AIESEC 2020 is AIESEC's new mid-term ambition created at the 2015 International Congress in India. It aims to make AIESEC accessible to everyone, everywhere by 2020. In the Netherlands, AIESEC focused on becoming more relevant, exchange-focused, and developing a culture of achievement. This led to growth in all exchange programs, with 710 total exchanges facilitated, a 52% increase over the previous year. AIESEC in the Netherlands transformed to focus completely on its core exchange programs in order to have more impact developing leadership in youth.

1. THE NETHERLANDS
2015-2016
ANNUAL REPORT

2. TABLE OF CONTENT
Preface 3
Board of Directors 4
AIESEC 2015-2016 6
What is AIESEC 8
AIESEC 2020 10
Organizational Structure 11
Current Global State 12
Current State of AIESEC in the Netherlands
Incoming Global Talent 14
Outgoing Global Talent 15
Outgoing Global Citizen 16
Expierence stories 17
Marketing and Customer Experience 18
National Programs
Ambassadors Program 20
Nour Project 21
Make a Move National Programs
Talent Days 22
Board Battle 23
YouthSpeak 24
Financial Report 26
The Local Committees
AIESEC in Amsterdam 29
AIESEC in Delft 30
AIESEC in Groningen 31
AIESEC in Leiden 32
AIESEC in Maastricht 33
AIESEC in Nijmegen 34
AIESEC in Rotterdam 35
AIESEC in Tilburg 36
AIESEC in Twente 37
AIESEC in Utrecht 38
AIESEC in Wageningen 39
Shape What We Do Around What The World Needs 40
Partnership Opportunities 42
Board of Advisors 44
Generation 2016-2017 46
2

3. PREFACE
T
hat 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 ARNOLD
CEO
WORLD MERIT
Founder & President Smaller Earth Group
3

4. S
ummer 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 ERP
Strategy Consultant at
ING GROUP
YI LING HO
Supply Chain Finance Sr.
Category Analyst at
UNILEVER
LISELOTTE VAN
STEENIS
Change Consultant at
LJ CONSULTING & OWNER
YOGALISE
CHARLOTTE
EIJSVOOGEL
Associate Consultant at
BAIN & COMPANY
PAUL NEISINGH
Supervisor at De
NEDERLANDSCHE BANK
ROBERT THIE
Lawyer, 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 NEISINGH
July 2016
BOARD OF DIRECTORS
BOARD OF DIRECTORS
4

5. AIESEC
2015-2016

6. A
IESEC 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

7. 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 PILLIARD
VICE PRESIDENT
OUTGOING GLOBAL
CITIZEN
ROMAN
SHCHERBATYY
VICE PRESIDENT FINANCE
MIRJAM
OOSTERHUIS
VICE PRESIDENT PUBLIC
RELATIONS
TOM WESTERBEEK
VICE PRESIDENT INCOMING
GLOBAL TALENT
SABINE MOMMA
VICE PRESIDENT KEY
ACCOUNTMANAGER
SANNE NIEMAN
VICE PRESIDENT
OUTGOING GLOBAL
TALENT
TON VAN DER
DONK
PRESIDENT
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

8. 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
CITIZEN
SELF AWARE
EM
POW
ERING
OTHERS
SOLUTION
ORIENTED
8

9. 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

10. AIESEC 2020
AIESEC works with mid-term ambitions as milestones,
that provide us with direction while moving closer
to our vision of peace and fulfilment of humankinds
potential. These long term strategies provide us with
clear strategic direction, challenge us, and allow us to
measure our progress. In the past year, we saw the end of
the successful AIESEC 2015 mid term ambition, and the
creation of our next milestone of AIESEC 2020.
AIESEC 2020 CONSISTS OF:
• AIESEC 2020 Ambition – The Statements
• AIESEC 2020 Strategy – The Roadmap and AIESEC
Experience
• AIESEC 2020 Goal setting – Our Measurement of
Success
The first step in the creation of AIESEC 2020 took place at
AIESEC’s International Congress in Delhi, India in August
2015. The goal was to create the ambition statements
clarifying what AIESEC wants to be in 2020. A bottom up,
democratic 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
question:
‘’What do we want AIESEC to become by 2020, to move
closer to engage and develop every young person in the
world?’’
After three days of dreaming, consolidating, voting, and
refining, four ambition statements were presented and
AIESEC 2020 was born.
10

