AIESEC
In Canada Annual Report 2019 - 2020
Table of
contents 1 9 - 2 0 P r e s i d e n t ’ s L e tt e r B o a r d o f D i r e c t o r s C h a i r L e tt e r About AIESEC Our Programs About AIESEC in Canada AIESEC 2020 Strategic Plan M e m b e r C o m m i tt e e I n c o m i n g G l o b a l Ta l e n t O u t g o i n g G l o b a l Ta l e n t Outgoing Global Entrepreneur O u t g o i n g G l o b a l Vo l u n t e e r
C a n a d a Yo u t h t o B u s i n e s s Fo r u m M a r k e ti n g Ta l e n t M a n a g e m e n t O r g a n i z a ti o n a l D e v e l o p m e n t Conferences 19-20 2 0 1 9 Ye a r E n d A w a r d s Financial Summary Board of Directors Profiles 2 0 - 2 1 P r e s i d e n t ’ s L e tt e r Partners
AIESEC Canada Inc. Annual Report 2019 - 2020 Information and numbers run July 1st, 2019- June 30th, 2020
President’s Letter
19 -20
“Doing whatever it takes for AIESEC in Canada to thrive” A vision that was guiding us throughout the whole year and could not be more fitting for the journey that AIESEC in Canada has gone through for the term 2019-2020. This term marked a critical transition for our organization, as we concluded AIESEC in Canada’s 5-Year strategic plan known as AIESEC 2020. We continued accelerating the creation of Canadian global leaders through the aforementioned strides in our marketing and exchange programs, and we continue to lead the conversation between youth and business as evidenced by the scale and alignment of our partnerships. We are proud of what we have accomplished with our predecessors for the past 5 years and even more excited to see what the next 5 years hold. At the start of this year, we put emphasis on physical marketing and invested in helping our local committees scale up their campus presence. We grew the amount of outgoing exchange leads by 72% through physical channels. This growth came entirely without requiring additional financial investment, proving the success of our cost-effective strategies. The major battle we faced and continue to face is the impact of COVID-19 on our organization. With countries closing down borders and safety concerns for our exchange participants (EPs) abroad, our paramount concern was to assist our EPs abroad to come home. As soon as the WHO declared COVID-19 a pandemic, we stopped all exchange activities and encouraged EPs still in Canada to postpone their exchanges. At the onset of COVID-19, we had to pivot and focus our efforts in maintaining our B2C channels while enhancing our B2B branding. We managed to grow our Linkedin impressions by 208% and achieved more than 7300 organic reach on Facebook through our B2B efforts. Our quick pivot ensured that AIESEC Canada is in a strong position to thrive in this new digital world. This year also marked our first digital Youth-to-Business conference that had over 360 registrations and 10 corporate partners attending. The theme focused on The Climate Movement: Navigating a World in Environmental Crisis. Youth from all across Canada participated in riveting discussions on how youth, business, and government can collaborate to address the complexities of Climate Change. The digital Y2B Forum was a great example of how a virtual conference can still offer a rich experience for everyone involved, while maintaining the human connection so vital to these forums.
With our core exchange operations halted due to COVID-19, we launched new innovative engagement strategies for our membership to continue their leadership development journey. We started with a series of soft skills webinars, then launched an internal case competition on the topic of creating new business and revenue streams for AIESEC Canada. Lastly, we connected our Canadian members with AIESECers all over the world so that we can continue to foster cross-cultural understanding, but this time from the comfort of their own homes. All of this would not have been possible without the generous support of our national partners, our Board of Directors, our alumni, and our youth volunteer network across the country. To all of you, I offer my deepest gratitude. I’m honored to have been part of such an incredible generation of AIESECers who have met challenges head-on and demonstrated grit and resilience in the face of adversity. It is due to this generation that we enter into the 20.21 year with full confidence that AIESEC Canada is ready to thrive in the new post-COVID world
Emerson Cheung 2019-20 President AIESEC Canada Inc.
This was a challenging year for the world and for AIESEC.
COVID-19 heavily impacted the core business of AIESEC of facilitating international exchange. Our organization had to react quickly and be agile to sustain ourselves throughout the crisis. I’d like to thank you, our supporters and partners for your continued commitment to our organization, without which AIESEC Canada would not have been able to overcome these challenges. As we entered a critical transition year for AIESEC Canada, we prioritized the longevity of our organization and ensured the fastest bounce-back time possible by maintaining financial health, exploring new leadership building channels for membership, and sustaining our brand for external stakeholders. These strategies have kept us in a healthy condition to pivot and thrive in the long run. We saw many great achievements in the form of innovative solutions, including our first virtual conference Youth to Business Forum: The Climate Movement bringing together over 330 youth and all of our current national partners [see the Canada Youth to Business Forum section]. The conference, all put together in less than a month, was a huge success. The valuable learnings derived from the Y2B Digital Forum will aid in running future virtual conferences; as they will become one of our main channels to engage youth, government, and partners in our mission to develop leadership qualities and global competencies in Canadian youth. We are thrilled to continue strengthening our relationships with both new and current supporters, allowing us to create more leadership development experiences for youth. This year, we had the excellent support of the Royal Bank of Canada, Export Development Canada, Smith School of Business, and VIA Rail Canada as Platinum Partners, the Bank of Montreal, International Experience Canada, and Air Canada as Gold Partners, and the Asia Pacific Foundation of Canada, Schulich School of Business, AGF Investments, and TEKsystems as Silver Partners. We look forward to leveraging our partners’ support through meaningful engagement opportunities with our membership. Lastly and most importantly, we hope to continue to provide transformative experiences to youth across the country for our internal membership as well as our customers. On behalf of the Board of Directors, we are excited to see the continued growth and progress of AIESEC in Canada towards developing the next generation of global leaders through the delivery of our international exchange programs. You have our deepest gratitude for your continued support of our organization.
