AIESEC IN VIETNAM
ANNUAL REPORT 2014/ 2015 A year when all lego pieces come together to build a pyramid that sustain with time.
TABLE OF CONTENT
AIESEC believe leadership is the fundamental solution to world problems and it can be developed in anyone. We place our confidence in youth as the key to unlock a better future.
OUR PURPOSE
05 AIESEC In Brief 06 AIESEC Leadership Development Model 08 AIESEC in Vietnam
AIESEC provide experiential learning, volunteer experiences and professional internships that prepare youth to become capable of making positive impacts through their everyday actions.
OUR IMPACT
11 Exchange Programmes 22 Membership Programme 24 Vienam Youth To Business Forum 2014 26 Global Youth Summit 2015 28 Vietnam Youth Research
AIESEC strive to improve the state of the organization by having key focus areas every year. These areas would align the direction between local and national level therefore receive huge investment in terms of finance and human resources.
OUR LEGACY
30 Talent Capacity 31 Collaborative Culture 32 Financial Sustainability
AIESEC Executive Board are elected by the membership annually. However, we are supported by a network of professionals and partners whose challenging dialogues continue to be a key factor in keeping AIESEC a healthy organization.
OUR PEOPLE 02 02
34 Board of Advisors 36 National Leadership Team 39 National Partners
At the end of the day we manage to leave the entity in a good state with good people and some good problems
PRESIDENT’S MESSAGE
Established in 2006, AIESEC in Vietnam has been named one of the fastest growing entities of AIESEC network with the performance ranked in Global Top 25 in the past 3 years. We are the only entity in Asia Pacific to receive Global Excellence Award in 2014 and the youngest entity to bid for International Presidents’ Meeting 2015. However fast growth is a nice problem to have but a hard one to manage, especially with one-year turnover in leadership body from local, national to global level. This places an outstanding challenge on the continuity in direction and knowledge retention of the organization with more than 700 members nationwide. “Most people overestimate what they can do for one year but underestimate what they can do in ten years” (Bill Gates). Therefore rather than focusing on driving results for one single term, this year we decide to question hard our why of existence, our how of growth and our what of legacies that can always be passed on to the next generation. In the past one year, our stand “Built To Last” has been embedded well into every single strategy and operation. A case in point is this very first edition of annual report where we try to put together all the achievement and non-achievement or the establishment of Legality Board where alumni play an active role in taking care of INGO application. There are also various mistakes and failures that happened, however at the end of the day we still manage to leave the entity in a good state with good people and some good problems. “Problems that twist us, spin us and knock us around. But in the end we come out cleaner, brighter and better than before”. By the time you are reading this report, the term 2014/ 2015 has been officially closed. On behalf of national leadership team, many thanks to all the members, all the business partners and global AIESEC network that have always supported us. We would work harder in the upcoming years to create better impact on Vietnam’s society.
Tram Tran President of AIESEC in Vietnam 2014/ 2015 03
OUR PURPOSE AIESEC believe leadership is the fundamental solution to world problems and it can be developed in anyone. We place our confidence in youth as the key to unlock a better future.
AIESEC IN BRIEF
Our Values
ACTIVATING LEADERSHIP
DEMONSTRATING INTEGRITY
ACTIVATING LEADERSHIP
What we envision Peace and Fulfilment of Humankind’s Potential
LIVING DIVERSITY
ENJOYING PARTICIPATION
ACTING SUSTAINABLY
67 YEARS
AIESEC is a non-political, independent, not-for-profit organisation run by students and recent graduates of institutions of higher education. Its members are interested in world issues, leadership and management. AIESEC does not discriminate on the basis of ethnicity, gender, sexual orientation, religion or national / social origin.
AIESEC (pronounced eye-sek) was originally an acronym for Association Internationale des Étudiants en Sciences Économiques et Commerciales. AIESEC is no longer used as an acronym but simply as the name of the organisation. AIESEC was founded in 1948 in 7 countries in Europe by Jean Choplin (France), Bengt Sjøstrand (Sweden) and Dr. Albert Kaltenthaler (Germany), AIESEC is the world’s largest youth-led organization. Focusing on providing a platform for youth leadership development, AIESEC offers young people the opportunity to participate in global internships/volunteer experiences, experiential leadership opportunities and a global learning environment. After 67 years, AIESEC has now present in 126 countries and territories with an average of 25,000 exchanges delivered annually by 100,000 active members. The impact of our organisation can be seen through our alumni who represent business, NGO and world leaders, including one Nobel Peace Prize laureate, Martti Atisaari of Finland. We are also in consultative status with the United Nations Economic and Social Council (ECOSOC), affiliated with the UN DPI, member of ICMYO, and is recognised by UNESCO.
Jean Choplin’s speech in International Congress 2014
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The key organizational value proposition that AIESEC gives to the world through all of its programmes
LEADERSHIP DEVELOPMENT MODEL THE MODEL
Based on the research of best leadership practices with AIESEC, conversations with AIESEC members, experts consultancy, alumni impact study and the biggest world trends impacting the context of leadership, we were then able to identify the type of leadership we want to develop and qualities that will trigger life-long leadership journey for a young person. The development started in 2012, when President of AIESEC International, 'Florent' Mei Yi represented the youth in the World Economic Forum's Global Agenda Council of New Models of Leadership.
