AIESEC IN CANADA Annual Report 2018 - 2019
Table of contents 18-19 President’s Letter
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Board of Directors Chair Letter
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About AIESEC
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Our Programs
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About AIESEC in Canada
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AIESEC 2020 Strategic Plan
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Member Committee
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Incoming Global Talent
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Outgoing Global Talent
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Outgoing Global Entrepreneur
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Outgoing Global Volunteer
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Canada Youth to Business Forum
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60th Anniversary
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Marketing
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Talent Management
27
Organizational Development
30
Conferences 18-19
32
2019 Year End Awards
32
Financial Summary
34
Board of Directors
36
19-20 President’s Letter
38
Partners
40
18-19 PRESIDENT’S LETTER “Design an AIESEC for Canada”, “Deliver vivid experiences”, and “Show the world our best”; these were the elements of our vision that we aspired to drive each and every day in our membership of volunteers. These were the statements that would motivate every decision we made as an organization within Canada and serve to guide our behaviours. The 2018-2019 term marked many important milestones for AIESEC in Canada. We completed formal celebrations of our 60th anniversary, which engaged over 10,000 alumni through conferences and virtual channels; the participants spanned several generations. We’re honoured to have the support of so many esteemed past AIESECers, whether it be through financial contributions or by volunteering their time to contribute towards the leadership development of our membership. The 60th anniversary was an incredible
opportunity to showcase the past stories of our organization as a means to inspire AIESEC’s current members to shape a better future. We also saw positive trends in both young people and businesses engaging with our exchange programs. In the 2018-2019 term, 32% more global interns started their work experiences in Canada compared to the previous year and we saw a 40% increase in youth participating in entrepreneurial exchanges. These trends show that entrepreneurial qualities in youth are in increasing demand across the world and that Canada can lead the way in supplying these leaders. As evidenced by these trends, our global exchange programs remain as relevant as ever. The year also marked one of our most successful in terms of marketing and external relations. We more than doubled the scope of our digital presence, reaching over 7,000,000 users across our platforms and launched a completely redesigned website available in both English and French. We also developed 5 new strategic partnerships that improved our exchange experiences through subsidy opportunities and complementary products and services, most of which included co-branding opportunities with our partners. Our current trajectory puts the organization in a strong position to fulfill our ambition of becoming the definitive youth leadership organization in Canada. As we moved AIESEC in Canada’s 2020 Strategic Plan forward into its 4th year, we took the responsibility to progress the organization towards its mid-term goals with enthusiasm - and we stand proud of the results. We’ve 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. 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 honoured to have been part of such an incredible generation of AIESECers who have met challenges head-on and strived to make the experience of all of our stakeholders truly vivid. Ibby Abouelenein 2018-19 President AIESEC Canada Inc.
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BOARD OF DIRECTORS CHAIR LETTER Following the success of AIESEC in Canada’s 60th anniversary celebration, we’ve continued to impact thousands of young people’s lives through our leadership development experiences. I’d like to thank you, our supporters and partners for your continued commitment to our organization, without which this would not have been possible. The 2018-2019 year showcased many of the great stories throughout our history while also paving the way for the next 60 years of youth leadership development. As we entered a critical year for the 2020 Strategic Plan, we prioritized continuity in our strategic investments: improving reliable enablement capabilities, embedding digital marketing into core operations, and strengthening relationships and engagements with partners and alumni by leveraging our 60th anniversary. These strategies have brought us closer towards our goal of being the leading youth voice to business, education, and government in Canada.
in Canada towards developing the next generation of global leaders in Canada through the delivery of our international exchange programs. You have our deepest gratitude for your continued support of our organization. With appreciation, Anne Huang Chair, Board of Directors AIESEC Canada Inc
We saw many great achievements this past year, including the conclusion of our 60th Anniversary celebration series that bridged generations of current AIESEC members with our current and past supporters, with over 10,000 alumni engaged throughout 2018. We hope to respect the legacy from the last 60 years of AIESEC’s presence in Canada by continuing to engage youth, government agencies, and companies 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 welcomed Royal Bank of Canada and VIA Rail Canada as Platinum Partners, the Asia Pacific Foundation of Canada and Chartered Professional Accountants of Canada as Gold Partners, and CIBC and The Economist as Silver Partners. We look forward to leveraging our partners’ support through meaningful engagement opportunities with our membership. Lastly and most importantly, we continued providing transformative experiences to youth across the country, with over 900 exchange participants. These students worked at companies from start-ups to multinational corporations and volunteered with a variety of NGOs and school. These young people and will return to Canada more self-aware, with newly developed competences, and with a global mindset. On behalf of the Board of Directors, we are excited to see the continual growth and progress of AIESEC
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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 crosscultural 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 aged 18-30 who are primarily students and recent graduates of institutions of higher education.
