the bottom line - cima locations docs... · cima deputy president, andrew miskin from april 5th to...
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JUNE/ JULY 2016 ISSUE 98
THEBOTTOMLINE
T. +27 (0) 788 8723/ 0861 CIMA SA | E. [email protected] facebook.com/theCIMACafe twitter.com/CIMAAfrica
CIMA is in the age of accelerating technological transformation that
will profoundly change both our societies and economies. It heralds
the start of an era of new systems of production, management
and governance. Successful businesses will need to deliver even
more value to stay ahead and management accountants will play
a critical role in helping them do so.
CIMA members should endeavor to lead this process. Our aim is to
ensure that the CIMA qualifications and designations continue to be
recognised as the most relevant in global management accountancy,
by employers, regulators and our profession alike. CIMA is appealing
to all members to cast their vote towards the proposed evolution
of the joint venture with the AICPA (American Institute of Certified
Public Accountants).
Voting opened on April, 18th and you have until June, 16th at 10:00am
(GMT+1) to make sure that your voice is heard.
Members have been sent an email from the Electoral Reform Society
(ERS) with a link to the voting website and two unique passcodes.
Although the email is being sent by ERS, the sender name says ‘CIMA’
and voting will only take a few minutes.
Under the proposal approved by CIMA’s council, both CIMA’s governing
body and CIMA’s Royal Charter will remain. You will keep your CIMA
designations and membership while also becoming an automatic
member of the new association, additionally, CIMA members would:
• Becomemembersofthemostinfluentialbodyofprofessional
accountants in the world, a body four times larger and representing
600 000 current and next-generation professionals
• Benefitfromenhancedrecognition,employabilityandahigher
profile for your profession around the world
• Benefitfromgreateradvocacy,research,memberresourcesand
learning opportunities, and
• Theabilitytospeaktothepublicinterestandourprofessionwith
an even stronger voice.
Remember to get your voice heard by voting before 16 June at
10:00am (GMT+1).
YOUR VOTE COUNTS – Evolution of our joint venture
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cgma.org June / July 3/12cimaglobal.com June / July 212
CIMA South Africa had the pleasure of hosting
CIMA Deputy President, Andrew Miskin from
April 5th to 8th.
Upon arrival, he visited the CIMA offices in
Johannesburg to meet and greet staff, to share
his passion for management accounting and
developments in the organisation.
Andrew was asked what the theme of his tenure will
be, he responded: “To continue on the work of the
current president, to ensure that there is diversity
and inclusion in the management accounting
profession”.
He spent his time in the country attending the
Gauteng and KwaZulu-Natal Branch Annual
General Meetings and engaging with employers
and students.
He kickstarted his employer engagements meeting
with the Africa Advisory Leader at EY, Roderick
Wolfenden FCMA, CGMA a passionate CIMA
ambassador. On the agenda was the EY/CIMA
expansion strategy which aims to collaborate
on thought leadership initiatives with an African
focus and to grow together in the Africa markets,
particularly in South Africa and Nigeria.
He also met with Steven Killick ACMA, CGMA,
Partner at PwC South Africa. They discussed in
detail the changing role of the CFO and change
management for finance teams.
Backed by CIMA thought leadership Joining the
dots: Decision making for a new era the Deputy
President spoke on how CIMA could reinforce
these values in the PwC focus areas and was able
to reiterate the value that CIMA can bring to their
organisation.
The Deputy President also had the opportunity
to address the management team and students
at Anglo American to share his passion for
management accounting and to engage with them
about the future of CIMA and the evolution of the
joint venture.
The final leg of his visit included a meeting with
a newly accredited training partner, Ithala, a state-
owned financial services company based in Durban.
He met with Group CEO, Yvonne Zwane and her
team and presented the training partner certificate.
Ithala is passionate about CIMA and has committed
their entire finance team to studying CIMA as well
as introducing a graduate programme in 2017.
As aspiring business leaders climb the corporate ladder in today’s
globalised and rapidly-changing world, the skill sets they require
stretch far beyond traditional number crunching.
This is why CIMA has partnered with the Nelson Mandela Metropolitan
University’s (NMMU) School of Accounting and the University’s
BusinessSchool tooffer individualsandbusinesssomethingunique
to help them succeed.
