AIESEC in Sweden
19.20
Annual Report
Table of Contents AIESEC
4
AIESEC in Sweden
5
Advisory Board of AIESEC in Sweden
6
Message from the President
7
Member Committee Experience
8
Organizational Health
10
Digital Experience
12
Finance & Legal
18
Incoming Global Talent
20
Incoming Global Volunteer
24
Outgoing Exchange
26
Message from MCP 20.21
28
AIESEC AIESEC is an international youth-run, non-governmental and not-for-proďŹ t organization that provides young people with leadership development, cross-cultural internships, and global volunteer exchange experiences. The organization focuses on empowering young people to make a Progressive social impact. The AIESEC network includes approximately 44,280 members in 120+ countries. AIESEC is a non-governmental in consultative status with the United Nations Economic and Social Council (ECOSOC), is an independent arm of the UN DPI and UN's OfďŹ ce of the Secretary-General's Envoy on Youth, member of ICMYO,[4] and is recognized by UNESCO. Since we were founded, we have engaged and developed over 1,000,000 young people who have been through an AIESEC experience. The impact of our organization can be seen through our alumni who represent business, NGO and world leaders, including Jan Eliasson, Former Deputy Secretary General of the United Nations and Nobel Peace Prize laureate, Martti Atisaari of Finland. AIESEC is run by young people for young people, enabling a strong experience to all its stakeholders. Our members are part of an exciting, driven global network. They are able to contribute to societal change while exploring their own vision for a positive impact on society. We are supported by thousands of partner organizations around the globe who look to AIESEC to support the development of youth and to access top talent through our global internship program. Our alumni are in commendable positions within their organizations and communities. They use the experience, skills and inspiration AIESEC has provided them to be agents of positive change within today's society.
AIESEC in Sweden AIESEC in Sweden is one of the founding entities of AIESEC with 72 years of experience in leadership development. We always believe in the leadership experiences delivered through AIESEC to both our members and customers. This has been achieved by our accessibility to Swedish youth through our presence in the Swedish universities. Currently, we are physically present in: Gothenburg, LinkĂśping, Lund, Stockholm and Uppsala. We are digitally accessible from any area of Sweden. We are currently working with partners of AIESEC in the Global, National and Local level. Two of the current main Global Partners of AIESEC, Electrolux and Husqvarna Group, originated as National Partners, from the operations done within AIESEC in Sweden in the past. . The National ofďŹ ce of AIESEC in Sweden is located at Tegelviksgatan 40, 116 41 Stockholm.
Advisory Board of AIESEC in Sweden AIESEC in Sweden always has the greatest support of the Advisory Board of AIESEC in Sweden (ABAS) that consists of alumni from different times and entities of AIESEC. The MC team and the ABAS meet multiple times within each term to get advice, support and reflections from their experiences. Specially within this term, during the covid-19 crisis, we got a lot of support and advices from this group of people on how we can maneuver better to be more sustainable as well as to have better governance and finance principles. The current members of the ABAS in term 19.20 are:
Leo Colleen Chair of ABAS Founder & CEO at Lilla Ekonomibyrån Sverige AB MCP AIESEC in Sweden 08-09
Emma Gävert
Mari Teneberg
Rolf Schmachtenberg
Global Head of Visual Merchandising Online at H&M MCP AIESEC in Sweden 05-06
Founder of SaMa Ledarutveckling MCP AIESEC in Sweden (1980s)
Data Privacy Program Manager at Husqvarna Group PAI 13-14
Message from the President Dear AIESEC in Sweden, As MC Norrsken, it is with the greatest gratitude that I am sending this message to all of you, for the last year we went through. For all the ups and downs and the lessons learnt. For all the moments that taught us to try our best. We started our term in August 2019, probably with the biggest change that AIESEC in Sweden has ever gone through. This was the change in our internal structure. As an initiative from the 18.19 term, we took on the implementation of this structure throughout 19.20. A lot of change management had to be done. And I again have to thank the members of AIESEC in Sweden as well as the Advisory Board for supporting us in that. Now, it’s not referred to as the new structure anymore. It is the norm for us now. So I believe we were successful. The product Incoming Global Volunteer went through a testing phase within the term by having a focused MC member for the product. We were only able to run the product for one semester, but within this time period, we were able perform considerably well and alsol gather information to do it better in the future. The biggest challenge that we faced was the Covid-19 crisis. This affected AIESEC as an organization and we were challenged to change the way we do everything. Most of our products underperformed compared to previous years. Thus we had to change all our plans as well responsibilities. I personally believe this was a test which allowed us to think beyond the traditional AIESEC and innovate. Because we will only exist into the future as an organization if we dare to challenge the norms, better ourselves and adapt to new environments. Nilanka Sooriyampola President of AIESEC in Sweden 19.20
This year has been somewhat of a rollercoaster, with changes of plans, structure, and of course the pandemic. That said, it’s still been an amazing journey, and it’s one that I will never forget. Although I didn’t have a Finance team, I still had the privilege of working with some amazing people, on both audits and conferences. Finance is in its core back-office, a supporting function, but I never felt like my work was any less valued than anyone else's. Since I had to share my time with the role of Account Management for Electrolux, there were of course times where I had to choose which one to prioritize, but I’m really glad to have had both experiences.
