Annual Report AISEC 2015 - 2016

THE NETHERLANDS 2015-2016ANNUAL REPORT

TABLE OF CONTENT

Preface 3Board of Directors 4AIESEC 2015-2016 6What is AIESEC 8AIESEC 2020 10Organizational Structure 11Current Global State 12Current State of AIESEC in the Netherlands Incoming Global Talent 14Outgoing Global Talent 15Outgoing Global Citizen 16Expierence stories 17Marketing and Customer Experience 18National Programs Ambassadors Program 20Nour Project 21Make a Move National Programs Talent Days 22Board Battle 23YouthSpeak 24Financial Report 26The Local CommitteesAIESEC in Amsterdam 29AIESEC in Delft 30AIESEC in Groningen 31AIESEC in Leiden 32AIESEC in Maastricht 33AIESEC in Nijmegen 34AIESEC in Rotterdam 35AIESEC in Tilburg 36AIESEC in Twente 37AIESEC in Utrecht 38AIESEC in Wageningen 39Shape What We Do Around What The World Needs 40Partnership Opportunities 42Board of Advisors 44Generation 2016-2017 46

2

PREFACE

That movie ‘Deep Impact’, the one with a big Asteroid (Wolf-Biederman) on a collision course with the Earth, you know the one where President Morgan Freeman sends a spaceship to nuke

the asteroid hoping that his last ditch leadership saves humanity from an Extinction Level Event. Well, this report should show how the young leaders of AIESEC are working to become the leaders who can swerve humanity away from the disasters framed in the United Nations Sustainable Development Goals.

There are 17 Sustainable Development Goals, and along with World Merit, AIESEC are the leading organisation committed to achieving them. There is no doubt that the World needs better leaders and I do believe that AIESEC in the Netherlands has some of the most promising and talented people on the planet.

Having spent time with AIESEC in the Netherlands I am confident in reporting that you are doing well. It seems that you know there is a fine balance to a successful life - a balance of fun and fulfilment, a balance of camaraderie and commitment. You also know because you have researched the SDG’s that the planet is currently vastly imbalanced. An imbalance that some have resources, some don’t. Some have justice, some don’t. Some have love, some don’t. You can lead the correction of this imbalance. AIESEC in the Netherlands is already world class at connecting and giving love, now is the time to lead in ensuring the world has justice and that resources are fairly distributed.

It is clear that AIESECers want to make a difference. Well, continue to make sure you do. Make sure that you are missiles fired up to deflect incoming doom. Make sure it is you that makes a deep impact. President Morgan Freeman and the world, will thank you.

CHRIS ARNOLDCEOWORLD MERITFounder & President Smaller Earth Group

3

Summer is there and yet another AIESEC term is about to end. As Board of Directors we can look back at a year that is characterized by strong results and most importantly by achieving the impact the

organization pursues. It has been a year in which many current events outside the organization demonstrated the continual relevance of AIESEC – unfortunately often in a negative way. In Europe consequences of the ongoing conflicts of war have become visible through inflow of significant numbers of refugees which look for shelter and a brighter future. At the same time political dissatisfaction and fear in European countries has led to a significant risk of a breakdown of the European Union – a project that is rooted like AIESEC in the aftermath of the Second World War. Events like this illustrate the need for leadership that is willing and capable to work on improving this. It is therefore that AIESEC’s activities matter: every generation of AIESEC members has the opportunity, and at the same time the responsibility to do their utmost best to work on this through the creation of their own leadership experience, while taking responsibility for the development of other young individuals. I am happy to say that I believe we have witnessed this. On an organizational level AIESEC has taken the decision to increase its focus on its core activities: student exchanges through international internships. Consequence of this is that Make a Move career events have been stopped – activities in which AIESEC has been a national frontrunner since 1971 . It is therefore that we are glad to see that the results of the exchange activities have increased significantly with double digits growth on all activities, resulting in a total of 710 experiences. In line with good practices in the international network, the outgoing exchange activities have been split between exchanges that are aimed at voluntary projects and those that are based on professional internships. The incoming exchange activities have focused on both SMEs and larger corporates. This required significant investments in HR capacity, information management and marketing activities.Given all that has been achieved I feel honored to have the role of chair of the Board of Directors. Therefore I want to thank all the members for their hard work and relentless dedication to create leadership experiences, both for themselves and at the same time for their fellow students.A special appreciation for Ton, Roman, Sanne, Leila, Tom, Sabine and Mirjam. This team has worked hard with great

SANNE VAN ERPStrategy Consultant at

ING GROUP

YI LING HOSupply Chain Finance Sr.

Category Analyst at UNILEVER

LISELOTTE VAN STEENISChange Consultant at

LJ CONSULTING & OWNER

YOGALISE

CHARLOTTE EIJSVOOGELAssociate Consultant at

BAIN & COMPANY

PAUL NEISINGHSupervisor at De

NEDERLANDSCHE BANK

ROBERT THIELawyer, Legal Council at

ING

energy, passion and eagerness to learn in order to bring this organization further. On behalf of the Board of Directors of AIESEC in the Netherlands,

PAUL NEISINGHJuly 2016

BOARD OF DIRECTORS

BOARD OF DIRECTORS

4

AIESEC 2015-2016

AIESEC 2015-2016 will be remembered as a year of change, a year in which the organization fundamentally

transformed on the global, national and local levels. It was a year of achievement and transformation, the final six months of our AIESEC 2015 mid-term ambition, and the first six months of brand-new AIESEC 2020.

The year started with AIESEC International Congress in India, where 15 Dutch delegates took part in the creation of our organization’s new mid-term ambition: AIESEC 2020. AIESEC works with mid-term ambitions as milestones towards achieving our vision, an ambition that provides strategic direction to the organization, measures progress, and challenges us to grow and evolve. After a 3-day co-creation process with 800 delegates from over 100 entities, the AIESEC 2020 statements were created (page 8).

Nationally, AIESEC in the Netherlands put the ambition forward that we wanted to become an impactful organization, and that in order to get there we needed to become relevant, exchange focused, and have a culture of achievement. This ambition is what defined our term, gave direction to our strategy, transformed the organization, and let 300 young people to break through limits.

RELEVANT

We realized that we need to know what young people need in todays world, in order to shape what we do around what the world needs. We launched the Youth Speak survey (page 23), collecting over 2000 Dutch

youth voices and hear their opinions on world issues, their drivers in life, and what they see as their role in shaping the future. We also realized that we should collaborate more with other like-minded organizations around us. We represented the organization at the United Nations in New York, where AIESEC signed a declaration to the UN for the Sustainable Development Goals. Nationally, we started collaborating with ADB, World Merit, Elsevier, OneWorld, JCI and the Dutch Ministry of Foreign Affairs. And to put this further in motion, a new MC Public Relations role was created which aims to position AIESEC in the Netherlands with media, like-minded organizations, and alumni, in order for us to become an AIESEC that is even more relevant in the Netherlands.

EXCHANGE FOCUSED

AIESEC believes that leadership is the fundamental solution to unlock a better future, and we develop leadership through practical experiences in challenging environments. We do this through cross-cultural exchanges. Exchange is our impact, and in order to become impactful, we have to focus completely on exchange. Therefore, after more than 40 years of Arbeids Integratie Programma and Make a Move, AIESEC decided to end our career activity programs on both local and national level. We restructured the organization to create focused, specialized units in order to grow disruptively in our exchange programs. We created a new Marketing business unit, that will focus on our brand image and brand experience, and develop a strong, recognizable, and engaging

brand leading to more customer engagement. Digital transformation was on the forefront, with new systems and changing customer flows to become more open, accessible, and customer friendly. We restructured the Nour Program, one of our most relevant products, in order to allow more youth in the Netherlands to bridge the gap between the Dutch and Arab cultures. And finally we realized that if we want to achieve AIESEC 2020, and become accessible to everyone, everywhere, we have to start allowing more students to participate in our exchange programs. Therefore we are opening our exchange programs to HBO students later in 2016, to engage even more youth in the Netherlands and activate their leadership potential.

CULTURE OF ACHIEVEMENT

In order to achieve our ambition, our organization needed three elements to make it happen. Firstly, we needed ambitious people that were willing to work hard every day to achieve impactful results. Secondly, we needed a growth mindset within the entire organization that encouraged our members to take risks, face challenges, and dare to do things differently. And lastly, we needed an environment that gave members the freedom to try and fail without judgment. This culture allowed for new, local initiatives to bloom. One of these is the refugee program from AIESEC in Rotterdam, which connects young educated refugees with our company partners to help them integrate into Dutch society and provide practical working experiences. Furthermore, a culture of achievement AIESEC in Delft also carried out an entrepreneurial

BREAK THROUGH LIMITS, MAKE IT HAPPEN

6

initiative with their viral promotional video, which reached over 250.000 people and achieved 1000+ likes and shares. These are only two of the many success stories exhibited by our network this year, all of which embraced an growth mindset and culture of achievement. Our power is in our people, and through all of this we took it on ourselves to role model the leadership we want to develop in others.

IMPACTFUL

All of this was done in order to create an even more impactful AIESEC, and we define our impact through the

leadership development experiences we create through exchanges. In 2015-2016 we saw tremendous growth in exchanges by facilitating 710 exchanges, a 52% year on year growth. With 68% growth in incoming Global Talent, 59% in outgoing Global Talent, and 46% in outgoing Global Citizen, all three programs performed spectacularly. In the beginning of the year we said that we do not want to be just a year of transformation, we want to be a year of achievement. AIESEC in the Netherlands did not see growth for a very long time, and this would be the year that would break through limits, through the glass ceiling that has

kept us from growing all those years. With a total of 710 exchanges, I am so proud of everyone that worked to hard, every single day, in order to achieve this. Thank you all!

We made it happen!

TON VAN DER DONK PRESIDENT

LEILA PILLIARDVICE PRESIDENT

OUTGOING GLOBAL

CITIZEN

ROMAN SHCHERBATYYVICE PRESIDENT FINANCE

MIRJAM OOSTERHUISVICE PRESIDENT PUBLIC

RELATIONS

TOM WESTERBEEKVICE PRESIDENT INCOMING

GLOBAL TALENT

SABINE MOMMAVICE PRESIDENT KEY

ACCOUNTMANAGER

SANNE NIEMANVICE PRESIDENT

OUTGOING GLOBAL

TALENT

TON VAN DER DONKPRESIDENT

AIESEC The Netherlands

2015-2016

0

100

200

300

400

500

600

700

800

2015-20162014-20152013-20142012-20132011-2012

PERFORMANCE

NATIONAL BOARD

AIESEC IN THE NETHERLANDS 2015 - 2016

Outgoing Global Citizen

Outgoing Global Talent

Incoming Global Talent

7

WHAT IS AIESEC?