11. ORGANIZATIONAL STRUCTURE
Our global operations are managed from our global
office located in Rotterdam. The AIESEC International
team consists of 24 young people from all over the world,
who manage the organization on the global level, create
and implement global strategies, manage global supply and
demand, and manage global partnerships.
Our national operations are managed from our national
office located in Amsterdam. The general board of AIESEC
in the Netherlands consists of the Member Committee
(MC) and the Board of Directors. The MC consists of
the Member Committee President (MCP) and several
Member Committee Vice Presidents (MCVPs). Together
with the Board of Directors they create national long-term
strategies and ensure financial sustainability of the national
entity. In addition, the Member Committee guides the Local
Committees in the delivery of our exchange programs. The
Board of Advisors is an advisory body that supports the
general board.
Our local operations are managed from eleven Local Committees (LCs) located in Amsterdam, Delft, Groningen, Leiden,
Maastricht, Nijmegen, Rotterdam, Tilburg, Enschede, Utrecht and Wageningen. Local Committees consist of an Executive
Board with the Local Committee President (LCP) and several Local Committee Vice Presidents (LCVPs). Additionally,
there are part-time board members allocated to different operational teams. Local Committees are, above all, responsible
for implementation of global and national 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
NATIONALLOCAL
11

12. L
ocated 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

13. CURRENT
STATE OF
AIESEC THE
NETHERLANDS

14. INCOMING GLOBAL TALENT
A
s 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
developedouronlinemarketingB2Bstrategies.Socialmedia
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

15. OUTGOING GLOBAL TALENT
T
he 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
consciousofthetypeofinternshipswehaveinourdatabase.
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.
YEAR RAISED MATCH REALIZED
13-14 163 68 70
14-15 181 66 57
15-16 135 105 92
15

16. OUTGOING GLOBAL CITIZEN
T
he 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
YEAR RAISED MATCH REALIZED
13-14 374 259 278
14-15 509 324 255
15-16 474 474 370
16

17. EXPERIENCE STORIES
OUTGOING EXCHANGEINCOMING EXCHANGE
“I
n Malayisa, 15,000 tonnes of food are wasted every
day. I participated in the Global Citizen program
by contributing 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 population about why and how
not to waste food and encourage responsible behaviours
toward food consumption. Together with a group of nine
students from Japan, Indonesia, Norway, China, and Taiwan,
I was committed to reduce food waste by making more
people aware of responsible consumption. We approached
this mainly through three activities: 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 Iwould have neverexperienced
had I stayed at home. Being scared of doing something
totally different 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 positive impact on your experience and surroundings.
It was essential for me to be open-minded, motivated, and
positive in order to have a positive 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
M
y 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 Logistics Manager at
LyondellBasell, where I am still enjoying a lot!
The job is amazing. My team teaches me how to work
together and I find 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 practical matters, which enabled me
to focus and excell in my job. Socially I also benefited 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 offered a job. I am
extremely excited!
Nikolaos Kalapalikis , Trainee in Leiden
17

18. MARKETING & CUSTOMER
EXPERIENCE
A
t 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

19. NATIONAL
PROGRAMS

20. AMBASSADORS PROGRAM
A
lthough 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

21. NOUR PROJECT
T
he 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 bypiloting
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

22. MAKE A MOVE NATIONAL
PROGRAMS
A
IESEC 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 November2015, 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

23. 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
againsteachotherbyfindingsolutionstoacompany-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

24. THE INITIATIVE
SURVEY INSIGHTS
YOUTHSPEAK
A
IESEC strives to develop leadership qualities in as
many young people as possible in order to make
thempositivecontributorstotheworld.InAIESEC,
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

25. 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

26. FINANCIAL REPORT
I
n 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, allwhile 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. 27
LOCAL
COMMITTEES

28. 28
AIESEC THE NETHERLANDS
AMSTERDAM
DELFT
GRONINGEN
LEIDEN
MAASTRICHT
ROTTERDAM NIJMEGEN
TILBURG
WAGENINGEN
UTRECHT
TWENTE

29. O
ne 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 happywith, 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 ouryear. Nearly every national
competition has been won by AIESEC
inAmsterdam,forwhichwearegrateful
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 STROET
Local 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
AMSTERDAM
AIESEC IN
2015 / 2016
29

30. LOCAL ADVISORY BOARD
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
2
015-2016 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
membersbycreatingandimplementing
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 MARTENS
Local Committee President of AIESEC in Delft
2015 – 2016
DELFT
AIESEC IN
2015 / 2016
30

31. 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
F
rom 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 atwhatwe 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
memberwouldfullyunderstandwhatit
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.
LOCAL ADVISORY BOARD
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
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purposeful. This has resulted in the
facilitation of more than a hundred
leadershipdevelopmentopportunities,
a result to be proud of.
FRANK STOER
Local Committee PresidentAIESEC in Groningen
2015 - 2016
GRONINGEN
AIESEC IN
2015 / 2016
31

32. A
fter 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
LOCAL ADVISORY BOARD
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
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thinking of this amazing group of
people makes me the proudest person
in the world.
LEONORE VAN TIL
Local Committee President AIESEC in Leiden
2015-2016
LEIDEN
AIESEC IN
2015 / 2016
32