With gratitude,
Jennifer Pendura Chair, Board of Directors AIESEC Canada Inc
About AIESEC AIESEC is a global youth-led organization striving to achieve peace and fulfillment of humankind’s potential. We do this by activating leadership qualities in youth through learning from practical experiences in challenging environments. Together with partner organizations, AIESEC facilitates a network of cross-cultural exchanges in the form of volunteering experiences and professional internships. Since its inception in 1948, AIESEC has engaged and developed over 1,000,000 young people. Our impact can be seen through our alumni who represent business, NGO, and world leaders. The organization spans more than 120 countries and territories, with every aspect of AIESEC’s operations managed by youth.
Our Values AIESEC has a shared set of behaviors our six core values that shape our organizational culture. These values bring the AIESEC Way to life.
Activating Leadership We lead by example and inspire leadership through action and results. We take responsibility for developing the leadership potential of others
Acting Sustainably We act in a way that is sustainable for our organization and society. Our decisions take into account the needs of future generations.
Our Unique
Leadership Development Model
AIESEC’s model for leadership development aims to prepare youth to take a stand on issues they care about and become capable of making a difference with their everyday actions. To do this, we seek to develop the four qualities below in both our exchange participants and members. World Citizen, Self-Aware, Solution-Oriented, Empowering Others.
The Leaders We Develop
Enjoying Participation We create dynamic and welcoming environments through the active and enthusiastic participation of individuals.
Living Diversity 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.
Striving For Excellence We continuously improve through creativity & innovation. We strive to deliver the highest quality performance in everything we do.
Demonstrating Integrity We are consistent and transparent in our decisions and actions. We fulfill our commitments & conduct ourselves in a way aligned with what we envision.
Our Products
All of our programs are structured to promote an exchange participant’s development of AIESEC’s four key leadership qualities: World Citizen, Self-Aware, Solution-Oriented, and empowering others. Exchange participants (EPs) are tested on these qualities before and after their experiences to measure their development.
Global Talent is an internship opportunity for a young person to work abroad from three to 18 months to advance their personal goals and live a cross-cultural professional experience while developing both hard and soft skills. These positions primarily range from the fields of teaching, marketing, IT, and business administration. Participants are typically recent university graduates or within their final years of study.
Global Volunteer is a six to eight-week international volunteer experience where a young person contributes to one of the UN’s 17 Sustainable Development Goals by volunteering in a school, NGO, nonprofit, or community effort. Participants are guided to develop themselves while living a cross-cultural experience. Participants are not limited by their education level or area of study, but are rather placed and selected by their personal strengths and abilities.
Global Entrepreneur is an opportunity for a young person to work abroad in a startup, accelerator, or incubator for six to twelve weeks to advance their personal and professional goals. Participants are typically within their final years of university study or recently graduated and find placements in marketing, business administration, IT, or design roles.
