AIESEC in Canada Annual Report 2016-17 (EN)

IN CANADA

ANNUAL REPORT 20 16-17

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LETTER FROM THE PRESIDENT LETTER FROM THE BOARD CHAIR ABOUT AIESEC OUR VALUES OUR PROGRAMS ABOUT AIESEC IN CANADA AIESEC 2020

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2016-17 MEMBER COMMITTEE INCOMING GLOBAL TALENT OUTGOING GLOBAL TALENT OUTGOING GLOBAL VOLUNTEER CANADA YOUTH TO BUSINESS FORUM MARKETING AND COMMUNICATIONS TALENT MANAGEMENT

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ORGANIZATIONAL DEVELOPMENT CONFERENCES EXCELLENCE AWARDS FINANCIAL SUMMARY BOARD OF DIRECTORS LETTER FROM THE INCOMING PRESIDENT PARTNERS

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E L B TA AIES

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EP R L A NNU

A A D NA

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NC I C E

N O C F O

ENT ID S E R P E H T M O LETTER FR RES

ICTO JOAQUIM SANV Dear partners and supporters, Thank you for your continued support and collaboration with AIESEC in Canada Inc. This annual report outlines the immense challenges, learning opportunities, and notable accomplishments that the organization achieved from June 2016 to May 2017.

In striving to deliver as many leadership experiences to the over 3000 youth that have come across our programs across 30 universities this year, our strategies and actions were focused on one key message: One Canada. Demanding Excellence. The organization understood that the AIESEC value of Striving for Excellence was paramount to continuing the work and impact that previous generations have contributed to the organization. On top of that, this vision can only be attained if done collectively as one generation of young leaders.

At the end of the 2016-17 year, we experienced a positive shift in our organizational culture and mindset that resulted in the delivery of 884 lifechanging experiences, a record 47% growth in our incoming professional program, and a 20% year-over-year increase in our exchange programs revenue. We also solidified our partnership with the federal government through the participation of International Experience Canada as our title sponsor in our annual Youth to Business Forum.

We also welcomed new partners such as DHL Express Canada, TD Canada Trust, and CPA Canada while continuing to work with the Asia and Pacific Foundation of Canada and Export Development 1

Canada in providing more opportunities to young Canadians to work abroad professionally.

This impactful year would not have been possible without the hard work and dedication of everyone who was a part of this incredible journey, from our members spanning coast to coast, to our local, national, and global community champions.

I am confident that the organization’s future is bright and will remain to be so as we work towards developing the leaders Canada needs, today and for the future.

Enjoy reading this report and the stories that shaped this amazing year!

Joaquim Sanvictores 2016-17 President AIESEC Canada Inc.

HAIR

OARD C B E H T M O R F R LETTE ANNE HUANG On behalf of the Board of Directors, I would like to thank the supporters and partners of AIESEC in Canada for your continued commitment to developing global youth leadership. This past year, I am proud to share that we provided meaningful and relevant experiential learning opportunities to over 3,000 Canadian youth across the country.

This year was the first-year implementation of the 2020 Strategic Plan where we emphasized our focus on building strong and healthy local committees, improving our enablement capabilities, and strengthening our partnership with key federal government departments. These strategies have brought us closer towards our aspiration to accelerate the creation of global leaders and to be the leading youth voice to business in Canada.

Notable accomplishments this year include: • Continued growth in the number of youth that went abroad and the number of contracts signed with Canadian companies to bring international talent to their workforce.

• Alignment of our outgoing volunteer internship program with the 2030 Sustainable Development Goals, placing greater purpose in the experiences we deliver to youth across the country.

• Hosting a Youth to Business event in Ottawa to bridge our relationship with the federal government and our presence outside of the corporate sector.

• Completion of an IT roadmap to improve our infrastructure and ensure system reliability.

We are pleased that our Platinum and Gold Partners continue to leverage their support of AIESEC in Canada through meaningful engagement opportunities with our membership. This includes International Experience Canada (IEC) as a key partner within the federal government and leading the way as our title sponsor for the Youth to Business Forum held last May. In addition with new partners DHL Express Canada, TD Canada Trust and CPA Canada, we were pleased with our partners’ participation in our youth roundtable discussions and facilitation of the innovation workshops.

Furthermore, AIESEC in Canada enhanced our relationships with Export Development Canada and the Asia Pacific Foundation of Canada resulting in scholarship funding for our program participants to develop skills and competencies needed to further Canada’s competitiveness in the global market.

You have our deepest gratitude for your continued support in the development of Canada’s future global leaders.

With appreciation,

Anne Huang Chair, Board of Directors AIESEC Canada Inc.