33. D
uring 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.
WiththesplitofoutgoingGlobalCitzen
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 newpartnershipwithTanzania,
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
LOCAL ADVISORY BOARD
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 FESKENS
Local Committee President AIESEC in
Maastricht 2015-2016
MAASTRICHT 13 - 14 14 -15 15 - 16
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oGT 3 3 7
EXCHANGE TABLE
MAASTRICHT
AIESEC IN
2015 / 2016
33

34. A
IESEC 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 oftheVice
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
andguidanceforExchangeParticipants
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
LOCAL ADVISORY BOARD
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
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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 TAP
Local Committee President AIESEC Nijmegen
2015 - 2016
NIJMEGEN
AIESEC IN
2015 / 2016
34

35. LOCAL ADVISORY BOARD
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)
L
ooking 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 thesevalues everydayand 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
ROTTERDAM
AIESEC IN
2015 / 2016
35

36. I
n 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 ofAIESEEEK.
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!”
LOCAL ADVISORY BOARD
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
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oGC 46 36 36
oGT 11 13 16
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ESMEE AARTS
Local Committee President 2015-2016
TILBURG
AIESEC IN
2015 / 2016
36

37. 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 LINDEMULDER
Local Committee President Twente 15/16
I
t 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 bydoing
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 ourprojects. Forthe outgoing Global
Talent team, it has been a turbulent
year in which results were difficult to
LOCAL ADVISORY BOARD
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
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oGC 24 12 15
oGT 3 6 4
EXCHANGE TABLE
TWENTE
AIESEC IN
2015 / 2016
37

38. UTRECHT 13 - 14 14 -15 15 - 16
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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
variousstudyandstudentassociations,
T
he 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
LOCAL ADVISORY BOARD
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 VOGELS
Local Committee President AIESEC in Utrecht
2015-2016
UTRECHT
AIESEC IN
2015 / 2016
38

39. 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 BAAS
Local Committee President 15/16
L
ooking 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
LOCAL ADVISORY BOARD
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
WAGENINGEN
AIESEC IN
2015 / 2016
39

40. SHAPE WHAT WE DO AROUND
WHAT THE WORLD NEEDS
NO
POVERTY
AFFORDABLE AND
CLEAN ENERGY
CLIMATE
ACTION
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
GENDER
QUALITY
CLEAN WATER
AND SANITATION
A
IESEC 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

41. 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 info@aiesec.nl
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

42. PARTNERSHIP
OPPORTUNITIES
A
IESEC 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, competencybasedworkshops, 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 Partnerships
As 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
personaldevelopmentofthestudents.Over5000university
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

43. OUR PARTNERS
43

44. CHRIS VOGELZANG
Member of the Managing Board
ABN AMRO Bank N.V.
VINOD SUBRAMANIAM
Rector Magnificus
VU University Amsterdam
DIRK-MAARTEN MOLENAAR
Partner and Managing Director
Boston Consulting Group
ANKA MULDER
Lid van de Raad van Bestuur
Delft University of Technology
IRVIN FANEYTE
Partner
OC&C Strategy Consultants
SIMONE BUITENDIJK
Vice-Rector
University of Leiden
LORENCO VAN WIERINGEN
Partner and member of the Board of
Directors | EY
THEO ENGELEN
Rector Magnificus
Radboud University Nijmegen
MARIJN STRUBEN
Partner
Strategy&
MARTIN KROPFF
Rector Magnificus
Wageningen University and Research Centre
VERA KIDJAN
Partner
Everaert Advocaten
HUIBERT POLS
Rector Magnificus
Erasmus University Rotterdam
WIM KOOIJMAN
Former Executive Vice President HR &
Industrial Relations | KLM/Air France
EMILE AARTS
Rector Magnificus
Tilburg University
ED BRINKSMA
Rector Magnificus
Twente University
BERT VAN DER ZWAAN
Rector Magnificus
Utrecht University
SIETO DE LEEUW
Managing Director Group Social &
Public Affairs | Randstad Holding
LUC SOETE
Rector Magnificus
Maastricht University
ROB THEUNISSEN
Partner
McKinsey & Company
ELMER STERKEN
Rector Magnificus
University of Groningen
PETER EIJSVOOGEL
Partner
Allen & Overy
DYMPH VAN DEN BOOM
Rector Magnificus
University of Amsterdam
BOARD OF ADVISORS
BOARD OF ADVISORS CORPORATE
BOARD OF ADVISORS NON-CORPORATE
44

45. GENERATION
2016 – 2017

46. GENERATION 2016 – 2017
N
ext 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, gettingAIESEC 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,AIESECwill focus on aligning ouroperations
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

47. IMPRESSIONS

48. AIESECIN THE NETHERLANDS ANNUAL REPORT
CONTACT
TEL: 020 354 25 20
MAIL: INFO@AIESEC.NL
WWW.AIESEC.NL