WHY HOW WHAT

AIESEC was founded after the Second World War by a group of young people from the Netherlands, Belgium, France, Norway, Sweden, Denmark and Finland. They believed that in order to prevent similar conflicts, cross-cultural understanding was essential.

Ever since, the mission of AIESEC is to strive to achieve peace and fulfillment of humankind’s potential.

We place our confidence in youth as the key to unlocking a better future. They have the passion, dynamism and entrepreneurial spirit needed to shape the future. We believe that leadership is the fundamental solution and it can be developed in anyone. AIESEC is a platform for young people to explore and develop their leadership potential.

• Understands and lives personal values

• Focus on strengths over weaknesses

• Explores one’s passions

• Believes in their ability to make a difference in the world

• Interested in world issues

• Enjoys taking responsibility for improving the world

• Adapts and shows resilience in the face of challenges

• Transmits positivity to move forward throughout uncertainty

• Takes risks when needed

• Communicates effectively in diverse environments

• Develop & empowers other people

• Engages with others to achieve a bigger purpose

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. That is why our answer is to develop the four leadership characteristics below, according to the worlds biggest trends of declining trust in formal leaders, globalization, increased complexity, and uncertainty.

WORLD CITIZEN

SOLUTION ORIENTED

EMPOWERING OTHERS

SELF -AWARE

WORLD CITIZE N

SELF AWARE

EMPOWERING

OTHERS

SOLUTION ORIENTED

8

The Global Talent program offers students the opportunity to live and work abroad during a professional internship. During these internships students are able to develop their leadership potential and professional skills in a global working environment. For organizations this is a way to recruit highly motivated students with a different perspective and with backgrounds that are hard to find in the country they are situated.

Global Citizen is AIESEC’s volunteering program, and strives to activate the leadership potential of students by providing them with a challenging environment abroad, where they work in a cross-cultural team and experience new cultures. For 6-8 weeks students participate in volunteering projects, and are encouraged to take action and make positive impact, based on the most pressing needs of communities abroad. Students grow and develop themselves by this practical experience and learning-by-doing.

YouthSpeak is a global AIESEC initiative, a tool to listen to what is happening in the world and at the same time a tool to engage young people and inspire them to take action upon the issues they feel are important. Capturing youth voices in over 100 countries and territories, YouthSpeak engages stakeholders across government, business, third sector and education. How will Millennials shape the world? See page 25.

YOUTHSPEAK

GLOBAL CITIZEN

GLOBAL TALENT

9

AIESEC 2020

AIESEC works with mid-term ambiti ons as milestones, that provide us with directi on while moving closer

to our vision of peace and fulfi lment of humankinds potenti al. These long term strategies provide us with clear strategic directi on, challenge us, and allow us to measure our progress. In the past year, we saw the end of the successful AIESEC 2015 mid term ambiti on, and the creati on of our next milestone of AIESEC 2020.

AIESEC 2020 CONSISTS OF:

• AIESEC 2020 Ambiti on – The Statements• AIESEC 2020 Strategy – The Roadmap and AIESEC

Experience• AIESEC 2020 Goal setti ng – Our Measurement of

Success

The fi rst step in the creati on of AIESEC 2020 took place at

AIESEC’s Internati onal Congress in Delhi, India in August 2015. The goal was to create the ambiti on statements clarifying what AIESEC wants to be in 2020. A bott om up, democrati c process was designed in order to collect the voices, opinions, and dreams of AIESECers from all over the world. Through a three day dreaming process with 800 delegates from over 120 countries, we tried to answer the questi on:

‘’What do we want AIESEC to become by 2020, to move closer to engage and develop every young person in the world?’’

Aft er three days of dreaming, consolidati ng, voti ng, and refi ning, four ambiti on statements were presented and AIESEC 2020 was born.

10

ORGANIZATIONAL STRUCTURE

Our global operati ons are managed from our global offi ce located in Rott erdam. The AIESEC Internati onal

team consists of 24 young people from all over the world, who manage the organizati on on the global level, create and implement global strategies, manage global supply and demand, and manage global partnerships.

Our nati onal operati ons are managed from our nati onal offi ce located in Amsterdam. The general board of AIESEC in the Netherlands consists of the Member Committ ee (MC) and the Board of Directors. The MC consists of the Member Committ ee President (MCP) and several Member Committ ee Vice Presidents (MCVPs). Together with the Board of Directors they create nati onal long-term strategies and ensure fi nancial sustainability of the nati onal enti ty. In additi on, the Member Committ ee guides the Local Committ ees in the delivery of our exchange programs. The Board of Advisors is an advisory body that supports the general board.

Our local operati ons are managed from eleven Local Committ ees (LCs) located in Amsterdam, Delft , Groningen, Leiden, Maastricht, Nijmegen, Rott erdam, Tilburg, Enschede, Utrecht and Wageningen. Local Committ ees consist of an Executi ve Board with the Local Committ ee President (LCP) and several Local Committ ee Vice Presidents (LCVPs). Additi onally, there are part-ti me board members allocated to diff erent operati onal teams. Local Committ ees are, above all, responsible for implementati on of global and nati onal strategies, campus engagement, and developing leadership in young people through our exchange programs.

AIESEC INTERNATIONAL AIESEC THE NETHERLANDS

LOCAL COMMITTEES

BOARD OF ADVISORS

MEMBER COMMITTEE

BOARD OF DIRECTORS

EXECUTIVE BOARD

MARKETING OUTGOING GLOBAL TALENT

INCOMING GLOBAL TALENT

OUTGOING GLOBAL CITIZEN

NAT

ION

AL

LOC

AL

11

Located in over 120 countries and territories, AIESEC is the world’s largest youth-run organization. Globally, we are present in approximately 2400 universities worldwide, and have over 70.000

members carrying out our operations. They all live a practical leadership experience by working in a team to facilitate experiential, cross-cultural exchanges.

In the 2015-2016 term, AIESEC delivered 40.170 exchange experiences in our Global Citizen program, in which young people live a cross-cultural leadership experience by volunteering for 6-8 weeks in projects all over the world. They develop themselves and have a direct impact on the communities in areas of education, cultural awareness, health awareness, sustainability, and human rights.

7.928 students and recent graduates entered our Global Talent program and experienced an international professional internship at one of our partner organizations. We facilitate a professional leadership development

experience by building their personal and professional skills in a challenging environment. Most of our interns work in the areas of information technology, education, marketing and sales, and engineering.

We have a network of over 1.000.000 alumni worldwide. While being a youth-run organization, most members remain active for multiple years, taking up different roles, to drive our organizational growth.

More than 10.000 organizations engage with our organizations to help us grow our societal impact. These partner organizations range from innovative start-ups to large corporates.

We deliver over 500 regional, national, and global conferences to educate and engage our membership on leadership development, global trends and issues, operation management, and youth empowerment.

GLOBAL STATE 2015-2016

12

CURRENT STATE OF AIESEC THE NETHERLANDS

INCOMING GLOBAL TALENT

As AIESEC in the Netherlands we connect international students from all over the world with businesses in the Netherlands. Through the Global Talent program we provide these young

talents with a professional, challenging and fun internship in the Netherlands, in order to develop themselves professionally and gain fulfilling experiential experience.

This year AIESEC in the Netherlands welcomed 131 students and provided them with an internship. Also, we grew 68% in matches as a result of the following focus points:

While talent solutions and acquisition are an important feature of our product for companies, our organizational focus and main value proposition has shifted to emphasize leadership development. Our sales approach evolved this year in order to better position ourselves in the market. The acquisition teams started to include our vision in the acquisition process. This ensures that companies have the right expectations and are committed to contribute to the AIESEC vision where they can.

The world is digitalizing and this provides endless opportunities to increase our reach. As a result, we developed our online marketing B2B strategies. Social media channels were optimized in order to attract businesses with engaging content. By leveraging technology and introducing new pull marketing strategies to complement our sales activity, AIESEC in the Netherlands is becoming a more recognized and accessible organization.

NATIONAL ACQUISITION

VALUE PROPOSITION

ONLINE MARKETING

AIESEC in the Netherlands has many large corporate partners, of which many are in need of young talent. Certain skills or backgrounds, for example IT experience and affinity, are scarce in our country, while these can be excessive in other countries. Therefore, AIESEC started to approach our partners and new partners to make use of this service as well. In order to start this project the operations also needed to be prepared to deliver larger amounts of trainees. This project shows the true impact AIESEC can have as an organization, because the organization believes that cross-cultural exchanges are the key to develop leadership.

YEAR RAISED MATCH REALIZED

13-14 136 77 82

14-15 112 75 85

15-16 161 131 100

World Cafe Amsterdam, where people from all over the world gather to share insights and discuss global topics.

14

OUTGOING GLOBAL TALENT

The outgoing Global Talent program provides students from universities in the Netherlands the opportunity to live and work abroad during a professional internship. With the outgoing Global

Talent program AIESEC strives to activate and develop the leadership potential of students by providing them with a challenging experience.

The 2015-2016 term marked the first year in which AIESEC in the Netherlands had separate teams for both the outgoing Global Talent program and the outgoing Global Citizen program. In order to grow and improve our operations in both programs we needed to become experts in both programs and thus focus was needed to achieve this. When both programs where still in one outgoing exchange team most of the focus was on the Global Citizen program and therefore the first few months from this term were spent on establishing a new product in all the cities. We tried to understand our supply and demand better by doing a student market analysis as well as becoming more conscious of the type of internships we have in our database. After these analyses two products were established within the program, one for business internships and the other for teaching internships.

Separating both outgoing exchange programs this year has proven to be a great success. Thanks to a focus on improving our product knowledge, opportunity marketing and lead conversion, the outgoing global talent program saw 59% growth in matches and 61% growth in realizes. For the first time in the history of the outgoing internship program we were able to break through the barrier of 100 exchanges. It took a lot of effort and commitment from all the cities, but together we made it happen!

ESTABLISHING NEW PRODUCT

OPPORTUNITY MARKETING

GROWTH

This is because it gives students more information about the internship with AIESEC and which skills are necessary to be a suitable candidate. Local Committees would market with specific internships in countries or companies that we had established a partnership with. Among these partnerships are companies such as AbInBev in Czech Republic, Genpact in Romania and AIESEC in Colombia for teaching internships.

Not every student is suitable to go on an internship, as such it is important to attract the right students for the right internship. Therefore, another focus this year was opportunity marketing. Opportunity marketing is a very concrete way of marketing by showcasing and offering specific projects and this has proven to be more effective.