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ABOUT

AIESEC

of humankind’s striving to achieve peace and fulfillment AIESEC is a global youth-led organization experiences tical ities in youth through learning from prac potential by activating leadership qual a network of s itate with partner organizations, AIESEC facil in challenging environments. Together rnships. inte onal essi volunteering experiences and prof cross-cultural exchanges in the form of g ged and developed over 1,000,000 youn Since its inception in 1948, we have enga ness, busi t esen repr can be seen through our alumni who ct people. The impact of our organisation aspe y ever and es tion spans 127 countries and territori nt NGO, and world leaders. The organisa rece and ents stud youth aged 18-30 who are primarily of AIESEC’s operations is managed by cation. graduates of institutions of higher edu

OU R

M O DE L T EN PM LO VE DE IP SH ER AD LE UE IQ UN AIESEC’s leadership development model seeks to prepare youth to take a stand on what they care about and become capable to make a difference through their everyday actions. This is why our answer is to develop the characteristics below according to the biggest world trends.

SELF AWARE Understands and lives personal values Focuses on strengths over weaknesses Explores one’s passions

WORLD CITIZEN Believes in their ability to make a difference in the world Interested in the world issues Enjoys taking responsibility for improving the world

EMPOWERING OTHERS Communicates effectively in diverse environments Develops and empowers other people Engages with others to achieve a bigger purpose

SOLUTION ORIENTED Adapts and shows resilience in the face of challenges Transmits positivity to move forward throughout uncertainties Takes risks when needed

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OUR VISION

OUR

S E U L VA

l culture. anizationa rg o r u o e p ecisions. t sha tions and d alues -- tha c v a r y u a o d -ry rs e u ing our ev red behavio life by guid to a set of sha y s a a h W C C E E S AIE e AIES es bring th These valu

STRIVING FOR EXCELLENCE

We continuously improve through creativity and innovation. We strive to deliver the highest quality performance in everything we do.

• We encourage each other to be better everyday in everything that we do.

• We appreciate feedback and put it into action to achieve results.

DEMONSTRATING INTEGRITY

We are consistent and transparent in our decisions and actions. We fulfill our commitments and conduct ourselves in a way aligned with what we envision.

• We communicate openly and honestly with all stakeholders.

• Our actions buck up our words. We fulfill our responsbilities and promises.

ENJOYING PARTICIPATION

We create a dynamic and welcoming environment through the active and enthusiastic participation of individuals. We enjoy being involved in AIESEC. • We communicate openly and honestly with all stakeholders.

• Our actions buck up our words. We fulfill our responsbilities and promises.

ACTING SUSTAINABLY

We act in a sustainable way for our organization and society. Our decisions take into account the needs of future generations.

• We manage our resources to leave the best conditions for the organization for future years.

• We support each other and we build on what has been done in the past.

ACTIVATING LEADERSHIP

We lead by example and inspire leadership through actions and results. We take responsibility for developing the leadership potental of others.

• We encourage and delegate responsibility to the new members of AIESEC in managing the organization • We empower members to deliver exchange experiences.

• We inspire actions in others by being role models.

LIVING DIVERSITY

We actively learn from different ways of life and opinions represented in our multicultural environment. We act inclusively, respecting and actively encouraging the contribution of every individual • We interact with members from a large range of countries and territories at global conferences and living the cross-cultural exchange experience.

• We partner with organizations and companies that are open to diverse and global experiences.

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Global Entrepreneur is an opportunity for a young person to develop leadership qualities of self awareness, solution orientation, empowering others and world citizenship while living a crosscultural entrepreneurial experience. In Global Entrepreneur, a young person works abroad with entrepreneurs in a startup, accelerator or incubator to advance their goals and grow.

Global Talent is an opportunity for a young person to develop selfawareness, solution orientation, empowering others and world citizenship while living a cross-cultural professional experience. In Global Talent, a young person works abroad to advance their goals.

Global Volunteer is an opportunity for a young person to develop self awareness, solution orientation, empowering others and world citizenship while by living a crosscultural volunteer experience. In the product a young person volunteers abroad on social impact projects that contribute to the Sustainable Development Goals.