Daniel Ruiz Nilsson VP Finance & Legal
As I'm currently the member who have been in AIESEC in Sweden for the longest, I'm both sad to be leaving, as well as optimistic about what the next generations will do to bring the organization forward.
The term began in a fast pace which made it hard to find our feet in Marketing for the first few months. With the addition of NSTs to our team, we were able to do more than I thought we were capable of in design and marketing. 19.20 taught me how to think on my feet and when to change strategies if things are not going in the direction I predicted. This experience has taught me the value of data, the need for web accessibility, but most of all, it has taught me the need for nurturing a team which can handle things in your absence. I would not trade the past 1 year experience for anything because despite the ups and downs of the term, I can confidently say that I am a better marketer with much more understanding of Sweden than I was on August 1st, 2019.
Ezim Osai VP Digital Experience
My journey would be one I could call “A leap through the eye of an eagle”, which illustrates a journey that talks about my life through self development, empathy, accountability , and always trying to strive for a better me daily. Being on a National Team is one experience I would advise every young AIESECer to work towards, apart from the workload, I created a family that would last long, I become more culture driven, self aware, and responsible to my duty as a member of a team.
Lilian Daniels
VP Organizational Health
I am always going to be thankful to everyone for the opportunity to have led and worked with great minds, until we meet again, we will keep striving for a better version that we were a day before, a consistent and steady process to greatness.
If someone would ask me to describe this year in one word I would say ‘’Change’’, since the beginning I had to be really flexible about my role in AIESEC Sweden. I was MCVP Expansion development and iGV, iGV and finally New Sales.
Marlena Świderska
Working with 6 different personalities from five different countries was challenging and exciting at the same time. We had a lot of discussions and perspectives which helped me to be more open minded and helped me as well to make one step forward to become a world citizen. I strongly believe that with every new experience I am evolving at least a bit as a human being and this time was the same. I feel that this year I am more confident in my decisions, I am much more straightforward and what is most important for me I am much more aware of what I can expect from myself. Without any doubts I can say that I will never forget this year and these people.
VP Incoming Global Volunteer
This term has been the most different yet developing experience I have ever had in my AIESEC journey. I can say that I’m grateful for the experience which AIESEC in Sweden gave me through the term 1920, learning that no matter what changes happen, we can draw our story of success. Realizing that growth can’t happen without change, and change can’t happen without acceptance. Also learning that if we want to accept changes, we need to look at the object from totally different perspectives. Because the way we judge to accept is coming from the information that we already have in our minds, which was built throughout the years we lived. I can say that I’m grateful for the opportunity to work with amazing individuals around AIESEC in Sweden starting from my MC Team to my my OGX commission. I’m grateful for the opportunity to travel to different conferences/countries and engage with such humble individuals around AIESEC Global network.
Mustafa Shaaban
VP Outgoing Exchange
I would say that it is a mixture of opposites: Cold and heat, Darkness and Clarity, Motivation and Demotivation, Victories and Defeats. I believe that the experience in Sweden was a lot to adapt to the country and also the organizational culture of AIESEC in this country, which also presented me with many challenges for the area of iGT and PD, since I had come from two entities (Brazil and Panama) with well consolidated processes for both areas. So for me it was a race against time to do my best as possible. I worked hard with Digital Transformation, Customer-centric experience, Performance and Engagement for Networking which were the areas I wanted to improve within AIESEC in Sweden..
Rodrigo Ferreira
VP Incoming Global Talent
Organizational Health Main Projects 1.
2.
3.
Recruitment: The recruitment for first semester was a one off recruitment, and for second semester was a campaign called MIDSUMMER RECRUITMENT to launch the last phase of talents to join the organisation. Talent Optimization: National education cycle started in the first semester to optimise talent and develop membership, National engagement calls started after the Coronavirus pandemic started to keep the connection and knowledge doing virtual activities to push membership and prepare membership after the crisis. Process changes & tracking: The structural change was one of the first project that started during 19.20. The change was made after persistent reduced membership and leadership pipeline became a problem, we changed to a more flat structure for stronger reach between the MC and LC, where we created an open and flexible system yet effective for better leadership.
Successes ●
●
●
National Education Cycle is one of the most successful project during 19.20. A website was created solely for functional knowledge and organisational knowledge. The website has quizzes to test functional knowledge then reducing the difficulty to make practical experiences. Midsummer Campaign: The campaign is the last push to get more young people to join the organisation, it was aim to get current members get people to join, by working on our employer branding strategies. The recruitment was successfully launched and implemented. Restructuring: The restructuring came with quality membership tho quantity was not the best, with a new routine called the Rotation, it helps members to decide what function they would like to work in, because we understood that passion creates progression. We had 6 team leaders in general due to improved quality of membership. Biweekly calls helped with engagement and knowledge.