13-14 163 68 70

14-15 181 66 57

15-16 135 105 92

15

OUTGOING GLOBAL CITIZEN

The outgoing Global Citizen program strives to activate the leadership potential of university students by providing them with a challenging environment and encouraging them to take action

and make positive impact, based on the most pressing needs of communities abroad. Students embark on a 6-8 week volunteer project abroad, and work in a range of sectors and areas, including education, health, environment, skills development, human rights, and cultural awareness.

The Global Citizen program has seen staggering results this year. Thanks to a focused winter peak, emphasis on lead conversion, improved product knowledge in local teams, and strong Local Committee collaboration across the network, the Global Citizen program has grown 46% in matches and 45% in realizations in the 2015-2016 term. Customer centricity was a top priority for us to ensure that we deliver on our promises as an organization. By placing more attention on lead conversion, follow-up, process standardization, and customer assistance, we achieved a 99% conversion ratio from raise to match, making sure that no Exchange Participant is left behind and that all of our customers receive a leadership development experience.

PROGRAM GROWTH

EXPERIENCE IMPROVEMENT

to the local realities abroad and adjusting the preparation and coaching phases accordingly. We also delivered a National Outgoing Preparation Seminar in May 2016 facilitated by members across the network, with a focus on challenging environments, solution-orientedness, and individual initiatives. Ultimately, these approaches better prepared our Exchange Participants to emerge in unfamiliar environments and different standards of living, while also empowering them to take action and think in solutions when faced with challenges.

While increasing the number of experiences we deliver is a key to our success as an entity, it is equally important we ensure that every one of those experiences meet the basic standards of an experience abroad. Thanks to a strong collaboration with the Ambassadors Program, more emphasis was placed on the 16 Standards & Satisfaction by customizing our expectation setting based

Part of the AIESEC 2020 ambition strives to shape what we do around what the world needs. This is especially significant for the Global Citizen program, as it pushes the global network to align our product portfolio to the global Sustainable Development Goals by the end of 2016. As AIESEC in the Netherlands, we have made first steps towards aligning our program in the spring, with local committees piloting the refreshed product portfolio through SDG-aligned marketing and promotions. This shift will significantly change the way that we measure the impact that Exchange Participants make in communities abroad, and ensures that AIESEC becomes a relevant contributor to the global agenda.

SUSTAINABLE DEVELOPMENT GOALS


13-14 374 259 278

14-15 509 324 255

15-16 474 474 370

16

EXPERIENCE STORIESOUTGOING EXCHANGEINCOMING EXCHANGE

“In Malayisa, 15,000 tonnes of food are wasted every day. I parti cipated in the Global Citi zen program by contributi ng to the Clean Our Plate project in order to address this issue. The aim of the project

is to raise awareness about food waste and to expand the knowledge of the Malaysian populati on about why and how not to waste food and encourage responsible behaviours toward food consumpti on. Together with a group of nine students from Japan, Indonesia, Norway, China, and Taiwan, I was committ ed to reduce food waste by making more people aware of responsible consumpti on. We approached this mainly through three acti viti es: workshops, cross over challenge, and Surplus Kitchen.

Stepping out of my comfort zone by doing a project abroad was a good decision for me. I have learned a lot and gained valuable experiences, which I would have never experienced had I stayed at home. Being scared of doing something totally diff erent makes you are the perfect candidate to do an AIESEC project abroad, because the challenging environment will empower you to develop yourself as a person and a leader. When you are really interested in the topic, your drive to succeed the project is bigger and that has a positi ve impact on your experience and surroundings. It was essenti al for me to be open-minded, moti vated, and positi ve in order to have a positi ve impact on the group. We constantly helped one another and learned a lot from each other in the process. In the end, we could accomplish so much more together than we could individually!”

Heleen Knuvelder, AIESEC Amsterdam

My name is Nikos and I am originally from Thessaloniki. I got my bachelor in Technology Management there. Today I am already working for 31 months as a Logisti cs Manager at

LyondellBasell, where I am sti ll enjoying a lot!The job is amazing. My team teaches me how to work together and I fi nd my boss very inspiring, because of his drive. Because of the freedom I got in the company, I was able to develop myself. AIESEC added a great deal to my experience. They helped me with all kinds of practi cal matt ers, which enabled me to focus and excell in my job. Socially I also benefi ted a lot of the service of AIESEC. It provides me with a large social network and provides me a lot of development personally. Without AIESEC this experience would not have been the same. The greatest news of all is that I got off ered a job. I am extremely excited!

Nikolaos Kalapalikis , Trainee in Leiden

17

MARKETING & CUSTOMER EXPERIENCE

At the beginning of the year, we concluded that in order to grow in our outgoing exchange programs we had to pay more focus on our market reach and conversion rates to be able to capitalize

on our market potential. As such our strategic focus became lead conversion in both outgoing Global Talent and outgoing Global Citizen, requiring us to take a deeper look into improving our content marketing, leveraging our organizational capacity and talent, and transforming our digital ecosystems.

All Local Committees strive for the same goal of providing leadership development experiences abroad. However, this is communicated and marketed externally in diverse and unaligned ways that do not necessarily reflect our value proposition and desired brand experience. In order to position ourselves as an experiential leadership development organization, we took first steps to adopt the inbound marketing method, which focuses on a pull strategy with engaging content that is reflective of who we are and what we do. We carried out a national “Blue Man” stunt adopted by 10 Local Committees, created a weekly “60 AIESEConds” campaign with videos about the Sustainable Development Goals, and refreshed our website. AIESEC Delft also created a video following the inbound method that achieved a reach of 70,000 views and 1000+ likes and shares, this being a good case practice within the global network.

Market reach and lead generation made good progress this year, however we also needed to pay attention to how our leads are nurtured and converted into customers. This led to two major realizations; first, that we needed to align our call-to-action and centralize where our leads are stored and managed, and second, we needed to know more about our leads in order to customize our follow-up and convert them more efficiently. As such, we developed a national CRM system with Salesforce, allowing us to track our lead information and nurturing consistently and accurately. This technology allows us to automate and simplify our lead journeys, and we are currently in the process of integrating an email marketing software with relevant and brand aligned content.

RELEVANT CONTENT

TALENT MANAGEMENT

DIGITALIZATION

marketing teams in all Local Committees, as well as a specific MCVP Marketing function on the national board.

To evolve from push to pull marketing, we needed to take a closer look at our education cycle for marketing managers across Local Committees, as well as our talent capacity and structure. Together with the National Marketing Team, a National Marketing Summit was hosted in the fall in order to develop marketing knowledge and approaches across the network and to introduce the inbound marketing method. Separate marketing tracks were also delivered at our national conferences. To further capitalize on our market potential, we came to the conclusion that separate marketing teams and centralized leadership are necessary to align and further develop marketing capacity, talent, and strategies in the network. Therefore, the 2016-2017 term will have separate

National marketing campaign: Blue man

18

NATIONAL PROGRAMS

AMBASSADORS PROGRAM

Although the Ambassadors Program has been a cornerstone program for AIESEC in the Netherlands since 1994, it has gone through a radical transformation this year. Whereas it used

to target twenty 1st and 2nd year students to embark on a cultural experience, the program has evolved to be strategically aligned and supportive towards the outgoing Global Citizen program. As we are increasing our impact by growing in the number of experiences we facilitate abroad, it is equally important to ensure that the quality of these experiences remains high so that leadership can be developed in our Exchange Participants.

The Ambassadors Program has been reconstructed in order to contribute to increasing program satisfaction by focusing on project standards and relevant expectation setting. This was achieved by sending 11 recent alumni as CEEDers (Cultural Envoy for Exchange Development) to represent the Netherlands in 8 partner entities: Brazil, Colombia, Indonesia, Malaysia, Oman, Sri Lanka, Tanzania, Tunisia. Their aim was to strengthen the collaboration and synergy between our entities and visit projects to assess

their standards and quality first-hand (e.g. job descriptions, logistics, and living standards), and transfer their knowledge and recommendations to Local Committees and Exchange Participants in the Netherlands. The newly evolved program was met with great enthusiasm and has allowed exchange participants to receive entity-specific preparation and consulting thanks to the expertise of our CEEDers. It also enabled the Global Citizen network to gain more insight and understanding of our product features and benefits, which is key in order for us to become a more customer centric organization.

“It was an amazing experience for me and my team to build a program from scratch and to work on a more overviewing quality program. Thanks to the close collaboration with the team leaders, team members and the national board, this program was, is, and will continue to be relevant for the future and for the future leaders.

”MELANIE VAN BUSSEL

LCVP AMBASSADORS PROGRAM, MAASTRICHT

20

NOUR PROJECT

The Nour Project began as a national program in 2006 as an effort to bridge the gap between the Western and Arab worlds, by giving Dutch youth the opportunity to experience Arab culture first-

hand, and ultimately challenge prejudices and create mutual understanding. Since then, it has grown to become one of the most unique and recognized programs that AIESEC Netherlands has to offer, and stands as a best case practice within the global network. The Nour Project offers a unique Learning and Reintegration cycle, providing Nour Participants with a range of workshops and showcasing opportunities before and after their project abroad. In the 2015-2016 term, the Nour Project expanded its outreach and delivered more experiences than ever before by piloting a winter cycle and increasing its experiences by 50%, a total of 45 Nour Participants. By sharing and exposing these stories and experiences, the knowledge and perspectives gained by these participants have a ripple effect in Dutch society, thereby raising awareness and breaking down prejudiced views.

The Nour vision is becoming more relevant than ever before. In this day and age, we are seeing a startling and unfortunate rise in Islamophia, misperception, and cultural divide, which strongly indicates an increasing need for the Nour Project. This has triggered us to explore ways in which we can grow the program sustainably in the future, in order to come closer to its vision of bridging the gap between the Arab and western world. The impact of the Nour Project comes down to two main factors: the number of people who personally experience Arab culture, and the number of people who gain a deeper understanding of Arab culture through experience showcasing and exposure of the program back home. With this in mind, we expanded the Nour Project nationally and introduced Nour Manager

roles in all Local Committee for the 2016-2017 term, while also giving more attention to experience showcasing and exposure. This will allow for the Nour vision and mission to take a more central place in local operations for years to come, and for us to come one step closer to bridging the gap.

“Stereotypes lose their power when the world is found to be more complex than the stereotype would suggest. When we learn that individuals do not fit the group stereotype, then it begins to fall apart.

”ED KOCH

NOUR PARTICIPANT 2015 JORDAN

21

MAKE A MOVE NATIONAL PROGRAMS

AIESEC believes that leadership is the fundamental solution to unlock a better future, and we develop leadership through practical experiences in challenging environments. We do this through

cross-cultural exchanges. Exchange is our impact, and in order to become impactful, we have to focus completely on exchange. Therefore, after more than 40 years of Arbeids Integratie Programma and Make a Move, AIESEC decided to end our career activity programs on both local and national level. Nevertheless, we like to acknowledge the successful events that Make a Move organized in 2015.

