ING Global Relative Growth Leadership Award
GHANA
OUR PASSION
AIESEC Ghana works towards the advancement of Ghanaian society through the development of its youth. In an economy that is largely devloped but still growing this takes on two objectives; the development of current economic initiatives and the catalyzation of youth leadership. On the former, the economy is largely service based and often dominated by foreign companies selling to the consumer economy. We hope by aiding this enterprises we are able to add significantly to the economy overall, while bringing in skilled trainees to foster long term investment and train domestic workers. Ghana is already brimming with entrepreneurship which makes AIESEC’s work all that more relevant. By developing the youth, we give them the skills they need to be successful in their own businesses and hopefully increase domestic ownership of Ghanaian production. Given the worldwide perception of African corruption, the leaders we develop help increase international estimate of Ghana and contribute to the overall political development. AIESEC Ghana works to ensure that in a few years, Ghana will be viewed as the role model for developing nations across the globe.
GHANA
Relative Growth for GIP & GCDP iGIP
oGIP
iGCDP oGCDP
-50% 53.3% 26% 209%
GHANA iGCDP
2012: 279 2013: 353
oGCDP 2012: 64 2013: 198
iGIP
2012: 21 2013: 14
oGIP 2012: 7 2013: 15
Relative Growth for TMP & TLP
TMP
TLP
77% 105%
GHANA TMP
2012: 733
2013: 1299
TLP
2012: 352
2013: 724
NPS Strength
: 25% Percentage of :45.24% Response Rate
Promoters
GHANA
NPS
25 SCORE
Local Committee Growth Number of Local Committees
2012
2013
5 LCs 5 LCs Specialised Units
University of Energy and Natural Resources Regional Maritime University Central University College University College of Management Studies
GHANA
OUR LocalPASSION Committees Performance TMP
TLP
GHANA oGIP iGIP
iGCDP oGCDP
CUCG
83 38
26
14
0
0
LEGON
436 248
54
73
7
6
KNUST
298 152
155
60
0
2
UCC
408 217
80
27
0
3
UDS
18 21
25
11
0
1
OUR Finances These numbers report the profit-loss margin of our exchange programs from the 2012-2013 fiscal year
GIP
2500 2000 1500
€ 2,431
1000 500 0 -500 -1000
€ - 548 GCDP
GHANA The methodology: • The direct revenue from the programs was retrieved from the FY2012-2013 annual income statement • Only indirect costs from AI affiliation fees, as well as costs related to the direct marketing of the programs were subtracted. All other indirect or administrative costs were disregarded. • For instances where exchange was not paid for, that was counted as an expense and subtracted to determine the final profit loss.
GHANA