Failures ●
Being unable to create a long lasting value proposition for membership, that would tap into the Local market. This lead to low retention due to membership timeline of leaving the country.
Talent Management Learning Points: ● Restructuring a system can build it better if a systematic approach is done. ● Creating the timeline that suits our reality and then align it to global timeline ● Connecting with membership gives more passion to the members there by motivating the membership to be leaders the entity needs. ● The key word is “start”, and many other successes will fall in line.
Processes
Planned
Achieved
Winter Recruitment
30
22
Summer Recruitment
30
14
TM Process
100%
78.54%
Team Standards
100%
60.44%
Bi-weekly call
9 Calls
9 Calls
Talent Management
Network Management
TM Process Implementation: TM Process implementation is a process that guides us as a function for a better system, it is a checklist that states different phases of the process. An average of 78.54% was achieved during 19.20 term. The checklist that is unfulfilled are processes that do not align with our reality as AIESEC in Sweden.
NM Tracker : The Network manager tracker is a tool which we created to measure the engagement within LCs. The individual Network Managers in the LCs are responsible of creating engagement activities for LC members. There are also National Engagement activities. After each activity, the attendance was tracked to get the % of members that are engaged.
Team Standards Implementation: Every team leader needs to fulfil the minimums that guides a team to productivity and growth. Team Standards implementation started late during 19.20 term, in the second semester, finally having an national average of 60.44%. Recruitments: There are two recruitment timeline, The first semester recruitment was 82.50% achievement, the second semester achievement was 60.00% achievement, and on an average it is 71.54% for the year. Bi-weekly call: The bi-weekly call started due to the Corona Pandemic, it replaced physical activities as a space for development and bonding. The average attendance is 32.75% from May to June 2020.
No. of LCMs
Gothenburg
No. of Other Activities
% Member Attendance
14
2
78.94%
3
1
54.17%
12
18
77.46%
Stockholm
0
0
0%
Uppsala
2
1
72.22%
Linköping Lund
Total
56.56%
The Organizational Health Team The OH team is divided to 2 sections. The Network managers are in charge of creating engagement activities, managing finance, and university relationship for visibility. The Recruitment team works on recruiting people to join the LCs, and educate them by creating materials on the website and organizing different training activities. .
What’s Next for 20.21 The main focus should be creating a value proposition that will reflect positively into the retention of the organisation. Start the implementation of processes in time to be able to be data driven and understand the membership. This will lead to better positioning and creating a better leadership pipeline through a stronger membership base.
Digital Experience Main Projects
Successes
Website Redesign: The national website www.aiesec.se was redesigned to be more useful for the organization and our prospective customers. This redesign was both in visual and performance aspects. The redesigned site is also integrated into the OGX sales flow with customized landing pages created for specific EP Stories, interest forms for prospective OGX EPs and more. The website is linked to Google Analytics and Search Console, giving real time data about the site performance and also historical analysis which will be available over time.
Website (LEADS): The website plugged leaks in our social media strategy where we sent users directly to aiesec.org without any way of knowing if they were uninterested, signed up or just wanted to check the ads. The website integrates relevant forms for prospective EPs to signify their interest in projects which our interns have been on but which are unavailable on aiesec.org, and then OGX members can offer these prospective EPs similar projects.
We also redesigned the recruitment website join.aiesec.se with input from the Digital Experience Advisor. The site is also linked via email to HR responsible, who receive alerts when new users sign up and can process them quickly. Recruitment Campaign - Create Yourself: Our first project was the recruitment campaign for Fall 2019 tagged #CreateYourself, with the idea that no matter who you are, AIESEC is the place to create who you want to be. The campaign started in August and ended in September 2019 with moderately successful results. It was kicked off with the redesign of the Recruitment website www.join.aiesec.se, an online graphic series as well as paid advertising on Facebook and Instagram. OGX Campaign - Go with AIESEC: The OGX campaign called Go with AIESEC featured our exchange participants from Summer 2019 who had experiences in Turkey, Costa Rica, Argentina, Serbia, India and more share stories of their exchange over our social media. In addition, we printed flyers featuring specific EP stories to promote Global Volunteer and Global Entrepreneur. Go with AIESEC also involved social media advertising on Facebook and Instagram, reaching over 100,000 accounts over three months. Adverts featured EP stories in carousels which lead to the EPs project on aiesec.org.
The website has also been optimized for search engines and ranks page 1 for our main search keywords for oGE. Social Advertising: Social Advertising on Facebook and Instagram gave us a lot of visibility which was useful for both OGX and Membership related tasks. We were also able to benchmark our platforms and gain useful data.
