecdotes, institutional milestones, and forward-looking priorities that help visitors connect the past to the present.

Additional placeholder note: once final content is prepared, teams can add references to source materials, downloadable archives, and calls to action for mentoring or knowledge transfer. This helps transform the section from static storytelling into a participative alumni feature.

The 1990s were defined by reactivation, expansion, and renewed international mobility. This extended placeholder paragraph is intentionally long so content editors can test rhythm, line lengths, and spacing in real-world scenarios. It mirrors the kind of narrative text that might appear once archival material, interviews, and curated milestones are fully validated.

AIESEC stories are usually multi-layered: a global context, a local context, and lived experience from members. This placeholder copy is therefore structured in long-form style with explicit transitions, so teams can later replace each paragraph with verified facts, quotes, dates, and references without changing layout behavior.

In practical terms, this area can hold examples of leadership projects, exchange program outcomes, conference moments, and chapter-building lessons. It can also include mentions of key alumni pathways—entrepreneurship, corporate careers, public service, education, and social impact ecosystems.

Editors may also use this space for highlights such as major strategic shifts, branding and platform changes, governance updates, and ecosystem partnerships. The objective is to demonstrate how dense text blocks render inside the modal while still preserving readability and visual hierarchy.

Because the reunion page serves multiple generations, the final copy can blend emotional memories with measurable outcomes. A balanced style often works best: personal anecdotes, institutional milestones, and forward-looking priorities that help visitors connect the past to the present.

Additional placeholder note: once final content is prepared, teams can add references to source materials, downloadable archives, and calls to action for mentoring or knowledge transfer. This helps transform the section from static storytelling into a participative alumni feature.

The 2000s moved toward operational scaling, stronger governance, and delivery discipline. This extended placeholder paragraph is intentionally long so content editors can test rhythm, line lengths, and spacing in real-world scenarios. It mirrors the kind of narrative text that might appear once archival material, interviews, and curated milestones are fully validated.

AIESEC stories are usually multi-layered: a global context, a local context, and lived experience from members. This placeholder copy is therefore structured in long-form style with explicit transitions, so teams can later replace each paragraph with verified facts, quotes, dates, and references without changing layout behavior.

In practical terms, this area can hold examples of leadership projects, exchange program outcomes, conference moments, and chapter-building lessons. It can also include mentions of key alumni pathways—entrepreneurship, corporate careers, public service, education, and social impact ecosystems.

Editors may also use this space for highlights such as major strategic shifts, branding and platform changes, governance updates, and ecosystem partnerships. The objective is to demonstrate how dense text blocks render inside the modal while still preserving readability and visual hierarchy.

Because the reunion page serves multiple generations, the final copy can blend emotional memories with measurable outcomes. A balanced style often works best: personal anecdotes, institutional milestones, and forward-looking priorities that help visitors connect the past to the present.

Additional placeholder note: once final content is prepared, teams can add references to source materials, downloadable archives, and calls to action for mentoring or knowledge transfer. This helps transform the section from static storytelling into a participative alumni feature.

2010s propojily leadership narativy se sociálním dopadem a digitálními systémy. This extended placeholder paragraph is intentionally long so content editors can test rhythm, line lengths, and spacing in real-world scenarios. It mirrors the kind of narrative text that might appear once archival material, interviews, and curated milestones are fully validated.

AIESEC stories are usually multi-layered: a global context, a local context, and lived experience from members. This placeholder copy is therefore structured in long-form style with explicit transitions, so teams can later replace each paragraph with verified facts, quotes, dates, and references without changing layout behavior.

In practical terms, this area can hold examples of leadership projects, exchange program outcomes, conference moments, and chapter-building lessons. It can also include mentions of key alumni pathways—entrepreneurship, corporate careers, public service, education, and social impact ecosystems.

Editors may also use this space for highlights such as major strategic shifts, branding and platform changes, governance updates, and ecosystem partnerships. The objective is to demonstrate how dense text blocks render inside the modal while still preserving readability and visual hierarchy.

Because the reunion page serves multiple generations, the final copy can blend emotional memories with measurable outcomes. A balanced style often works best: personal anecdotes, institutional milestones, and forward-looking priorities that help visitors connect the past to the present.

Additional placeholder note: once final content is prepared, teams can add references to source materials, downloadable archives, and calls to action for mentoring or knowledge transfer. This helps transform the section from static storytelling into a participative alumni feature.