THE DEVELOPMENT MODEL The way AIESEC develop leadership in young people
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Self-aware: By understanding their strengths and weaknesses, our members are constantly exploring what they want in their lives. Solution-oriented: Create solutions to challenges versus complaining. Flexibility in action and a will to take necessary risks permeates the operations we perform. Empowering Others: Be able to communicate ideas clearly, engage in meaningful conversations with others, and co-create spaces of collaboration that encourage people to take action. World Citizen: By being aware of world issues, our members are able to take an active role in making it a better place.
THE ATTRIBUTES The leadership qualities that AIESEC develop
In order to develop the above leadership attributes, AIESEC programmes have: An Inner and Outer Journey (IOJ) embeded in every programme’s operation. The inner journey of leadership consists of gaining introspective skills, as well as understanding deep personal values and acting on them. This enables young people to reinvent themselves and to find out what they actually stand for in life.
Besides, AIESEC also develop Standards where every AIESEC programmes need to follow strictly to ensure the right experiences provided for the young people. And LEAD framework consists of different tools and spaces that act as catalysts and companion during the whole leadership development journey.
The outer journey of leadership is shaped by the external environment, which places challenges and creates opportunities for interaction with stakeholers coming from a different culture and mindset.
THE INNER AND OUTER JOURNEY Journey that shapes leadership attributes for young people
THE STANDARDS Team Minimums for Membership Programme and 16 Standards for Exchange Programmes 07
Providing leadership development experiences for young people Striving for a positive impact on Vietnam’s society
AIESEC VIETNAM
LEGAL STATUS All the activities of AIESEC in Vietnam are managed by Youth Vision company with sole authorization from AIESEC Headquarters in Rotterdam, the Netherlands. Youth Vision Talent Solutions Limited Company (Công ty TNHH Giải Pháp Tài Năng Tầm Nhìn Trẻ) Registration Date: 9th June 2009 Tax Code: 0308 957 218 Address: 101 Nguyen Van Thu, Da Kao Ward, District 1, Ho Chi Minh City, Vietnam Charted Capital: 780,000,000VND Legal Representative: Ms. Tran Thi Minh Tram
With the support from different govermental department, AIESEC in Vietnam is expecting to gain INGO status by 2017 the latest (the first application in 2009 was not complete due to sudden change of people in charge). AWARD & RECOGNITION With outstanding exchange performance where quantity goes together with quality as well as a strong financial sustainability state, AIESEC in Vietnam has won its very first Global Excellence Award in AIESEC International Congress 2014 (Kaohsiung, Taiwan). In Vietnam, AIESEC has graduadually gained recognition from students, businesses, governement and public in general. We are recognized in Top 5 student organizations to join and featured in various media channels including Yan TV, FBTV, VTV, HTV, vnexpress, Dân Trí…
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IMPORTANT MILESTONES
1993 Started as initative of AIESEC International but got abandoned in a few years.
2005 AIESEC in Japan restarted the expansion to Vietnam and provided operation fund for 03 years.
2006 The expansion had its first member recruitment and began to pilot exchange programmes.
2009 The expansion met all global criteria to gain the status of full membership entity.
2011 Hosted Asia Pacfic Leadership & Exchange Summit (APXLDS)
2015 Hosted Global Youth Summit 2015. Achieved the milestone of more than 1000 exchanges per year.
AIESEC IN VIETNAM SINCE 2006 ORGANIZATIONAL STRUCTURE Member Committee (National Office) Comprising of 15 full-time employed executives, Member Committee are responsible for the alignment in direction with AIESEC International as well as strategy and operation management of local commitees. The selection of Member Commitee begins after the election of new President in January. The applications are open not only to the membership of AIESEC in Vietnam but also to other AIESEC countries around the world.
LC HANOI January, 2007 LC FTU HANOI January, 2009 LC NEU March, 2013
Local Committee (Branch) They are volunteer-based groups that have members coming from different universities. These members are the frontier of organization that operating AIESEC exchange programmes. In every local committee, there is also an Executive Board comprising of 6-8 senior members. Note: In other AIESEC countries, most of local committees are university-based (operating in one single university) or city-based (operating in all city universities that are not yet have an AIESEC local committee). For AIESEC in Vietnam, after 8 years of development we restructure the development of these local committees and make it slightly different compared the original definition. If a university-based local committee has the potential to grow out of their current market, it is allowed to operate in some other universities as well. For example, LC RMIT is now also operating in Ton Duc Thang University.
LC DANANG November, 2010
LC HCMC November, 2006 LC FTU HCMC September, 2008 LC RMIT August, 2008
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OUR IMPACT AIESEC provide experiential learning, volunteer experiences and professional internships that prepare youth to become capable of making positive impacts through their everyday actions.
The most important compenent of AIESEC New Global Information System which allows growth to be disrupted.
OFFICIAL RELEASE OF EXPA EXPA2015
From 1948 until 2011 AIESEC provided 257,079 exchange experiences. We aim to deliver nearly 1 million experiences by 2015 (cultimative experiences from 2010 – 2015) which is an audacious goal to strive for.
Change management was in place since July 2014, still AIESEC network encountered many delays and confusion in operation due to technical bugs of the new system EXPA. The biggest challenges we were facing including:
We are a purposeful, collaborative, and driven generation of 100,000 young leaders but we will never make this jump with yesterday’s processes and today’s platforms. Therefore in the past 5 years, there are many significant changes in AIESEC business model where the organization brings leadership to the center of what we do and enables exponential growth in impact.