Failures
Brand Overview
OGX Discounts: In the beginning of 2020, we launched a discount campaign for EPs to get Approved with 50% discount. This campaign was not successful as the EPs in the process at that time did not have issues with the old price and we failed to reach new EPs who may have taken advantage of the campaign.
The focus of the 1920 term in Digital Experience was first on our digital ecosystem - focusing on our website, digital processes in OGX and Talent Management and raising the quality of services we offer in AIESEC from a digital perspective. We invested heavily in social media advertising and on-campus engagement with physical fairs and info booths in local committees. The focus channel for this year was Facebook and with the data from the term, were able to ascertain that our audience engaged more with our content on Instagram apart from ads. More detailed overview of what we did in the term is provided below.
Join AIESEC: The campaign was not very successful in terms of number of people signed up, as the focus changed from a month-long campaign to instead headhunting of members. This was due in part to breaking the campaign halfway during the christmas vacation and lack of capacity to create content in January as the LEAD Conference came up and the MC timeline became tight.
Learning Points Customer Flow: Customer Flow Implementation was not very well defined leading to gaps in our sales procedure. We were able to get a lot of sign ups, but not the sign ups which were needed based on OGX plans. In future, it would be useful for marketing to have opportunities from IR partners as planned by OGX, which would be used for all campaigns. Timeline Management: Recruitment campaigns were late in the timeline which resulted in delays in onboarding and other TM activities. Both OGX and recruitment should take into consideration the university timelines for international and local students.
Websites and Information Services As mentioned in the Main Projects, the updating of the website was one of the biggest focuses of the term. Additionally, the new site is upgraded to the most recent version of WordPress and uses the Elementor Page Builder for design, which is easy to use even for novices to web design. With regards to information services, we uploaded the encrypted emails of sign ups for OGX products in 2020 and 2019 to our mailchimp platform for lead nurturing. In the next term, we expect to communicate regularly with these old sign ups. Due to lack of talent capacity, we opted to close Crisp (Customer Management Tool) on aiesec.org for Sweden and direct prospective EPs to contact us via email.
Covid-19 & Global Leadership Day After the coronavirus crisis began, we were forced to shelve our plans for the summer campaign #withaiesec and together with other entities in the world, start the #LeadershipIsAlsoAbout campaign. The campaign focused on social awareness of the worlds’ issues with respect to the crisis and how leadership could still be developed. In June 2020, we also participated in the Global Leadership Day event which brought over 30 high profile speakers together in AIESEC’s first global virtual event. There were over 40 youth from Sweden who signed up for the event, including members of AIESEC. This event was hosted to gain virtual engagement during the covid-19 period.
Social Media Advertising With coaching from Facebook Marketing experts and ad advice from the CMO of Favro, an alumnus from AIESEC Uppsala, we launched 4 major ad campaigns and several event-speciďŹ c campaigns. The campaigns all tested different ads, audiences, budgets, durations and creatives to give good benchmarks for future marketing campaigns. Our most successful campaign featured an EP story from Costa Rica reaching over 50,000 accounts during the lifetime of the campaign and received over 600 unique clicks to the opportunity page.
Branded Merchandise We invested in printing 1,000 customized tri-fold yers for OGV and OGE which featured EP stories and general information about the products. The yers were distributed to Local Committees for use in their local promotions and fairs.
New Products Launch During the International Congress, we also launched the refreshed Global Talent and the new Global Teacher brands and updated our materials on our website and graphic designs.
Campaigns Create Yourself: The recruitment campaign was tagged CreateYourself, with the idea that no matter who you are, AIESEC is the place to create who you want to be. The campaign started in August and ended in September 2019 with moderately successful results. It was kicked off with the redesign of the sign up website join.aiesec.se, an online graphic series as well as paid advertising on Facebook and Instagram. At the end of the recruitment campaign, 80% of the recruitment objectives were met. Local fairs and offline events played a major role in the success of the campaign. Go with AIESEC: The theme of the campaign was #GoWithAIESEC - to inspire youth in Sweden to go abroad with AIESEC to develop themselves and discover about their personal values abroad. Our main strategy was to showcase other youth who have gone on exchange with AIESEC in the past year to improve credibility and relatability. Join AIESEC - Make History with Us: With input from the operations summit in December 2019 and insights from the Advisory Board of AIESEC Sweden, we created a recruitment campaign for new members that focused on the history of AIESEC and telling people what we actually do. The campaign was not very successful in terms of number of people signed up, as the focus changed from a month-long campaign to instead headhunting of members we wanted to recruit. OGX Discounts - Welcome to 2020: We kicked off 2020 with a month-long discount campaign for prospective exchange participants. Prospective EPs who paid the approval fee in January only had to pay half the usual price. This campaign was not successful as no approvals were made using the discount in the period. Leadership is also About: In March 2020 when the covid-19 crisis began, we started the new campaign, “Leadership is also About” which talked about leadership without mentioning an AIESEC exchange. The campaign helped position AIESEC more as a thoughtful leadership-focused organization.
