The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009. They raised 19 EPs, contributing 10% to the national goal. Their tracking system helped ensure over 90% of revenue came from exchange opportunities. Their recruitment campaign increased EPs raised from 10 to 19 over the previous year. A Quicken event promoted financial DT opportunities and intern servicing expenditures increased, both helping to drive EP growth. Their activities generated a 268% return on investment. The finance team grew significantly and several members plan to go on exchange next year.
AIESEC UNSW Finance Award Application July 2009guestaf08ab5
The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009, contributing to national exchange goals. Some key points:
- Exchange activities like recruitment events, intern servicing and expos raised 19 EPs, contributing approximately 10% to national goals.
- Exchange made up over 90% of revenue, with a 230% return on investment for exchange activities.
- The tracking system developed helped ensure a focus on exchange and monitor performance.
- Various members discuss their experiences with the finance team and events, noting skills developed around leadership, communication and exchange.
Temasek Review 2011 - Building for TomorrowTemasek
The 2011 Temasek Review, titled "Building for Tomorrow", was launched in July 2011.
Structure
- Temasek Charter
- Year in Review
- From Our Chairman
- Portfolio Highlights
- Group Financial Summary
- Financing Framework
- Shaping Our Portfolio
- Shaping Our Institution
- Shaping Our Perspectives
- Shaping Our Community Support
- Major Portfolio Companies
- Our Contact Points
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
The 2010 Temasek Review, titled "Making a Difference", was launched in July 2010.
Structure
- Temasek Charter
- Year in Review
- From Our Chairman
- Portfolio Highlights
- Group Financial Summary
- Temasek Bonds
- Shaping Our Portfolio
- Shaping Our Institution
- Shaping Our Perspectives
- Building a Shared Future
- Major Portfolio Companies
- Our Contact Points
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
The 2013 Temasek Review, titled “Beyond Investing”, was launched on 4 July 2013.
Structure
- The Temasek Charter
- Performance Overview
- From Our Chairman
- Portfolio Overview
- Group Financial Summary
- Financing Framework
- Shaping Our Portfolio
- Shaping Our Institution
- Expanding Horizons
- Commitment to Community
- Major Investments
- Contact Information
- Temasek Portfolio at Inception
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
The document discusses exits and investments by Viking Venture, a Nordic venture capital firm. It provides statistics on venture capital investments, exits, and fundraising in the Nordic region from 2008 to 2012. It notes the Nordic region is an attractive place for startups and provides examples of successful Nordic companies backed by venture capital. However, it warns that available venture capital will be dramatically reduced in the future, posing challenges.
This presentation, put together by KPMG, features the Financial Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca.
Worksheets and handouts accompanying this presentation can be found at www.enterprisingnonprofits.ca/learning-toolkits/3a-financial-analysis
The document discusses the benefits of starting a retirement program, including personal retirement savings, tax savings for individuals and businesses, proactively preparing for the future, and attracting and retaining valuable employees. It provides examples of how much money could be saved over 10, 20, and 30 years by contributing to a retirement plan before taxes compared to saving after taxes. The document also discusses options for 401k plans, including contribution amounts and employer matching. It describes the services Paychex provides to manage retirement plans, such as completing legal documents, payroll integration, enrollment support, recordkeeping, and reporting.
AIESEC UNSW Finance Award Application July 2009guestaf08ab5
The finance team at UNSW has focused heavily on driving exchange through various strategies in 2008/2009, contributing to national exchange goals. Some key points:
- Exchange activities like recruitment events, intern servicing and expos raised 19 EPs, contributing approximately 10% to national goals.
- Exchange made up over 90% of revenue, with a 230% return on investment for exchange activities.
- The tracking system developed helped ensure a focus on exchange and monitor performance.
- Various members discuss their experiences with the finance team and events, noting skills developed around leadership, communication and exchange.
Temasek Review 2011 - Building for TomorrowTemasek
The 2011 Temasek Review, titled "Building for Tomorrow", was launched in July 2011.
Structure
- Temasek Charter
- Year in Review
- From Our Chairman
- Portfolio Highlights
- Group Financial Summary
- Financing Framework
- Shaping Our Portfolio
- Shaping Our Institution
- Shaping Our Perspectives
- Shaping Our Community Support
- Major Portfolio Companies
- Our Contact Points
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
The 2010 Temasek Review, titled "Making a Difference", was launched in July 2010.
Structure
- Temasek Charter
- Year in Review
- From Our Chairman
- Portfolio Highlights
- Group Financial Summary
- Temasek Bonds
- Shaping Our Portfolio
- Shaping Our Institution
- Shaping Our Perspectives
- Building a Shared Future
- Major Portfolio Companies
- Our Contact Points
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
The 2013 Temasek Review, titled “Beyond Investing”, was launched on 4 July 2013.