OUR

S M A R G O R P

ABOUT

AIESEC

NB Université de Moncton

IN CANADA

NS Dalhousie University Saint Mary’s University

Founded in 1958

NL Memorial University

30+ Universities 2,000+ Members 10,000+ Alumni 16 National Partners 737 Canadians sent abroad 147 Global interns in Canada 2000+ RS MEMBE OF AREA

QC

STUDY

Concordia University

BC Simon Fraser University

SK

University of British Columbia

Arts & Humanities 10%

Other 4%

Social Sciences 13%

STEM 19%

University of Saskatchewan

University of Victoria Business Administration 54%

McGill University

ON

ESG UQÀM Carleton University

HEC Montréal

Queen’s University

Université de Sherbrooke

McMaster University

Université Laval

Ryerson University

MB AB

University of Guelph University of Manitoba

Mount Royal University University of Calgary University of Alberta

University of Ottawa University of Ontario Institute of Technology University of Waterloo

University of Windsor

University of Western Ontario

Wilfrid Laurier University

University of Toronto

York University

AIESEC 2020 AIESEC 2020 is our 5-year mid-term ambition. It is one big milestone towards the achievement of AIESEC’s mission of Peace and Fulfillment of Humankind’s Potential.

By 2020, AIESEC aims to be a Youth Leadership Movement that easily engages youth & like minded organizations around the globe to act as one. When people think of leadership development, they think of AIESEC.

In becoming a movement, we Shape What We Do Around What The World Needs by being aware of global and local issues, we act quickly to respond to them by offering powerful leadership experiences. We collaborate with like-minded organizations that, like us, strive for a better world. Through this, we take part in global and local decision making processes.

We Grow Disruptively as doing the same things is not enough to one day engage and develop every young person in the world. Being disruptive means for us to challenge the way we think and act as an organization. We find innovative ways to grow faster and be better. Every AIESECer seeks for solutions and acts upon them every day. We are an AIESEC that is able to grow from 5 to 500 within a few weeks.

We Become Accessible to Everyone, Everywhere since anyone can experience AIESEC, be it physically, virtually, directly or indirectly. We actively break our geographical and social barriers to make it possible for every young person in the world to live an AIESEC experience.

Within Canada, we are working towards these statements above through accomplishing three strategic imperatives: LEADERSHIP EXPERIENCE

Deliver the optimal AIESEC experience through the participation and facilitation of exchange STAKEHOLDER ENGAGEMENT

Contribute to Canada’s economy by engaging with business, education and government.

ORGANIZATIONAL SUSTAINABILITY

Govern and grow sustainable operations with robust and streamlined systems

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A D A N A C IESEC IN

A

MEMBER

COMMITTEE 2016-2017

MEMBER COMMITTEE PRESIDENT

Joaquim Sanvictores

MCVP INCOMING GLOBAL TALENT MCVP OUTGOING GLOBAL TALENT MCVP OUTGOING GLOBAL VOLUNTEER MCVP BUSINESS DEVELOPMENT MCVP TALENT MANAGEMENT MCVP MARKETING & COMMUNICATIONS MCVP ORGANIZATIONAL DEVELOPMENT

Katherine Karr Bersabel Behonegne Tony Ko Sheila Yue Caroline Prévost-Levac Samantha Lumpkin Gillian Jose-Riz

G N I M O C IN T N E L A T L A GLOB

talent from mpanies and co n ia ad an orking in een C experience w the gap betw to t ge ge d d ri b rl o to w s ho take on ork r the te partners w nt program w s from all ove ra e le o at Ta rp u al co b ad r lo u gr G d O . g ts an ents siness.

Our Incomin gram, studen g to their bu work placem n ro al ri p n b r io n u o ss ca fe n gh u io ro p at abroad. Thro lves through that globaliz elop themse e the impact ev se d d d an an t a n le ad Can cess to top ta interns get ac

Bridging the IT Skills Gap There’s no question of the discrepancy in Canada between our education in IT and our need for high level, experienced talent. With the IT market booming so quickly in our communities, we are in dire need of something to kickstart our momentum and ensure we can still grow and be competitive in this market. Through our global talent program, startups and SMEs that work in the tech field can bring high level IT talent with skills you can’t find in Canada to work on projects, train team members, or set infrastructure in their systems.

Justin Trudeau recently emphasized the need for tech investment and more importantly making Canada more attractive to people around the world with the skills to ignite our country’s tech sector (The Star, 2017), which is exactly what we aim to do. In the 2016-2017 year, we successfully brought in 81 international interns into IT positions in over 13 cities across the country.

IPANT C I T R A P ALITIES N O I T A N

F TYPES O SHIPS INTERN Business Administration 16.3%

Marketing 16.3%

IT 55.1%

Engineering 10.2% United States 5.5%

India 7.5%

In 2016-2017, we brought in interns from over 40 countries. The most prominent countries were Brazil (35), Tunisia (20), China (13), India (11), and United States (8).