Together they have developed 17 accredited short learning
programmes (SLPs), which are specifically linked to the CIMA
professional qualification. NMMU is now recognised as a CIMA
accredited Global Learning Partner.
NMMU is presently the only South African university to run accredited
CIMA-aligned SLPs, which cover topics such as project management,
relationship management, strategic management, risk management
and financial strategy.
“CIMA bridges the gap between education and employment,” said
Doug Withington, CIMA’s Higher Education Partnership Manager for
SouthernAfrica,whoflewinfromLondonforthelaunch.Hedescribed
the close collaboration between the NMMU School of Accounting and
theNMMUBusinessSchoolas“abridgeinthegapbetweentechnical
accounting skills and business skills.”
The courses, which are being offered from May 2016 will assist
students preparing to sit the CIMA exams.
“Students who are working find it difficult to complete the CIMA
qualification on their own,” said Zahra Cassim, Head of CIMA South
Africa. “Our vision and mission is to help people and businesses to
succeed. We want to provide the skills and competencies to grow the
community of management accountants.”
“Those writing the CIMA-aligned SLP’s will not be exempt from CIMA
examinations, but will be better prepared for them,” said NMMU
Associate Professor in Management Accounting, Johnathan Dillon, who
has been the key driver of the SLP programmes. “These programmes
provide a structured framework that will support CIMA candidates.
I believe the partnership between the School of Accounting, the
Business School and CIMA will provide relevant education that
changes business, for the good.”
In closing, Professor Prinsloo, Director of the School of Accounting
at NMMU said: “Management accounting – with its focus on
strategic thinking and sustainability – is particularly relevant to the
requirements of today’s rapidly-changing job market. Rapid change is
the new normal. To be a successful accounting professional in today’s
business world, you need to think both about the forces shaping
the organisations that you are serving, as well as how you, and the
finance function, can add value to your organisation. In this regard,
the knowledge and skills developed by the CIMA qualification will be
of great value.”
CIMA DEPUTY PRESIDENT visits South Africa
SA BUSINESS SECTOR to benefit from Pioneering NMMU/CIMA Short Courses
Receiving the CIMA training partner certificate is
Yvonne Zwane, group CEO of Ithala
Jitesh Jaganath ACMA, CGMA is awarded his Certificate
Michelle Terblanche receives her Certificate in Business Accounting
With KwaZulu-Natal Branch Chairman, Taher Jhavary
Celebrating the launch of the 17 short learning programmes are (from left) Doug Withington (CIMA)
Prof Frans Prinsloo (NMMU), Zahra Cassim (CIMA), Prof Steve Burgess (NMMU),
Prof Johnathan Dillon (NMMU), Leon Mouton (NNMU)
CIMA BRIDGES THE GAP BETWEEN EDUCATION AND EMPLOYMENT, SAID DOUG WITHINGTON, CIMA’S HIGHER EDUCATION PARTNERSHIP MANAGER FOR SOUTHERN AFRICA
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cgma.org June / July 5/12cimaglobal.com June / July 4/12
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2
All members and students have a ‘My CIMA’ account where all your
personal information is recorded. If, for some reason, you are not
receiving all our communication, please login to update your personal
information including your address, current email and telephone details.
To log in to your ‘My CIMA’ account visit www.cimaglobal.com. Enter
your login details on the home page.
Choose to update ‘my details’
Update your contact details and your home address. To update your name, surname and or date of birth you will need to contact your local office and you will need to supply proof of details such as an identity document or marriage certificate.
It is your responsibility to make sure
your details are correct.
Benefitsofupdatingyourdetailsare
to keep:
•ReceivinginvitationstoallCIMA
events and CPD opportunities
•Receivingnewsancorrespondenceatyourpreferredaddress
HAVE YOU Updated Your Details?
CIMA has updated the Practical Experience Requirement (PER)
Process which is a set of criteria through which exam complete
students apply to become members.
Firstly, the process is now online and can be completed alongside your
studies from the time you start your Operational Level. It is accessible
via ‘My CIMA’ and allows for uploading, verification, assessment and
communication of the membership status and/or approval.
Although the process is completed online, the role of the assessors
remains integral as they will continue to assess your qualifications and
experience. However, the new system means that your application can
be assessed from anywhere in the world and that your results can be
communicated much quicker. Assessors will continue using a set of
assessment principles to ensure that the process is fair to each applicant
and the process will take up to five days from the time your experience
is uploaded.