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Our Values AIESEC has a shared set of behaviours - our six core values - that shape our organizational culture. These values bring the AIESEC Way to life. Striving For Excellence
We continuously improve through creativity and 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 and conduct ourselves in a way aligned with what we envision.
Enjoying Participation
We create dynamic and welcoming environments through the active and enthusiastic participation of individuals.
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.
Activating Leadership
We lead by example and inspire leadership through action and results. We take responsibility for developing the leadership potential of others
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.
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.
Self-Aware
Word Citizen
Empowering others
Solution-oriented
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OUR PROGRAMS All of our programs are structured to promote an exchange participant’s development of AIESEC’s four key leadership qualities: World Citizen, SelfAware, Solution-Oriented, and empowering others. Exchange participants (EPs) are tested on these qualities before and after their experiences to measure their development.
Global Entrepreneur is an opportunity for a young person to work abroad in a startup, accelerator, or incubator for eight to 11 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.
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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 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.
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ABOUT AIESEC IN CANADA Founded in 1958 with 25+ Universities 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 Manitoba • University of Manitoba Ontario • 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 Quebec • Concordia University • McGill University • ESG UQÀM • HEC Montréal • Université de Sherbrooke • Université Laval 500+ Members • Area of Study - Business Administration - 43.5% - STEM - 24.2% - Arts & Social Sciences - 13.1% - Other - 14.8% External Relations • 50,000+ Alumni • 14 National Partners Exchange Summary • 700 Canadians sent abroad • 145 Global Interns in Canada
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AIESEC 2020 AIESEC 2020 is our 5-year mid-term ambition. It is one big milestone 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 are an AIESEC that is able to grow from 5 to 500 exchange within a few weeks. 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
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MEMBER COMMITTEE MCVP BUSINESS DEVELOPMENT Lachlan Alexander Karr AIESEC in Simon Fraser University
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MCVP LOCAL COMMITTEE DEVELOPMENT Çağla Akbaş AIESEC in Turkey
MEMBER COMMITTEE PRESIDENT Ibrahim Abouelenein AIESEC in Ottawa
2018-2019 MCVP INCOMING EXCHANGE Farrah So AIESEC in Edmonton
MCVP MARKETING
Omar Diaz Saldaña AIESEC in Mexico
MCVP OUTGOING EXCHANGE Dominique Seriña AIESEC in Calgary
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INCOMING GLOBAL TALENT Since its founding 60 years ago, AIESEC in Canada’s Incoming Global Talent program continues to be a core focus for the organization. AIESEC in Canada collaborates with hundreds of local businesses to develop youth leadership both through the facilitation and the delivery of the program. Student volunteers across the country work diligently to create partnerships with organizations to open short-term working opportunities for talented trainees from around the world. These opportunities address key needs of the Canadian economy and help to further increase Canada’s competitiveness globally. 2018-19 marked an especially strong year for the Incoming Global Talent Program. With a focus on addressing the increasing needs of the IT sector, and particularly small businesses within it, AIESEC in Canada was able to open over 200 opportunities in the 18-19 fiscal year and over 150 internships begun, resulting in AIESEC in Canada being ranked as 8th in the global AIESEC network in growth for the Incoming Global Talent program. Local committees across Canada welcomed 27 different nationalities this year. AIESEC in Brazil in particular has worked closely with AIESEC in Canada to send the largest number of trainees.
NUMBER OF INTERNS WELCOMED 14
INTERN TESTIMONIAL “Last year, I had the chance to work for Summit Tech as an AIESEC intern and I still feel lucky to be a part of this amazing community. People here are very professional, friendly and welcoming. I was able to learn new technologies, develop my skills, participate to make decisions, and meet clients. This experience could never have been so wonderful without the AIESEC members who helped me, not only to get the job and prepare my application but also to meet other interns during team building exercises and to enjoy a unique international experience. “
Lilia Belkahla iOS Developer Summit Tech
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OUTGOING GLOBAL TALENT The Global Talent program 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 (72%), Business Administration and Marketing (25%), and Information Technology (3%) internships. In 2018-2019, our participants traveled to 18 different countries with the most prominent countries being Spain (52%), China (13%), the Netherlands (7%), India (6%) and Germany (6%).