WORDS FROM AN INTERN

China 8.8% Other 40.8% Tunisia 13.6%

Brazil 23.8%

AIESEC made it possible for me to get out of my comfort zone and literally jump into new cultures. My exchanges so far has been truly amazing, I met people from all over the world with all kinds of ideologies. Workwise, I feel like I am growing as an IT professional every day. Ritchie Bros., being a global company, it has lots of talented and knowledgeable people that are always willing to teaching me new things about my work as a QA, such as automation, manual testing, development and even about their cultures and religion. I am very grateful to AIESEC for creating this opportunity for me.

SAM CARVALHO

Junior Quality Assurance Intern BC Ritchie Bros. Auctioneers, Vancouver, 11

Other 2.1%

OUTGOING

GLOBAL TALE

NT

GLOBAL ENTR

EPRENEUR

The Global Talent an d Global Entrepreneu r programs provide un develop their leadersh ique opportunities fo ip qualities by living an r young people to d working in a challen NGO’s and education ging professional envir al institutions are loo onment. Non-profits, kin g for young people wh organizations such as o can bring positive ch Tata Consultancy, Pw ange. Many leading C and Education First their organizations an partner with AIESEC d simultaneously enab to br ing innovation to le leadership develop ment in young people.

Kickstarting Careers Since 1958 Our opportunities enable young people to build their confidence, develop new skills and gain more holistic view of the world. This year our students participated in internships in Teaching and Education (40%), Marketing (28%), Business Administration (22%) and IT (6%).

Our participants traveled to 38 different countries. The most prominent countries were Spain (11%), China (9%), Poland (7%), Taiwan and (7%), Greece (7%).

COUNTRIES VISITED Spain

11%

China

9%

Poland

7%

Taiwan

7%

Greece

7%

INTERNSHIP FIELDS IT 6%

Business Administration 22%

Teaching and Education 40%

Marketing 28%

WORDS FROM A PARTICIPANT Diving into coral reefs, swimming behind waterfalls, boat races, midnight fishing, sleeping under the stars, riding on motorbikes and thats not even the half of it. In three months our team of 10 students from all over the world developed our own food product start-up from scratch.

We mentored entrepreneural villagers to take over the start-up with the aim of creating sustainable business and economy for the village.

RU YAP Indonesia, 2017

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G N I O G T U O R E E T N U L O V L A B O L G

ugh practical emselves thro th p lo outlook e ev d unity to international rt o an p p p o lo e e ev th d le to youth ractice to am provides ir skills into p cipants are ab e gr ti th ro ar t p P u . r p e ts n te rs e e n nm olu nte positive The Global V s and create ultural enviro ning, the volu al -c ar o ss le G o t al n cr ti e n in m e s p ri e lo perience Through exp ainable Deve volunteer ex te to the Sust rent cultures. u fe ib if d tr n h it co w ly and engage l societies. cts that direct impact in loca impact proje tackle social

Sustainable Development Goals The Sustainable Development Goals (SDGs) are a set of goals adopted by world leaders at the United Nations Sustainable Development Summit on September 25, 2015.

These goals are aimed at ending poverty, fighting inequality and justice, and tackling climate change by 2030. As one of the first organizations to adopt the SDGs into their business model, AIESEC seeks to increase the awareness and understanding of the goals among youth, and provide an outlet for them to take action. Each of AIESEC’s global volunteer experiences are aligned to address one of the 17 goals. This year AIESEC in Canada focused on sending youth abroad to participate in projects related to the following four goals: SDG #4: Quality Education, SDG #8: Decent Work and Economic Growth, SDG #10: Reduced Inequalities, and SDG# 13: Climate Action.

COUNTRIES

2%

5%

55%

12%

1%

7%

8%

4%

WORDS FROM A PARTICIPANT

39%

20% 12%

ies.

This year participants traveled to 61 different countr Egypt , (5.6%) China The most prominent countries were , Poland (5.1%), Greece (6.5%), Italy (5.4%), Mexico (6.7%)

I left for my exchange to Peru in July 2016. It was my first solo international trip, and I had a life changing experience that surpassed my expectations. I grew so much as a person, and for the first time in my life, I felt like a true global citizen. When I returned to university, I knew I didn’t want my AIESEC journey to end. Through joining AIESEC, I help other students through the same process I went through. It’s so rewarding seeing them go abroad and absolutely love their experience the way I did. Ultimately, I chose to do another exchange in Spain this summer to teach English in a summer camp. My AIESEC journey has changed me; I could not be more excited for this new adventure!

MIRA MERCHANT AIESEC in Toronto Peru 2016, Spain 2017

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2%

VISITED

30%

(5.4%) and Taiwan (18.3%).

1%

MAY 04, 2017 VANCOUVER, BC The Canada Youth to Business Forum brought businesses and students together to engage in a unique dialogue on relevant topics for both Canadian businesses and student communities.