1. Mis-match in exchange results: Local Committees were unable to record their results on EXPA in the period November 2014 – February 2015. Offline results were hard to put back on the system due to the collaboration needed between hosting country and sending country.
The change has become more visible and obvious on 6th November 2014 with the release of EXPA (Experience AIESEC), a management system acts as an upgraded version of myaiesec.net and interconnects different tools such as Opportunity Portals, Market Place and Net Promoter Score… for better management.
2. Net Promoter Score (NPS) become unavailable: In AIESEC, we measure satisfaction of young people in different phases of their internship via Customer Gauge system. NPS was expected to be integrated into the EXPA however the technical problems put that on hold probably until the end of 2015.
With EXPA being born, the Global Information System of AIESEC now allows New Customer Flow where AIESEC make real focus on the delivery phase of leadership experiences. Besides, the system offers smart operation management where business intelligence is provided for both members and customers. On top of that, we stand a great chance to grow faster than ever before with the capacity to connect technically in system with partners such as LinkedIn or Education First.
This explains why data of exchange performance in this annual report are extracted from offline record of AIESEC in Vietnam rather than online record of EXPA and NPS was not measured in Winter peak 2014 and Summer peak 2015.
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S E G N A H C X E 0 42 This year, in order to be perceived as “leadership provider through exchange”, we implemented national sub-products with clear value propositions. The programme in Vietnam is also among the earliest countries to integrate the new Leadership Development Model into our operations which results in (i) refreshed selection criteria and (ii) upgraded service framework with a clear focus on students’ self-awareness.
47% growth For key country partners in SEA, we managed to cooperate better and witness an increase in exchange volume. For smaller partnership such as Cambodia, there are more applicants interested which showcase partly our effort in building up meaningful partnership. Still, the prevailing challenge of miscommunication is expected to be better handled next term.
Besides, we turn our market approach to Inbound Marketing by aligning the content we publish with students’ interest and analysing data from different phases of customer flow. By this way, more qualified prospects are naturally attracted to the programme as well as converted, closed and delighted.
Exchange Results of Outgoing Global Citizen Programme period 2010 - 2015
OUTGOING GLOBAL CITIZEN PROGRAMME 12
X STORIES Thanks to my trip to India, I feel more self-confident and always full of energy. When I first arrived there and started working with members of AIESEC in social projects, I was very worried. They were all excellent and took high position in AIESEC India. I even did not have the courage to talk with anyone and found myself so useless. But then there was one day when I finally realised I had to overcome this challenge to break all the limits of mine. I set a goal and tried to achieve it. When I came back to Vietnam after two months travelling different places in 13 cities of India, my friends said I looked the same. But I understand that I have changed a lot from deep inside. Le Thi Nhu Quynh Hanoi Banking Academy, 21
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19 EXCHANGES Previously, Outgoing Global Talent programme and Outgoing Global Citizen programme are both managed under one department. However, the differences in the programme nature require different approaches when it comes to marketing, selection, training, servicing and international relations. In July 2014, a conscious decision was made to separate the above programmes into 2 departments, which definitely has allowed real focus into Outgoing Global Citizen (the key programme of the organization) as well as building better foundation for Outgoing Global Talent. This year, we implemented national sub-products and enhanced the partnership with AIESEC in Japan (the biggest country partner of the programme in Asia Pacific). Besides, IT infrastructure development including the adaptation to the new Global Information System and National Website refresh was also one of the key achievement.
-53% growth With a negative growth of -53% (compared to previous term), the programme still holds a bright prospect towards what could be achieved in the next term, especially with the introduction of Global Entrepreneurs sub-product where Vietnamese interns are placed in various startup environment around the world.
Exchange Results of Outgoing Global Talent Programme period 2010 - 2015
OUTGOING GLOBAL TALENT PROGRAMME 14
X STORIES There were different challenges when I decided to join AIESEC Global Talent Programme, and it was overcome only with sheer determination and belief. The first thing was to look for suitable companies and go through their harsh selection processes. I applied for more than 20 companies in SEA, Germany, Canada and finally got accepted into Patch & Sparks, Germany. The second thing was the pressure from family, friends and even boyfriend when they were very worried about this one gap year and the difficulties for a young student to work abroad. Nguyen My Linh RMIT University Hanoi, 21
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S E G N A H C X E 9 2 5
34% growth
Predicted to be the next key focus programme of AIESEC in Vietnam, Incoming Global Citizen has witnessed an amazing growth in the past several years. However, the main issue that lie ahead us was can we maintain the same growth while improving the quality, which was low by the summer peak (June - August 2014).
While the synergy projects with Business Development and Talent Management department both achieved their desired targets, synergy projects with Finance department (Financial Model, Pricing) was delayed due to lack of focus and commitment.
The best part was that the local committees were mature enough to understand the needs of the hour and act accordingly, so with the minimal push we were able to double the NPS while improving the results. And due to the efforts we placed through the term we were able to engage several national partners to our programme to make it more externally relevant. We also developed the refreshed LEAD programme inculcating British Council's Active Citizen Concept and new Leadership Development Model.