Public Relations Global Leadership Day: Together with over 80 entities worldwide, we joined thousands of youth for Global Leadership Day, a virtual leadership summit organized by AIESEC in June 2020. The summit featured high profile speakers from all over the world and had over 10,000 youth signed up for it. Radio Uppsala: AIESEC worked with the Uppsala Student Radio to produce and air commercials 40 times every week to over 2,000 active listeners in Uppsala. The campaigns featured a commercial made by the radio based on an AIESEC storyboard. PJR: AIESEC in Sweden was approached by PJR Dresden to co-organize a Youth exchange around the topic of Gender under SDG 5. Together with PJR and a partner organization in Ukraine, we will create this event for over 40 youth across the 3 countries and position our brand as a leader in youth issues which we can use to leverage more visibility and partnerships within Sweden. The event has now been scheduled for March 2021 due to challenges arising from the coronavirus crisis. Public Speaking Uppsala: Public Speaking Uppsala is a small community based event where residents of Uppsala come together to learn and practice public speaking. Through an LC-based partnership, we have hosted 4 workshops for the community and are becoming recognized as an influential partner providing leaders with core elocution skills. Hack for Gävle: As part of our PR efforts, a team comprising of 2 AIESEC members, 1 AIESEC alumnus and 1 external participated in Future Cities X’s Hack for Gavle. The team - Aldreverket - went on to win the People’s Choice award at the hackathon resulting in useful contacts being made for similar future events where AIESEC can participate in a bigger capacity. Stockholm Tech Fest: AIESEC in Sweden was present at STHLM Tech Fest, 2019, an annual tech event reaching over 10,000 tech enthusiasts physically and over 1,000,000 users virtually. Through a media partnership between AIESEC and STHLM Tech Fest for the World’s Largest Women’s Hackathon, AIESEC was present at STHLM TECH FEST on September 11, 2019 to reach potential partners and trainee takers.
Brand Reach
What’s Next for 20.21
OGX Sign Ups (All Products) : 459
In the next year, Marketing and OGX functions will be merged. This will be particularly interesting to have one functional area in charge of the whole youth sales process. We will pay attention to our communication with prospective exchange participants through mailchimp and peer to peer communication with EP Managers. We will also be implementing virtual LEAD spaces for our EPs to further develop the leadership development aspect of our internships and improve the communication skills of our members.
OGX Applicants (All Products): 78 # Users Reached on Social Media: 638, 068 # Actions taken on our content (Clicks, Shares, Comments etc): 23,362
Additionally, we will use the insights gathered from the past year to launch better ad campaigns on social media with the right targets and audiences. In addition to this, we will begin running SEM campaigns using our Google Grant as the website is now optimized for them. Finally, we will outsource design needs for the entity to an external agency to ensure our social strategy can be useful. We are also going to focus on sending as many EPs on OGT experiences in 2020.2 in the event that there may be a second wave of the coronavirus which may affect operations in June 2021.
Finance & Legal Main Projects Receiving External Funding: This was one of the 3 projects of the term, which contributed us in being able to operation during the Covid-19 situation. That said, there are still a lot of opportunities that can be explored in this area, as the funding we received was because of the Covid-19 situation, and was therefore not in the original plans that were made. There were also plans to consolidate the different resources we had, and to make a stronger framework for when next we would attempt to apply for a grant or sponsorship, but this part of the project was unfortunately not completed. Centralization of Finances: This was to create the systems and processes necessary to make the transition as smooth as possible. We had to adjust the compendia, integrate the different bank accounts, aligning the accounting, as well as some other things. The main activities done were the transferring of money to and from the different LC accounts, arranging for bank cards to the Network Managers, etc. One of things that will need to happen at a later date is for the LCs to have local legislations, in order to adapt the updated Local Compendium. Better Tracking of Marketing Investments: as we had planned for an increase in those expenditures, and wanted to ensure that we had proper return on investment. This project was achieved, but mainly due to the efforts of the DXP Function, as their thoroughness in presenting the results of our investments was more than needed in order to reach the extra level of transparentness and accountability that was planned for. Other than these projects, time was mainly spent on the day to day activities that were needed to keep the organization running, as well as working on the External Audit for 18.19, in addition to our terms Internal Audit.
Successes The biggest success was regaining the Global Membership that was lost, where a lot of time was committed in receiving the results of the External Audit for the previous year. We were also able to implement the Quarterly Internal Audit that ensures AIESEC in Sweden is internally liable. We were also successful with recovering some of the loss that we endured due to the pandemic, by receiving external funding.
Failures For Finance & Legal, the biggest failure was regarding conferences. The fact that we had to cancel two of them was obviously not according to plans, but we should have worked harder in ensuring that the one we had was sustainable.