On May 4th, 2017, AIESEC in Canada had over 200 student leaders from 30 universities across the country to collaborate with Canada’s top executives to address the question, “What actions do key stakeholders of Canada need to take to be the leading innovators in the global market?”

We hosted two keynotes, two panels, five exhibit booths, 11 workshops and 30 roundtables.

Our delegates were able to learn from a diverse representation of industry while expressing their opinions on global issues and problems occurring in Canada.

For more information about the Youth to Business Series please refer our annual 2017 Youth to Business Report.

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PANELISTS + SPEAKERS

YOUTH TO BUSINESS FORUM KEYNOTES

OPENING KEYNOTE

LUNCH KEYNOTE

Clark Goodman

Sarah Keyes, CPA, CA

Director, International Experience Canada - Dept. of Immigration, Refugees and Citizenship Canada

Principal, Research, Guidance and Support - Chartered Professional Accountants Canada

YOUTH TO BUSINESS FORUM INTERNATIONAL PANELISTS

Clark Goodman

Director, International Experience Canada - Dept. of Immigration, Refugees and Citizenship Canada

Erin Williams

Andrew Paul

Project Manager Asia Pacific Foundation of Canada

Vice President of Commercial DHL Express Canada

Joaquim Sanvictores President AIESEC in Canada

YOUTH TO BUSINESS FORUM INNOVATION PANELISTS

John Jacobson

Deputy Minister Ministry of Technology, Innovation and Citizens’ Services

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Paulina Cameron

Director for BC and Yukon Futurpreneur

Brad Lowe

VP National Accelerator Operations Wavefront

Shivani Zala

Local VP of Marketing and Outgoing Global Volunteer AIESEC in Ottawa

KEY LEARNINGS FROM

THE PANELISTS

YOUTH TO BUSINESS FORUM INTERNATIONAL FORUM

The panelists discussed the current state of business development and trade in the global economy as well as the importance of Canada’s business sphere to continuously push for relevance in the fast-paced international ecosystem.

Some panelists have found success by looking towards partnerships in developing economies that are on the rise.

YOUTH TO BUSINESS FORUM INNOVATION FORUM

The panelists discussed their personal experiences with innovation, and the statement that the panelists unanimously agreed upon was that innovation starts with asking lots of questions to uncover the root problem. Without creating a solution that addresses a problem, innovation becomes less relevant. Everyone has the ability to innovate, and like any skill, needs to be honed over time. Innovation relates more to knowing how to think and how to learn. As Canadians, we have demonstrated that we are actually good at innovation, but we need to do it more to remain competitive.

D N A G N I T MARKE S N O I T A C I COMMUN OVERVIEW OF STRATEGIES At the end of the 2015-16 year, progress had been made in order to improve the brand of AIESEC in Canada as well as improving the conversion of our leads to customers. The overall state of the local marketing operations, still had room for improvement: 1

2 3

Lack of Emphasis on University Presence -- Chapters focused more on digital marketing than reaching out to their university populations directly.

Brand Inconsistency -- Social media messaging was inconsistent across the country.

Poor Sales Acumen -- Sales was not current with the outgoing exchange products; therefore, the focus in the 2016-17 year was to maintain AIESEC in Canada’s digital presence while improving the local sales strategy to increase the number of Canadians applying to exchange opportunities abroad.

1

2

3

4

Alignment with Outgoing Exchange Programs -- built culture around B2C Synergy to create more collaborative network and understanding between local marketing and outgoing exchange teams.

Marketing BootCamp -- created a marketing training program to expand knowledge on sales, our products, and lead nurturing tactics to members Social Media Unification -- Initiated process of merging all local facebook pages into one AIESEC in Canada Page Simplified Customer Flow -- optimized the process flow to reduce dropout rate of leads between stages of the process.

We observed an unprecedented increase in the number of young people applying to exchange opportunities and the aforementioned strategies allowed us to ensure growth in the conversion of customers getting matched to opportunities.

192,596 38%

Website views

62,928

Conversion OGV

23,456

Facebook likes

12%

Leads generated

Conversion OGT

7,116

8,614

Twitter followers

13%

Program sign-ups

Conversion OGE

4,047

259

Applicants

17

Instagram followers

TALENT

MANAGEMEN

T

OVERVIEW OF STRATEGIES At the end of the 2015-16 year, strides had been made regarding the management of volunteer talent.

The overall state of the AIESEC in Canada membership, however, still raised a few red flags, which shaped the 2016-17 strategies: 1 2 3

4

Low Productivity -- Three members were needed for each exchange facilitated.

Poor Contribution -- A small portion of the membership ever facilitated an exchange directly.