Exchange Results of Incoming Global Citizen Programme period 2010 - 2015
INCOMING GLOBAL CITIZEN PROGRAMME 16
X STORIES Since my major in school is medicine, I chose Sex Education Project with the hope to fully utilize my knowledge and experiences. We organized workshops for university and high school students to talk about genders, same sex marriage and LGBT. I'm glad seeing that the project addresses the root issues that help teens make responsible decisions to keep them safe and healthy. On my first few days in Vietnam I couldn’t think about anything but the heat and traffic. However, after a while, I stopped experiencing the discomfort caused by the weather and learnt how to cross the very crowded streets. That was also the very first time I made non-Dutch friends. They showed me new perspectives about everything and it’s the diversity in opinions and views that I enjoy the most when we talk to each other Sjecky Coojimans (The Netherlands) S.E.P Project, Ho Chi Minh City
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70 EXCHANGES With the growth of 46% (compared to last term), the programme has facilitated 70 professional internships, in response to the growing demand of globalizing workforce of different businesses in Vietnam. This year, we focused on the development of members working in this department from (i) clearer criteria for selection to (ii) functional expertise training and (iii) governance policy towards performance. These projects lead to positive change in not only HR indicators but also tangible programme results. Besides, we redefined the role of national leadership team and the support we should provide to local chapters to sustain the growth bottom up. Collaboration in strategy and alignment in operations were encouraged and facilitated both in regional and national projects.
46% growth For key country partners (Japan, UK, New Zealand‌), we managed to build better relationship and co-created operation plans. However there was still challenge when it came to physical touchpoints to manage the partnership.
Exchange Results of Incoming Global Talent Programme period 2010 - 2015
INCOMING GLOBAL TALENT PROGRAMME 18
X STORIES The core is the feeling it has created in me when I think of Vietnam, its people and its places. A feeling that has created a home. I faced barriers here, at work, on my side business and even on my relationships with people. Some would call those difficulties but I think that solutions are not that hard to find. I did not abandon nor really failed when meeting a barrier, there is always a way to overcome them. Then my biggest challenge is based in an opportunity and not a barrier. After quite some thought on this question, I guess it is owning the feeling of Vietnam and becoming a part of it. The challenge was realizing that each step taken here was leading me to transform the experience into something bigger. Renzo X. Linares (Peru) Marketing Intern in G.A Consultants, HCMC
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High volume of exchanges requires a control system for safety and quality of interns
MORE AND BETTER EXPERIENCES EXPECTATION SETTING
BUDDY SYSTEM
AIESEC in Vietnam ensure that all exchange participants are provided with appropriate education and expectation setting before going on their exchanges. This includes education on safety and complaints procedures and the channels available for help when any issues arise. We also ensure that all exchange participants obtain travel insurance and assist them in visa and other logistical processes.
All exchange participants are allocated with an AIESEC buddy who acts as their consultant and first person of contact before, during and after their exchanges. This person makes recommendations on countries and projects that the exchange participant can go to knowing details regarding visas, quality issues, institutional issues and also difficulties they may face.
Exchange participants are required to attend outgoing preparation seminars aimed at providing information on how to deal with unexpected situations and what to do in certain scenarios. Previous exchange participants will also attend to share their own experiences and provide recommendations.
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Besides, the buddies remain in constant communication with all exchange participants throughout their entire exchange to make sure that they are able to overcome any problems and to ensure that they are having challenging yet enjoyable exchange experiences.
INTERNATIONAL SOS PARTNERSHIP
NATIONAL CONTROL BOARD
A proportion of the administration fee is paid towards this service, which provides exchange participants real time information regarding security/health risks in their country of location and also emergency assistance. International SOS arranges local support from providers worldwide accredited physicians, hospitals, pharmacies and more.
A neutral body on national level responsible for providing education and consultancy for local committees, developing policies, managing cases and auditing the implementation of exchange standards.
This service does not replace travel insurance, however, does provide an added level of safety for exchange participants as they can gain emergency assistance that travel insurance may not.
EXCHANGE PROGRAMME POLICIES The XPP is an important document that govern AIESEC’s exchange operation internationally. The purpose of having the XPP is to have a standardised set of policies to protect the rights of exchange participants and that outlines the responsibilities of various parties including the exchange participant, the home AIESEC entity and host AIESEC entity. When an exchange participant accepts to be a part of a project, they sign an agreement which acts as a contract. A lack of compliance with the XPP by AIESEC or the exchange participant can result in the breakage of the agreement and also the requirement of compensation. This ensures that exc are met and that AIESEC upholds a consistent standard internationally.
INTERNATIONAL CONTROL BOARD The International Control Board (ICB) is the last resort for resolving issues that an exchange participant has with AIESEC. This is a process of arbitration and similar to court proceedings. The reason why the ICB exists is to ensure that exchange participants are given the right to receive compensation if they believe that they were severely mistreated by an AIESEC entity during their exchange and could not resolve the issue on a local or national level. As this shows, AIESEC takes customer complaints very seriously and has a streamlined complaints procedure to ensure that issues are solved cooperatively as possible.
NET PROMOTER SCORE AIESEC uses a net promoter score to measure the quality of its programmes. All AIESEC exchange participants around the world are required to fill out surveys that help AIESEC to identify the top issues in order for the organisation to improve its exchange operations.
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Members in AIESEC are not only considered as volunteers, but also customers in our membership programme where every experience matters.