TALENT DAYS

These students have an extraordinary CV and are pro-actively looking for their future employer. The day serves as a perfect opportunity for students to mingle with recruiters. Workshops have an interactive set-up due to the small group of participating students. The lunch enables students to enjoy every course seated with a different company they did not meet yet in their workshops. Moreover, at the end of every Talent Day, drinks are organised to encourage interaction between students and companies.

For this event, we created a national marketing campaign focused on both offline and online marketing. In total, more than 1100 students subscribed for the four Talent Days in November 2015. After two selection moments based on CV and motivation, over 260 students got the opportunity to join the Talent Days. In the motivation round, students were challenged to convince our external selection partner Impressive Green Apple of their motivation to participate.

This edition of the Talent Days consisted of a Talent Day Management, Strategy Consultancy, Marketing and Finance, organized by the Make a Move teams of Utrecht, Tilburg, Maastricht and Amsterdam. The success of the Talent Days is an end product of the cooperation between the above-mentioned teams on different levels and in different phases of the organisation of the event.

We want to thank the Make a Move teams, the participating organizations, our selection partner Impressive Green Apple, and all participating students for making the last edition of the Talent Days a success.

In November 2015, Make a Move organised a successful last edition of the Talent Days; a top class event for ambitious master students and leading companies. The Talent Days are focused on different specific work fields in order to broaden the view of participating students. The diverse range of companies participating at the same Talent Day provides students with the opportunity to compare companies and discover which company suits their personal interest. Every Talent Day is built around a diverse day program, consisting of workshops, a speaker form the field, and an extensive lunch and drinks. In this edition of the Talent Days, 25 companies participated and provided the participants valuable insight in the companies operations as well as their own job.

The Talent Days have an exclusive character due to the content of the program and the selective group of students. Sixty top master students can participate per Talent Day.

22

BOARD BATTLE

training from IG&H, through which they gained some tips and tricks they could apply in the final presentations at the end of the day. During the lunch, the board members and recruiters had the chance to network and meet representatives of leading companies in an easy accessible way. After lunch, the time had come for the boards to crack the challenges case that was developed by a third party, Proportion. Each board represented the company where they won the in-house round and, therefore, solve the case as if they were in the management team of the specific company. Boards had to come up with a business strategy to enter the Kenyan market, taking into account the new business models of competitors, social responsibility trends and the low-income segment. While solving the case, the participating fulfilled the role of coaches and provided advice to the board representing ‘them’.

In the end, every board came up with great ideas and solutions and presented them to the independent jury, while putting their newly achieved pitching skills into practice. Although every solution provided by the boards was very well though through, the jury decided that FSA Amsterdam rightfully earned the title of ‘Best Board of the Netherlands’. Besides this impressive title, the board also received a travel cheque worth 1500 euros to spend at Husk travels.

In 2015, the third edition of Board Battle took place, organized by a local Make a Move team consisting of five motivated and ambitious students from Utrecht. After an intensive acquisition and marketing period, over 20 boards out of 50 that subscribed were selected for one of the five local rounds organized in-house by the participating companies; Van Lanschot, Ahold, Heineken, Randstad and Strategy&. The participating boards that were selected came from universities across the country and had varying educational backgrounds; including business and economics, law, social sciences and technical studies.

In October, the five local rounds of Board Battle took place. During the local rounds, selected boards were competing against each other by finding solutions to a company-specific case. At the same time, every board had the opportunity to meet recruiters, get more insight in the company and meet fellow students boards. At the end of the day, the hosting company appointed one winning board.

On the 12th of November 2015, all five winning boards gathered at the Paushuize in Utrecht for the Final. Winners of the local rounds were the boards of FSA (Amsterdam), Integrand (Eindhoven), SA Proto (Enschede), IBR Colombia (Groningen), and Leonardo Da Vinci (Delft). During the morning program, the five boards received a ‘pitching’

23

THE INITIATIVE

SURVEY INSIGHTS

YOUTHSPEAK

AIESEC strives to develop leadership qualities in as many young people as possible in order to make them positive contributors to the world. In AIESEC, we place our confidence in youth, because they

will be the leaders of tomorrow. AIESEC forms the support system for young people to prepare themselves for this responsible role. But how can we support young people in the best possible way? To answer this question, we need to ask youth themselves. AIESEC realized that young people need a platform that makes them feel empowered to share their thoughts and speak up for what they care about. This platform is called YouthSpeak.

YouthSpeak is a tool to listen to young people to what is happening in the world and at the same time a tool to engage young people and inspire them to take action upon the issues they feel are important.

The YouthSpeak Survey, powered by AIESEC, is a global insight survey created by youth for youth, designed to understand what young people care about and how they would like to be engaged towards issues that matter to them. The survey focuses on people between 18-30 years old; the so-called Millennials.The survey took effect between October 9th 2015 and March 31st 2016 and collected a total of 160,227 responses from youth globally, of which 2070 responses from Dutch youth.

The YouthSpeak Report sheds light on the Millennial generation and represents the youth perspective. Millennials form the largest generation of youth in history. These young people will be the leaders, managers and CEOs in 15 years from now who will decide upon how this world will be shaped. For anyone who is looking to engage Millennials in an effective way, AIESEC advises to read the 2016 edition of the YouthSpeak report. The report can be requested by contacting AIESEC’s national board.

The survey was built around the theme: ‘The way the world will be shaped by 2030 depends on us, young people.’’ Youth is and will continue to be the present and the future agents of building a better world and impacting it positively. In AIESEC, we believe that it is our responsibility to ensure that we enable young people to develop leadership skills in order to enable them to become the leaders of the future. To achieve this, we need to understand youth. What are they passionate about? What drives them in life? How do they see the world in 2030? How do they see their role in the future and what do they need in order to fulfil this role? This generation of youth will play a crucial role in the successful implementation of the Sustainable Development Goals (SDGs) that have been adopted by world leaders last September. But are young people aware of the SDGs and willing to contribute towards them? The YouthSpeak survey tries to answer these and many more in the hope of answering a key question: ‘How can we engage Millennials to take action?’

24

YOUTHSPEAK FORUM

Through the YouthSpeak initiative, we do not only want young people to voice their opinion in a survey, we also want young people to engage around the topics that matter to them and, to act on them. The forums aim to bring students and organizations/companies together to form a cross-sector and multi-generational space to talk about issues that matter.

The upcoming YouthSpeak Forum that will take place on November 21st, will challenge students to show- and further develop their leadership qualities by making a positive impact on society. Through a day program consisting of keynote speakers, a case study and fruitful discussions, we want to open the minds of young people to think differently about the concept of leadership and its importance to make an impact.

The YouthSpeak insights tell us that young people in the Netherlands believe that the private sector has the biggest ability to influence society, closely followed by the government (YouthSpeak Survey, 2016). Connecting these to parties to the event to talk and work together with students will make that participants feel their opinion and input is valued.

During the morning, keynote speakers from the private- and public sector will inspire students around the importance of showing leadership to achieve your goal or purpose. By providing a perspective of what leadership means for the speakers personally, students will see that leadership is a broad concept and can be shown in different ways.

Students see case studies as one of the best practical learning methods in order for them to grow personally and professionally (YouthSpeak Survey, 2016). The forum will give companies the chance to challenge students to show leadership by thinking in solutions when solving a real life case of their company, with the end goal of creating a positive impact for society. Before the event, a video of the companies/organization’s challenge will be spread via AIESEC communication channels to dare students to participate. Students that sign up for one of the challenges will prepare a small company research for the event. This makes participants well prepared for solving the case and will give them a comprehensive understanding of the company beforehand. The forum will end with a panel discussion, where students can ask questions to the companies and organizations around the topic of showing leadership for making a positive impact.

Overall, the forum aims to inspire students to unlock their leadership potential.

Are you interested in participating in the YouthSpeak Forum as organization/company or as a student?

We invite you to take a look at our website www.aiesec.nl or contact AIESEC the Netherlands.

25

FINANCIAL REPORT

In 2015-2016, we have seen transformation across the entire organization, and finance was no exception. In the previous term, AIESEC in the Netherlands focused on restoring the financial sustainability. This year, we

continued this transformation, all while trying to understand what it means to be financially sustainable. Together with the Local Committee Vice Presidents of Finance and External Relations, we took a critical look at AIESEC in the Netherlands and its financial position, and together acted to change the culture that we have seen in the past year. We realized that to be financially sustainable means to invest in the future development of the organization and not to only save for the future. Together, we were able to transform the way that we look at finances in the entire organization and realized that finance is the backbone to our operations, and is a facilitator of our development, progress, and ultimately, impact. Therefore, we also analyzed our sources of revenues, our main cost drivers, and acted to become a more lean organization, making sure we invest into long term development, and not only into short term growth. Furthermore, as an organization we stopped running operations in a large part of our organization, namely Make a Move. Make a Move has been a steady source of revenues for the last years, however, we understood that in order for us to become truly impactful as AIESEC, we needed to have focus. Therefore, the decision was made to stop with the organization of events for the purpose of recruitment. This change had large financial consequences for AIESEC in the Netherlands, nevertheless, we were able to realized growth

in our exchange, which allowed us to stay sustainable, true to our core, and more importantly invest in the future developments of our processes through investments into information management systems. Additionally, we continued the focus on the development and sophistication of our reporting standards with the aim to standardize and improve the quality of our financial administration.

THIS INCLUDED:

• Structured performance tracking• Investment guidelines for future investments• Finance-based incentives for Local Committees when

targets were reached• Development of financial analytics tool including

balance sheet, liquidity analysis, statement of cash flows and financial ratios

This allowed us to have reliable data in a timely manner, which provided us with freedom to make educated decisions towards the development of our organization at a faster rate.

*The financial reporting is based on a January-December fiscal year. This differs from an AIESEC board year, which runs from July-June.

26

27

LOCAL COMMITTEES

28

AIESEC THE NETHERLANDS

AMSTERDAM

DELFT

GRONINGEN

LEIDEN

MAASTRICHT

ROTTERDAM NIJMEGEN

TILBURG

WAGENINGEN

UTRECHT

TWENTE

One year ago, the first steps of AIESEC in Amsterdam’s new term were set with the installment of a new

Executive Board. Together the full time board decided that it was time for Amsterdam to change, and to become more aligned with AIESEC as a whole in terms of purpose, commitment and growth. Now, a year later, we look back with pride.