Integrated Experience -- Only 15% of the membership had experienced our programs by going on exchange themselves.

Team Management -- The education of our team leaders was uneven from one local committee to the next, leading to some leadership bodies being well trained, and others being completely unprepared for managing a team.

As a result, the main strategies and projects for the 2016-17 year were the following: 1

2

3

4

Integrated Experience Campaign -- An internal campaign was launched to promote and incentivize our membership to go on exchange. Local Committees were provided with planning and attraction tools to increase their number of members going on exchange.

Management Education Cycle -- An education for Executive Board members was built, following the theme of the hero’s journey. The conference cycle followed that thematic cycle, and any other touch point with Local Committee Presidents or Local Vice-Presidents also aligned with it.

Team Standards Tracking -- Team Standards, which are a checklist of items for team leaders to go through during the building, performing and closing stages of their team experience, were implemented through a monthly tracking system, which allowed the membership to see the progression of team leaders’ delivery of team management minimums, in correlation with productivity numbers.

Customer Experience Challenge -- To ensure that our growing number of exchange experiences delivered continues to develop leadership in every single exchange participant, a series of tasks were given to LCs to complete in a limited number of weeks, for them to prove their ability to facilitate exchange standards along with the inner journey of our customers. LCs which completed the challenge earned themselves a certification, which makes them eligible for Local Committee awards at the end of the calendar year.

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TALENT

MANAGEMEN

T

PRODUCTIVITY In 2015-16, the productivity ratio was of 3 members per exchange facilitated, which means that two thirds of our membership did not contribute to exchange.

1.3

members per exchange facilitated in 2016-17.

MEMBER CONTRIBUTION

Total # of Active Members

# of Members Who Facilitated 1 Exchange

Contribution Rate

1200 897

293 311

24.5% 34.5%

Winter 2016 Winter 2017

INTEGRATED EXPERIENCES (IXP) 2015-16 2016-17

15% 27.4%

MEMBER TESTIMONIAL Joining AIESEC has allowed me to develop myself in ways I had never considered before. The organization gave me the opportunity no one else would in the work market as a student: the opportunity to take on greater challenges and responsibilities, to lead a team towards the common goal of having meaningful impact on the lives of our community and the rest of the world. In doing so, it gave me the chance to discover the leader hidden inside of me, to understand more about the needs of others, but also to understand the more complicated, practical aspects of managing and developing a business.

The open-mindedness and faith in each individual’s potential that this organization has shown has motivated me to keep helping my peers become the best version of themselves, be proud of themselves and reach our goals together, be it at the local level or all across our country.

JULIA IONESCU

nt 2016

Vice President of Talent Manageme AIESEC in UQAM

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L A N O I T A Z I ORGAN T N E M P O DEVEL e internal verseeing th o y b ty ti n e e 16/17 of the lopment in th e g the health ev in D ild al u n b r io fo anizat operations sible ecution and focus for Org ent is respon ex e m h n p o T lo s s. e e am ev ch D te n al d owned by l bra ning Organization anada’s loca ts created an ures and trai C e ct rg in ru ta C st E to S al d IE rn e A n te t of by shifting in owth that alig managemen productivity g tools for gr g in n ild vi u ie b h in ac d sulte emselves. term was orks. This re mmittees th w o e C l am ca fr t Lo n e managem

New Expansions: AIESEC in Oshawa After over a year of hard-work, AIESEC in Oshawa has met all requirements to apply to become a Local Committee. During the August National President’s Meeting, their application will be reviewed and they will be ratified by the National Plenary. AIESEC in Oshawa successfully matched 13 students to Global Volunteer internships and achieved their first placement for the Global Talent Program. Due to their success in the Outgoing Exchange Programs, AIESEC in Oshawa will be able to licensed to facilitate the Incoming Global Talent Program.

Criteria for Health At the conclusion of the 15/16 term, the AIESEC in Canada team fully concurred that the entity needed implementation of a Growth Model more-so than the creation of a new one. For this reason, baselines for health were built.

IN HIGHLIGHTS LTH ENTITY HEA 20 out of 29 entities achieving 90% or above of their year goal for the month to date.

19 out of 29 entities exceeded 2016’s calendar year results halfway through the 2017 term.

MONTHLY

YEARLY

LCs should achieve By the year-end, LCs should achieve: • 1:1 productivity 90% or above • ≥20 realizations their yearly goal • $5,000 reserves for that period.

• Absolute growth of 10 • Pass minimum standards

Strategic Initiatives for Health To commit to the mandate of building a healthy entity, the 16/17 team committed to a strategic initiative and invested $3,000 in additional support for Local Committees. This investment largely constituted the launch of a new program called Growth Drivers, where National Support Team and Member Committee members were subsidized to visit different Local Committees, observe their operations, and increase the efficiency of their customer flow.