Overview
Finance Standards Implementation
Since our data is being collected monthly, the latest data we have is for June 2020. Accordingly, all comparisons will be made between June 2019, and June 2020, in order to be as exact as possible. Over the course of the year, our income was as in the table below.
Our total level of Finance standards is now at 89.86%, compared to 83.77% one year earlier. Finance Standards are divided into two parts, Financial Processes and Financial Sustainability
Income Source
% Contribution
Financial Process Achievement
Financial Sustainability Achievement
Global Partners (Incoming Global Talent)
78%
Legality
96.15%
Risk Management Sust.
100%
National Partners (Incoming Global Talent)
10%
Accounting
100%
HR Sustainability
100%
Outgoing Exchange
1%
Reporting
100%
Other Financial Sustainability
92%
Incoming Global Volunteer
1%
Budgeting
97%
Entity Sustainability
100%
External Funding
10%
Auditing
83%
Product Sustainability
52.88%
LC Financial Status by 31/07/2020
Entity Sustainability
Since the change of structure was made, all of the LCs accounts were closed, and then reopened as sub-accounts. Lund and Linköping has a steady income stream, because of the interns that they are handling. Uppsala and Gothenburg have less money available, but still some that can be used for team-activities, subsidizations, LC-shirts, etc.Stockholm has not had operations to bring income yet.
We are currently on Level 2, compared to Level 1 which it was one year earlier. What this means is that our exchange revenue cover all our costs. Our total Product Sustainability is also at Level 2, with iGT being at Level 2, iGV and oGE at Level 1, and oGV at Level 0.
LC Name
Bank Balance(SEK)
Gothenburg
932
Linköping
22986
Lund
18254
Uppsala
3416
What’s Next for 20.21 s continuing to improve the systems we have in place, both for the Finance side, such as how we do audits or accounting, as well as for the Legal side, like how our compendium is written. Because of the weakened state that the pandemic has left us in, there will be a greater need to keep our budget as lean as possible, and ensuring that it’s being followed as closely as possible.
Incoming Global Talent Main Projects
Successes
Digital Transformation: This was focused on having digital platforms and content available for most of out stakeholders. The National Education Cycle was created and updated 2 times within the year with all videos and presentations. An Intern Portal was created for all interns to find information about their internship and any FAQs. During the Covid-19 situation we adapted to do Digital LEAD spaces which focus on the leadership development of the Interns.
Implementation of Team Leaders per LC: This was a challenging process but it was initially done in three local offices in the first semester. Then we were able to optimize time, maintain the independence of each LC and have this team to support implementation..
Due to these, members and had easy access to knowledge and generate fast learning because the membership turnover is very high. We had a faster and more automated Preparation Process for Interns, so we save time as we have little membership and a lot of demand. We were able to place ourselves as a leadership promoter, generating content and empowering our interns. Network with Performance & Engagement: With this, we tried to focus and give more importance to the members within the iGT network of Sweden. A specific page known as iGT Hub was created in the National Education Cycle website, where all educational content and relevant resources can be found. There was a focus to have a steering/leadership team within the members while implementing few changes to the local structure. There was also focus given to performance appraisal and work incentives. This resulted in Centralized information and easy access to our materials while giving clarity of roles, ownership. It also led to creation of a less dependent network driven with achievement and performance. Centralized Customer Experience: The account managers for different partners were onboarded to have similar processes while implementing things such as the Interns portal and LEAD spaces. We also had periodic surveys for both Partners and Interns. Because of this, we were able to deliver a standardized experience while having a better idea about Partnership Development. The interns were had a better integration process while we were able to improve with the feedback taken.
Digitalization of National Education Cycle: Due the member cycle in Sweden being short, there had to be easily accessible education content. This is a GCP that we took from Brazil which was a huge advantage later. Creation of Interns Portal: This website was able to guide interns through the preparation process and experience, which we had to do manually before. The portal also serves to IR to sell Sweden, to create a community and a good relationship with the interns and in addition to show the opportunities and partners we currently have. Performance Appraisal Tool: The new tracking tool was essential in the second half, it gave us better overview on the teams, made jobs clearer for everyone and made work and follow up easier for team leaders.
Failures
LC Performance Approvals LC Performance Realizations
Work with National Support Team: After understanding the membership and work within AIESEC in Sweden, we understood that we need external support. Good profiles were selected from many AIESEC entities, but we had to face many issues with them not being able to get responses from members as well as their own workload and timelines. Still we were able to create and launch the NEC together.
Gothenburg Linköping Lund Stockholm Uppsala
Definitive solution for slow Migration Process: Although several solutions were discussed, we were not able to follow up due to restrictions. We tried to give more attention to the Migrations Office and the officials that we are working with. But there has not been any clear improvements. New Partners in Local Level: There was considerable effort put in for this, specially in the second semester. But mainly due to the covid-19 issue, we were unable to get results. In the first semester the focus on this was less because of having to deal with changes in the migrations process as well as partners.