500+ Members
50,000+ Alumni
Business Administration
Other 19.8%
External Relations 11 National Partners
34%
21.4% 24.8%
STEM
Arts, Social Sciences & humanities
Founded in 1958
26 Universities Ontario
Quebec
Concordia University McGill University ESG UQÀM HEC Montréal Université de Sherbrooke Université Laval
Manitoba
University of Manitoba
British Columbia
Simon Fraser University University of British Columbia University of Victoria
Alberta
Mount Royal University University of Calgary University of Alberta Saskatchewan University of Saskatchewan
Carleton University Queen’s University McMaster University Ryerson University University of Guelph University of Ottawa University of Ontario Institute of Technology University of Waterloo University of Western Ontario University of Toronto Wilfrid Laurier University York University
AIESEC 2020 is our 5-year mid-term ambition. It is one big mile-
AIESEC 2020
stone towards achieving AIESEC’s vision of peace and fulfillment of humankind’s potential. By 2020, AIESEC aims to be a Youth Leadership Movement that easily engages youth and like-minded organizations around the globe to act as one. When people think of leadership development, they think of AIESEC. In becoming a movement, we Shape What We Do Around What The World Needs by being aware of global and local issues, we
act quickly to respond to them by offering powerful leadership experiences. We collaborate with like-minded organizations that, like us, strive for a better world. Through this, we take part in global and local decision making processes. We Grow Disruptively, as doing the same thing is not enough to one day engage and develop every young person in the world. Being disruptive means to constantly challenge the way we think and act as an organization. We find innovative ways to grow faster and improve. Every AIESECer searches for new solutions and acts upon them every day. We Become Accessible to Everyone, Everywhere since anyone can experience AIESEC, physically or virtually, directly or indirectly. We actively break geographical and social barriers to make it possible for every young person in the world to live an AIESEC experience. Within Canada, we are working towards these statements through three strategic imperatives: Leadership Experience - Deliver the optimal AIESEC experience through the participation and facilitation of exchange Stakeholder Engagement - Contribute to Canada’s economy by engaging with business, education, and government. Organizational Sustainability - Govern and grow sustainable operations with robust and streamlined systems
MEMBER COMMITTEE
Member Committee President Emerson Cheung (AIESEC in Toronto)
MCVP Marketin Romina Marquez (AIESEC in Mexic
MCVP Business Development Farouk Shoukry Mohammad (AIESEC in Toronto)
E
ng z Madrazo co) MCVP Incoming Exchange Philippe Miranda-Jean (AIESEC in McGill)
MCVP Local Committee Development Amanda Barbosa de Vasconcelos (AIESEC in Brazil) MCVP Outgoing Exchange Alexandre Sirois (AIESEC in Sherbrooke)
Incoming Global Talent
Since its found
...AIESEC in Canada’s In continues to be a core focus for the organization. AIES to develop youth leadership both through the facilit across the country work diligently to create partnership ties for talented trainees from around the world. These and help to further increase
2019-20 marked an interesting year for the Incoming tems to increase our sales results, AIESEC in Canada w short-term work in the IT, business, engineering and m also created in an attempt to strengthen the relationsh riences had to be postponed due to COVID-19, but w format or physical format once it is deemed safe to do 15 in the global AIESEC network for the Incoming Glo nationalities with a focus on In Business Administration
IT & Technology
15
Engineering
30 6
Marketing & Media
5
30 25 20 15 10 5 0 Brazil India
Spain Italy
UK Other
ding 60 years ago...
ncoming Global Talent program SEC in Canada collaborates with hundreds of local businesses tation and the delivery of the program. Student volunteers ps with organizations to open short-term working opportunie opportunities address key needs of the Canadian economy Canada’s competitiveness globally.
Global Talent program. Focusing on improving our CRM syswas able to open 99 job opportunities & receive 61 interns for marketing sectors. A pilot project with AIESEC in Poland was hip between both countries. Unfortunately, most of the expewe are hopeful that these exchanges will resume in a virtual o so. As of March 2020, AIESEC in Canada ranked in the top obal Talent program by welcoming participants from over 15 ndia, Brazil and the United Kingdom.
Intern Testimonial Rediscoveries, professional growth, and cultural experiences... These words describe what is happening in my life during this time in Canada. For the past 6 months, I've been working as an AIESEC intern at Mavennet! Surrounded by an amazing team I've been given the opportunity to improve my soft and technical skills, experience what real ownership means, and grow a lot by being encouraged to step outside my comfort zone! None of this would've been possible without all the support provided by AIESEC. From the moment I applied for the opportunity to the ride to my oďŹƒce's doorsteps on the ďŹ rst day of work and all the fun & social activities that followed that, all the AIESEC members that I now call friends, were there to support me and make this happen! Esdras Chaves Full Stack Developer Mavennet
The Global Talent program...
Outgoing Global Talent
focuses on providing unique opportunities for young people to develop their leadership qualities by living and working in a challenging professional environment. Participants in our Global Talent program participate mostly in Teaching and Language Education (45%), Business Administration and Marketing (26%), and Information Technology (3%) internships. In 2019-2020, our participants traveled to 10 different countries with the most
prominent countries being Spain (35%), Germany (13%), the Netherlands (13%), Japan (10%) and France (6%). The second part of the 2019-2020 was heavily affected by the COVID-19 pandemic. This situation influenced the performance of our Outgoing Global Talent significantly as we had to completely halt operations as of March 2020. This resulted in a large decrease of participants approved to Outgoing Global Talent opportunities, as well as postponement of all exchanges scheduled to start during the summer period. .
FY: Fiscal Year APD: Approval RE: Realization
OGT
FY APD 37
America 3%
Asia
Europe
23%
12
74%
10 8 6 4 2
35% 13%
13%
0 Spain Germany
10%
6%
Japan France
The Netherlands
FY RE 31
Words from our Participants As I was approaching my final year of my degree at McGill University, I knew I wanted to be in a diverse and international working environment after graduating. I saw the Global Talent Program with AIESEC as an incredible opportunity to jumpstart my career in this direction and started applying for various opportunities in the summer of 2019.
Within a couple weeks and several rounds of interviews, I was quickly selected to work as an HR Data Analyst with Nexans at their global head office in Paris. In my role, I supported our VP HR with data and change management projects during a restructuring period and drove the performance review campaign for our largest business group that spanned 29 countries in Europe and North America. I can say that the experience truly is what you make of it as I was always welcomed to bring my own perspective and ideas which allowed me to take on my own initiatives and projects such as building dashboards for our various different HR sites. We had a fantastic community of people and interns from all around the world at Nexans and I truly feel that it has diversified my thinking, sharpened my cross-cultural skills, and helped build my network abroad.