We adapted the recruitment strategy; looking for people with true dedication towards the mission and vision of AIESEC, and who were willing to devote their time to the organization throughout the year. We selected a team we are incredibly happy with, and molded a culture where meaningful leadership development became the center of everything we do. We became an Local Committee who was involved with AIESEC on a national and international level. A group who wanted to win, and who wanted to put effort into winning. We overstepped the boundaries of our individual tasks and responsibilities and worked together; not only because we wanted to perform better, but also because we realized that taking on other tasks provides diversity and more opportunities to grow personally.

This new mentality became the spear point of our year. Nearly every national competition has been won by AIESEC in Amsterdam, for which we are grateful and extremely enthusiastic. Wanting to show the entire organization that we focus on contributing has been a great motivator, and we hoped to shed the negative connotations that exist(ed) both inside the entity and on an international level.

We aspired to be truly leading by doing. Sharing our thoughts and

opinions, providing both positive and constructive feedback, and being open, honest and assertive. Furthermore we wanted to think big and take risks. We increased the number of face to face marketing events, devoted a lot of time in forging new partnerships, and dedicated time and effort in joining the largest and most inspiring conference available to our Local Committee. When joining the event became impossible, we were quick to adapt, and ventured on another meaningful journey, taking steps towards becoming ‘world citizens’ and strengthening the bond within our Local Committee.

This year, Amsterdam has been trying to reinvent itself not only on a cultural, but also on a structural level. We aligned with the national structure, improving the way we deliver outgoing exchanges, and reconstructed incoming Global Talent, providing the team with a structure that will hopefully allow the team to break through the glass ceiling we are facing in the current system.

We hope this year has been a turning point for our Local Committee, providing a better stepping stone for growth, and a better reputation. As Local Committee President of AIESEC in Amsterdam, I would like to thank all members of AIESEC in Amsterdam for their time and effort, the Member Committee for their guidance, the entire entity for the fruitful collaboration and our esteemed partners within Amsterdam, the LAR (Lokale Advies Raad) and the RavA (Raad van Advies).

DICK STROETLocal Committee President of AIESEC in Amsterdam 2015-2016

LOCAL ADVISORY BOARD

Marcel van der Avort (GroupM)Pieter Jan Burgers (Vriendenloterij)Wicher Schols (Bureau Schols)Dory Louwerens (Ymere)Martine Olijslagers-Kuip (Nestlé)Taco Bosman (PwC)Erik Dirksen (UvA)Frank Snijders (VU)Femke Nauta (&Samhoud )

AMSTERDAM 13 - 14 14 -15 15 - 16

iGT 21 15 25

oGC 46 38 59

oGT 10 14 9

EXCHANGE TABLE

AMSTERDAMAIESEC IN

2015 / 2016

29


Nick Venema (Rabobank)Pieter Stoter (TU Delft)Denis Bar (Inter IKEA Systems)Claudia van Vliet (ANWB)

DELFT 13 - 14 14 -15 15 - 16

iGT 0 0 1

oGC 5 13 25

oGT 2 0 1

EXCHANGE TABLE

2015-2016 is the third year of existence of AIESEC in Delft. In the first years of an organization it is crucial to

build a solid foundation on which your organization can build for the years to come. By improving brand awareness among both students and companies and structure the processes within all departments of the organization we were able to achieve this.

This year the outgoing Global Citizen team focused on positioning. An innovative and creative marketing approach resulted in hosting 125 students at one info session, visiting 120 fraternity houses and a summer peak campaign that reached more than 250.000 people online. A more sales-oriented approach led to a better lead conversion time and ratio. The introduction of a preparation and reintegration program leads to delivering more complete leadership experiences. These three improvements resulted in winning both national Outgoing Exchange competitions and a satisfying growth of the product.

The first incoming Global Talent team of AIESEC in Delft decided early on to introduce a new acquisition approach to keep better contact with all the leads. The team organized two successful hunting seasons that filled the pipeline and increased motivation of the whole Local Committee. The hard work and remarkable resilience throughout the whole term resulted in winning the national competition and writing history: the first raises and match of AIESEC in Delft. This first trainee will arrive upcoming September.

The back office focused on creating a better AIESEC experience for the members by creating and implementing a member development training cycle. Next, the board members of the Local Advisory Board have been brought closer to the organization. Due to growth in all programs AIESEC in Delft has grown financially as well. This allows us to invest more in our operations as well as our board members, which adds more value to their experiences. Finally, changes were made to the recruitment and selection process. By focusing on the marketing, we managed to double our board applications and with that we were able to select an amazing team for the 2016-2017 term.

Looking back, 2015-2016 was an exciting term for AIESEC in Delft. We grew in all aspects while building a sustainable organization at the same time. This would not have been possible without the commitment, enthusiasm and drive of every member. The warm and open attitude we showed to each other made every work day, conference and fun activity more enjoyable and fulfilling. Thank you so much.

SJORS MARTENSLocal Committee President of AIESEC in Delft 2015 – 2016

DELFTAIESEC IN

2015 / 2016

30

Many other examples can be given that illustrate the entrepreneurial mindset of the Local Committee. The teams challenged conventional working styles and they had the courage to change the way we work. Also a sales mindset was created in the outgoing exchange teams. This did not only help in the execution of our operations, but it also led to pioneering in lead conversion. This is reflected in the best conversion rates nationally in the last semester. Subsequently, the outgoing Global Citizen team has provided the most students to the National Programs. This clearly illustrates that this teams cares a lot about the impact it makes on society. Also, the outgoing Global Talent team launched an innovative project that is one of the reasons they have grown so much. They build a partnership with AB InBev in Prague that enabled them to not only provide 5 students with an internship at once, but also ensured they received extra trainings from both AIESEC and AB InBev.

The performance of the incoming Global Talent team this year has been at least as impressive. They made the bold move to reinvent the IT conference we used to organize into an event focused on customer relationship management and acquiring new partners. Together with their focus on the IT and Marketing/Sales market has resulted in more and more trainees in Groningen. Currently we have 13 trainees that do not only do challenging internships, but are also more consciously developing themselves.

We were committed to be action oriented, ignite changes and be

From the beginning of the year, AIESEC in Groningen was determined to achieve one goal, growing substantially in

exchanges through becoming more leadership centric. Working together towards this common goal created an intrinsic motivation that is one of the main contributors to our success. Looking back at what we have achieved makes me feel extremely proud of my Local Committee and Executive Board. With this report I will give you a glimpse of what we have achieved this term as AIESEC in Groningen.

In the first period we have been focusing on ensuring that every member would fully understand what it means to participate in a Global Citizen or Global Talent project. Thereafter we made sure everybody was able to communicate the essence of AIESEC to our customers. This made us realize that many steps were ahead in order to also deliver upon those promises. This ignited a series of bottom-up projects that have helped us to become more leadership centric. Incoming Global Talent started to provide trainees with personal development chats, the outgoing Global Talent team designed a leadership centric personal development booklet and the outgoing Global Citizen team focused on making Exchange Participants aware of the impact they make. Furthermore, we have organized a total of 7 leadership development events for Exchange Participants and trainees, some of which were linked to a special outgoing Global Talent project. This includes a training about exploring one’s passions, a session about discovering your communication style and the experience story of two Syrian refugees at our events.


Jaap Bos, (Noord Tech Ventures & Kunstraad), Mieke Akkermans (Rabobank), Joost van Keulen (Gemeente Groningen), Geert Sanders (Hoogleraar Nyenrode Business Universiteit), Ineke Yska, (Manager Corporate Service Center), Henk Sol (Founding Dean FEB Rijksuniversiteit Groningen), Elmer Sterken(Rijksuniversiteit Groningen), Jaap Jan Plas (Advocaten&Notarissen) ,Lambert Zwiers (VNO-NCW Noord;), Theo van der Zee (Manager ICT Demand DUO), Marchien van Doorn (Noordhoff Uitgevers), Wia Kort (EY)

GRONINGEN 13 - 14 14 -15 15 - 16

iGT 3 12 12

oGC 27 40 75

oGT 3 6 26

EXCHANGE TABLE

purposeful. This has resulted in the facilitation of more than a hundred leadership development opportunities, a result to be proud of.

FRANK STOERLocal Committee President AIESEC in Groningen 2015 - 2016

GRONINGENAIESEC IN

2015 / 2016

31

After 7 years of existence, AIESEC in Leiden has in 2015-2016 become a more established Local Committee

in the Netherlands, in terms of size and exchanges. With a very close and warm group of 29 members and 4 teams we have seriously tried to make an impact. This highly diverse group has succeeded in providing ‘leadership in everything we do’, both internally by challenging each other, and externally by providing unforgettable experiences for Exchange Participants, National Programs and trainees.During the year, we have decided to start working on a serious bottom-up strategy process (with input from all members), focused on leadership, continuity, archiving and take-over. We have totally revised our recruitment and selection by adding assessments and changing the content of the interviews towards a more objective and insightful process. On top of all, we have applied for a University Fund, which aims to promote contacts between Dutch and international students in order to achieve a better understanding of each other’s cultures. Our initiative included a Global Village, with which we eventually won. In May, we have organized the first edition, visited by a total of almost 100 students. Coming autumn, the second edition will take place.In 2016-2017, incoming Global Talent has done a good job in signing 9 contracts. Our successful acquisition has been a consequence of an extended focus on customer relation management, which has led to more continued collaboration, and a revision on some sales techniques.. Matching proves to be a difficult process, resulting in only 4 realizes in our term.

However still, this shows a doubling in results compared to 2014-2015.Already for years, outgoing Global Citizen turns out to be the most successful product in Leiden in terms of raises, matches and realizes. A total of 39 realized Exchange Participants shows a significant growth in exchanges. Equally as important, we have focused on more leadership in our preparation and reintegration program.This year, for the first time outgoing Global Talent product had its own team. Professional internships are a hard product to sell, since most internships are in fields of studies that we don’t offer in Leiden. However, we managed to realize 5 students during the year. With a specific focus on market research we hope to have created a solid basis for a bigger growth in the coming year. From summer 2015 onwards, the national Nour team will be located in Leiden for the coming 5 years. This year, Nour has succeeded in growing in exchanges, from 28 in 2015 to 42 in 2016. Also, for the first time we have facilitated a winter cycle, in which 3 students traveled to the Middle East and Northern African region. For the learning program, we have invited Sinan Can to tell about his experiences in the Middle East. Next year, Nour will expand with a totally different structure and a Nour Manager in every city.I am thoroughly convinced that we have done everything we could to get the most out of this year. The warmth of our team and the work hard, play hard mentality which seems to shape the character of Local Committee Leiden for a couple of years already, has led to countless unforgettable moments. Time after time, already


Jordy Veth (Nationale Nederlanden), Jeroen ’t Hart (Universiteit Leiden) Peter Spaans (Achmea Zilveren Kruis), Heleen Nieuwenhuis (Calco), Jean Paul van Marissing (Webster University), Bob Rogmans (Astellas), Frank van Noort (Rabobank) Willem Hogewoning (Fenestrae), Frank de Wit (Gemeente Leiden), Ingrid van Engelshoven (Wethouder kenniseconomie)

LEIDEN 13 - 14 14 -15 15 - 16

iGT 5 4 4

oGC 21 29 46

oGT 5 4 4

EXCHANGE TABLE

thinking of this amazing group of people makes me the proudest person in the world.