: : : : :
1 5 2 0 0
Gothenburg Linköping Lund Stockholm Uppsala
: : : : :
1 4 2 0 0
Results Analysis 18.19
19.20
Growth
18.19 (Pre Covid)*
19.20 (Pre Covid)*
Growth
Open
107
60
-44%
58
56
-3.4%
Approved
60
40
-33.3%
25
37
48%
Realized
56
42
-25%
34
36
5.8%
Finished
67
53
-20.9
32
29
-9.4
*Pre Covid duration is from 1st of August 2020 to 29th of February 2020 since operations were halted from that point. It is measured against the same duration in the previous year.
Impact from iGT We were able to give opportunities to young people from 28 countries to have professional internships in Sweden within the year. The main contributors were Brazil, Morocco, Sri Lanka, Egypt and Peru.
What’s Next for 20.21 For the next year, the projects created this year need to be continued and focus should be given on new fronts. Continue to focus on digitization because of the covid-19 situation as well as to futureproof. Find a definitive solution to the slow migration process is also important. It’s essential to keep contact with the bigger partners as well as try to have more openings on the National Level. Finally continue to be in contact with the interns to improve the delivery process.
iGT Partners As with most previous years, we were working with both our Global, National and Local Partners. Both Schneider Electric and Microsoft were partners that we started working within this year. Electrolux has been the most contributing partner with 31 Internships.
iGT Intern Story When I heard about some AIESEC interns from Colombia on my previous job at Electrolux in Brazil, I promptly started looking into AIESEC opportunity portal where I found my GT experience at Volvo Group in Sweden I have been living in Sweden since September 2019 and the experience has been extremely positive so far. Swedes are surprisingly receptive to foreigners and always very kind, despite the darkness of the Nordic winter. At Volvo, the challenges have been many and responsibilities grown as I was gaining more conďŹ dence which improved my ability to prioritize, ownership of my duties, interpersonal skills through stakeholders management and presentations to high level management. Global Talent broadened my consciousness while opening opportunities to my career.
intercultural professional
I am very grateful to AIESEC for providing this kind of experience for young professionals as well as for the great support given during the internship. I specially thank to Rodrigo for his dedication and availability with positive approach. Daniel Hiraoka from Brazil Intern at Volvo Trucks
Incoming Global Volunteer Main Projects
Successes
Due to the Covid-19 situation, we only focused on this product for the 1st semester of the term. Therefore we were not able to fully implement our projects for this area. But still we received good results during the time we were executing it.
Partnership with Japan: We were having this partnership for more than 3 years, where members from AIESEC in Japan come here to create a special project which Japanese volunteers are interested in. We continued with this partnership this year and was able to upscale it.
Enablers for Projects: Since this is the 1st year we were focusing on having the incoming Global Volunteer product, we needed to research and find enablers who will support in the execution of the volunteering projects. This can be wither as financial partners or as places where the interns can volunteer at. Although this was a difficult process, we were able to find few schools who were interested in having volunteers.
Failures
Sustainable Accommodation One of the problems for short-term volunteering internships was that we needed to have fixed accomodation for the volunteers who came to Sweden. Since they were only staying for a period of 6 weeks, we had to find accomodation partners who are willing to have people for short durations. We were able to find one partner who we worked with, during January and February 2020.
Electrolux Food Foundation: We were able to successfully run an iteration of the Global Project run by Electrolux and AIESEC. This will be a good foundation for the future.
Preparation TImeline When we started working to look for enablers, it was already late July 2020. By this time most schools and organizations have already prepared their budget for the full next financial year. Due to this, it was difficult to convince most parties to start working with us. Lack of Members: Since this was a starting point of the function, we did not allocate a lot of human resources for this area. And this also made it quite difficult when it came to actually doing the sales and value delivery parts of the process.
Results Analysis 18.19
19.20
Growth
Open
1
2
100%
Approved
5
11
120%
Realized
2
12
500%
Finished
2
12
500%
Volunteering Projects Education for Dream Education for Dream project is initiative by AIESEC in Japan. We were mainly responsible for good value delivery for EPs and contact with primary schools in Stockholm region (during realization time). The project is about educating kids in Sweden about Japanese culture. In August 2019, few members of AIESEC in Tokyo University came to Sweden to have meetings with the schools and establish the project. We had 6 volunteers who came in February, but unfortunately had to leave 10 days early due to the Covid-19 crisis. Food Mission This project was a part of the Feed the Planet initiative in partnership with Electrolux Food Foundation. This project was created to contribute to Sustainable Development Goal 12 to prevent food waste in Sweden. The main focus was to educate kids (8-12 years old) on food waste management, sustainable eating habits, reusing practices and reducing the consumption. During the project volunteers took part in workshops prepared by Electrolux Food Foundation representative - Ekaterina Trofimova and lecture about Food waste in Impact Hub Stockholm. We wanted to educate 350 kids with 6 volunteers. Unfortunately because of visa issues and Covid-19 outbreak we were only able to bring 3 volunteers and reached 132 kids. If you need more information please check Report created for Electrolux Food Foundation
Impact from iGV
What’s Next for 20.21
We were able to give opportunities to young people from 3 countries to volunteer in Sweden within the year for different causes. These interns were from Japan, Belgium and Poland.