The Global Talent Program was extremely rewarding as it allowed me to live and work in different countries at a local level and I feel extremely lucky and privileged that I had the opportunity to do so.
Raymond Lee HR Data Analyst Nexans
The Global Entrepreneur program...
Outgoing Global
focuses on providing young people the opportunity to work abroad in a startup, accelerator, or incubator to develop their entre-
Entrepreneur
preneurial skills. The internships mostly focus on Marketing (47%), Business Administration (15%), and Business Development (15%). In 2019-2020, our participants traveled to 11 different countries with the most prominent countries being Ukraine (26%), Brazil (21%), China (15%), Indonesia (9%) and Austria (6%).
The second part of 2019-2020 was heavily affected by the COVID-19 pandemic. This situation influenced the performance of our Outgoing Global Entrepreneur significantly as we had to completely halt operations as of March 2020. This resulted in a large decrease of participants approved to Outgoing Global Entrepreneur opportunities, as well as postponement of all exchanges scheduled to start during the summer period. FY: Fiscal Year APD: Approval RE: Realization
OGE
Middle East & Africa
America
6%
Europe
21% 50%
10
23%
8 6 4 2
26%
21% 15%
9%
6%
0 Austria Ukraine Brazil China Indonesia
FY APD 82
Asia
FY RE 34
Words from our Participants
When I joined AIESEC I had not gone on one of their exchanges, but knew it was something I wanted to do the longer I spent time with the organization. That's why when talk of summer plans started happening, I knew I wanted to try a Global Entrepreneur Experience. I wanted to experience a country where I normally would never consider travelling and I wanted to gain experience relevant to my double business degree. This is how I found myself working as a marketing Intern in Lviv Ukraine for a Salesforce development company called Noltic.
What was cool about the opportunity is that I was the company’s marketing department, this gave an incredibly unique and valuable experience as I learned to think on my feet, understand Ukraine’s thriving IT industry, and develop new and innovative ideas for the company with no restrictions and free creative control. This is a privilege many people my age wouldn’t be able to say they’ve gotten to experience.
The most valuable part of my exchange was that it allowed me to have a greater understanding and appreciation for the diverse cast of people I got to meet and the incredible cultures I got to experience. If it wasn’t for my exchange, I believe I never would have gone to Ukraine, I never would have learned so much about myself and what I was capable of, I never would have pushed myself professionally, or learned so much in such a short period of time. My experience has completely changed the way I look at places and the people I meet. I wouldn’t have changed my experience for the world and I can’t wait to go back and see everyone I met on this life changing experience.
Aleksandra Romanowski Marketing Intern Noltic
The Global Volunteer program...
Outgoing Global
Tprovides youth the opportunity to develop themselves through practical volunteer experiences in cross-cultural environ-
Volunteer
ments. Participants are able to develop an international outlook and engage with different cultures. Through experiential learning, the volunteers put their skills into practice to tackle social impact projects that directly contribute to the United Nations Sustainable Development Goals (SDGs) and create a positive impact in local societies. FY: Fiscal Year APD: Approval RE: Realization
Middle East & Africa Europe
Asia
32%
FY APD 414
FY RE 262
10
America
10% 12%
OGV
8 6
56%
4 2 0
26%
21% 15%
9%
6%
Indonesia Brazil Egypt Mexico Taiwan
Words from our Participants
This summer I traveled to Brazil as a Volunteer for AIESEC in Brazil’s Gira Mundo – Impact Chapeco project. It t the professors with their students, I was also given the opportunity by the NGO to lead a group of students to cl and my host mother, who then drove me
I often say that the best part of my exchange was gaining a second family in another country. Thanks to the langu one around me. I learned about the importance of always staying curious in difficult situations and problem sol public speaking, but what I got out of my exchange was so much more than just that. Almost every kind
As an Architecture Student, a teaching experience was never in my plans, but it has taught me new values, open following one career path to be successful. This is an experience I truly believe e
The Sustainable Development Goals. This is AIESEC’s fifth year in collaboration with the United Nations Sustainable Development Goals. Each of AIESEC’s global volunteer experiences is aligned to address one of the 17 goals. This year, AIESEC in Canada focused on sending youth to participate in SDG #3 Good Health and Well Being, SDG #4: Quality Education, SDG #10: Reducing inequality, and SDG #17: Partnerships for the goals. Participants of the program traveled to 37 different countries with Brazil (23%), Mexico (15%), and Indonesia (11%) being the most prominent destinations. The second part of the 2019-2020 was heavily affected by the COVID-19 pandemic. This situation influenced the performance of our Outgoing Global Volunteer significantly as we had to completely halt operations in March 2020. This resulted in a large decrease of participants approved to Outgoing Global Volunteer opportunities, as well as postponement of all exchanges scheduled during the summer period.