WORDS FROM OUR PARTICIPANTS Recently, I graduated with a Bachelor of Commerce in marketing. Nearing the end of my degree, I knew I wanted to work abroad to gain international work experience and I knew doing an internship through AIESEC was exactly how I could achieve this goal. I began applying for opportunities in January 2019 and within 2 weeks of applying I had been accepted by the world’s most international company – Deutsche Post DHL. Currently, I am working in the Global Head Office of DHL Express as a part of the Global Internal Communications team in Bonn Germany. In my role, I am responsible for all global communication to the 100,000+ employees we have in over 220 countries. Although it has only been one month into my internship, I have already taken the lead on numerous internal campaigns, managing external stakeholder agencies, and working alongside the CEO and Global Management Board for strategic messages. The culture at DHL Express is the same culture you will see at a small start-up company in which each and every individual is valued and cared for, but with neverending opportunities for you to embark on worldwide. As a recent graduate fresh out of university, I feel extremely grateful for having an opportunity like this that people only dream of. Along with my workplace, I have met so many amazing people who are the reason why now I also call Germany my home. From working at an amazing organization to meeting wonderful people from around the world, and being able to travel to a new country every weekend, my AIESEC Global Talent experience has been out of the world for me. This is an experience I truly wish every young person can have in their lifetime. Shivani Zala AIESEC in Ottawa Germany
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FY: Fiscal Year APD: Approval RE: Realization oGT
FY APD 107
FY RE 79
Countries: Showcase the regions we sent most to & the top countries Country
# of Participants
Spain China Netherlands India Germany
56 52% 14 13% 7 7% 4 6% 4 6%
Region
% of Total
Americas Asia Europe Middle East & Africa
5% 22% 72% 1%
% of Total
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OUTGOING GLOBAL ENTREPRENEUR The Global Entrepreneur program focuses on providing young people the opportunity to work abroad in a startup, accelerator, or incubator to develop their entrepreneurial skills. The internships mostly focus on Business Administration (66%), Marketing (31%) and Information Technology (3%). In 2018-2019, our participants traveled to 19 different countries with the most prominent countries being Brazil (26%), Greece (21%), Ukraine (12%), Indonesia (10%) and China (5%).
WORDS FROM OUR PARTICIPANTS I have never traveled abroad by myself before and I wanted to gain professional experience, so I decided to apply for a Global Entrepreneur exchange over the summer. Over the past 2 months I have been interning in Greece as a Digital Marketer for a company called Stone Soup. The company operates a coworking space in Athens, and I had the opportunity to assist them in creating content, managing social media, developing marketing strategies, and more. The most valuable aspect of the internship was being able to challenge myself and apply my marketing experience in a practical, real-world environment. I have also developed countless friendships with exchange participants from countries all across the world which is something I never would have been able to do through an internship in Canada. This entire experience pushed me out of my comfort zone and allowed me to grow both professionally and personally, and looking back I would never trade it for anything in the world! Alex Huang AIESEC in Ryerson Greece
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FY: Fiscal Year APD: Approval RE: Realization oGE
FY APD 106
FY RE 61
Countries: Showcase the regions we sent most to & the top countries Country Brazil Greece Ukraine Indonesia China
# of Participants % of Total 28 26% 22 21% 13 12% 11 10% 5 5%
Region
% of Total
Americas Asia Europe Middle East & Africa
29% 24% 45% 2%
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OUTGOING GLOBAL VOLUNTEER The Global Volunteer program provides youth the opportunity to develop themselves through practical volunteer experiences in cross-cultural environments. 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.
WORDS FROM OUR PARTICIPANTS This summer I went to Poland as a volunteer for AIESEC in Poland’s Next Step project, which aimed to tackle the Sustainable Development Goal #8 - Decent Work and Economic Growth. I taught English with a focus on cultural diversity and the global job market at two different schools over the 6 week span. When I first arrived, it was with the intention that I was going to be a teacher but I soon discovered that my experience would be a learning experience. I learned so much about the nature of human relationships; despite the language barrier I managed to create lifelong friends and lasting memories. The children were so curious to learn and I realized that communication is not limited to words: a stack of playing cards and playing guitar are universal. Staying with four different host families, I also learned about the nature of kindness and how to love people who come from entirely different backgrounds. Although teaching English is not my future career goal, my experience reinvigorated to motivation for education and international experiences. In the future, I hope to work for a non-profit organization like WHO or WWF, running international campaigns or conducting research globally to work towards completing the 17 SDGs. All in all, it was an unforgettable experience and I promised the people I met in Poland that I will return soon! Grace Kuang AIESEC in McMaster Poland
Countries: Showcase the regions we sent most to & the top countries
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Country Brazil Mexico Taiwan Indonesia Poland Egypt
# of Participants % of Total 185 20% 143 16% 136 15% 62 7% 38 4% 34 4%
SUSTAINABLE DEVELOPMENT GOALS This is AIESEC’s fourth 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 #8: Decent Work and Economic Growth, and SDG #10: Reduced Inequalities. Participants of the program traveled to 57 different countries with Brazil (20%), Mexico (16%), and Taiwan (15%) being the most prominent destinations. FY: Fiscal Year APD: Approval
oGV
FY APD 920
Region
% of Total
Americas Asia Europe Middle East & Africa
42% 33% 17% 8%
FY RE 512
SDG 3
# of EPs 100
% of Total 11%
SDG 4
455
49%
SDG 8
52
6%
SDG 10
100
11%
SDG 13
39
4%
SDG 17
88
10%
Good Health & Wellbeing Quality Education Decent Work & Economic Growth Reducing Inequality Climate Action Partnerships For The Goals
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CANADA YOUTH TO BUSINESS SERIES KEYNOTE SPEAKERS Jenna Arora
CEO Jenna Arora Performance Coaching
Graham Sherman
CEO Tool Shed Brewing Company
Court Ellingson
Vice President of Research and Strategy Calgary Economic Development AIESEC Alumnus
Jessica Zelinka
Olympian & International Athlete Team Canada Smith Alumna
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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 the last year, AIESEC in Canada engaged over 1000 youth leaders from over 25 universities across the country to collaborate with Canada’s top executives to address the question: “how do we prepare for the changing world of work and develop the leaders of tomorrow?” Together, we explored the sub-topics: practical experiences, relationship building, and competency development. Throughout the series, we hosted four keynotes, two panels, twenty exhibit booths, and twenty workshops across the country. Our delegates were able to learn from a diverse representation of industry while exploring and expressing their opinions on leadership development.