Secondly, the requirements have been updated to align with the
professional qualification syllabus and the CGMA competency
framework. The updated requirements are:
•Aminimumof36months’experienceisrequiredacrossthefour
knowledge areas, with a maximum of 60 months to be evidenced
•Atleastfourcompetencycategoriesmustbeselectedbetween
TechnicalandBusinessskills(withatleastonefromeach)covering
the minimum 36 months
•Atleast18monthsmustbeattheintermediate,advancedand/or
expert levels.
•Theremaining18monthscanbegainedacrossfoundational,
intermediate, advanced and expert levels
•AminimumofonecompetencycategoryeachfromPeopleand
Leadership skills over 36 months
•Theseshouldbeinthecontextofthetechnicalandbusiness
skills and can be gained across foundational, intermediate,
advanced or expert levels
•Whereyouhavemorethanfiveyears’relevantexperience:
• You should upload detailed evidence for a maximum of five
years’ experience
• The remaining experience (outside of the five years) should be
recorded in your Career Progression Summary.
Benefits to students include:
•Accesstoabetteronlineplatform
•Adigitaldeliveryoftheassessmentresults
•Abilitytostartuploadingyourexperienceinstantlyfromthe
Operational Level
• Instantcommunicationtoapplicantswhentheymeetminimum
requirements
• Easeofcommunicationwithverifiersofexperience
•Aquickeranddefinedturn-aroundtime.
The new process is live and will run concurrently with the old one
until December 2016. This will allow all stakeholders reasonable
time to move over to the new online system. Face-to-Face sessions
will remain and are not affected by the introduction of the online
PER process.
UPDATED PER Process
CIMA POWERS UP INDIVIDUALS
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cgma.org June / July 7/12cimaglobal.com June / July 6/12
Business leaders from around the
world gave their perspectives on the
decision-making challenges they
face and how their organisations are
rising to these challenges to improve
their competitive advantage.
Philips Africa CFO, Alexander
Visser, speaks about how they
address the challenge of ensuring the right information is gathered
and communicated to the relevant people in the organisation.
Q When you look at the management information you are receiving
to base strategic decisions upon, do you feel you are always getting
the most relevant information for the decision you are making?
A This is definitely a challenge. Information that is available
publicly is not always enough to give us the in-depth, strategic
insight that we need to make the right decisions. In some markets,
for example, Angola or Ethiopia, there is a lack of transparency in the
legal framework.
To manage this, we have set up a very structured approach in
assessing elements that we want to understand before we make the
strategic decision. Typically, this is organised around operational and
strategic risk. We carry out a functional assessment looking at legal,
finance, fiscal and treasury issues. We also start identifying what kind
of partners we could work with and do background checks.
Then we actually go to the country and we talk with a whole suite
of consultants, accountants, lawyers, banks and even the
embassy. We simply test all the assumptions that we have made in the
desk research.
Q How do you get information to the relevant people in different
functions and locations across the organisation when you’re
making decisions?
A One of the issues that many companies, including Phillips, have
is that their system landscape is fragmented. We have introduced
a standardised system - the Philips Integrated Landscape - that
allows us to connect information from various functions and make
it available at the fingertips of people across the whole organisation.
Q How would you characterise your style of decision making?
A This is an area in which we have made some dramatic changes
over the past couple of years. We are a multinational with our Africa
headquarters in Johannesburg. Typically, we do centralise decision
making.
However, we are scaling down the headquarters and investing more
heavily in highly skilled people on the ground, in our frontier markets.
We’re moving more towards local, on-the-ground decision making.
So, the ‘districts’ are empowered to make any decision that is needed
to drive their top and bottom line, subject to clear limits.
Q What would you say have been the key benefits since you made
these quite significant changes?
A The most outstanding change is accountability - we can hold
them accountable, because they are responsible for every decision
that is made in the district.
High quality decision making has never been more important —
or more difficult. Learn more about what leading organisations are
doing to overcome these challenges at http://bit.ly/1pATNMf.
JOINING THE DOTS A business leader’s perspective
The risk landscape is constantly evolving and becoming complex.
Being able to identify and manage all the risks to an organisation
is no longer simple.