AIESEC MEMBERSHIP PROGRAMME OUR TALENTS
AIESEC Membership Programme enables university students to become Team Members and Team Leaders in AIESEC local committees. After being recruited, members will be allocated into different departments based on their strengths and development expectation. The main departments in AIESEC are Finance, Marketing, External Relations, Talent Management and four Operations departments responsible for running different types AIESEC exchange programmes.
AIESEC provides its members a global learning environment in which different methods are used. Besides, members are encouraged to be proactive with their own development and challenge themselves in as many different roles as possible. Data of this page is extracted from Talent Capacity Report Quarter 2/ 2015 (at the end of term 2014/2015) however general comments are made based on the whole term (Q3/ 2014 to Q2/ 2015).
MEMBERSHIP 654 members
MEMBERSHIP NET PROMOTER SCORE (Member’s Satisfaction KPI)
The total number of members varies monthly but on the avarage, from 600 - 700 members. In the upcoming years, exchange growth will only be possible if member efficiency is increased or more expansions are created. 22
The NPS in many LCs are quite low, indicating the needs to focus on the leadership capacity of middle managers at local level and firefighting approach in urgent cases. The relations between NPS and member efficiency can be further studied next term.
conference cycle The purpose of AIESEC conferences is to bring the national community of AIESEC members together to enhance their professional skills, provide networking opportunities, and work on organizational strategy. Comprised of seminars, talks, brainstorming sessions and team-building exercises, the delegates are given the skills and mindset they need to deliver more leadership experiences and develop a socially-conscious mindset throughout their AIESEC career. With conference cycle refreshed this term, every learning event from big to small scale is planned with strategic objectives and therefore ensure return of investment as well as the consistence from local level to national level.
National Conferences (ILEAD in January and IGNITE in July) remain as the most strategic one with 150 170 Team Leaders. Regional Conferences are organized twice a year (April - October) in both Hanoi and HCM region with a total delegates of 260 - 280 (Senior Members and Project Leades) Apart from that, National Planning Meeting (NPM) with involvement of local committee presidents, Active Citizens Camp for Social Projects member/ Alumni to be, Train the Trainers for Team Leaders, Induction Conference for newly recruited members are all expected to meet the development needs of AIESEC members and at the same time enable organizational growth.
Ignite Conference (July 2014, Vung Tau City)
CONFERENCE CYCLE This cycle will be fully implemented in term 2016/ 2017. There are different changes which requires a roadmap rather than immediate disruption.
ILEAD National Conference (Jan 2015, Hai Phong City)
Note: Conference Cycle is one of the key projects under Refreshed Edcation Cycle. For a big picture understanding please read further in Talent Capacity section, page 31.
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YOUTH TO BUSINESS FORUM 2014 Where Youth and Business meet to switch ideas into actions that will impact the world July 2014, the Vietnamese 6th edition with the main theme “The Leader in Me" brought a deeper understanding of the importance of self-leadership and strategies of self-development to become entrepreneurial and responsible young leaders in a globalized environment. This year forum attracted 450 talented students from universities across Vietnam, along with more than 30 business partners and was featured on various media channels. One of the highlight in this edition was the keynote speech of a youth ambassador selected out of 450 delegates to represent youth ideas and opinions.
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the leader in me
KEYNOTE SPEECH
WORKSHOPS
The Gap Between Youth and Business Ms. Pham Phuong Thao Vietnam Youth To Business Forum Ambassador
Youth and Social Innovation Ms. Tran Thi Hong Gam Manager in Society and Development Team, British Council
Career Development in Global Era Mr. Katsuyasu Kato Executive Chairman, Suntory Pepsico
The Role of Youth in Sustainable Development Mr. Nguyen Quang Vinh Director of Office for Business Sustainable Development, VCCI
Entrepreneurial Leadership Ms. Tran Tue Tri Vice President of Marketing, Unilever
The Difference between Innovation and Social Innovation Mr. Le Van Hoa Brand Manager, Unilever
Entrepreneurial Leadership Mr. Nguyen Van Dao Vice President, Head of Corporate Marketing Samsung Vina Electronics
Portrait of a Leader in Finance Industry Mr. Le Cong Thien Deputy CEO, Managing Director - Head of Brokerage and Sales, Private Client Division, HSC
PANEL DISCUSSION
Lead Your Wave, Lead Your Way Ms. Vo Le Ngoc Tuyen HR Business Partner Manager, Suntory Pepsico
Ms. Le Nguyen Truong An (Host) Nielsen Vietnam, AIESEC Alumnus Mr. Ton That Anh Vu Senior VP, Head of Human Resources, HSBC Vietnam Ms. Mai Quang Vinh Senior Customer Development Director Suntory Pepsico Vietam Mr. Nguyen Quang Hien Huy Sales Head of IT & Mobile Business Samsung Vina Electronics Mr. Arnold V. Pangilinan Managing Director - Chief Risk Officer, HSC
Green Your Future Ms. Meriem Kellou Social Responsibility Delegate, Schneider Electric Digital multi-effects and its application in Innovative Content Development Mr. Le Trung Hau Integrated Marketing Manager, Nestle Taking ownership in everything you do. Ms. Nguyen Huynh Khanh Linh Sales Lead, Accenture Developing Entrepreneurial Leadership through Self Management Ms. Billie Lagasca Manager, Employee Engagement and Development, AIA The Unexpected Benefits of Higher Education Mr. David Viet Lam Nguyen Chairman, ALT Business Principles for Social Enterprise Mr. Don Le Co-founder, CEO, Everest Education 25
GLOBAL YOUTH SUMMIT 2015 Embracing the challenges streching our limits and turning dreams into reality Following the success of Asia Pacific Congress (APC 2011) and Asia Pacific Leadership Summit (APLS 2012), in 2013 AIESEC in Vietnam decided to bid the most pretigious AIESEC annual conference in the network - Global Youth Summit 2015. The preparation took more than 2 years and involved 3 generations (2012/ 2013 bidding, 2013/ 2014 planning and 2014/ 2015 organizing). There were different challenges happened on the way, however we still managed to achieve our objectives which was to position AIESEC in Vietnam as a platform to empower youth with global mindset, entrepreneurial outlook and social responsibility, at the same time showcase Vietnam as an active and unique country.