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CONFERENCES

QUEBEC SUB-REGIONAL CONFERENCE 60 Delegates | Montréal, QC NATIONAL CONGRESS 2017 277 Delegates | Montréal QC

GLOBAL TALENT SUMMIT 21 Delegates | Toronto, ON

QUEBEC REGIONAL CONFERENCE 174 Delegates | Montréal, QC

The MCVPs of Global Talent spearheaded AIESEC in Canada’s first ever summit for the product. Delegates from across Canada had the opportunity to see how both sides of the product can work together and returned home to propel their function to new heights.

JUN 2016

JUL

The resounding theme of National Congress was It Takes a Village. The AIESEC in Canada plenary came together to tackle the different challenges facing entity growth and committed to working as One Canada to scale the impact we deliver.

ONTARIO + ATLANTIC REGIONAL CONFERENCE 186 Delegates | Kingston, ON

AUG

NATIONAL LEADERSHIP MEETING 60 Delegates | Toronto, ON AIESEC in Canada hosted the second National Leadership Team Meeting, which united LCPs and NSTs from across Canada to work on the next steps for AIESEC in Canada and consult on bottlenecks within Local Committee Growth.

SEP

OCT

NOV

WESTERN REGIONAL CONFERENCE 161 Delegates | Calgary, AB Three hosts from across Canada collaborated to create touch-points that would on-board new members recruited into the organization. The membership learned how to be more customer centric, entrepreneurial, and agile. All conferences ended successfully and returned funds to their Local Committees for future sustainability.

AIESEC in Canada delivers conferences and summits annually to the membership to equip them with the skills needed to scale AIESEC in Canada’s program delivery while developing their leadership in the process. This year, AIESEC in Canada ended the conference cycle by implementing a new bidding model where hosts for future conferences are mandated using a rotation. The model will increase the sustainability of hosting by enabling hosts to prepare years in advance for their turn. AIESEC in Canada will also be streamlining regional touch-points in February to enhance service delivery for the LCs.

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ATLANTIC SUMMIT 20 Delegates | Halifax, NS

DEC

As a part of AIESEC in Canada’s strategic initiative for health, the national team committed to delivering the first Quebec and Atlantic Sub-Regional touchpoints. These summits were focused on revitalizing the operations of each region.

JAN

GENERAL + ADVANCED SALES PROGRAMS 60 Delegates | Montréal, QC The MCVPs of Operations worked together to deliver AIESEC in Canada’s first sales programs catered to members of all functions. These summits equipped the membership with the sales intensity needed to accelerate growth in all programs.

FEB

NATIONAL LEADERSHIP DEVELOPMENT CONFERENCE 2017 250 Delegates | Vancouver, BC

NATIONAL PRESIDENTS MEETING 28 Delegates | Toronto, ON The theme of this meeting, simply put, was the entity stance: One Canada, Demanding Excellence.

Hustle to Win. The touch-point delivered content on team building, different modes of leadership, and agility.

MAR

This touch-point emphasized the message that The Movement is Here.

The membership was aligned to the 2020 AIESEC vision and participated in functional and skill-building sessions catered towards building an entity that would work towards the vision over the upcoming terms.

APR

NORTH-ON 105 Delegates | Toronto, ON

SOUTH-ON 115 Delegates | Kitchener, ON

COASTAL 91 Delegates | Vancouver, BC

MASS 102 Delegates | Winnipeg, MB

MAY 2017

Local Committee Presidents stepped up to the plate by overseeing Organizing Committees and participating in Agenda Teams to deliver these conferences to their sub-regions. Each team successfully recruited facilitators for their conferences, created content for the membership of their region, and preserved the financial sustainability of their LCs as hosts.

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CONFERENCES

10 CITIES

22

EXCELLENCE AWARDS LC

of the YEAR

NATIONAL CONTRIBUTION AGF GROWTH

AIESEC in McGill AIESEC in Calgary AIESEC in Manitoba Annually, AGF Management Ltd. awards the Local Committee that has achieved the highest operational growth in the calendar year.

FINANCIAL SUSTAINABILITY INCOMING GLOBAL TALENT NEW SALES INCOMING GLOBAL TALENT ACCOUNT DELIVERY

AIESEC in McGill AIESEC in McGill

AIESEC in Toronto

OUTGOING GLOBAL TALENT

AIESEC in Western

OUTGOING GLOBAL VOLUNTEER

AIESEC in McGill

MARKETING AND

AIESEC in McGill

COMMUNICATIONS TALENT MANAGEMENT

GOLD

SILVER

BRONZE

AIESEC in McGill AIESEC in McGill Awarded to the Local Committee that has achieved at least 60 Outgoing Exchange Realizations and 15 Incoming Exchange Realizations.