Years 2016-2026

As part of our journey back to 1966, we will move backward through each decade step by step. Today we focus on the latest one. What happened in the ten years since the 50th anniversary celebration? We break it down year by year, following the national leadership (MC) terms — always from summer to the following summer.

Exchange

Internships implemented in the period 1 July 2016 – 21 February 2026

	Incoming		Outgoing		Total
	iGV	iGT	oGV	oGT
2016-17	x	x	x	x	646

Growth and Ambition (16.17 - 17.18)

A change in the Career Days concept took place, transforming them into a more relaxed, informal festival. Thanks to an official partnership with the UN, every volunteer internship is now linked to a specific Sustainable Development Goal. The Youth4GlobalGoals initiative was also launched. Internships generally focused more on the impact on both the interns and the host locations. A total of 646 internships were realized. Significant changes in the national team occurred at the FallCo conference, where the MCP and two MC members resigned. They were later replaced by other members who worked to stabilize the situation.

In the following year, a strong emphasis was placed on volunteer internships, with less focus on corporate partnerships. A total of 744 internships were realized thanks to an entity-wide goal to engage 4% of Czech youth in all AIESEC projects. For this effort, the Czech Republic received the European Regional Award for Incoming Global Volunteer. However, the execution of Career Days that year was not very successful. The needs of customers—both young people and companies—had changed. Only 150 visitors attended out of the planned 1,200. This failure resulted in a worsened financial situation for the MC and strained relationships with companies. During this time, the Karviná branch was officially closed.

Laur, MCP: During the MC 17.18 term, our vision was clear and ambitious: Engage and develop 4% of Czech young people. We focused on uniting our entity under one shared vision, strengthening collaboration, and driving performance — especially in terms of exchanges and external exposure. While the vision aimed at 4%, we reached 3.9% — an achievement that reflects the commitment and collective effort of our members.

Correction and Internal Stabilization (18.19)

Regarding internships, greater emphasis was placed on volunteering, while the number of professional internships decreased. A total of 644 internships were realized. After eight months of preparation, Career Days were officially cancelled and have not been organized since. Their cancellation and the previous year's failure resulted in strained corporate relations, affecting partnerships and sales across all areas. Greater emphasis began to be placed on organizational development, with efforts to improve data handling and help the organization grow.

Crisis and Adaptation (19.20 - 21.22)

In the first half of the term, internships and AIESEC operations continued without restrictions, but from March 2020, everything moved into an online environment. The SprinCo conference was redesigned into an online format within a few days, taking place as individual agenda sessions over several weeks. Internships continued only with restrictions; during the MC 19.20 term, 384 internships were realized. Online meetings helped members stay in constant contact. Members grew closer not only within their local branches but across the entity. Online games were played, members from other branches were frequently invited to meetings, and various challenges were created. This lasted throughout the online regime. There was still hope that everything would soon return to normal and internships would resume as before. During this time, the Liberec branch was closed.

Sebastian, MCP: During our term under MC Fuse – Act to Achieve, Build to Last, our focus was on sustainable growth, effective business development, and continuity of core programs despite COVID-19 challenges. We achieved 100% of planned BD revenues, boosted B2B sales, and optimised iGT usage with global partners.

In the following months, it became certain that life would not return to normal so easily. All of AIESEC focused on how to work exclusively in an online environment—how to recruit new members and, primarily, what to do instead of exchanges. The preparation of online conferences improved, becoming standard weekend events. Volunteer internships could only be done very restrictively; later, it was forbidden to accept any new interns, and only already confirmed internships could be organized if conditions allowed. A total of 31 internships were realized. The focus shifted toward professional internships, which could be done remotely. Local projects became the substitute for exchanges.

The national project Connect the World was launched, virtually connecting students with people abroad. YouthSpeak Forum moved online, connecting youth with companies to create projects linked to the Sustainable Development Goals. Future You(th) focused on the future careers of young people, while Food Heroes taught children about sustainable eating. In Pilsen, the CropUp project was created to focus on student skills. Some of these projects were successful and continue to be organized today. Despite restrictions, Olomouc managed to organize a hybrid version of Orientation Days and Pilsen held Prvákoviny. During this time, the Zlín and Hradec Králové branches were closed.

In the last year most affected by the pandemic, the focus turned even more toward growing professional internships, resulting in 42 realizations. Offline conferences gradually resumed as restrictions eased. During and immediately after the pandemic, the number of members decreased, and the duration of active membership shortened, leading to difficulties in finding successors. The Ostrava and České Budějovice branches were closed, and their operational areas were redistributed among the remaining active branches.