SDG 4
SDG 3
Quality Education
Good Health & Wellbeing 43%
SDG 17
14%
Partnerships For The Goals
SDG 13
Climate Action
10% 2%
SDG 10 8%
Reducing Inequality 11%
SDG 8
Decent Work & Economic Growth
tackled Sustainable Development Goal #4 – Quality Education. Not only did I help coordinate classes and help lear the backyard of trash for future use of the space. Upon arrival to Chapeco, I was greeted by the host entity e to my host home for the next 6 weeks.
uage barrier, I was challenged to adapt to my new environment and create everlasting relationships with everylving. I went to Brazil with the main idea of getting out of my comfort zone and getting more comfortable with of soft skills that I had, I practiced and developed them, making friends and networking along the way.
n-mindedness, new hobbies, new things about myself, and, more importantly, that in life it is not always about every youth needs today to build a better future for our planet. This is my story.
Jessica Maestre AIESEC in Carleton Brazil
Since 2010, The Canada Youth to Business Series has brought businesses, organizations, government, and students together to engage in a unique dialogue on relevant topics to both Canadian businesses and student communities. AIESEC in Canada brings together key stakeholders within the Canadian community and bridges the gap between youth and business, driving Canada forward by exploring different perspectives, sharing ideas, and building a better future together. Over the course of this year, AIESEC in Canada engaged over 600 youth leaders from over 25 universities across the country to discuss one of the most critical issues of our generation “The Climate Movement: Navigating a World in Environmental Crisis”. This included the Youth to Business Forum’s sub-topic of “Universal collaboration”. This topic focused on how all industries, government, youth and civic society need to actively participate in the Climate Movement and find ways in which collaboration can be leveraged to address the complexity of Global Environmental Change. This year was also the first time AIESEC in Canada held its Youth to Business Forum online. The event was a great success attracting over 330 youth participants, 30 partner representatives from 12 companies, and paved the way for AIESEC in Canada to host large-scale virtual events during the pandemic and beyond. Throughout the series, we hosted three keynotes, the Universal Collaboration panel, ten exhibit booths, and nine workshops across the country. Our delegates were able to learn from a diverse representation of subject matter & industry experts while exploring and giving their voice to The Climate Movement.
Keynote Speakers Andrew Craig Senior Director, Sustainability, Royal Bank of Canada (RBC) Royal Bank of Canada Cindy Chao Senior Manager, Youth Strategy and Innovation RBC Future Launch
Relationship Building Panelists Kim Fontaine-Skronski Executive Director International Political Science Association (IPSA) Robert Pelletier Chief Representative, US Export Development Canada Brian Hong Manager of Sustainable Business & Operations Royal Bank of Canada StÊfanie Rondou Manager, Air Emissions and Aircraft Noise Air Canada Amna Syed AIESEC Member & student from Ontario Tech University AIESEC in Canada David Hume Climate Advisor CAPP - Canada’s Energy Citizens
Workshops Y2B Fall 2019 Summit Workshop: Your Brand Matters Malcolm Cardoza Group Associate, Business Markets RBC Group Advantage Workshop: Powering up for Success Kerri Regan Director, Smith Master of International Business Smith School of Business Ashhab Salahuddin Ahmad MIB, MSc Smith School of Business
Y2B February 2020 Summit Workshop: Innovations in Canada’s Energy Sector Josefa Michaelson Advisor, Eastern Region Citizen Engagement CAPP - Canada’s Energy Citizens
Y2B Digital Forum 2020 Workshop: Your Brand Matters David Nguyen Student Financial Advisor Royal Bank of Canada Workshop: Networking in a Virtual World Nadine Sihota Talent Acquisition Specialist TEKsystems Teron Foster Technical Staffing Recruiter TEKsystems Workshop: Climate Leadership in Canada’s Oil & Natural Gas Industry Josefa Michaelson Advisor, Eastern Region Citizen Engagement CAPP - Canada’s Energy Citizens Jack Middleton Advisor, BC Citizen Engagement & Outreach CAPP - Canada’s Energy Citizens Kelly McTaggart Community Engagement Advisor CAPP - Canada’s Energy Citizens
Workshop: Innovation & Leadership in Times of Crisis Sean Schofield Senior Advisor, Innovation VIA Rail Canada Workshop: Climate Action Abroad Colin Lalonde Analyst International Experience Canada Workshop: Gen Z & the direction of Canada-Asia Relations Senior Program Manager Asia Pacific Foundation of Canada Zining Wang Program Specialist Asia Pacific Foundation of Canada
Mar ket ing
The term 2019-2020 became a turning point in the way we unders Our ambition to connect with young Canadians through the value of rethink the way we employ our resources, moving from a digital cent approach.
As AIESEC in Canada, our main focus for this year was to be known Fortunately for us, the strategies that the previous years implemente work for pursuing the following main projects:
Local ambassadors
23 of our AIESEC local chapters committed to having a dedicated team to
Digital Presence & Campaigns
better manage our presence and advertising within their local markets.