Structure
- The Temasek Charter
- Performance Overview
- From Our Chairman
- Portfolio Overview
- Group Financial Summary
- Financing Framework
- Shaping Our Portfolio
- Shaping Our Institution
- Expanding Horizons
- Commitment to Community
- Major Investments
- Contact Information
- Temasek Portfolio at Inception
Visit www.temasekreview.com.sg for latest Temasek Review.
Follow @Temasek on Twitter at www.twitter.com/Temasek.
The document discusses exits and investments by Viking Venture, a Nordic venture capital firm. It provides statistics on venture capital investments, exits, and fundraising in the Nordic region from 2008 to 2012. It notes the Nordic region is an attractive place for startups and provides examples of successful Nordic companies backed by venture capital. However, it warns that available venture capital will be dramatically reduced in the future, posing challenges.
This presentation, put together by KPMG, features the Financial Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca.
Worksheets and handouts accompanying this presentation can be found at www.enterprisingnonprofits.ca/learning-toolkits/3a-financial-analysis
The document discusses the benefits of starting a retirement program, including personal retirement savings, tax savings for individuals and businesses, proactively preparing for the future, and attracting and retaining valuable employees. It provides examples of how much money could be saved over 10, 20, and 30 years by contributing to a retirement plan before taxes compared to saving after taxes. The document also discusses options for 401k plans, including contribution amounts and employer matching. It describes the services Paychex provides to manage retirement plans, such as completing legal documents, payroll integration, enrollment support, recordkeeping, and reporting.
This document provides an overview of the time value of money concept. It explains that money has value over time due to compound interest and opportunity cost. The key concepts covered include future value, present value, compounding, discounting, and using timelines and formulas to calculate values. Examples are provided to demonstrate calculating future and present values using different interest rates and time periods. The rule of 72 is also introduced as a way to estimate how long it will take an amount to double at a given interest rate.
This document provides an executive summary of a research report on angel investing in the UK. The following key points are made:
- The characteristics of UK angels are changing, with more women and younger individuals becoming involved. Angels now have less experience on average than in previous studies.
- Individual angels are making more investments than ever before, with the median number doubling from previous research.
- Angels are increasingly investing outside their local region and country, showing geographical distance is less important. This may be linked to rising angel investment via crowdfunding platforms.
- Government tax incentives like EIS and SEIS are widely used by angels, with almost 90% of angels using them and over 80% of total investment amounts through
The document discusses the findings of a survey on cost of capital practices conducted by the Association of Financial Professionals. Key findings include:
- 55% of respondents believe their cost of capital estimates are off by more than 50 basis points, indicating a lack of confidence in these projections.
- Only 15% of businesses communicate their weighted average cost of capital estimates company-wide.
- While most companies estimate cost of capital using discounted cash flow techniques, there is little consistency in how cash flows are estimated and the discount rate determined.
- Five years is the most common forecast period for explicit cash flows, but practices vary greatly for estimating terminal value beyond that point.
The document proposes a new mathematical model for musyarakah (joint venture) contracts in Islamic banking. The model allows for two different profit sharing rates between the bank and customer. This addresses limitations in previous models that used a single rate, which could be unfair to one party. The document applies the new model to a sample musyarakah product over 6 months with changing profit rates. The results show the new model distributing profits fairly between the bank and customer compared to previous models. This could encourage banks to offer more musyarakah products and promote equity-based contracts in Islamic finance.
This document provides information on Infosys, including its hierarchy, mission, vision, market operation, capitalization, and comparative study with TCS. It discusses Infosys' board of directors and management. It also includes quarterly financial reports, capital structure, dividend history, and a comparative analysis of sales and profits between Infosys and TCS. The budget effects on the IT industry are noted, with higher taxes from the increased MAT rate potentially hurting IT companies.
This document discusses concepts related to the time value of money, including present and future value calculations. It covers key topics like compound interest, discounting cash flows, loan amortization schedules, and the internal rate of return. Examples are provided to illustrate how to use formulas to calculate future values, present values, loan payments, and identify the internal rate of return for an investment project. The goal is to understand how to adjust cash flows for differences in timing and risk.
EXPA is an online system that has been successfully used for matching forms. It is important to use EXPA now for the upcoming fish peak period, which is a crucial time for achieving AIESEC's 2015 goals. Several tutorials and testimonials are available to help users learn how to use EXPA's features.
AIESEC US RoKS 2015 | Finance Track 1.0 kavyauchil
This document provides training on finance management for local AIESEC committees. It discusses cash flow sources like programs that generate money. It explains that local committees consist of members fulfilling roles like account managers. Major expenses include affiliation fees due in April and October, as well as a conference closeout fee in February. Trainees are challenged to manage a sample local committee by designing its goals, purchasing appropriate expenses, and tracking performance over a 12 month timeline while facing limitations like membership loss and affiliation dues. The goal is for committees to be profitable by making wise budgeting decisions.