For more information about the Youth to Business Series please refer to our annual 2019 Youth to Business Report
PANELISTS
COMPETENCY DEVELOPMENT PANELISTS Jenna Arora
CEO Jenna Arora Performance Coaching
Davinder Valeri
Director of Strategy Risk & Organizational Performance Management CPA Canada
Domenico Invitti
Vice President of Outgoing Global Volunteer AIESEC at the University of Ottawa
Davinder: “This whole event, what we’re doing here is gaining the soft skills needed for the workforce. You’re learning how to build relationships and how to work in a team and those are key attributes that any employer will value and appreciate”
RELATIONSHIP BUILDING PANELISTS
Richelle Matthews
Director of Employer & Community Engagement Global Talent Accelerator
Kerri Regan
Director of Master of International Business Smith School of Business
Arjun Sundal
Exchange Participant Manager AIESEC at York University
Kerri: “Young people have so many opportunities with social media tools and with that comes responsibility. What you chose to share tells a part of your story and you need to make sure it is telling the right part.”
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60TH ANNIVERSARY 2018 marked the 60th year of AIESEC’s presence in Canada. Through practical experiences, tens of thousands of passionate, young leaders have lived AIESEC experiences and are now in leading roles in government, corporations and nonprofit organizations. In 2018, AIESEC brought together these alumni leaders, with partners and current membership to honour and celebrate the work of the last 60 years. Through our regional and national conferences, alongside the knowledge and support of alumni and partner champions, AIESEC began defining the future of Canadian leadership for the next 60 years. In continuation of our 60th Anniversary celebrations, AIESEC hosted two regional alumni meetings on September 28, 2018 in Montreal and October 5th, 2018 in Winnipeg with over 400 alumni and members. In December, AIESEC hosted a panel of alumni at our National Congress in Montreal featuring 5 diverse voices from across generations of alumni.
PANELISTS: Colin Baril
President, Colin Baril Consulting Chair of 60th Anniversary
Francois Pintal
Vice President & Regional Manager, National Bank Financial
Chantal Godbout
VP Marketing, Partnerships, & Program Management, Ascendis
Samuel Spadoni
Manager of Franchise Performance Burger King
Sokmean Sou
Consulting Web Engineer
Our alumni are a testament to the real impact of AIESEC. Following our Alumni Impact Research Project in partnership with International Experience Canada, we designed and executed a digital campaign communicating the insights gathered about our alumni to the general public.
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INSIGHTS: 82% of alumni who went on an AIESEC exchange strongly agreed that their international experience contributed to their personal development, and 90% strongly agreed that it contributed to their professional development. 90% increased cultural understanding 89% increased adaptability 83% increased self-confidence 67% developed a global social network 50% learned a new language 48% increased organizational skills A special thank you to our 60th Anniversary Partner: Birks Family Foundation. Thank you to all of our alumni who supported AIESEC in executing our vision for the 60th Anniversary. The biggest partners throughout the past 60 Years were recognized for their incredible contributions over the decades. Thank you to AIESEC’s 60th Anniversary Recognized Partners through the Decades: GlobalAffairs Canada, Royal Bank of Canada, AGF Management Ltd., Bank of Montreal, Export Development Canada, The Co-operators, TransCanada, International Experience Canada, Syncrude, PricewaterhouseCoopers, Shell, Tembec, Bombardier, VIA Rail Canada, The Canadian Imperial Bank of Commerce, Power Corporation of Canada, National Bank, Scotiabank, Bell, and Ericsson.