It is important to align to AIESEC International’s global campaigns and brand messaging. During this year AIESEC International made the following adjustments to the brand which we then implemented to the Canadian market and reality: -Live the experience international campaign 2019.2 -with aiesec. international campaign 2020.1 -New product launch (Global Talent and Global Teacher) These changes were adapted both in our digital platforms and our physical marketing approach. We had a 68% growth compared to last year's sign ups results (Aug-March) before operations were halted due to COVID-19, we attribute this growth to focusing on physical marketing and our localization strategies carried out by the local committees.
We introduced them to marketing concepts such as data analysis, market research, customer journey and successful advertising strategies through extensive training both physically and virtually.
University presence
During the ďŹ rst quarter of 2020 we put a lot of emphasis in revamping our information booths at the university. Local chapters used the national database we developed in 2019 to plan and design each booth. This resulted in impressive growth in signups and created more diverse and creative touchpoints with youth.
stand and approach our customers.
f our exchange and the opportunity to tric marketing to a more physical
through our products. ed set the ground-
Understanding our market
Platform insights: We processed information that was coming from our platforms’ sign ups to identify where our main referrals were coming from. Physical attraction ranked at the top of our overall signup contribution with an overwhelming 84%. This helped guide our actions and our overall direction for our local entities. Customer calls: By utilizing our internal regional conferences, we trained over 500 members to
Customer journey mapping
Making every touchpoint between youth and our brand an enjoyable experience is a priority for us. We wanted our exchange participants to feel secure and well informed through each step of the exchange process. We mapped out every micro interaction and used that to implement new strategies that would create an efficient and fun
conduct customer calls. This helped us collect vital information about the quality of our services & create a national database on customer satisfaction. Buyer persona: With the help of over 200 customers we were able to better understand how canadian youth feel about exchange and what makes them more interested in a particular type of exchange project.
environment for our customers to design their journey with us.
2019.20
Leveraging our Local talent Our members are our
strongest asset and our best promoters, we wanted to make sure that they felt confident with our brand and are educated to help young people through their exchange experience.
NUMBERS 34K National Website Sessions (since January ‘19) 13,043 Opens 987 Applicants 103K Facebook likes 7,151 Twitter Followers 2,975 Instagram followers
Talent
Management
Monthly National Membership Surveys
Following the previous term’s strategy of launching monthly National Engagement Surveys, we conducted monthly National Membership Surveys to gauge the engagement of the membership, follow up with the Team Standards implementation, and gather insights with which to craft strategies related to goal setting, individual performance, and culture. The surveys were designed to assess membership experience, opportunities for improvement, current
A renewed focus on the VP TM Commission Recognizing membership as our most precious resource led us
capacity, team standards implementation, education timelines, and to provide any feedback to the National team. The objective of this initiative was to turn intangible aspects of the membership experience into clear actions, leading to the achievement
to pay more attention to the ones responsible for recruiting
of organizational goals. It allowed the Local Commit-
and keeping the members at the local level. In our term, we
tee Executive Boards, the Member Committee, and
had dedicated support to this commission and we made sure
the Entity Support Team to understand the progress
all were trained to do a good job with the members. Following
and fulfillment of our membership experiences. This
are some of the actions taken:
helped LCVPs TM to create data-driven strategies
Tailored recruitment materials for September 2019 recruitment Facebook ads posted for LCs which didn’t have money to
and better support their membership through their leadership development journey.
spend on digital marketing for recruitment Special functional sessions for VPs TM at the November 2019conference for incoming EBs 5 ESTs on Spring 2020 to coach and support the LCVPs TM Monthly commission calls and weekly newsletters Special educational materials created
Integrated Experience Fund Within AIESEC, Integrated Experiences (IXP) are
defined as a young person partaking in an exchange program and a membership experience. This year, the Member Committee launched and delivered two IXP campaigns, one that subsidized 50% of the
In the 2019-2020 term, the support for LCVPs TM was one of
Exchange Participant fee and another which allowed
the main focuses of Talent Management. The Member Commit-
members to apply for $100 of funding for their
tee focused on educating and training the network as well as
exchange. 63 recipients received funding for their
collecting and centralizing all resources to improve accessibility and national alignment.
international experiences. 300 250 200 150 100
60050 0
16.17
17.18
18.19
19.20
All 63 members who got the IXP funds weren’t able to go to their exchange, since they were supposed to travel after May 2020 and by then all travels were suspended due to COVID-19.