The increasing complexity of the business environment calls for a
new approach to managing risk, one that promotes resilience in a
heavily interconnected and integrated world. An organisational risk
leader will help drive the success of the business and take charge of
the risk agenda.
WHAT THEN, DOES IT TAKE TO BE A RISK LEADER?
1. Strategic partnership
A risk leader helps the board set the risk appetite of the organisation
in line with its business model and acts as wise counsel and
effective challenge to CEO, board and broader business. He/she
aligns business with a balanced risk/reward approach for effective
commercial business decisions and navigates board and executive
relationships.
2. Executive leadership
The risk leader takes charge of vision and purpose for the risk
function by inspiring excellence in business partnerships thereby
creating credibility and value. This is an enterprise-wide function
that balances framework, policy and process with forward-thinking
capability and navigation. This role includes a constant consideration
of future challenges including succession and ‘future-proofing’
the function.
3. Culture
The risk ‘culture-carrier’; the risk leader establishes the right culture
with the board and senior management team and understands the
present status of risk culture. They drive a winning strategy to a
mature culture that is right for the business and create an openness
where learning takes place. Once a culture is in place the risk
leader builds a network across the business to instil the established
risk culture.
4. Organisational capability
The creation and maintenance of a pragmatic, business-focused
framework, using management information to support risk/reward
business decisions and culture is an important function of a risk
leader. Here, the risk leader considers both internal and external
factors in the design and coverage of the risk function. The structure
isfluid,abletocontinuallyimprove,adaptandevolve.
Basedontheabove,theriskleaderpossessesthefollowingqualities:
•Communication
•Courage
•Credibility
• Integrity,ethicsandvalues
•Organisationalandstakeholdernavigation
Visit http://bit.ly/1TVu1ME for more resources and
information related to risk.
BE A Risk Leader?
CIMA members and students in the Eastern Cape gathered to re-establish the Eastern Cape branch committee.
The objective of the meeting was to provide support and revitalise growth in the Eastern Cape.
Samantha Louis, Africa Regional Director, spoke about the proposal to evolve the joint venture partnership between CIMA and the AICPA and introduced the new branch committee members.
TheEasternCapeBranchCommitteehelditsfirstAnnualGeneralMeetinginPortElizabethin1949andwasoneofthefirstBranchestobeestablishedinSouth Africa.
Branch Committee Members (L – R): Bruce Werner, Peter Louwrens, Dhitesh Jeena (Chairman), Head of South Africa, Zahra Cassim, Angus De Beer, Tertius de Ridder and
Africa Regional Director, Samantha Louis
EASTERN CAPE Members MeetingWHAT DOES
IT TAKE TO BE ARISK LEADER?
STRATEGIC PARTNERSHIP• Helps board set the risk appetite in line with the business model and acts as wise counsel and effective challenge to CEO, board and broader business • Aligns business with balanced risk/reward approach for effective commercial business decisions • Navigation of board and executive relationships
ORGANISATIONAL CAPABILITY• Creates and maintains a pragmatic, business-focused framework, utilising management information to support risk/reward business decisions and culture • Considers internal and external factors in the design and coverage of the function: creates a fluid structure; able to continually improve, adapt and evolve • Creates a risk function that can partner the business, enabling it to take ownership of risk with the risk function being the guardians
EXECUTIVE LEADERSHIP• Creates vision and purpose for the risk function; inspires excellence in business partnership to create credibility and value
• Creates an enterprise-wide function that balances framework, policy and process
with forward-thinking capability and navigation
• Constantly considers future challenges including succession and ‘future- proofing’ function relationships
CULTURE• Risk’s ‘culture-carrier’; establishes the
right culture with the board and senior management team
• Understands the present status of risk culture and drives a winning strategy to a mature
culture that is right for the business • Creates an open culture where learning from mistakes is possible. Builds a network across the business to embed appropriate risk culture including succession and ‘future-proofing’ function relationships
The experience and qualities required to fulfil these requirements
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cgma.org June / July 9/12cimaglobal.com June / July 8/12
CIMA Nigeria held a session on transfer pricing opportunities and risks
which was attended by transfer pricing managers, finance managers, tax
practitioners and CEO’s.