When checking the international student exchange platform EXPA, the document notes that a large portion of AIESEC in Australia is not yet on the platform. It encourages readers to imagine what it would mean if Australia was not on the world map to emphasize the importance of getting all of AIESEC Australia on EXPA. The document provides steps to start getting involved, such as creating a team, marking available positions as open, finding opportunities on the platform, and applying for roles to get more of AIESEC Australia represented on EXPA.
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
The document provides guidance on conducting monthly membership planning within a Local Committee. It outlines a process to:
1) Define the desired culture and goals, 2) Assess if current members' performance and behaviors align, 3) Identify missing behaviors or job needs, 4) Review the talent pipeline and recruitment strategy.
Key aspects include evaluating members' fit, capabilities, and commitment; determining job requirements; attracting applicants through various channels tailored to needed profiles. The overall goal is to continuously develop the right people to build the desired culture and achieve organizational goals.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
The document discusses AIESEC's Experiential Leadership Development phase, which allows young people to explore
and develop their leadership potential through various programs. It describes four programs offered: the Team Member
Programme, Team Leader Programme, Global Internship Programme, and Global Community Development Programme.
The programs provide international and cross-cultural opportunities, access to a global network, and the chance to gain
professional skills and experience while making a positive social impact. Participants can take as many programs as
they feel will help develop their leadership abilities.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
This document discusses AIESEC's purpose and leadership development model. It begins with examining what recent world events have piqued people's emotions and how that relates to AIESEC's mission of "Peace and Fulfillment of Humankind's Potential." The document then explores how AIESEC develops leadership qualities in participants through experiential learning opportunities that facilitate an inner and outer journey. It emphasizes that leadership development is at the core of what AIESEC does.
The Finance portfolio at AIESEC UNSW had a successful 2011, generating a surplus through exchange programs and diversifying revenue sources. Key points:
- Revenue of $37,140 for the fiscal year 2010-2011, with a $10,990 surplus, through exchange programs (94% of revenue) and new grants and sponsorships.
- Investments included exchange subsidies for high performers, promotional materials, and a new Local Committee Development Fund to support portfolio strategies and processes.
- Strong financial processes were established, including detailed budgeting and tracking of portfolio performance through monthly reports.
Aiesec Qut Reckon Finance Award Application 2008/09rainie20
In the 2008-2009 financial year, AIESEC QUT successfully increased their exchange results. They realized 4 exchange programs (EPs) and 1 trainee exchange (TN), and raised 14 EPs and 2 TNs. This led to a significant increase in exchange income from $3,550 in 2007-2008 to $10,850 in 2008-2009. By investing more in marketing events and reducing administrative costs, they achieved a 132% return on investment in exchange strategies, compared to only 49.9% the previous year.
AIESEC UNSW 2011 Reckon Finance Award Applicationgaoje
1) AIESEC UNSW focused on sustainability in 2010 to lay the foundation for future generations. They achieved a strong leadership pipeline and provided leadership opportunities.
2) AIESEC UNSW had a record number of exchange programs in 2010 through various partnerships and an improved process. They also increased their number of internships.
3) AIESEC UNSW is financially sustainable with most income from exchanges and a large surplus generated in 2010. They aim to diversify revenue through sponsorships.
The CEE Fund at Christopher Newport University had a successful spring semester. Some key updates include:
- The fund grew to over $60,000 in assets under management and achieved over 20% return on investment.
- New leadership was elected, including Mitch Phillips as CEO.
- Events like the 3rd annual Financial Summit educated over 300 students on various finance topics.
- A sustainability grant was received to start a "green portfolio" focused on sustainable firms.
- Outreach was expanded, including plans to partner with the Newport News library on financial literacy classes.
AIESEC UWA has experienced significant growth over the past year in key areas such as exchange, leadership roles, membership, and financial sustainability. This is due to initiatives like improved recruitment, training, and experience sharing. Exchange numbers increased 225% for outgoing exchanges and 270% for incoming exchanges due to factors like brand building, stakeholder relationships, and improved information management. Leadership roles grew 400% with the introduction of team leaders and short term roles. Membership was retained at 100% compared to 27.68% previously due to cross-functional development opportunities and selection based on competencies. Financial sustainability has been ensured through diverse funding sources, two budget types, and ongoing exchange partner relationships.
This document provides an overview of the time value of money concept. It explains that money has value over time due to compound interest and opportunity cost. The key concepts covered include future value, present value, compounding, discounting, and using timelines and formulas to calculate values. Examples are provided to demonstrate calculating future and present values using different interest rates and time periods. The rule of 72 is also introduced as a way to estimate how long it will take an amount to double at a given interest rate.