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MARKETING The term 2018-2019 represented a big opportunity for AIESEC in Canada’s ambition to continuously increase its reach across digital platforms through strategic investments, expanding its presence among Canadian young students, companies and organizations, and making the brand of AIESEC more relevant and coherent in the eyes of our customers by building a unified message that could resonate with them. Following up with the successful strategies implemented in previous terms, the main projects that were executed during this term were as follows: One AIESEC in Canada, One Message: By introducing our remarkable marketing campaign, CHOOSE DIFFERENT: Every story starts with a choice (CHOISIS DIFFÉRENT: Chaque histoire commence par un choix), the National Marketing Team accomplished its greatest ambition: to give AIESEC in Canada a new face so that Canada and the rest of the world could connect with our members, and engage our youth market around our exchange programs. The Choose Different Campaign became an effective solution to align the AIESEC brand on the local and national levels across our digital channels and our physical marketing activities. CHOOSE DIFFERENT also became the first bilingual marketing campaign in the history of AIESEC in Canada with an average reach of over 1 million people per month throughout our digital platforms. Introducing the Brand Advocacy Strategy: With over 900 exchange participants (EPs) going abroad from May - August, there was a huge opportunity for AIESEC in Canada that could not be missed. The strategy focused on connecting and engaging our EPs before, during and after their exchange experiences with the ambition to create more advocates of the AIESEC brand. We built a community which served as a space for Exchange Participants to connect, ask questions about our programs, give suggestions about different destinations or travel tips, and provide support when needed. Data-Driven Marketing for Better Decision Making: For the first time, AIESEC in Canada partnered with an external marketing agency with the intention to gain insights on our audiences across our digital platforms. This made it easier for us to understand our customer demographics, how they interact with our website and social media content strategies, and thus make better decisions to increase our digital reach.
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Revamping our Customer’s Digital Experience: As current times continuously demand a stronger and more effective digital presence, important changes were made during the term 2018-2019. Our refreshed website, aiesec.ca, successfully launched in early January and the integration of an external marketing service made it easier for us to collect insights about the experience and the interests of our users in order to keep improving the site. We also refreshed and implemented our online customer journey which allowed us to have clear touchpoints with our customers as they keep moving forward through their exchange processes. Building a New Generation of Marketers: In recent years, there has been a significant decrease in the number of members enrolling in marketing positions at both the local and national levels, making it difficult to design, downscale, and implement national marketing strategies to ensure consistency in our messaging. This year, we made education a high priority with the vision to train a new generation of marketers by running two Train The Marketers seminars, a marketing course certified by AIESEC International. We successfully certified more than 30 members in topics such as branding, campaigns, content creation, storytelling, and more. During the year, we observed a significant increase in the number of people signing up to create a new account and apply to opportunities abroad as a consequence of several marketing campaigns that were implemented. Below are our current conversion rates from people applying to getting matched to an opportunity. Conversion rates from leads to applicants: oGV: 43% (18.19) vs 41% (17.18) oGT: 12% (18.19) vs 13% (17.18) oGE: 18% (18.19) vs 14% (17.18) 45,085 National Website Sessions
since January ‘19
236,405 Global Website Sessions August ‘18 - July ‘19
12,609 Opens
105,417 likes
3,747 Applicants
7,151 Followers
*since January 1st after the refreshed aiesec.ca was launched.
2,872 followers
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TALENT MANAGEMENT CENTRALIZED TALENT MANAGEMENT RESOURCES AND PROCESS The transition from categorizing our membership experiences as a product to a more standard human resources definition over the last few years has enabled many opportunities, including the following: 1. To recruit the very best youth which would perform the strongest and grow our programs. 2. To select candidate profiles based on job description fit while considering factors like academic background and geographic location. 3. To hire based on assessed functional and competency gaps. 4. To provide middle managers with traditional managerial training to ensure stronger team experiences. 5. To develop a clearer system of rewards & recognition to engage performing members. 6. To infer trends from membership data and implement strategies to improve productivity. 7. To establish more clear key performance indicators and to track and report on them at all points in time. In the 2018-2019 term, the implementation of these opportunities was one of the main focuses of Talent Management. The Member Committee focused on educating and training the network as well as collecting and centralizing all resources to improve accessibility and national alignment.
DATA DRIVEN MEMBERSHIP ENGAGEMENT This year, the Member Committee conducted periodic Engagement Surveys to gauge the engagement of the membership 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 capacity, and education timelines. The objective of this initiative was to turn intangible aspects of the membership experience into clear actions, leading to the achievement of organizational goals. It allowed the Local Committee Executive Boards, the Member Committee, and the National Support Team to understand the progress and fulfillment of our membership experiences. This in turn helped middle managers and Local Committee Vice Presidents of Talent Management create data driven strategies and better support their membership through their leadership development journey.
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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 an IXP Fund which allowed members to apply for $100 of funding for their exchange. 48 recipients received funding for their international experiences in exchange for marketing materials (i.e. pictures, videos, testimonials, etc.) that would later be used for marketing content.