Victor, MCP: Our term took place during the COVID-19 pandemic, requiring constant adaptation. We adjusted our ways of working to balance online engagement and safe physical interactions...

Post-COVID Redefinition (22.23 - 24.25)

Internships returned as soon as it was possible to travel without restrictions. Volunteer internships transitioned to a new portfolio of designated projects. Initially, there were difficulties setting up new processes. A total of 48 internships were realized. During the pandemic, practical experience was lost, leaving only theoretical knowledge. In finance, the focus shifted to return on investment (ROI). Local projects were gradually transformed into offline formats, and Brno's project, Be the Change, which teaches children about the SDGs, was added. The CUNI branch was closed. In autumn 2022, AIESEC had 109 members.

The following year, efforts were made to establish functional exchange processes and increase members' knowledge and practical skills. Professional internships were mainly realized at the national level, while branches focused on volunteer ones. 43 realizations took place. The financial situation was not very positive due to low profits and poor management. The average number of members was 86, and problems arose with candidates for higher positions. Most MC members and local boards held multiple roles simultaneously.

Later, the focus shifted primarily to the quality of internships with a gradual increase in their number. 33 internships were realized. The number of members slightly increased, but difficulties with successors and a lack of members for all functional areas persisted. Motivation to apply for the MC was low, which is why the current MC is composed entirely of internationals. Local projects continue to be a successful initiative of the branches.

The most common question is: What does AIESEC look like today? Here is a brief overview.

If you are interested in learning more, the current MCP and several active members will be at the meeting. You will have the opportunity to ask them anything you're interested in personally.

Exchange

Internships implemented in the period 1 July 2025 – 21 February 2026

LC	iGV	oGV	oGT
Brno	6	1
Olomouc	7	1
Pilsen	12
Prague	9	1	1
Total	34	4	1
Global	4304		970

Glossary of Abbreviations:

MC - Member Committee - National leadership

MCVP/MCP - Member Committee Vice President/President

EB - Executive Board - Local branch leadership

iGT - Incoming Global Talent/Teacher - Incoming professional internships

iGV - Incoming Global Volunteer - Incoming volunteer internships

OGX - Outgoing Exchanges - Outgoing internships

oGT - Outgoing Global Talent/Teacher - Outgoing professional internships

oGV - Outgoing Global Volunteer - Outgoing volunteer internships

LC - Local Committee - Local branch

iGV (Incoming Global Volunteer) is the primary area for all branches. During COVID, project changes occurred, and an international portfolio was created to ensure higher internship quality. All are linked to the UN Sustainable Development Goals. In Czechia, we run several projects: Youth 4 Impact (replacing EDISON) operates in primary and secondary schools. Happy Bus is designed for kindergartens, Explorer for summer camps, and Global Classroom for primary and secondary schools. All projects currently last six weeks, but branches are looking to introduce four-week versions.

iGT (Incoming Global Talent) is handled mainly by the MC. In recent years, there has been only one implementation. A contract has just been signed for 5 interns for March 2026. LCs do not actively sell iGT, though partners occasionally reach out themselves. At the local level, iGT is not performed mainly due to a lack of members — branches focus primarily on iGV, which generates revenue more frequently and is simpler. iGV remains the core area maintained at every LC.

OGX (Outgoing Global Volunteer and Talent) is handled long-term by Brno and Prague, and recently again by Olomouc. Interns primarily go on volunteer internships lasting 4–6 weeks, which are linked to the UN Sustainable Development Goals. Outgoing exchanges are currently less successful than incoming ones.

Beyond exchanges, branches run several external projects. For students entering their first year of university, Pilsen organizes Prvákoviny, Olomouc organizes Orientation Days, and ČZU runs Hello ČZU. School-based projects include Brno's Be the Change, Pilsen's Crop Up, and Food Heroes (in cooperation with the Electrolux Food Foundation). Brno organizes Symposium in cooperation with companies, and nationally there is the Youth Speak Forum.

For its term, the MC set a goal of 100 realized interns, 120 members, creating 4 new partnerships, and achieving a profit of over 150,000 CZK. So far, 43 interns have been accepted, three partnerships have been created, and the budget is slightly in the negative.

External Perception of AIESEC

AIESEC is perceived very positively by primary and secondary schools. They know us mainly through iGV, which they are happy to host repeatedly. Cooperation with companies is minimal as iGT is only at the MC level. Other partnerships happen through projects like Orientation Days, Symposium, or Prvákoviny — delivering workshops or providing in-kind support (snacks, gift vouchers for presenters, etc.). For over a year, no partner has traveled to a conference to present workshops, which has reduced MC income. University students know us primarily through introductory projects or marketing activities on campus. Orientation Days and Prvákoviny remain the largest sources of new members. Universities highly praise these projects and generally view AIESEC in a positive light.