This document provides an executive summary of a research report on angel investing in the UK. The following key points are made:
- The characteristics of UK angels are changing, with more women and younger individuals becoming involved. Angels now have less experience on average than in previous studies.
- Individual angels are making more investments than ever before, with the median number doubling from previous research.
- Angels are increasingly investing outside their local region and country, showing geographical distance is less important. This may be linked to rising angel investment via crowdfunding platforms.
- Government tax incentives like EIS and SEIS are widely used by angels, with almost 90% of angels using them and over 80% of total investment amounts through
The document discusses the findings of a survey on cost of capital practices conducted by the Association of Financial Professionals. Key findings include:
- 55% of respondents believe their cost of capital estimates are off by more than 50 basis points, indicating a lack of confidence in these projections.
- Only 15% of businesses communicate their weighted average cost of capital estimates company-wide.
- While most companies estimate cost of capital using discounted cash flow techniques, there is little consistency in how cash flows are estimated and the discount rate determined.
- Five years is the most common forecast period for explicit cash flows, but practices vary greatly for estimating terminal value beyond that point.
The document proposes a new mathematical model for musyarakah (joint venture) contracts in Islamic banking. The model allows for two different profit sharing rates between the bank and customer. This addresses limitations in previous models that used a single rate, which could be unfair to one party. The document applies the new model to a sample musyarakah product over 6 months with changing profit rates. The results show the new model distributing profits fairly between the bank and customer compared to previous models. This could encourage banks to offer more musyarakah products and promote equity-based contracts in Islamic finance.
This document provides information on Infosys, including its hierarchy, mission, vision, market operation, capitalization, and comparative study with TCS. It discusses Infosys' board of directors and management. It also includes quarterly financial reports, capital structure, dividend history, and a comparative analysis of sales and profits between Infosys and TCS. The budget effects on the IT industry are noted, with higher taxes from the increased MAT rate potentially hurting IT companies.
This document discusses concepts related to the time value of money, including present and future value calculations. It covers key topics like compound interest, discounting cash flows, loan amortization schedules, and the internal rate of return. Examples are provided to illustrate how to use formulas to calculate future values, present values, loan payments, and identify the internal rate of return for an investment project. The goal is to understand how to adjust cash flows for differences in timing and risk.
EXPA is an online system that has been successfully used for matching forms. It is important to use EXPA now for the upcoming fish peak period, which is a crucial time for achieving AIESEC's 2015 goals. Several tutorials and testimonials are available to help users learn how to use EXPA's features.
AIESEC US RoKS 2015 | Finance Track 1.0 kavyauchil
This document provides training on finance management for local AIESEC committees. It discusses cash flow sources like programs that generate money. It explains that local committees consist of members fulfilling roles like account managers. Major expenses include affiliation fees due in April and October, as well as a conference closeout fee in February. Trainees are challenged to manage a sample local committee by designing its goals, purchasing appropriate expenses, and tracking performance over a 12 month timeline while facing limitations like membership loss and affiliation dues. The goal is for committees to be profitable by making wise budgeting decisions.
When checking the international student exchange platform EXPA, the document notes that a large portion of AIESEC in Australia is not yet on the platform. It encourages readers to imagine what it would mean if Australia was not on the world map to emphasize the importance of getting all of AIESEC Australia on EXPA. The document provides steps to start getting involved, such as creating a team, marking available positions as open, finding opportunities on the platform, and applying for roles to get more of AIESEC Australia represented on EXPA.
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
The document provides guidance on conducting monthly membership planning within a Local Committee. It outlines a process to:
1) Define the desired culture and goals, 2) Assess if current members' performance and behaviors align, 3) Identify missing behaviors or job needs, 4) Review the talent pipeline and recruitment strategy.
Key aspects include evaluating members' fit, capabilities, and commitment; determining job requirements; attracting applicants through various channels tailored to needed profiles. The overall goal is to continuously develop the right people to build the desired culture and achieve organizational goals.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
The document discusses AIESEC's Experiential Leadership Development phase, which allows young people to explore
and develop their leadership potential through various programs. It describes four programs offered: the Team Member
Programme, Team Leader Programme, Global Internship Programme, and Global Community Development Programme.
The programs provide international and cross-cultural opportunities, access to a global network, and the chance to gain
professional skills and experience while making a positive social impact. Participants can take as many programs as
they feel will help develop their leadership abilities.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
This document discusses AIESEC's purpose and leadership development model. It begins with examining what recent world events have piqued people's emotions and how that relates to AIESEC's mission of "Peace and Fulfillment of Humankind's Potential." The document then explores how AIESEC develops leadership qualities in participants through experiential learning opportunities that facilitate an inner and outer journey. It emphasizes that leadership development is at the core of what AIESEC does.