INTEGRATED EXPERIENCE
TESTIMONIAL FROM A MEMBER “As a university student, it was very hard finding opportunities that would advance me in my career but joining AIESEC allowed me to open doors to opportunities I never knew I could have. Through having to face numerous challenges, to having to come up with ways to strategize with my team, AIESEC has taught me practical skills that I could not have picked up in any of my university classes. I will never be able to thank the organization enough for allowing me to have such a meaningful impact on so many people at such a young age. Every position comes with its own struggles but AIESEC pushes its members to their limits and allows for the phrase “anything is possible if you put your mind to it” to become a reality.”
Alysha Alva
Local Committee President Ottawa
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ORGANIZATIONAL DEVELOPMENT ORGANIZATIONAL DEVELOPMENT & MODELS
ORGANIZATIONAL CULTURE PROJECT
Organizational Development is responsible for building the health of the entity by overseeing the internal management of AIESEC in Canada’s 26 local branches and building the foundations of strong operations. The focuses for Organizational Development in the FY-18/19 term were as follows:
Organizational culture is a system of shared assumptions, values, and beliefs, which govern how people behave within an organization. These shared values have a strong influence on the people in the organization and establish how they should act and perform in their roles. The Member Committee launched a culture survey and created national and LC specific reports based on data to define the way we feel, think and believe in the organization. These detailed insights may now be used for designing strategy, communications expectations, R&R campaigns, and so on.
• Updating the entity timeline (specifically in regards to physical touchpoints) to boost operations through greater accountability and opportunities for training and strategic creation. • Providing tools, training, and frameworks for more sustainable resources and operations.
STRATEGIC INITIATIVES FOR LOCAL BRANCH HEALTH To meet the mandate of building a healthy entity, the FY-18/19 team committed to a strategic initiative and invested over $10,000 in additional support for Local Committees. This investment took the form of LC Growth Visits conducted by the Member Committee, Local Committee Coaches and National Support Team members. These coaches were subsidized to visit different Local Committees to improve operations through consulting on our customer flow and process efficiency as well as people management. Over 40 LC Growth Visits were conducted throughout the fiscal year of 2018-2019.
AIESEC IN CANADA’S CULTURE INSIGHTS TOP 3 VALUES AND BEHAVIOURS: 1- Ambitious 2- Hardworking 3-Flexible & Adaptable THE BIGGEST DRIVERS IN AIESEC: 1- Personal Development 2- People I work with 3- Values WHAT MAKES US FEEL SUCCESSFUL?
NEW CONFERENCE TIMELINE AND NATIONAL STRATEGIC DIRECTION CONFERENCE To address the sustainability and long term goals of the organization, the FY-18/19 team redesigned the entity and conference timelines to better support operations and to align LC year plans nationally. The Member Committee and the Steering Team, a select group of LCPs from different operational realities and geographic regions, worked on the timeline during a Steering Team Summit hosted during the month of February at the national office, located in Toronto. The FY-18/19 term launched a new conference titled the National Strategic Direction Conference (NSDC) to bring all of the incoming LC Executive Boards across Canada in one place to build their year plans & strategies, as well as the direction of the organization. The new entity timeline was presented to the Local Committee Presidents and an implementation plan was created for continuity in future terms.
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BALANCED SCORECARD A balanced scorecard is a collection of performance metrics used in strategic management to identify and improve various internal functions of a business and their resulting external outcomes. It is used to measure and provide feedback to organizations. This year, the Member Committee built an AIESEC in Canada Balanced Scorecard (BSC) for the organization to track the local chapters’ performance and build a strong accountability culture that covers all aspects of the organization. LCs were coached based on their BSC results to provide specific monthly support.
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CONFERENCES 18-19 MONTH
CONFERENCE
August
National President’s Meeting
September
Fall Quebec Regional Conference Fall Ontario Regional Conference Fall Western Regional Conference
October
National President’s Meeting
December
National Support Team Summit
National Congress 2019
February
Spring Western Regional Conference Spring Eastern Regional Conference Steering Team Summit
March
National President’s Meeting
May
National Leadership Development Conference
ANNUAL AWARDS 32
Awarded January 2019 Local Committee of the Year: AIESEC in Edmonton Outstanding National Contribution: AIESEC in McGill AGF Growth Management: AIESEC in Toronto Incoming Global Talent (New Sales): AIESEC in McGill Incoming Global Talent (Account Delivery): AIESEC in McGill Outgoing Global Talent: AIESEC in Calgary Outgoing Global Entrepreneur: AIESEC in Western Outgoing Global Volunteer: AIESEC in Ryerson Talent Management: AIESEC in McGill Finance: AIESEC in Manitoba Excellence Awards 2019: Bronze Excellence: AIESEC in UBC, AIESEC in Sherbrooke, AIESEC in Manitoba Silver Excellence: AIESEC in Edmonton, AIESEC in Calgary Gold Excellence: AIESEC in Toronto, AIESEC in McGill
#DELEGATES | CITY
DESCRIPTION
23 Delegates | Toronto
The theme of each day in this 3-day meeting was: Big Dreams, Brave Actions, Live Vivid. The touch-point delivered content on team building, national strategies, different modes of leadership, and agility.