National Leadership

OD - Organisational Development

F&L - Finance and Legal

MX - Membership Experience

ED - Education Development

BD - Business Development - Corporate partnerships

EwA - Engagement with AIESEC - Local external projects

ICX - Incoming Exchanges

MOGX - Marketing and Outgoing Exchanges

The MC works based on work performance agreements, and members are considered interns. The working hours are set at 40 hours per week, and they receive financial remuneration, which is not high enough to cover all personal expenses. Most MC members receive the full amount. MCVPs who generate money directly may only receive a portion if they do not raise enough funds. Exact distribution varies by MC. Because of this, MC members often seek part-time jobs. The MC still owns an apartment in Prague-Chodov, where the MC lives for free.

The financial situation of the MC is currently not very positive. One reason is the smaller number of branches (5), which cannot always generate enough to pay the high MC fee. The second reason is the low profitability of the MC itself, and the third is poor financial management in recent years.

The current MC structure is shown in the image. Every member is an international. The national composition of the MC changes frequently; in recent years, the MC consisted only of Czechs, or with one or two internationals. During the election of the current MC, two Czech candidates were not elected, and an MCP who had not previously served in our entity was chosen. She then built her team from international members. A few people from Czechia applied but were unsuccessful. Some members of previous MCs did not represent the role correctly, which discouraged many potential candidates. Candidates usually apply for the MC because they don't want to lose the community, want to try a higher role, and want to do a better job than the previous MC. Their main barrier is a lack of funds.

Selection for the new MC is currently underway. MCP elections will take place on March 8, 2026, and it looks like there will be several candidates. You can follow current information on the Facebook event: https://fb.me/e/auJMvJVj6

Conferences

Conferences are held four times a year: NEXT in January for outgoing and incoming EBs, ConnACT in the summer for EBs, and SprinCo and FallCo for the entire entity. The next conference will be SprinCo, April 17–19, 2026.

Unfortunately, not every member attends conferences. For some, it is financially demanding, and branches cannot always contribute. This varies from LC to LC and conference to conference. Sometimes members pay the full amount, sometimes a part, and occasionally the LC pays the full amount. Conferences are not always qualitatively well-prepared, which also discourages members. They need to see added value when they pay for them. Alumni rarely attend conferences but are always welcome.

The main venue for conferences is the Tramtáryje recreation facility in Horní Jelení - Holice, where AIESEC has very good relations. The second venue is the Zbraslavice recreation area, used when Tramtáryje is full or for larger conferences — for example, SprinCo 2024 was joint with Slovakia. For smaller conferences like ConnACT, a smaller venue is often sought, or it takes place in Prague.

Membership

AIESEC has an average of 100 members per year. The number fluctuates seasonally — currently, there are approximately 70–80 members, as the EB term has ended and recruitment is just beginning. After recruitment, the number exceeds 120 members.

The average number of members has dropped significantly over the last 6 years. Before 2020, there were 11 branches, and thus a higher number of members. During COVID, 6 branches closed due to financial reasons or a lack of members. Markets were redistributed among active branches: Brno, ČZU, Olomouc, Pilsen, and Prague. ČZU currently has the most difficulty with membership and is trying to increase numbers. Olomouc went through its crisis a year or two ago. Brno, Pilsen, and Prague maintain a stable membership base, but compared to pre-2020 numbers, there are substantially fewer. These branches did not experience the same crisis as Olomouc and ČZU.

Members are active for an average of one to two years, but this duration is gradually increasing. Short membership lifespans mean a lack of applications for specific positions. For the first time in a long while, more than one branch had enough candidates right at the start of the current EB selection. There are always more candidates for MC positions than needed, but not always from Czechia. EBs are mostly filled by members coming straight from the "newbie" stage, but this year a larger portion came from team leaders and managers. LCP positions are predominantly filled by EB members, though several LCPs have been elected from team leader positions (in the last EB 2/5 LCPs were from TLs; this year it is 1/5).

"Corporates" (branded merchandise) are still part of the culture. The core items are LC hoodies (jerseys in Prague) and jerseys for LCPs and the MC. Some branches occasionally make additional merchandise like socks, t-shirts, and stickers, but only rarely.

If you have any questions, please ask in the comments of the post in the Facebook group.