The Finance portfolio at AIESEC UNSW had a successful 2011, generating a surplus through exchange programs and diversifying revenue sources. Key points:
- Revenue of $37,140 for the fiscal year 2010-2011, with a $10,990 surplus, through exchange programs (94% of revenue) and new grants and sponsorships.
- Investments included exchange subsidies for high performers, promotional materials, and a new Local Committee Development Fund to support portfolio strategies and processes.
- Strong financial processes were established, including detailed budgeting and tracking of portfolio performance through monthly reports.
Aiesec Qut Reckon Finance Award Application 2008/09rainie20
In the 2008-2009 financial year, AIESEC QUT successfully increased their exchange results. They realized 4 exchange programs (EPs) and 1 trainee exchange (TN), and raised 14 EPs and 2 TNs. This led to a significant increase in exchange income from $3,550 in 2007-2008 to $10,850 in 2008-2009. By investing more in marketing events and reducing administrative costs, they achieved a 132% return on investment in exchange strategies, compared to only 49.9% the previous year.
AIESEC UNSW 2011 Reckon Finance Award Applicationgaoje
1) AIESEC UNSW focused on sustainability in 2010 to lay the foundation for future generations. They achieved a strong leadership pipeline and provided leadership opportunities.
2) AIESEC UNSW had a record number of exchange programs in 2010 through various partnerships and an improved process. They also increased their number of internships.
3) AIESEC UNSW is financially sustainable with most income from exchanges and a large surplus generated in 2010. They aim to diversify revenue through sponsorships.
The CEE Fund at Christopher Newport University had a successful spring semester. Some key updates include:
- The fund grew to over $60,000 in assets under management and achieved over 20% return on investment.
- New leadership was elected, including Mitch Phillips as CEO.
- Events like the 3rd annual Financial Summit educated over 300 students on various finance topics.
- A sustainability grant was received to start a "green portfolio" focused on sustainable firms.
- Outreach was expanded, including plans to partner with the Newport News library on financial literacy classes.
AIESEC UWA has experienced significant growth over the past year in key areas such as exchange, leadership roles, membership, and financial sustainability. This is due to initiatives like improved recruitment, training, and experience sharing. Exchange numbers increased 225% for outgoing exchanges and 270% for incoming exchanges due to factors like brand building, stakeholder relationships, and improved information management. Leadership roles grew 400% with the introduction of team leaders and short term roles. Membership was retained at 100% compared to 27.68% previously due to cross-functional development opportunities and selection based on competencies. Financial sustainability has been ensured through diverse funding sources, two budget types, and ongoing exchange partner relationships.
AIESEC UWA has experienced significant growth over the past year in areas such as exchange, leadership roles, membership retention and member to exchange ratio. This growth is due to efforts such as cross-functional initiatives to develop member skills, establishing a strong middle management structure, prioritizing exchange in recruitment and activities, implementing an intranet learning system to retain knowledge, and developing leadership and financial sustainability strategies. Plans are in place to continue this growth trajectory into the future through ongoing exchange partnerships, tapping new markets, and coaching another local committee.
Ecobank Transnational Incorporated achieved record profits in 2004 due to growth in key areas of its business. Operating income increased 32.6% to $207.8 million driven by a 27% rise in customer deposits to $1.46 billion. Profit before tax grew 24.4% to $60.3 million, a new high. The bank strengthened its presence across Africa by opening new branches and offices, launching new products like credit cards, and establishing a new subsidiary in Cape Verde. Looking forward, Ecobank aims to maintain its strong performance by focusing on core markets and business lines while ensuring prudent risk management and governance.
The annual report provides an overview of Stanbic IBTC Bank PLC for 2009. Some key highlights include:
- Gross earnings of N59.8 billion, total income of N43.8 billion, and profit after tax of N8.1 billion.
- Loans and advances increased 17% to N119.9 billion while deposit liabilities increased 78% to N169.2 billion.
- The bank operates in three key business segments: Corporate and Investment Banking, Personal and Business Banking, and Wealth Management.
- Stanbic IBTC is a member of the Standard Bank Group, Africa's largest banking group by assets and earnings.
The document is Ecobank Group's 2009 Annual Report. It summarizes that in 2009, Ecobank expanded its operations to 29 countries in Africa and opened an office in Paris, France. While total assets grew 8% to $9 billion and revenues increased 6% to $873 million, profit before tax declined 38% to $101 million due to losses from new subsidiaries and deterioration in the Nigerian banking sector. The Chairman addresses the challenges of 2009 and outlines changes to improve performance, such as a strategic review that implemented a more efficient operating structure.
The document provides an annual review of Baker Tilly International's performance in 2015 and outlook for 2016. Some key points:
- Baker Tilly saw its strongest revenue growth since 2008, with a 7% increase to $3.8 billion driven by growth across all regions and service lines.