LEONORE VAN TILLocal Committee President AIESEC in Leiden 2015-2016

LEIDENAIESEC IN

2015 / 2016

32

During the term 2015- 2016 AIESEC in Maastricht was determined to bring back focus in our Local Committee

and becoming more relevant for AIESEC in the Netherlands by expanding the Medicine Project, innovating the Ambassadors Program and winning the Winter is Coming campaign by generating most Youthspeak responses of the AIESEC in the Netherlands. Moreover, we have given a speech to 500 Model United Nation delegates about Youthspeak and got the opportunity to collaborate with the University regarding SDGs.

In spring 2015, the previous Member Committee decided to change the Ambassadors Program. In collaboration with the Member Committee and the outgoing Global Citizen group, the team had to decide on a lot of things in order to optimize the process from Marketing to Reintegration. Working in an uncertain environment is challenging, however, the team made it happen and sent eleven CEEDers (Cultural Envoy for Exchange Development) to partnership countries, with amazing results. The program has made a big impact on Exchange Participants all over the country.

It has not been an easy year for the incoming Global Talent team and with a lacking pipeline and a lot of challenges to overcome; we tried to bring back the focus of the team. By trying different ways of acquisition and using our Local Advisory Board, we aimed to find out what works in the Limburg region. The team found their target group, which led to an increase in appointments. By focusing on the process we created a structure from which the next team can build

upon to bring to bring the product of incoming Global Talent to a next level. With the split of outgoing Global Citzen and outgoing Global Talent, AIESEC in Maastricht saw a lot of opportunities rising. We were finally able to bring focus to both programs and we could start utilizing our opportunities. The outgoing Global Citizen team mainly focused on increasing our matching rate by starting partnerships all over the world to ensure fast matching and good projects. In addition, the Medicine Project grew immensely. We set up a new partnership with Tanzania, we added an extra Project Manager to the team to make growth possible, improved our selection, preparation and reintegration, and increased our brand awareness throughout the Netherlands. This resulted in 76 subscriptions and sending away 45 students this summer from all over the Netherlands to Uganda, Ghana and Tanzania.

The split also brought opportunities for the outgoing Global Talent team. This team planted the seed for a partnership with Emerging Markets, the new minor of the School of Business and Economics. As the outgoing Global Talent team realized that an entrepreneurial way of working can lead to great things, they immediately had hands on this new project and started an intensive collaboration with the University. Students can now do their mandatory internship via AIESEC, for which they get 30 credits, and we are working together with AIESEC in other entities to set up collaborations in order to ensure even more internships.

If I look back at what we have achieved this year, I can only say that I am incredibly proud. Proud of


Mark Hendriks (Limburgse Werkgevers Vereniging), Martin Lammers (Maastricht University), Jos Kievits (Maastricht University), Nico Vranken (FOOCUS), Roland van Alphen (Aatos & Regitel), Hans van Cruchten (Limburg Economic Development), Rob Dassen (Rabobank), Oliver Olson (Maastricht School of Management)

my Executive Board, for overcoming all challenges and creating new opportunities, and proud of our Local Committee for all the effort they have put in. I feel honored to be part of this team.

KARLIJN FESKENSLocal Committee President AIESEC in Maastricht 2015-2016

MAASTRICHT 13 - 14 14 -15 15 - 16

iGT 5 2 2

oGC 14 32 65

oGT 3 3 7

EXCHANGE TABLE

MAASTRICHTAIESEC IN

2015 / 2016

33

AIESEC in Nijmegen 2015-2016 has been a close group of enthusiastic and hard working people. Together,

we made our dreams happen and we have seen the impact that a Local Committees can have on the development of trainees, Exchange Participants and ourselves.

AIESEC in Nijmegen 2015-2016 has made itself known for the focus on quality while maintaining good results to realize growth. First of all, the development of trainees into leaders has taken an enormous jump in the past year. By implementing a Talent Management program for trainees, the trainees in Nijmegen started thinking about their strengths and weaknesses, their core capabilities, and their personal and professional goals that they want to achieve during their stay in Nijmegen. They facilitated presentations, followed one-on-one meetings with their coaching buddies and showed the entire Local Committee what their contribution is in fulfilling the potential of the trainees.

Secondly, AIESEC in Nijmegen has changed the previous Talent Management program for members into a structured board member development trajectory and into a local trainers pool. Members have had the chance to give trainings to the rest of the Local Committee, on local conferences, or to partners such as student or study associations. In order to help members to become a trainer, they received multiple trainings, personal guidance and tips before a training and materials in order to give the best training they possibly could. The personal and professional coaching of members has been

brought back into the hands of the Vice Presidents, instead of, like previous years, AIESEC Alumni working as the Talent Managers of members. This change worked out very well, since the Vice Presidents acquired a lot more coaching skills and because it is now possible to track members weekly on their goals and achievements.

Thirdly, the quality of the internships and guidance for Exchange Participants has improvement tremendously. Due to partnerships with several foreign Local Committees and projects, we can now give better recommendations to them about which projects suit their wishes and in which projects they will get the opportunities to achieve their goals. Also, Exchange Participants receive a goal setting training before they leave for their project and the re-integration is now focused more on how to use the developed skills and experiences into their personal future. Fulfilling leadership potential has become the focus of AIESEC in Nijmegen and AIESEC in Nijmegen is succeeding in it! Besides the quality improvements which brought AIESEC in Nijmegen back to the core of the vision of AIESEC, we have also pushed for targets that made growth in AIESEC in Nijmegen happen. In 2015-2016, AIESEC in Nijmegen has grown in all programs. The incoming Global Talent team managed to realize 6 trainees, but even more to raise 10 contracts and match 8 trainees. This means that the term 2016-2017 will start off with two more trainees coming to Nijmegen in the first month. Also, the outgoing Global Talent team and the outgoing Global Citizen team together have matched more students than ever before!I feel very proud to have been part of this group, an Local Committee that


Han van Krieken (Radboud University), Wim Brand (Radboud University), Jos Brommer (Radboud University), Frans Tijssen (BOL Adviseurs), Antoine Verhoeven (Canon NL), Gerard van Gorkum (ARN B.V.), Antoine Driessen (Rabobank Rijk van Nijmegen), Wijnand Kok (Economics Department Municipality of Nijmegen)

NIJMEGEN 13 - 14 14 -15 15 - 16

iGT 5 7 7

oGC 21 45 62

oGT 12 12 15

EXCHANGE TABLE

has put their everything into achieving our goals and impact. We have created an AIESEC in Nijmegen that can be built on for many years to come, making sure that we develop young people into the leaders of the future by experiencing amazing growth in our exchanges.

LISETTE TAPLocal Committee President AIESEC Nijmegen 2015 - 2016

NIJMEGENAIESEC IN

2015 / 2016

34


Monique Verkuilen (AKD Advocaten & Notarissen), Inghwa Hengefeld (Ernst & Young), Paul van Houten (ABN Amro), Peter Kavelaars (EUR/Deloitte), Arnoud Kuijpers (KPMG), Mariëlle Eesteren-van den Erve (Erasmus Trustfonds), Teije Smittenaar (Port of Rotterdam), Focko Dorhout Mees (Marsh Nederland), Frans Aarens (Fondel), Wouter van Neerbos (Shell), Sayida Goedhoop (Stichting De Verre Bergen), Frits Bruijn (EON)

Looking back at this year of AIESEC in Rotterdam, we can be very proud of our achievements. AIESEC in Rotterdam has

gone through an exceptional culture change. We wanted to change the way we were perceived, improve our day to day actions and become relevant as organization. The only way we saw this happen was when everyone strived towards the same goal. We created a point system where we work together and celebrate successes of each team with the entire Local Committee. Our year strategy contained three main focus points: developing leadership, creating commitment and high performance. To develop leadership in our members we developed an extensive training cycle: Member Leadership Development Plan. We divided the year into four blocks; goal setting/solution oriented (sept-dec), personal effectiveness/self awareness (jan-mar) and leadership/empowering others (april-june). All our Local Committee meetings, external trainings and social weekends were connected to the current block. The 4th block ran the whole year and was focused on public speaking/being a world citizen with presenting trainings, discussion about current events and giving the opportunity to members to give TedTalks about topics they were passionate about.

We also focused on developing leadership in every Exchange Participant. Both for the outgoing and incoming exchange teams we created booklets to facilitate their AIESEC journey. We have engaged all our Exchange Participants with our AIESEC activities and coached them through their journey. Also after their journey we organized a reintegration

day so that they could capitalize on their learnings.

To create commitment we created Local Committee values, to which members committed themselves to in the first Local Committee weekend. We lived these values every day and set some milestones for the generations to come. For example this generation was the first in Rotterdam to go on an International Conference. We also became committed to AIESECs purpose: peace and fulfillment of humankind potential. We developed a refugee project where our purpose, daily actions and what is needed in the society was all put together in one project. Developing leadership in refugees by offering them a GIP and develop them before and during their internship. Since this project, the purpose became tangible for every member and made more sense how they contributed to this bigger purpose.

To grow in performance we invested in high quality marketing materials like brochures, a large stand and marketing exposure. For the outgoing exchange teams we created partnerships with other student organizations like STAR and MC. For the incoming exchange team we created partnerships with Rotterdam Partners, Venture Café and other companies. By showing commitment, every member of AIESEC in Rotterdam has worked as hard as they could to realize these targets. And with results, because we have been growing in every business unit. Looking back at this year, AIESEC in Rotterdam grew into a purposeful, committed, motivated and achieving organization. Not only as an organization but also as a group of

people, who grew into an amazing friend group that learned a lot this year. We set some milestones and can be very proud of ourselves. I am extremely proud and honored to have been part of this change. It was a true Roffalution.

MARGRIET VAN GILS Local Committee President AIESEC Rotterdam 2015 - 2016

ROTTERDAM 13 - 14 14 -15 15 - 16

iGT 8 3 5

oGC 22 15 34

oGT 4 5 14

EXCHANGE TABLE

ROTTERDAMAIESEC IN

2015 / 2016

35

In the year 2015-2016, AIESEC in Tilburg has done a lot to break through limits and make it happen! We made changes in operations,

invested in sustainable marketing and organized great events such as Reception Weekend Tilburg.