This product can be beneficial and sustainable in Sweden only with stronger membership and/or with MCVP which will be focused only on sales for iGV (for one semester straight). Because of the covid-19 situation, it will be difficult to focus on this product for the moment, but it’s essential to keep in touch with all the partners and AIESEC entities which we were working with. This will make the recovery much smoother.
Outgoing Exchange Main Projects
Successes
Attraction for Specific Opportunities: Attraction for specific OGT opportunities succeeded, the main success of this project that the duration of those OGT opportunities was similar to OGE opportunities. We had success from Lund and Linköping LCs.
Customer Flow: We were able to build a good infrastructure for the youth customer flow. Due to this it was members were able to easily follow up on the potential customers and the knowledge required was also available.
Nour Project: This aim of this project is to aim the gap between the western culture and the arabic culture, by enabling youth from Sweden to work on SDGs in middle east countries. The main partners for this project were Bahrain, Morocco and Lebanon. Nour project is originally a dutch project that was implemented by AIESEC in The Netherlands and had a lot of success during the past 5 years. As this project was a Global Volunteer product, it was mainly focused on summer peak sign ups and attraction. In the end of the day the project didn’t success because of the outbreak of the novel coronavirus outbreak. Capacity Building: This project was the tool to implement the SOPs strategy. By planning coaching visits for LCs for onboarding and OGX working spaces. This project was a continuas project until Feb 2020 then it stopped because of mobility restrictions.
Partnered Events: We also had several successful events with partners from two LCs. One event was the Language Cafe event in Linköping and the other was with Political Science & Erasmus treasure hunt in Lund. Both these events brought leads to us while giving the name of AIESEC some publicity.
Results Analysis 18.19
19.20
Growth
Sign Ups
853
459
-46.2%
Applied
161
78
-51.1%
Accepted
30
11
-63.3%
Approved
28
7
-75%
Realized
22
6
-72.7%
Finished
22
21
-4.5%
Failures Customer Persona: We were unable to define the correct customer persona for the youth community in Sweden. This was quite a challenge as we had less resources to get more information from. We were also unable to give a good enough focus to do a deep research in this area.
Learning Points Consistency is very important and there should be a large focus on the attraction phase of the customer flow. This is the key to have success within this product area.
Overview AIESEC in Sweden was performing very good in Summer peak only as it’s difficult for youth in Sweden to find time during winter vacation, this in terms of volunteering. Yet in terms of professional internships there was no specific time for our customers. The main challenge in the customer flow is the Attraction Phase. As you can see from the results analysis, the conversion rate between Sign-Ups to Applied is very low.
Impact from OGX
OGX EP Story
We were able to send young people to 4 countries for both volunteering and professional internships These Exchange Participants went to Sri Lanka, Belgium, Taiwan and India.
My name is Lovisa and I’m from Stockholm. Currently, I’m studying Business & Economics at the Stockholm School of Economics. This summer, I traveled to Switzerland with AIESEC to do marketing for a tech startup. I lived and worked close to Zürich, in Winterthur, which has a strong startup scene, and the experience helped me learn more about my creative process and career goals. Whatever you want to learn or try out, there is a good chance AIESEC can help you find a good fit. I’d recommend it in a heartbeat for anyone that has an adventurous and curious mind.
LC Performance Realizations Gothenburg Linköping Lund Stockholm Uppsala
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0 2 1 0 1
What’s Next for 20.21 For 2021 term is we have to shift focus from OGV to OGTa as the GV product is not convenient anymore with the travel restrictions. We should continue to put more focus on the multiple partnerships in terms of countries and universities so that the Sign-up to Applied conversion ratio can be increased. We need to have a better idea about the youth in Sweden.
Message from MCP 20.21 Dear AIESEC in Sweden, The term of 19.20 was a great experience that you offered to me. I’m thankful for all the ups and downs that happened, I’m grateful for you that you brought 7 different strong individuals to work for one purpose. I’m also proud that you gave this experience to around 50 young people around 5 cities in Sweden. And I can’t believe that after all of what is happening in the world you are still here to offer development for young people. Through my experience and my life, I didn’t go through an organization that might do the same for its people. In the end of the day, I can say one thing, your beauty is in your people. And here is my promise to you, that as much as you gave me I will give more than my best to bring people together under your umbrella, for you to keep doing what you always love to do, developing leadership in young people. AIESEC i Sverige #Vi_Kör Mustafa Shaaban President of AIESEC in Sweden 20.21