Membership size 800 700 600 500 400 300 200 100 0
Age
800
Above 24 Male
Below 20
25%
580
Female
3%
Between 21-23 600
Gender
30% 70%
75% Sep 2019 Jan 2020 June 2020
Study area
Time in AIESEC
Business Administration
Other
longer than 2 years
6%
12 to 18 months
34.3%
35.4%
18 to 24 months
6 months
13.1%
31.7%
16.8% 31.7%
6 to 12 months
Finance Engineering Natural Sciences
Computer Science Economics
Motivation to stay in AIESEC
Psychology
Other:
4.1% Marketing 1.1% Communications 3% Medicine 1.1% Education 3% Political Science 0.7% Agriculture 2.6% Human Resources 0.7% Public Relations 2.2% Mathematics 0.4% Anthropology 1.5% International Relations 0.4% Arts & Literature 1.5% Law 0.4% Entrepreneurship 1.5% Sociology 0.4% History 1.1% Architecture 0.4% Tourism & Hotel Management
I want to gain new hard skills
I feel connected to the people in my LC
41.9%
I want to gain new soft skills
70.7% 45.1% 53.7%
48%
I want to challenge myself
50%
I feel connected to AIESEC's purpose and mission I want to grow my network
Testimonial from a member “Going into University I thought I was already a strong leader. I had taken on many leadership positions and in those roles accomplished great feats. It was only when I joined AIESEC, that I realized leadership is more than just the outcomes of a project but rather the journey it takes to accomplish a goal. Through AIESEC, I have learned to become more humble and self-aware because of the challenges this organization provided me. AIESEC has given me the opportunity to apply the theories that I learn in my classes and taught me the practical skills that I could not have learned just by studying. This organization truly has given me invaluable experiences whether it comes to leading large projects, teams or having the chance to facilitate conferences. AIESEC really is an entrepreneurial playground that encourages the membership to take on new opportunities and not be held back by failure.� - Eugene Lee (LCP - Edmonton)
Organizational Development Organizational Development Model
Strategic Visits for Local Branch Health
Organizational Development is responsible for building the health of the entity by overseeing the internal management of AIESEC in Canada’s 26 local branches
To meet the mandate of building a healthy entity, the
and building the foundations of strong operations. In
FY-19/20 team committed to a strategic initiative of
order to have a better understanding of the local
visiting and supporting every Local Committee. We utilized our partnership with Via Rail and Air Canada to conduct over 24 Organizational Development visits and 20 operational visits from January 2020 to March 2020. The LC
realities, the FY-19/20 team developed an Organizational Development Model that contains: A criteria to measure the membership health of each LC, quantifying how many members each LC has, how
Growth Visits were conducted by the Member Committee,
many members already did an AIESEC exchange, the
Local Committee Coaches and National Support Team
percentage of members participating in conferences
members. These coaches were subsidized to visit different
and the efficiency of the recruitment processes, all
Local Committees to improve operations through consult-
updated on a monthly basis.
ing on our customer flow and process efficiency as well as
A criteria to measure LC finances, keeping track of
people management.
Branch Health Entity Governance Processes
monthly submissions, SoA cash flow, bank cash flow and budget realization, all updated on a monthly basis. A criteria to measure operations efficiency,
A problem identified by the FY-19/20 team is that our internal processes were not documented, therefore, important matters such as Local Committee’s voting rights, were being neglected. To address these issues we added two more subcommittees for the LCP class, delegating the responsibility into the Membership Subcommittee (MSC), Governance Subcommittee (GSC), Ethics Subcommittee (ESC) and Finance Subcommittee (FSC). Member Committee and LCP Subcommittees worked together to build a National Compendium, which contains basic governance processes like Legislation procedures, MCP Elections, Membership Status and Voting Rights, Regional and Entity Development Funds use and Code of Ethics. This document is now the official entity document and must be followed by the next Member Committee and LCP class and should be updated when needed at Legislative meetings.
Organizational Culture Project
From April to July the Member Committee focused on ensuring high membership engagement and member-
ship pipeline for both the next year & pivot the organization's programming and activities to COVID-19’s reality. We have explored new Leadership building channels for membership by hosting skill building webinars and facilitating a case competition and increasing engagement in the internal communication channels. These initiatives proved that it’s possible to do AIESEC in a scenario where exchanges are not possible and opened a precedent for strategies for the next year if most of the LCs are incapable of doing a lot of exchanges. ,
Conferences 19.20
August National President’s Meeting 24 Delegates | Toronto The theme of each day in this 3-day meeting was: Culture eats strategy for breakfast. The touch-point delivered content on how to build a culture for the LC, national strategies, different modes of leadership, and LC routine.
October
Fall Quebec Regional Conference 123 Delegates | AIESEC in UQAM in Montreal
Fall Ontario Regional Conference
197 Delegates | AIESEC in Waterloo in Waterloo
Fall Quebec Regional Conference 198 Delegates | AIESEC in Edmonton in Edmonton
November National Strategic Development Conference 172 Delegates | Toronto The theme of each day in this 3-day meeting was: #UpandRight. This was the first time we had a conference dedicated to the incoming EB teams and it was focused on planning and functional knowledge.
The theme of each day in this 3-day meeting was: Whatever it takes. Three hosts from across Canada collaborated to create touchpoints that would onboard new members who just joined the organization. The membership learned about team management, sales, and customer experience. All conferences ended successfully and returned funds to their Local Committees for future investments.
December National Congress 2020
164 Delegates | AIESEC in Toronto in Toronto
March National President’s Meeting 25 delegates | Montreal The theme of each day in this 3-day meeting was: Our time is now. The touch-point delivered content on performance management, different modes of leadership, and planning.
4 Cities 8 Conferences
The resounding theme of the National Congress was Take the Leap. The AIESEC in Canada plenary came together to tackle the different challenges facing entity growth and committed to working as one Canada to scale the impact we deliver.