To stimulate cross team collaboration, we founded the camel race in our office. Each team had a new target every quarter and if all teams reached its target, the whole Local Committee would get a surprise. This resulted in teams helping each other to get the surprise. In December, the Local Committee got the surprise of going to the Efteling for free during Reception Weekend Tilburg where everybody had the time of their lifes. The weekend was amazing and really successful with a revolutionary 198 subscriptions!

During hunting season II we started working with a qualitative good list of companies instead of just calling around. This resulted in a new record of appointments, namely 20! Incoming Global Talent and the whole Local Committee did a really good job hunting for appointments and raises. We also focused on a better leadership experience for our trainees by having chats with them and organizing a broader variety of activities such as going to Giethoorn and the Zaanse Schans. There even is some romance between our trainees.

This year, we also wanted to do a marketing period that is totally different from what we have ever done before. We invested in new marketing materials, which are sustainable and look amazing such as banners, screens and a kart. During a marketing period of three weeks everything on campus

was AIESEC. A big blue inflatable arch welcomed all students, banners everywhere and the hunt of AIESEEEK. Two backpacks were won by following hints online on where one was hidden and searching on campus. We reached more students than ever before!

For our Local Committee meetings we created a member development cycle according to the Leadership Development Model qualities. In this way all the qualities were touched upon during trainings in our Local Committee meetings. These trainings were not only given by the Vice Presidents, but also by the members! We organized a mini Train the Trainers for our members that were willing to provide a training. We developed our whole Local Committee in a different way than done before.

One of our many highlights of this year will definitely be our national conference in Copenhagen. We went there with 26 out of 27 members and had an amazing time getting to know each other better and AIESEC Denmark. After the conference we had some days to relax in Copenhagen where we had a great time!

Another highlight is for sure our Local Committee fun day in April. We hired a beerbike and went singing through Tilburg for three hours. We even made a pit stop at campus to pick up some more members and of course let the university know how much fun AIESEC is.

We had an amazing year full of learnings and joy, and we will forever say: “Tilburg till I die!”


Bodo de Wit (Brabantse Ontwikkelings Maatschappij), Pepijn van Buren (DAF Trucks), Wim Visser (DLL), Sara Vermeltfoort (BZW), Paul Hoeijmans (Tilburg University), Petri van der Vorst, (TU Eindhoven)

TILBURG 13 - 14 14 -15 15 - 16

iGT 16 22 22

oGC 46 36 36

oGT 11 13 16

EXCHANGE TABLE

ESMEE AARTS Local Committee President 2015-2016

TILBURGAIESEC IN

2015 / 2016

36

reach, but new opportunities have been created. With more warm leads in the pipeline and a sustainable lead process, we feel that we have built a base for the upcoming years.

The incoming exchange team has reached an immense growth of 700% in realizes this year. It is incredible to see that such growth is possible when you build on the efforts of previous years while being critical and working hard as a team. This enabled us to keep our trainee house and organise events like our boat trip in Friesland and with that impact the lives of our exchange students.As AIESEC in Twente, we are proud that every individual has grown both as a person and as one team. As a truly international board we have taught each other a lot about who we are, how to best work together and became a closer team. We have laid the foundation for continuing great achievements next year and feel confident that our successors are going to bring AIESEC in Twente to the next level!

MARGOT LINDEMULDERLocal Committee President Twente 15/16

It has been a successful and challenging year for AIESEC in Twente. We started as a board without prior AIESEC knowledge,

and soon had to deal with under occupation. This gave us the opportunity to challenge ourselves to the fullest and develop ourselves. Throughout the whole year we kept a solution oriented mindset where challenges could be overcome and improvements were made.

One of the goals we set was to increase the brand awareness and relevance of AIESEC in Twente. Collaborations were made with three studies, providing opportunity for students to go abroad with AIESEC as part of their study curriculum. This will impact the amount and quality of exchanges for the upcoming years. Furthermore, we significantly increased our financial sustainability by making deliberate choices, cutting costs, and improving our performance.

The outgoing exchange teams implemented a new HR structure. With a focus on standardization both teams had to figure out how to work separately while working closely together. Target groups were determined, focused content was created, new systems were implemented and impact was made. The outgoing Global Citizen team gained more brand awareness by doing a lot of targeted marketing and has optimised processes by transforming our consultations. Also we gained student attention for the Sustainable Development Goals and related them to our projects. For the outgoing Global Talent team, it has been a turbulent year in which results were difficult to


René Boogaarts (Rabobank Enschede-Haaksbergen), Elling de Lange (CFO TKH group), Nancy Trip (Powered by Twente), Dave Blank (UT), Sander Lotze (UT)

TWENTE 13 - 14 14 -15 15 - 16

iGT 2 2 5

oGC 24 12 15

oGT 3 6 4

EXCHANGE TABLE

TWENTEAIESEC IN

2015 / 2016

37

UTRECHT 13 - 14 14 -15 15 - 16

iGT 6 8 12

oGC 28 48 35

oGT 3 3 9

EXCHANGE TABLE

companies. Besides improved service delivery, the incoming exchange team invested in improving the development and involvement of the trainees. We created the trainee development booklet and implemented aspects of the Leadership Development Model.

The outgoing Global Citizen team decided to focus on working more project-based, with prospects of having bigger winter and summer peaks. This proved challenging as the marketing periods and students’ interest in deciding on going abroad were not fully aligned. Still, the outgoing Global Citizen team created an amazing marketing campaign with the contribution of the entire Local Committee. Furthermore, the outgoing Global Citizen improved on its Exchange Participants service delivery. Via preparation seminars, goal and expectation setting, the students were empowered to take initiative and own responsibility over their projects.

The mission of the outgoing Global Talent team was to lay a strong fundament in its first year as a separate programme. From the start, the team proved to be progressive by being match focused (abolishing ‘raise’ in customer flow) and by setting up partnerships with projects such as Teaching Colombia. Outgoing Global Talent set up a great pipeline and fundament for the upcoming years to come.

AIESEC in Utrecht showed its entrepreneurial spirit by setting up a local trainerspool and hosting a local Train the Trainers in Utrecht. The fresh trainerspool was immediately put to work as we provided trainings to various study and student associations,

The year 2015-2016 proved to be a year of many organizational changes for AIESEC in Utrecht. The Nour

project moved to Leiden, Make a Move and Board Battle had their final events and the outgoing exchange team splitted. AIESEC in Utrecht showed its flexibility and versatility by implementing these changes while growing both in results and service delivery. The implementation of the Leadership Development Model into our Local Committee development cycle and exchange programmes proved to be a step forward. We increased our alignment to the vision of AIESEC and shaped our activities around it.

The Make a Move team successfully completed their final career events in Utrecht. The Talent Day Management, Women at the Top and Sollicitatie & Assessment training proved to be of high quality events on preparing the students for their future careers. Even though the program was ending, Make a Move continued to grow in the amount of participating companies and students.

Board Battle concluded its activities with several inhouse days at top class companies. Various high potential student boards battled each other by solving complex business cases organized by the companies. The finals took place at Paus Huize in Utrecht, consisting of setting up a Corporate Social Responsibility plan.

The incoming exchange team started the term with the strong fundaments from the previous year. This allowed us to focus on customer relations and building lasting partnerships, resulting in loyal customers and satisfied


Han de Haan (BDO Nederland), Desirée van de Ven (Gemeente Utrecht), Elise de Groot (NS), Vicky Sassen (Provincie Utrecht), Rick van Zijp (Rabobank Utrecht), Sander Asma (&samhoud), Nicoline Meijer (Utrecht Science Park), Sytske Groenewald (Oxfam Novib)

as well as setting up a partnership with Career Services (Utrecht University). Besides investing in our External Relations through the trainerspool, we acquired Oxfam Novib as a new member for the Local Advisory Board.

I feel very proud of what AIESEC in Utrecht has achieved this year. As entity we have grown in durable partnerships, leadership development and set a culture that can only be as following: Utrecht, het LC waar je Ú tegen zegt.

MARC VOGELSLocal Committee President AIESEC in Utrecht 2015-2016

UTRECHTAIESEC IN

2015 / 2016

38

Committee to have more connection and involvement between the AIESEC members and the trainees. The outgoing Global Talent team strongly challenged itself and had an innovative spirit this year . It has been a hard year in which numbers were difficult, but a lot of opportunities were created. Together as a team they set up the Life Science Network, which can be really challenging, but they never lost their motivation to really make this network work. In terms of the outgoing Global Citizen team, they really challenged themselves and worked the whole year with great enthusiasm. In the beginning they had a rough start, but later on in the year they started performing and made many students aware of what AIESEC is and what they can offer. At the info session they had in March were around 80 people who were interested in going on a voluntary project with AIESEC. Next to this, they focused more on the Global Goals within their marketing and many students of the Wageningen University can connect with these goals. Together they had an amazing year and developed themselves to the fullest by giving other students the chance to develop their selves through AIESEC.Looking back on this year, we as an Local Committee had an amazing year full of fun moments and learning moments. We are very proud on each other and on what we achieved in AIESEC in Wageningen and I want to thank everybody who has made this amazing year possible.

JULIA BAASLocal Committee President 15/16

Looking back at this year of AIESEC in Wageningen, we can conclude that we challenged ourself and our Local

Committee to the fullest. We focused on implementing innovating ideas to let AIESEC in Wageningen grow and make more students aware of AIESEC and what we stand for. Next to this we gave our members the chance to fully develop themselves, both personally and functionally and tried to implement a real culture of achievement. We worked together as one group and above all had an amazing time with each other. This is the first year that we decided to have an Local Committee meeting every week instead of once in every two weeks. This resulted in a more motivated and close Local Committee, who were present at all activities and events. We made sure that as an group we stayed close to our values; dedication, transparency and progressiveness.During this year we positioned our self differently towards the Wageningen University. Our goal for this year was to show the university the relevance of AIESEC as an organization. We participated in several activities of the university and connected to the university through the Sustainable Development Goals. This year the incoming exchange team really broke through limits and made it happen. This team was committed and professionally and this resulted in amazing numbers. Together they overcame a lot of challenges and made sure that they kept performing during the year. Furthermore the team was very committed in giving the trainees the most amazing time and they worked together with the whole Local


Marcel stultiens (Arcadis), Marc Lamers (Wageningen UR), Hans Westerbeek, (Friesland Campina), Gerben Dijksterhuis (Rabobank), Johannes Drees (De Heus voerders)

WAGENINGEN 13 - 14 14 -15 15 - 16

iGT 6 6 12

oGC 5 18 18

oGT 2 0 0

EXCHANGE TABLE

WAGENINGENAIESEC IN

2015 / 2016

39

SHAPE WHAT WE DO AROUND WHAT THE WORLD NEEDS

NO POVERTY

AFFORDABLE AND CLEAN ENERGY

CLIMATEACTION

LIFE BELOW WATER

LIFE ON LAND

DECENT WORK AND ECONOMIC GROWTH

INDUSTRY, INNOVATION AND INFRASTRUCTURE

REDUCED INQUALITIES

SUSTAINABLE CITIES AND COMMUNITIES

PARTNERSHIPS FOR THE GOALS

RESPONSIBLE CONSUMPTION AND PRODUCTION

PEACE, JUSTICE AND STRONG INSTITUTIONS

NO HUNGER

GOOD HEALTH

QUALITY EDUCATION

GENDERQUALITY

CLEAN WATER AND SANITATION

AIESEC strives for peace and fulfilment of humankinds potential. But we are not alone, as many organizations and businesses, that have their own visions and ambition, also strive for a

better tomorrow. As such, one of the focus points of our AIESEC 2020 ambition is to collaborate with these like-minded organizations, in order to combine our efforts and work together towards a better world.