- Many member firms grew through strategic mergers and acquisitions which expanded geographic reach, capabilities, and collaboration opportunities.
- Looking ahead, the network will focus on investing in skills and technology to provide more holistic client services, and launching a new global audit methodology. Continued growth will depend on adapting to changes in technology and business models.
AIESEC UWA Innovation Award Application, July 2012lebedevadawg
AIESEC UWA has engaged its 3 most recent interns through innovative means like coaching and facilitating events. It has also maximized human resources through organizing committees for projects and seen a 134% growth in team member opportunities. AIESEC UWA led marketing innovations nationally, like a tailored video campaign for the business school that realized 78% of winter exchanges from that school with no costs. It also restructured finance to give officers portfolio roles for more excitement and ensured responsibilities through a 100% retention rate. A new High School Outreach Program could promote programs nationally while adding value for members and stakeholders.
Ecobank delivered improved financial performance in 2010 compared to 2009. Total assets exceeded $10 billion for the first time, driven by a 22% increase in deposits. Revenues grew 3% to $900 million while costs were reduced by 1%. The bank focused on integrating and optimizing its pan-African operations across 33 countries. It opened new offices in Angola, Tanzania and Dubai while adding Zimbabwe and London in 2011. The Chairman notes progress but believes more improvement is needed to achieve the bank's goal of being a world-class pan-African bank.
AIESEC Sydney Reckon Finance Award July 2011 Applicationscho4567
AIESEC Sydney had a successful first half of 2011 with various events and initiatives that helped develop members and raise exchange program signups. Their financial portfolio improved income by 18.4% through cost cuts and partnerships. Events included a member induction conference, alumni night, gaming night, and a regional conference. They also increased exchange signups to the highest in the nation through information sessions, social media marketing, and a language teacher exchange project that obtained 74 signups.
AIESEC Sydney Reckon Finance Award July 2011 Applicationscho4567
AIESEC Sydney had a successful first half of 2011 with various events and initiatives that helped develop members and raise exchange program signups. Their financial portfolio improved income by 18.4% through cost cuts and business relationships. Events included a member induction conference, alumni night, gaming night, and a regional conference. Exchange programs had the highest signups in the nation with 388 applications and 25 exchanges realized. Marketing efforts like merchandise, pamphlets and social media helped raise brand awareness. Project SLAP worked to raise language teacher exchanges.
The document provides an overview of Catcha Digital Berhad, a digital group in Southeast Asia backed by Catcha Group. Catcha Group is an experienced investor and builder of public companies with a track record of identifying categories for consolidation and bringing together entrepreneurs. Catcha Digital aims to build, grow, and scale leading digital companies in Southeast Asia, following Catcha Group's playbook of taking companies from startup to IPO. Its portfolio includes iMedia, a leading digital media group that has experienced significant growth since its 2020 launch through both organic and inorganic means. Catcha Digital looks to continue expanding iMedia and acquiring other entrepreneur-led digital businesses to strengthen its product offerings and replicate Catcha Group's success in regional expansion.
The document discusses the Chairman's statement on Stanbic IBTC Bank's 20th Annual General Meeting. The Chairman notes that unlike many financial institutions, Stanbic IBTC has remained financially sound despite the global financial crisis and economic recession. However, the bank did experience some losses from margin lending facilities due to a sudden rule change by the Nigerian Stock Exchange that slowed the adjustment of overpriced stock prices. Overall, the Chairman expresses that Stanbic IBTC learned important lessons from 2008 about maintaining financial discipline.
- OneVue Holdings Limited is an Australian company that provides fund services and platform services to financial institutions.
- In the 2014 financial year, the company achieved significant revenue growth of 28% organically and 148% through acquisitions. However, underlying EBITDA was a loss of $2 million due to high acquisition costs.
- Key acquisitions in the year included Computershare Fund Services, MAP Funds Management, and an SMSF administration business, expanding the company's services and client base.
The document discusses the importance of business planning for charities. It notes that business planning helps charities understand themselves as businesses, identify gaps and resource needs, build teamwork, and guide operations. Case studies are provided of charities that benefited significantly from business planning assistance provided by The Cranfield Trust's volunteers. The document emphasizes that effective business planning is crucial for charities to survive funding cuts, remain financially sustainable, and achieve their goals.
All-New Investor Presentation - Motilal Oswal Financial Services India ProfileSouth Asia Fast Track
Motilal Oswal Financial Services is transforming its business model to focus on building four engines of ROE growth: Capital Markets, Asset & Wealth Management, Housing Finance, and Fund Based businesses. It has allocated capital differently after the transformation, focusing on businesses that can generate a sustainable 20%+ ROE, like affordable home finance and investments in its own mutual funds and private equity funds. The presentation provides an overview of Motilal Oswal's strategic focus and performance in each of its business segments.