June Virtual Y2B
166 delegates | hosted virtually
Due to COVID-19 we were forced to cancel the National Leadership Development Conference, to be hosted by HEC, in Montreal. Instead we ran a virtual conference focusing on Youth to Business
AIESEC in Canada delivers conferences and summits annually to the membership to equip them with the skills needed to scale AIESEC in Canada’s program delivery while developing their leadership in the process. This year, AIESEC in Canada ended the conference cycle by implementing a new bidding model where hosts for future conferences are mandated using a rotation. The model will increase the sustainability of hosting by enabling hosts to prepare years in advance for their turn to host a conference.
Annual Awards Awarded January 2020
Local Committee of the Year
Fina
AIESEC in Ottawa
AIESEC in
Outgoing Global Entrepreneur
Outgoing Glob
AIESEC in Western
Talent Management
AIESEC in Calgary
AIESEC in
ance
n Ryerson
bal Volunteer
n Ottawa
Outstanding National Contribution
AIESEC in Calgary
Incoming Global Talent
AIESEC in Ryerson
Outgoing Global Talent
AIESEC in Ryerson
If you require a french translation for the financial statements, please email us at: finances@aiesec.ca
STATEMENT OF FINANCIAL POSITION JUNE 30, 2020
STATEMENT OF OPERATIONS
FOR THE YEAR ENDED JUNE 30, 2020
(WITH COMPARATIVE FIGURES FOR THE PERIOD FROM JUNE 1, 2018 TO JUNE 30, 2019)
STATEMENT OF CASH FLOWS JUNE 1, 2018 TO JUNE 30, 2020
(WITH COMPARATIVE FIGURES FOR THE PERIOD FROM JUNE 1, 2018 TO JUNE 30, 2019)
The Entity Finance Team (EFT) of AIESEC in Canada is a semi-independent body that works alongside the MC to act as coaches and internal auditors for our local committees. As the Entity Finance Team Leader of 2020, I’ve had the opportunity to work alongside 4 incredible team members who equip our VPs of finance with the knowledge and coaching that they require to manage their LC’s financial resources. In any organization, finance serves as the backbone for operations. Without it, an organization would not be able to run at its full potential. This year’s focus was primarily to invest into projects that yielded high ROI and allowed for growth of existing financial resources. VPs of finance utilized their network around Canada, and collaborated amongst themselves to create financial initiatives to help drive the results of our exchange programs. They were encouraged to be creative, use their resources to increase member productivity, and to give the opportunity for more exchange participants to go abroad. They were also able to analyze the return on their investments through the use of EFT created resources. The EFT was involved in implementing a new chart of accounts for AIESEC in Canada, and introducing an automated template to organize their financial data and simplify the reporting process. With these changes, VPs of finance were able to make smart decisions based on concrete data from their LCs and ensure that their LCs are sustainable for future generations of AIESECers.
Norman Mak
Entity Finance Team Leader
Mathew Baril Chief, Enterprise Portfolio Management &
Car
Ruth Fothergill
And
Transformational Change Government of Canada
Director of Stakeholder Engagement (Retired), Export Development Canada
John Pallascio
Senior Legal Council Canadian Commercial Corporation
Kurt Hamilton
Senior Manager Provision Accounting Group
Directo PwC
Senior B Airbnb
Jenn
Chair of B Director, C University
Ard
Partner Leaders
rolyn Rush
or, Global Human Capital
de Baweja
Business Analyst - Lux
nifer Pendura
Eileen Chin
Associate Director, Financial Services & Purchasing Langara College
Claude-Sebastien Jean CEO Elata Consulting
Michael Smith
Board of Directors Corporate and Foundations Relations y of Alberta
Senior Vice President, Strategy & Partnerships, Cyber & Intelligence Solutions, MasterCard
dyce Kouri
Cassandra Ruggiero
r s International Executive Search
National Client Strategy & Operations Lead, Technology Sector PwC Canada
President’s Letter
20 -21
At the turn of the decade, AIESEC in Canada & the rest of the world are facing a disruption unlike any other. The COVID-19 crisis beseeches us to question the very essence of our organization; to return to the fundamental question of why we do what we do, known to us AIESECers as The AIESEC Way. For over 63 years AIESEC in Canada has been committed to “developing youth leadership through practical experiences in challenging environments”.
While AIESEC’s exchange programs are traditionally the primary vehicle for developing youth leadership, the breadth of other practical experiences offered to our youth continually challenge them to grow and learn invaluable leadership qualities and skills. Therefore, we aim to leverage all of our programs in 2020 -2021 while remaining committed to spearhead the recovery of youth mobility in Canada. This is also a time of great change, and to lead this change for a post-COVID era, AIESEC in Canada’s main focuses in the 2020-2021 term will be to Develop youth leaders for the Future of Work, Showcase the #LeadershipWeDevelop, and Enable AIESEC to digitize every facet of the organization. Many unique challenges lie ahead as we go into the next term. Nevertheless, I am steadfast in my belief that AIESEC in Canada is ready to withstand whatever comes our way. With our members, customers, partners, and alumni by our side, a prosperous future awaits.
Sincerely Farouk Shoukry President 20-21 AIESEC Canada Inc.
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