UNITED NATIONS AND THE SUSTAINABLE DEVELOPMENT GOALS

In December 2016, in collaboration with the Office of the Secretary-Generals Envoy on Youth hosted the Youth Action Summit at the headquarters of the United Nations in New York City. For three days, AIESEC and the United Nations discussed how we could collaborate to achieve the 17 Sustainable Development Goals of the 2030

agenda. AIESEC signed a declaration towards the UN on the Sustainable Development Goals, in which we declared to create awareness under youth, foster engagement, and motivate youth to take action towards the Global Goals. This declaration was handed over to Jan Eliasson, deputy Secretary-General of the United Nations and AIESEC alumnus.

In 2016, AIESEC is taking first steps towards our commitment by launching Youth for Global Goals, a campaign designed to create awareness for the Global Goals among youth. By the end of 2016, AIESEC will have fully aligned its volunteer projects towards the Global Goals, in order to address the most pressing needs and issues in communities and allow youth to have a direct impact.

40

Sanne Nieman and Ton van der Donk at the headquarters of the United Nations in 2016.

NATIONAL PARTNERSHIPS AND

COLLABORATION

decisions and take action. JCI and AIESEC support each other in the development of our people and organizations by capitalizing on each other’s networks, reach, trainers, and knowledge.

We have also partnered with, Elsevier, the world-leading provider of information solutions, to work together on contributing to the Global Goals. Driven by AIESEC’s partnership with the UN, this collaboration strives to create awareness, engagement, and action around the Global Goals by spreading the YouthSpeak survey and insights, engaging young people through webinars, and promoting AIESEC’s volunteer exchange projects that impact the Global Goals.

Lastly, AIESEC works closely together with OneWorld, the Dutch leading multimedia platform on global development issues and sustainability. Taking the Global Goals as a starting point, together we strive to create awareness, engagement, and action around the Global Goals by sharing important YouthSpeak insights in OneWorld articles, sharing experience stories of AIESEC volunteers that worked on the Global Goals abroad, and help each other in the promotion and organization of events to inspire students to take action.

As AIESEC in the Netherlands, we see great value in partnering to create synergies, combine effort, and capitalizing on resources to build on a better world.

ARE YOU INTERESTED IN WORKING WITH AIESEC?

Contact us through [email protected]

AIESEC in the Netherlands started to collaborate with various organizations on the basis of our common visions and shared values. One of these is World Merit, an organization managing a network of more than 100.000 young people worldwide who want to make an impact towards the Global Goals. World Merit’s founder, Chris Arnold, was present at our national conference in February to talk about the importance of the Global Goals and the role young people should play. World Merit also organizes Merit360, a program in which 360 young people from all over the world create projects together to directly impact the Global Goals. Fifteen members from AIESEC in the Netherlands will be participating in Merit360 this August.

AIESEC in the Netherlands is also collaborating with JCI, a non-profit organization consisting of young active citizens aged 18 to 40 who are engaged and committed to creating impact in their communities. JCI helps them to develop the skills, knowledge, and understanding to make informed

From right – World Merit’s Chris Arnold, Marlou Hermsen and Jiska van Wijk with the national board at AIESEC The Netherlands National Conference in February 2016.

41

PARTNERSHIP OPPORTUNITIES

AIESEC in the Netherlands has very close relationships with their National Partners. We provide organizations and businesses with the unique opportunity to engage with enthusiastic,

passionate, and determined university students and recent graduates. AIESEC members have a unique profile, as they do not only care about the professional experience they get through AIESEC, but also about making an impact in world, distinguishing them from the average student. To get in touch with our AIESEC members, we offer two types of partnerships to companies.

NATIONAL TALENT PARTNERS

CURIOUS?

AIESEC offers a unique opportunity to build and enhance employer branding amongst a group of high potential students, recent graduates, and young professionals with relevant work and leadership experience. As a National Talent Partner, we provide companies with different touchpoints in which they can engage with 300 high-potential AIESEC board members. Through partner launches, competency based workshops, keynote speeches, trainings, and in-house events, a national Talent Partner gains direct access to our national network. Furthermore, we also offer companies the opportunity to make use of our well-developed marketing channels. Currently, our Facebook channel has a reach of over 32000 people.Exchange PartnershipsAs AIESEC, we firmly believe that we can make an impact

in the world by developing leadership through exchange experiences. By sending future leaders on an exchange experience, we develop characteristics of world citizenship, solution-orientedness, self-awareness, and the ability to empower others. This makes them aware of differences and teaches them to work in a diverse and challenging environment. In this globalizing and ever-changing world, being flexible adaptable to different cultures is key. Professional internships offer this opportunity. Our Exchange Partners are in need for global talent, and simultaneously want to contribute to the professional and personal development of the students. Over 5000 university students a day are actively searching for an internship in our database. We connect high-potential masters students or graduates with companies and organizations, in order to develop leadership in young talents and provide talent solutions to businesses. AIESEC facilitates the selection process, organizes housing and arranges all the official documents for the trainee, from arranging their visa up till their registration at the municipality.

Interested in finding out more about how a partnership can help you generate exposure and source talent amongst students and recent graduates in the Netherlands and across the world? Contact AIESEC The Netherlands to find out more.

42

OUR PARTNERS

43

CHRIS VOGELZANGMember of the Managing Board

ABN AMRO Bank N.V.

VINOD SUBRAMANIAMRector Magnificus

VU University Amsterdam

DIRK-MAARTEN MOLENAARPartner and Managing Director

Boston Consulting Group

ANKA MULDERLid van de Raad van Bestuur

Delft University of Technology

IRVIN FANEYTEPartner

OC&C Strategy Consultants

SIMONE BUITENDIJKVice-Rector

University of Leiden

LORENCO VAN WIERINGENPartner and member of the Board of

Directors | EY

THEO ENGELENRector Magnificus

Radboud University Nijmegen

MARIJN STRUBENPartner

Strategy&

MARTIN KROPFFRector Magnificus

Wageningen University and Research Centre

VERA KIDJANPartner

Everaert Advocaten

HUIBERT POLSRector Magnificus

Erasmus University Rotterdam

WIM KOOIJMANFormer Executive Vice President HR &

Industrial Relations | KLM/Air France

EMILE AARTSRector Magnificus

Tilburg University

ED BRINKSMARector Magnificus

Twente University

BERT VAN DER ZWAANRector Magnificus

Utrecht University

SIETO DE LEEUWManaging Director Group Social &

Public Affairs | Randstad Holding

LUC SOETERector Magnificus

Maastricht University

ROB THEUNISSENPartner

McKinsey & Company

ELMER STERKENRector Magnificus

University of Groningen

PETER EIJSVOOGELPartner

Allen & Overy

DYMPH VAN DEN BOOMRector Magnificus

University of Amsterdam

BOARD OF ADVISORSBOARD OF ADVISORS CORPORATE

BOARD OF ADVISORS NON-CORPORATE

44

GENERATION 2016 – 2017

GENERATION 2016 – 2017

Next to reviewing 2015 – 2016, it is also important to look to the future. 2016 – 2017 is the first term of AIESEC’s next milestone – AIESEC 2020. Globally, AIESEC is defining the action steps in

order to help us achieve our ambition, getting AIESEC closer to its vision: peace and fulfillment of humankind’s potential. In order to become a youth leadership movement that shapes what it does around what the world needs, while being able to grow disruptively and become accessible to everyone everywhere, AIESEC needed to look critically at our organization and ourselves. Disrupting AIESEC means first disrupting ourselves and the way we think. Therefore, AIESEC started to focus on its external relevance and as such has been developing partnerships and strategic alliances with like-minded organizations. AIESEC has signed a memorandum of understanding with the United Nations in order to assist in reaching the Sustainable Development Goals. In 2016 – 2017, AIESEC will focus on aligning our operations in order to create a real, tangible impact; and instead of measuring our impact in the number of experiences as we did in our previous mid-term ambition, AIESEC will focus on measuring its success as an organization in terms of impact we create towards development of leadership as

well as the development of our world. For 2016 – 2017, AIESEC in the Netherlands will focus on building on the developments and success of the previous year. Even though many things have evolved, we are committed to build on further these developments. This year we start with a clean slate – we have full focus on leadership development through exchange, and all of our activities contribute towards this goal.With the implementation of specialized marketing business units in all of the Local Committees, we can focus on delivering a shape the right brand image and deliver a consistent brand experience towards our customers. Furthermore, through the continuous development of our processes and implementation of information systems, our aim is to become an organization that efficient and scalable, as well as simple and understandable for our customers. By opening up our exchange programs to HBO students later in 2016, we as AIESEC in the Netherlands will be able to develop leadership in more young people in the Netherlands. This term has the responsibility to add to the development of AIESEC and have an even bigger impact on the world we live by increasing our contribution to peace and fulfillment of humankind’s potential.

President: Roman Shcherbatyy, Finance: Thijmen Calis, Incoming Global Talent: Marc Latour, Outgoing Global Talent: Karolina Kujawa, Outgoing Global Volunteer: Daley van de Sande, Marketing: Lian Tolner, Key Account Management: Margriet van Gils, Public Relations: Anje Knottnerus

46

IMPRESSIONS

AIESEC IN THE NETHERLANDS ANNUAL REPORT

CONTACT

TEL: 020 354 25 20

MAIL: [email protected]

WWW.AIESEC.NL

Documents

Annual Report AISEC 2015 - 2016