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sustainable success
PASSION CAPABILITY GOOD WILL
This 66th theme aims to introduce a new perspective of success for youth: By being aware and taking actions to do good for both oneself and others, young people will reach the journey to lasting success. “Passion”, “Capability” and “Good Will” are the critical elements for them to develop. The summit started off with Presentation Competition in September before offfically introducing its 04 main events of Youth Ambassadors, Global Village, Youth Forum and Global Conference. Due to the inability to obtain the license to organize Youth Forum, the event was cancelled in the last minute and had been integrated later into Vietnam Youth To Business Forum July 2015. 11-day Global Conference took place in Phnom Penh, Cambodia with the support from AIESEC in Cambodia. In this conference, AIESEC network elected new President of AIESEC International (PAI) - Ana Saldarriaga - who served as Global Director of WENA Region in term 2014/ 2015.
NOV - DEC 2014 | VIETNAM
VIETNAM YOUTH
AMBASSADORS
Showcasing stories of young talented Vietnamese who are having the great contribution for society from many different industries.
10 FEB 2015 | VIETNAM
GLOBAL
VILLAGE
Reviving the general concept of the world being a ‘global village’ and inspires people to understand and appreciate the uniqueness and difference of each other.
A session from Global Youth Summit 2015, Cambodia
Numbers of Global Youth Summit 2015 80.000 30.000 20.000 40 30 05
Cash Sponsorship (USD) In-kind Sponsorship (USD) Student Engagement Event Partners University Partnership Official Media Partners
11-21 FEB 2015 | CAMBODIA
GLOBAL
YOUTH CONFERENCE
Developing leadership strengths, general management skills and broadening outlook on business issues for AIESEC top leaders.
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Only by understanding the current youth can we create the right opportunities for them to develop as well as contribute. Especially when Vietnam is having “Golden Population Structure� and Generation Y (people were born mostly in the 1980s and 1990s) are joining the workplace in a very fast pace. This generation of now are seen as the only generation in the workforce that has never expected to work for one company their entire lives, being tech-independent, loving instant gratification, having big expectations but not always knowing or valuing the steps involved to reach those expectations.
Vietnam Youth Speak 2014 / (4687 responses) Conducted from May to December 2014 with the purpose of providing general understanding about Vietnamese students and recent graduates on four (04) topics: Education, Career, Communication, Social Responsibility Vietnam Student Gate 2015 / (2755 responses) Conducted from March to July 2015 and had deeper focus into Personal Development, Career Orientation and Digital Habits. (*) Full reports can be found on Official Website of AIESEC in Vietnam or by direct contact with National Office in Ho Chi Minh City.
VIETNAM YOUTH RESEARCH 28
OUR LEGACY AIESEC strive to improve the state of the organization by having key focus areas every year. These areas would align the direction between local and national level therefore receive huge investment in terms of finance and human resources.
TALENT CAPACITY In such an organization of high turnover rate as AIESEC, talent development becomes the top issues of care, so as to ensure sustainability and strengthen our impact. This year, we chose to focus on education and succession planning aspect to widen our leadership capacity.
REFRESHED EDUCATION CYCLE Building on the legacies from previous terms, we evolved our leadership development content and refreshed delivery channels to empower both functional and leadership aspects of our membership. Regarding content, we updated Member Education Cycle, started LEAD program and partnered with British Council for Active Citizens initiative to develop entrepreneurial and socially responsible youth leaders. Regarding delivery, Train the Trainers program was launched and Conference Cycle was refreshed to increase alignment and number of members gaining access to valuable learning platforms.
SUCCESSION PLANNING We launched our succession planning program to strengthen the capacity of our top leadership body, ensuring that we have sufficient candidates for all leadership positions and that we are able to deliver quality transitions. The way to identify and develop potential people for upcoming leadership positions was structured and transition standards were introduced to grow sustainably year-on-year.
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REFRESHING COACHING MODEL FOR LOCAL COMMITTEE We identified that the coaching system between the national and local teams were the bloodline of the organization’s internal communication. Revisions were conducted on the role of the coach, as well as the objectives and methodology of their coaching visits. Following such revisions, the communication between the national and local teams improved significantly.
EVOLVING REWARDS & RECOGNITION SYSTEM Competition can be healthy in an organization when it drives and pushes performance. However, it can hinder growth if such competition prevents collaboration. Previously, such competitive notions existed in our organization and much of it was related to the way that the incentive system was designed. This year, we changed the incentive system to reward and recognize results achieved from collaborative efforts. We pushed for the idea of organizational success, rather than mere team or individual success. Ultimately, this re-design not only contributed collaborative culture, but also shaped our business habits towards the our evaluation-planning-tracking cycle.