105 Delegates | hosted by AIESEC in Concordia in Montreal
Three hosts from across Canada collaborated to create touchpoints that would onboard new members recruited into the organization. The membership learned how to be more customer-centric, entrepreneurial, and agile. All conferences ended successfully and returned funds to their Local Committees for future investments.
160 Delegates | hosted by AIESEC in Western in London 133 Delegates | hosted by AIESEC in Manitoba in Winnipeg 54 Delegates | Montreal
The theme of this meeting, simply put, was: It takes courage to be an LCP. The touch-point delivered content on transition, Executive Board selection and management, different modes of leadership, and agility.
33 Delegates | Montreal
The National Support Team of AIESEC in Canada came together for the National Training Program strictly for the support team. This pre-conference summit delivered training sessions for the members of the NST.
242 Delegates | hosted by AIESEC in McGill in Montreal
The resounding theme of National Congress was Welcome to the Mainstage. 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.
145 Delegates | hosted by AIESEC in Victoria in Victoria
The resounding theme of National Congress was Welcome to the Mainstage. 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.
224 Delegates | hosted by AIESEC Queen’s in Kingston 5 delegates I Toronto
A Steering Team consisting of 5 LCPs from different regions and operational levels came together to discuss about the organizational direction and development projects to build sustainable solutions.
25 delegates | Toronto
This meeting continued the theme of It takes courage to be an LCP. The touch-point delivered content on team building, performance management, different modes of leadership, and agility.
225 delegates | hosted by AIESEC in Calgary in Calgary
This touch-point emphasized the message that We Didn’t Come This Far to Only Come This Far. The membership was exposed to the 2020 AIESEC vision and participated in functional and skill-building sessions catered towards building an entity that would work towards the vision over the upcoming terms. The conference also featured the annual Youth to Business Forum.
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.
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FINANCIAL SUMMARY STATEMENT OF FINANCIAL POSITION Capital Replacement Reserve Fund
Strategic Initiatives Reserves Fund
Endowment Fund
June 30, 2019
May 31, 2018
ASSETS
Operating Fund
Working Capital/ Emergency Reserve Fund
Cash Accounts receivable Accounts receivable from local chapters Interfund receivable Internally restricted cash Prepaid expenses and others
$ 884,583 224,407 25,509 (323,833) 18,800 14,820 $ 844,286
$ 257,485 67,515 $ 325,000
$ 19,681 5,319 $ 25,000
$ 152,513 46,368 $ 198,881
$ 3,308 204,631 $ 207,939
$ 1,317,570 224,407 25,509 18,800 14,820 $ 1,601,106
$ 1,095,100 355,596 16,102 18,621 50,354 $ 1,535,773
Investments Property and Equipment
5,122 $ 849,408
$ 325,000
$ 25,000
$ 198,881
394,371 $ 602,310
394,371 5,122 $ 2,000,599
363,397 6,857 $ 1,906,027
Accounts payable and accrued liabilities Accounts payable to local chapters Deferred grants Deferred student and Membership fees Regional development funds
$ 144,553 273,614 7,645 404,796 18,800 849,408
-
-
-
-
$ 144,553 273,614 7,645 404,796 18,800 849,408
$ 136,464 275,258 7,645 434,163 18,621 872,151
FUND BALANCES
$ 849,408
325,000 $ 325,000
25,000 $ 25,000
198,881 $ 198,881
602,310 $ 602,310
1,151,191 $ 2,000,599
1,033,876 $ 1,906,027
Operating Fund
Working Capital/ Emergency Reserve Fund
Capital Replacement Reserve Fund
Strategic Initiatives Reserves Fund
2019
2018
$ 478,254 201,556 94,136 7,457 781,403
$2,879 2,879
$188 188
$1,705 1,705
$ 478,254 201,556 94,136 12,229 786,175
$ 405,940 278,333 98,192 5,961 788,426
304,618 90,309 62,715 53,451 41,412 34,830 32,063 23,229 20,924 18,234 14,523 5,692 4,712 4,640 711,352 70,051
2,879
188
1,705
304,618 90,309 62,715 53,451 41,412 34,830 32,063 23,229 20,924 18,234 14,523 5,692 4,712 4,640 711,352 74,823
240,442 69,869 57,195 50,502 28,603 23,717 18,451 14,208 14,578 60,096 9,272 7,751 5,602 4,708 6,081 611,075 177,351
$ 70,051
$ 2,879
$ 188
85,120 (61,396) 23,724 $ 25,429
85,120 (61,396) 23,724 $ 98,547
82,675 (64,448) 68,472 (72,735) 13,964 $ 191,315
Current
LIABILITIES Current
STATEMENT OF OPERATIONS (JUNE 1, 2018 - JUNE 30, 2019) OPERATING REVENUE Program revenue Grants, donations and fundraising National development Interest and other revenue
OPERATING EXPENSES Salaries and Benefits AIESEC International Travel Rent and Occupancy Communications Board governance Professional fees National Service delivery Staff development National development Other Printing and Supplies Amortization Insurance Asia Pacific Foundation of Canada program expenses EXCESS OF OPERATING REVENUE OVER OPERATING EXPENSES