AIESEC in Toronto Awarded to the Local Committee that has achieved at least 40 Outgoing Exchange Realizations and 10 Incoming Exchange Realizations.

AIESEC in Calgary, AIESEC in Concordia, AIESEC in Edmonton, AIESEC in Laurier, AIESEC in SFU, AIESEC in York Awarded to the Local Committee that has achieved at least 20 Outgoing Exchange Realizations and 5 Incoming Exchange Realizations.

FINANCIAL SUMMARY 1

Income Statement 06/01/16 - 05/31/17 REVENUE Exchange Programs Grants, Donations, and Fundraising National Development Other Total Revenue

$325,093 131,366 124,169 13,182 $593,810

EXPENSES $304,225 62,815 53,087 49,475 42,920 134,947 $647,469 61,180 9,056

Salaries and Benefits AIESEC International General Office Travel National Development Other Expenses Total Expenses Strategic Revenues Strategic Expenses

NET INCOME

$(1,535)

1

Balance Sheet May 31, 2017 ASSETS Current Assets Non-current Assets Total Assets

$1,104,523 393,700 $1,498,223

LIABILITIES

$650,494

EQUITY

$847,729

1

As the National Finance Team Leader for AIESEC in Canada for 2017, I have had the opportunity to work with amazing individuals across Canada and develop strategies to promote the financial stability and sustainability on the local committee level.

I worked alongside the Member Committee and Local Committees to bring forward changes and initiatives to grow the finance portfolio and further the responsibilities and role this integral portfolio brings to AIESEC in Canada’s success. A few highlights since January include improvements on the internal audit framework, a complete revamp of bilingual finance resources of AIESEC in Canada, an ROI framework and successful ROI campaign, risk and budgeting frameworks, introduction of excel accounting, repricing models for outgoing and incoming exchange functions, and many more to come with the latter half of the year in sight. The finance portfolio has a lot of room for growth and it is important that we continue to strive towards excellence in creating a role and impact that creates challenging opportunities for members to develop and learn through practice. My role as the National Finance Team Leader has contributed to the national strategy and standards of excellence we strive towards as AIESEC in Canada and it brings us ever closer to our vision of fulfilling the humankind’s potential.

NELSON LEE National Finance Team Leader

All figures in CAD. All financial data refers to the period from June 1st, 2016 to May 31st, 2017.

Head office audited financial statement are available upon request.

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BOARD OF DIRECTORS

Anne Huang

Chair, Board of Directors HR Business Partner Telus

Ruth Fothergill

Director of Stakeholder Engagement (Retired) Export Development Canada

Jennifer Pendura

Associate Director of Development, Campaign University of Calgary

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Eileen Chin

Wendy Chow

Accounting Manager North Vancouver School District

Finance Business Partner OMERS

Matthew Baril

Claude-Sebastien Jean

Senior Planning Advisor Federal Government

James Price

President and CEO Canadian Stem Cell Foundation

CEO Elata Consulting

Michael Smith

Senior Vice President Strategy, Enterprise Security Solutions MasterCard

Christian Fortin

Page blanche conseil CrĂŠatur de liens

John Pallascio

Senior Legal Counsel Bombardier Business Aircraft

Laura Turner

VP General Manager alphabroder Canada

LET

SIDENT

ING PRE M O C IN E H T M TER FRO

NEGNE

BERSABEL BEHO

Three years ago, AIESEC in Canada was facilitating around 400 leadership experiences. Today, as the 2016-17 fiscal year comes to a close I am delighted to say that the network has successfully delivered 884 experiences. Our story over the past three years has been about ambition, excellence and collaboration. In the 2017-18 term I will have the privilege and honor of leading 3,000 of the most driven students you will ever meet. Our main strategic priorities over the next year will be as follows: • Leveraging our 60th Anniversary to improve our relationship with our current alumni, external stakeholders and our future national partners.

• Showcasing the AIESEC Story by investing in our digital marketing channels.

• Ensuring that we have Reliable IT systems that better cater to our customers’ needs.

I am humbled and incredibly excited for what is going to be an incredible year for AIESEC in Canada.

Bersabel Behonegne 2017-18 President AIESEC Canada Inc. 26

NATIONAL PARTNERS PLATINUM PARTNERS

GOLD PARTNERS

SILVER PARTNERS

TRAVEL PARTNERS

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CONNECTING PARTNERS