COLLABORATIVE CULTURE As an organization grows, the internal working processes become increasingly complex and the challenges we face can no longer be tackled by one department. To take this organization to the next level we needed to somehow make three by adding one and one.
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FINANCIAL SUSTAINABLITY Money is the backbone of business operating on any scale and it comes as no exception for AIESEC. This year we identified key problems in current financial management system and initiated a long-term plan to get things back on track.
INVESTMENT PORTFOLIO AND DECISION MAKING AT NATIONAL OFFICE To enable the National Executive Board to make more strategic investment, Investment Portfolio with five (05) categories has been built including Customer Relations Management, Local Chapter Development, Manpower Development, Strategic Initiatives and Marketing. The process of making decision for every investment proposal has been centralized to Finance Management Board comprising of President, Vice President of Finance and selected members with expertise in finance management. This has enabled fair decision and ensure different perspectives taken into consideration.
FINANCIAL OPERATIONS AND REPORTING AT LOCAL COMMITTEES With 7 local chapters serving as the front-liner of business that manage transactional process and bookkeeping, it’s an important matter for this operation part to be done in the right and consistent way. Therefore national finance summits held in November 2014 (Ho Chi Minh City) and May 2015 (Hanoi) served the objective of getting to know current reality, aligning work practices and enabling consolidated report of the entity.
ORGANIZATION’S NEW FINANCIAL MODEL The fast pace of growth calls for a revision of financial model where finance supports entity long-term vision and better allocation of resources between national and local level. Research of good cases practices of different AIESEC entities in the world has been conducted virtually and physically in Global Finance Summit in March (Incheon, Korea). The testing and full implementation of the new model is expected in two last quarters of 2015.
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OUR PEOPLE AIESEC provide experiential learning, volunteer experiences and professional internships that prepare youth to become capable of making positive impacts through their everyday actions.
NATIONAL BOARD OF ADVISORS LETTER FROM CHAIRMAN This is yet another year when we are greatly impressed with the growth and development of AIESEC in Vietnam, reaching new heights and outstanding results each year since it was founded. Therefore we would like to congratulate the leadership and the members of the organization.
It is exciting for us to see that the young Vietnamese generation is greatly interested about this topic and has a deep understanding as well as commitment to work towards practical solutions in creating a more sustainable world and to develop their skills and leadership capabilities with a sustainability angle.
It is great satisfaction to see increasing numbers of students, corporates, NGOs and various other organizations connecting to the AIESEC platform and taking advantage of the great opportunities AIESEC Vietnam offers. We would like to thank you all, without you these fantastic results could have not been achieved.
Another remarkable achievement of the year was that AIESEC in Vietnam has been playing a more prominent role in the global AIESEC network through its growing results and by organizing a global conference for the very first time. This enabled the successful promotion of Vietnam, its outstanding youth and will create further opportunities for all stakeholders in the future.
Given a fast changing world in general and an even faster changing and developing Vietnam in particular, AIESEC has successfully and in a timely manner has put into focus a very important issue this year: sustainable development and sustainable leadership, by having these as the main themes for its new activities this year.
We would like to wish AIESEC Vietnam another great year ahead and we encourage you to keep being engaged with AIESEC, to be part of the world’s leading platform for youth leadership development for many successful years to come too. Attila Vajda Chairman, Board of Advisors of AIESEC in Vietnam Managing Director Project Asia Research & Consulting Pte. Ltd.
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The National Board of Advisors advises and supports the National Team. The challenging dialogues they inspires continues to be a key factor in keeping AIESEC Vietnam a dynamic, healthy organization, growing sustainably towards our vision.
BOARD OF ADVISORS’ MEMBERS 1 | Mr. Attila Vajda Managing Director - Project Asia Research & Consulting Pte. Ltd.
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2 | Mr. Tom Bowen General Manager of Vietnam Golf Distribution Former CEO of Standard Chartered Bank 3 | Mr. Edward Chien Director, Advisory Services at PricewaterhouseCoopers Vietnam
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4 | Ms. Nguyen Tam Trang Vice President of Human Resources, Unilever Vietnam 5 | Ms. Tieu Yen Trinh CEO of Talentnet
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6 | Mr. Ton That Anh Vu Senior Vice President & Head of Human Resources, HSBC Vietnam (*) All advisors’ positions listed in this Annual Report were refered to period of 2014 / 2015.
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NATIONAL TEAM 1415 OUR LEADERSHIP LESSONS
What i realized during the last term is that as a leader you face problems everyday and you do not have the answers for them. You take decisions based on your best judgement and live by it.
Leadership is about taking action. This year, I learned to create a cool plan. At the end of the term, I realized if I engaged people to realize the plan, the results and achievements would be in place.
Savinda Ranathunga (Sri Lanka) VP Incoming Global Citizen Programme
Yen Nguyen (Vietnam) VP Finance
Working on such a diverse team this year, I've learned that we should lead with our strengths. We have many weaknesses and a few strengths, but it is our responsibility to understand ourselves to the depth that we able to leverage the best version of ourselves. I hope to surround myself with people who push me to be the best version of myself.