Over 20 years, Afrika Tikkun has grown from a small caring organization to a large development organization impacting thousands of youth. It started by focusing on developing families and children in townships, involving local communities and using business principles. Notable moments include receiving support from Nelson Mandela and developing managerial competencies over time. The organization has impacted over 61,000 beneficiaries and invested over R40 million in infrastructure. The founder reflects that through embracing change and collaboration, the organization has made progress in providing solutions to youth unemployment and breaking the cycle of poverty in South Africa.
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2. FOREWORD
In undertaking our function as the UNSW finance team, we
have endeavored to align our goals with the National Plan
08/09 of DOING EXCHANGE. Our raising of 19 EP's
contributed approximately 10% of the national goal.
We have heavily pushed for exchange through the
development and implementation of our tracking system.
We have endeavoured to ensure that over 90% of our
revenue stems from exchange, hence staying true to core
purpose of developing change agents through exchange
opportunities with
AIESEC.
2
3. 2008 /2009 2007/2008
EPs Raised 19* 10
EPs Realised 7 4
TNs Raised 1 1**
TNs Realised 1 0
CEED from UNSW 1 0
•*4EPs raised in May to be realised in July
•**Company backed out after raise 3
4. 96%
1200% Income
Monetary from
Finance Driving Growth
Exchange
Exchange
through
Rate
Driving Quicken Event
Exchange
Strategies
and Growth
Finance through
Members Tracking
looking to go System
on exchange
at end of
year!!
4
5. 2007/08 saw UNSW establish itself as an LC again ,
as reflected by the lack of 100% focus on
exchange. While OGX was the main income
stream, it cannot be said that we focused on
exchange with the raising and realisation of only
1EP and the lack of ICX results
The first half of 2008/09 saw UNSW fight for
survival...and be saved by EXTREMELY strong
exchange results. ICX raised a TN and OGX raised
15EPs, keeping the exchange focus strong even in
difficult times (our Grants/Sponsorship funding has
been minimal and we intend to keep it this way). We
also contributed to exchange through the servicing
of MC interns, who we have adopted into the
UNSW@ family and has greatly contributed to the LC
– e.g. Tamas Mihalovits was our Transition
Conference Chair
% Income from Exchange Growth – 346% Growth
Absolute Income from Exchange Growth -
$12954.75
OGX Income Growth - $7554.75 (202% Growth)
5
7. In the last year, UNSW has significantly focused
upon start-of-semester recruitment as the main EP
recruitment drive. Our recruitment
campaign, Project Bluebeard, garnered much
attention as we covered the campus in blue and
X∆. All in all, recruitment has cost us $400 and has
brought us 15 EP raises last year.
7
8. Quicken Event was strategically
used, not to promote MTs, but to
promote DTs, especially Financial
DTs in the Empowering Africa
Program. Kai and Auvik talked
about the DT opportunities
available, especially in Togo (with
whom we have established an LC
partnership) and out of the 45
non-AIESEC attendees, 43
expressed their interest in our
exchange program.
8
9. UNSW@ has introduced a
Rewards and Recognition
policy whereby members are
nominated by other
members for their
performance, initiative, leade
rship and commitment
(among other aspects). 7-8
members will be chosen and
each will receive $100
redeemable as conference
or exchange subsidy. This
has motivated members to
consider exchange and
going to
conferences, especially other
conferences around the
world. 9
10. Last year, our PBOX (AIYEP) ran 3
successful events on
entrepreneurship, conducting
business in India and Indian culture.
A total of $400 was spent on these
events and they not only brought a
heightened awareness of Indian
culture, but they also promoted
exchange to India.
10
11. Exchange is not just about pre-departure, but is also very much about the
experience while on exchange and UNSW@ has invested heavily on
intern servicing to make sure that our interns are well looked after and
have a quality exchange experience. In the last year, UNSW@ has spent
$686.87 on servicing our interns, up from $453.30 in FY2007/08, and this
has been instrumental in driving EP growth from UNSW members.
11
12. UNSW@’s table at Career and Study Exchange Expos were a great
strategy to achieve exchange. Over 150 students expressed their interest
after talking to us and at least 3 information sessions were held this
semester. All this contributed to our raising of 15 EPs last semester and
4EPs this semester with much more to come in semester 2, which is
traditionally when students are more interested in exchange.
12
13. UNSW@’s exchange activities
2008/09
in the past year has been
Exchange Income $ 16700.00 highly effective in generating
Exchange Events $487.25 the results that we needed. A
Expense massive 268% return on
investment is a testament to
Recruitment $400.00 the fact that while our
Intern Servicing $686.87 exchange activities have been
Marketing $250.00 cost effective, they have been
Expenses greatly successful in
communicating our message
OGX Expenses $4385.24 of “do X∆” . This high ROI also
ICX Expenses $20.00 suggests that UNSW@’s
Total $6229.36 profitability, financial
sustainability and scope for
Return on Investment 268.09% future exchange growth.