OTHER INCOME (EXPENSES) Strategic planning revenue Strategic planning expenses 60th Anniversary revenue 60th Anniversary expenses EXCESS OF REVENUE OVER EXPENSES FOR THE PERIOD
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STATEMENT OF CASH FLOWS With comparative figures for the year ended May 31, 2018
OPERATING ACTIVITIES
Excess of revenue over expenses for the period Amortization Change in fair value of investments Change in non-chash components of working capital Accounts receivable Accounts receivable from local chapters Prepaid expenses and other Accounts payable and accrued liabilities Accounts payable to local chapters Deferred grants Deferred student and membership fees Regional development funds
2019
2018
$ 98,547 4,712 (7,011) 96,248
$ 191,315 5,602 14,501 211,418
131,189 (9,407) 35,534 8,089 (1,644) (29,367) 179 134,573 230,821
(278,383) 9,218 (25,679) (15,370) 95,783 (6,800) 146,965 1,079 (73,187) 138,231
(179) (87,488) 63,525 18,768 (2,977) (8,351)
(1,079) (115,813) 120,977 (5,168) (1,820) (2,903)
INVESTING ACTIVITIES Change in internally restricted cash Purchase of investments Process from sale of investments Interest and other revenue earned on Endowment Fund Purchase of property and equipment
CHANGE IN CASH CASH, beginning of period CASH, end of period
222,470
135,328
1,095,100
959,772
$1,317,570
$ 1,095,100
The National Finance Team (NFT) 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 National Finance Team Leader of 2019, 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 NFT created resources. The NFT 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. Mitchell Lee
National Finance Team Leader
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BOARD OF DIRECTORS Mathew Baril
Chief, Enterprise Portfolio Management and Transformational Change Government of Canada
Eileen Chin
Associate Director, Financial Services and Purchasing Langara College
Wendy Cheng
Finance Business Partner OMERS
Christian Fortin
Pedagogical Counsellor, Continuing Education and Business Services École nationale d’aérotechnique
Ruth Fothergill
Director of Stakeholder Engagement (Retired), Export Development Canada
Anne Huang
Chair, Board of Directors Director-Business Partner, People & Culture Telus
Claude-Sebastien Jean CEO Elata Consulting
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John Pallascio
Senior Legal Council Canadian Commercial Corporation
Jennifer Pendura
Director, Corporate and Foundations Relations University of Alberta
James Price
Executive Director, Development and Community Engagement Telfer School of Management
Michael Smith
Senior Vice President, Strategy & Partnerships, Cyber & Intelligence Solutions, MasterCard
Laura Turner
VP General Manager, Decoration alphabroder Canada
Ardyce Kouri
Partner Leaders International Executive Search
Cassandra Ruggiero
National Client Strategy & Operations Lead, Technology Sector PwC Canada
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19-20 PRESIDENT’S LETTER Five years ago, different levels of AIESEC in Canada stakeholders came together and set out a strategic roadmap envisioning where we wanted the organization to be. I am extremely honored to be the last generation of AIESEC in Canada working towards the 2020 Roadmap, thus finishing the path that our predecessors set out for us. AIESEC in Canada is stronger, greater, and more ready than ever before to be the leading youth leadership organization in Canada. My team is excited to embark on this journey. We, as the anchor generation, are determined to raise AIESEC in Canada higher than ever before and set out a bright future for the next five years to come. Thank you to all of the partners, participants, and members who have engaged with us. AIESEC in Canada has prospered over the decades and managed to further our objective of impacting as many Canadian youth as possible as a result of your generous support and trust. Thank you for believing in us and supporting our pursuit of developing youth leadership. It is now our duty together, as generation 19-20, to finish the hard work of all the previous generations and enter AIESEC in Canada into a new generation of 2025. Sincerely, Emerson Cheung President 2019-20 AIESEC Canada Inc.
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PARTNERS Platinum Partners
International Trade Partner
Youth Innovation Partner
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Gold Partners
Silver Partners
Awarness Partners
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Copyright Š 2019 by AIESEC in Canada Inc. All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review. Published by AIESEC in Canada Inc. 164 Eglinton Ave E Toronto, Ontario, Canada Web: www.aiesec.ca Designed by Dascăl Adrian