For me, I learned by my AIESEC experience that leadership is about understanding people and try to put yourself in others’ shoes. In some arguments or misalignment between you and the others, when you try to reach a decision and move the team forward, you need to balance your ideas with the others, or try to influence people by your ideas, that’s where leadership comes in.
Zahin Hussain (Canada) VP Business Development
This year on AIESEC in Vietnam, I learned about authentic leadership based on trust. It’s your responsibility to create a culture and an atmosphere that encourages both honesty and co-dependence. For allowing your team to express their opinions freely, airing their frustration freely and admit mistakes honestly are the foundation in order to accomplish anything. Quang Nguyen (Vietnam) Incoming Global Talent Programme Manager
Leadership is about people, and putting those people in the best situation to perform. Care about your team, both in terms of personal and professional, and they will reward you with results and friendship. Lee Dalchow (United Kingdom) VP Marketing
This year, I learned about strengths-based leadership. A strengths-based leader is able to discover and help people discover their strength and then utilize them. That kind of leader builds people job description based on their potential and empowers them to develop it. Simple and effective as it can be, but it requires knowing and accepting our own strengths and weaknesses as well. Lou Guy (France) VP Outgoing Global Talent Programme
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Diep Nguyen (Vietnam) Business Development Manager Authentic Leadership! It is fascinating to see how this concept of promoting the uniqueness of each individual in collective success has grown on me throughout the year. It encourages you to throw yourself out there naked, to love and give away love with such admirable vulnerability and sincerity, to accept and value other people for who they are and all in all, to be brave, be confident in your unique contribution to the world. then inspire others to be the same. Quynh Do (Vietnam) VP Outgoing Global Citizen Programme
I learn that Change takes time and Communication is the key. Tien Nguyen (Vietnam) Incoming Global Talent Programme Manager
This year, I got my chance & a team to share that belief, to do, to learn and to confirm that there is no people-orient or result-oriented; there is only growth oriented - which is the sustainable organizational growth reflects in the measurable development of each individual and vice versa.
The world we live in is one that should be well-balanced, you know, like the Ying and Yang. I realized that these principles of life also apply to leadership and management. I learned that a good leader is one that is centered and well-balanced. They can see every threat as an opportunity and vice-versa. They can grow the organization can rapidly, but also sustainably. They know that developing people and growing the organization go hand-in-hand, as does quality and quantity. They make decisions based on a balance of organizational, market and individual interests. Their actions flow with the organizational forces around them, and only resist to restore the balance of such forces. Of course it’s not easy, and that’s why I guess they say that leadership is a lifelong journey.
Vy Le (Vietnam) VP Incoming Global Talent Programme
Daesol Lee (Australia) VP Organizational Development
We consider the unique value AIESEC bring to the world is youth-leadership development. People, for us, is not only a resource to grow, but also is the main customer of our business. I can’t say I am developing, when the organization I’m working in is not growing. I cannot say AIESEC is growing, when the leadership & capacity of the youth who engaged are not measured & improved every day
Working on national team this year, I have realized a great leadership lesson about assumptions. They are both good and bad and we should not (or cannot) eliminate them from our life. However, we should hold them lightly enough to replace with a new idea when necessary. Always testing my assumption before talking has helped me a lot in terms of effective communication and decision making.
I am going to pick some keywords to describe my leadership lessons this year, as it’s quite hard to pack these intensive experiences into just a point. Those would be Balance (between Operation and Strategy, between long and short-term growth, between people and results), Strength-based Leadership where we identify and play on our strengths to create unique contribution and finally, effective use of Communication is the golden key to work with people.
Amy Phan (Vietnam) VP Talent Management
Tram Tran (Vietnam) President (MCP)
Official Team Photo (August 2014, Opera House)
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INTRODUCING NATIONAL TEAM 1516
[First Row] Daniel Hoang, Pich Pisethneat, Ha Phan, Daesol Lee [Second Row] Phat Nguyen, Quang Nguyen, Hien Tran, Duong Phan Thuy Nguyen, Milie Nguyen, Truong Dao [Third Row] Diep Nguyen, Sabrina Trinh, Duc Anh Do, Giang Nguyen We stood to be MC Water as it symbolizes transformation, purity, vitality, and flexibility. We believe such qualities are of intrinsic importance in today's context of exponential transformation and uncertainty. Our entity stand for 1516 - Simply One, Insanely Done - reflects our determination to be collaborative, innovative and drive actions with a can-do attitude. Daesol Lee President of AIESEC in Vietnam 2015/ 2016
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NATIONAL PARTNERS Our National Partners are comprised of public, private, NGO and not-for-profit organizations that provide us with the ability to connect youth and businesses together to advance youth development in Vietnam.
Platinum Partners
Gold Partners
Silver Partners
Strategic Partners
National Supporter
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ACKNOWLEDGEMENT Special thanks for National Executive Board 2014/ 2015 and Board of Advisors for the contribution to the very first Annual Report of AIESEC in Vietnam. This annual report is distributed to members and partners of AIESEC in Vietnam and is available for download on our national website (www.aiesec.vn). This edition was compiled and edited at AIESEC in Vietnam's National Office in Ho Chi Minh City, September 2015. Copyright Š 2015 by AIESEC in Vietnam (Managed by Youth Vision Talent Solutions CO., LTD). All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form, or by any means, electronic, mechanical, photocopying, recording or otherwise without prior consent of the publisher.