13
14. UNSW@ Finance team’s year can only be described
as MASSIVE. From a humble beginning with
three members, we currently have seven active
members. From a Finance function that was not
even doing Finance (let alone exchange!) to being
a key driver of exchange, the scope and ability
of UNSW@ Finance has rapidly expanded.
Exchange is always at the forefront of everything
we do. Next year, several in the Finance Team will
be going on exchange. On a personal note, I am
looking to do an MT, followed by a DT/ET, as well
as a CEED opportunity while on study exchange
next year.
Despite initial setbacks (disbandment, only ≈$1k
in bank), Finance, with our unity, drive and
dedication, has been able to turn this around by
driving exchange activity. We’re definitely looking
to build on our successes and are looking forward
to next semester’s challenges!
Esther Ho
14
15. My current year in AIESEC has been
primarily focussed on attending the
development events offered. With
Finance on the other hand, I’ve been
more focussed on running the
QuickBooks events and holding
interviews.
Finance has offered me so much
since I first joint last year. I’ve been able
to obtain opportunities in training
others, teamwork, problem
solving, leading, communicating, alloc
ating, evaluating, as well as liaising with
various stakeholders from
students, AIESEC members, trainers and
sponsors.
Daniel Liang
15
16. As a new member, I think that being a part of
the finance team has really allowed me to gain a
better understanding of the organisation.
The activity that left the deepest impression
on me was organising the Quicken Event. As a
member of the organising committee shortly after
my introduction to AIESEC, I was shocked at the
amount of responsibility entrusted to me, a new
member. There were complications regarding
event location changes. Within hours of the
change in plans, our finance team provided a
complete turnaround in our planning.
I have had an extremely rewarding 2 months,
and had the chance to develop my confidence
and leadership skills that I have not thought
possible in such a short amount of time. I look
forward to continuing, and furthering this
experience in the years and months to come.
Raymond Yiu
16
17. Joining AIESEC for the first time this year has
been nothing but a great experience. As a first
year and international student from Malaysia, the
idea of entering University for the first time in a
foreign land was daunting. But this all changed
ever since joining AIESEC. Getting into the Finance
team was for me a great achievement. Being the
newbie to both the AIESEC Finance team as well
as to commerce in general, I’ve picked up so
much. Creating Financial Reviews for one was
something that I thought required years of
education and training to do, and yet I already
know the basic idea of it a few months into my first
semester. The Finance team has thought me
basically that nothing is unachievable or hard to do. Watching my fellow
teammates who have been in AIESEC and university far longer than I have
has been in a way inspirational and makes me look forward to the next
5years of AIESEC & FINANCE!!!
Shamila
17
18. This year with Finance team has been
one of the most rewarding and
challenging, learning experience that I
have been through. Through helping
organise DLD and Quicken Training
sessions I have developed a clearer
understanding of finance’s role in events
management for a large organisation. I
am also impressed that as a team we
never remain static and constantly
redefine Finance’s role in the LC to help
enhance its performance. This includes
taking the initiative to design tracking
systems for each portfolio to allow the
portfolio and the LC to evaluate its
performance and help them improve if
needs be.
Ziwen
18
19. I was very excited when I was chosen to
join the AIESEC Finance team in the beginning
of the year. It was my first semester overseas
and having heard so much about AIESEC back
in Auckland it was my ultimate goal to join the
big AIESEC family. As a new member this
semester I feel that I have been given a lot of
opportunities to take on new
challenges. Having experienced the Quicken
Training event I can definitely see that I have
joined a friendly and cohesive team. Our
upcoming challenge will be preparing the
quarterly review, with the majority of us
unfamiliar with Quicken it will take a lot of
guidance and mentoring to bring us up from
scratch. However, I believe that this challenge
will only bring us closer together and let us grow
stronger as a team
Candy Lau 19
20. AIESEC Finance for 08-09 has been about
securing our current and future financial
performances. We came off a financially strong
year, and now have aspirations to take on a
more holistic role for the LC. I am excited about
our current work on a tracking system which
incorporates all portfolio’s of the LC which is
bringing us into unchartered waters, the
potential advantages gained from such a
system would rally the whole LC to achieve
even greater goals. In additional to these new
implementations, we are seeking to ensure that
financial skills are instilled into not only a new
and upcoming finance team, but the whole LC
in general, be that specific Quick Book usage
skills, or even knowledge on financial policies. I
believe the team this year will be a benchmark
for finance teams to come.
20 Richard