Facilitated by Emeka Amadi ACMA, CGMA, a manager in the Tax and
Regulatory Services unit of PwC, the session imparted information, principles
and guidelines on transfer pricing including:
• Principlesoftransferpricing
•Transferpricingformultinationalenterprisesandtaxadministration
•Transfermispricingissuesinadevelopingcountry
•Makingtransferpricingworkindevelopingcountries
•Unitarytax
•TransferpricingregulationsinNigeria.
Transfer pricing involves the setting of the prices for goods and services sold
between controlled (or related) legal entities within an enterprise. For example,
if a subsidiary company sells goods to the parent company, the cost of those
goods paid by the parent to the subsidiary is the transfer price.
It is one of the most important issues in international tax and affects tax
authorities across the board.
One of the most commonly discussed issues in economics is how tax rates relate to
economic growth. Tax laws are constantly being revised and amended to align with
international best practice.
TheGauteng Branch hosted an information sharing breakfast onApril, 21st to provide
insight into developments in tax legislation and economic operating conditions as
announced by the Minister fo Finance, Pravin Gordhan in the 2016 budget speech. In
addition, attendants gained an understanding of where global and domestic markets are
likelyheadedwithrespecttogrowth,inflationandinterestrates.
The session was open to CIMA registered and prospective tax practitioners.
Other topics covered were:
• Importantrecenttaxchanges
•TheGlobaleconomy
•Prospectsfortheregionaleconomy
•ProspectsfortheSouthAfricaneconomy
During the first half of the year CIMA Branches hold their Annual General
Meetings (AGMs)
BranchesinBotswana,Gauteng,Ghana,Zimbabwe,KwaZulu-Natal,Kenya,Malawi
andMauritiusallconvenedtheirmeetings.TheAGMsserveasaplatformfortheBranch
Chairpersons to table the branch’s annual report, announce plans for the upcoming
year and introduce new branch committee members.
This year the AGMs were an even more significant platform for CIMA, not only for
reporting, but also for sharing important information pertaining to the voting process
for the Joint Venture with the AICPA.
Botswana Country Manager, Letus Chinyepi and
Professor Shiv Pal, Dean of the Faculty of Business
and Accounting at Botho University took employers
and tuition providers through the updated Certificate
in Business Accounting (Cert BA) 2017 syllabus in
Botswana on 30 March.
The updated syllabus consolidates the five existing
modules of the existing syllabus into four. The former
stand-alone Fundamentals of Business Mathematics
module is now integrated across other subjects, allowing
for contextual practical application of the subject.
The full syllabus content has been reviewed and refreshed,
following global industry and educational research to
ensure it remains up-to-date and relevant. It has also been
integrated into the three CIMA professional qualification
learning pillars - Enterprise, Performance and Financial.
EVENTS ROUND-UP CERT BA UPDATE Launched In BotswanaTransfer Pricing Opportunities and Risks
Attendees of the Transfer Pricing Opportunities and Risks session
Tiisetso Dlamini and Wessel Smit
Prof. Shiv Pal explaining the changes in the syllabus
CIMA BRANCH ANNUAL GENERAL MEETINGS A Huge Success
TAX AND ECONOMIC Update
The newly elelcted Gauteng Branch Committee from front (L – R): Tshepang Masala, Tiisetso Dlamini,
Trevor Mwale and Nico Campher Speaking from Kenya, Henry Botha of the Africa Regional Board updated attendees on the progress of the proposed joint venture evolution with the AICPA
KwaZulu Natal - From left to right: Zahra Cassim, Sandisiwe Shembe, Musa Shabane, Taher Jhavary, Andrew Miskin, Samantha Louis, Sihle Mpungose.
Zambia - Victor Nyasulu, Kennedy Mwila, Muyaka Ethel Ngwira, Phinias Lupaka and Gordian Bowa Attendees at the Ghana Branch AGM
At the AGM front (L - R) CIMA Botswana Country Manager Letus Chinyepi, Head of South Africa, Zahra Cassim, Zaeem
Anwar (Chairman), Peter Kesitilwe and Africa Regional Director, Samantha Louis. Back (L – R); Geoffrey Jjuko,
Letshego Moeng, Tebogo Mathodi, Lorato Kedisitse, Maatla Gaseitsiwe, Tsholofelo Bogosi
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cgma.org June / July 11/12cimaglobal.com June / July 10/12
CIMA recently sponsored prizes in the programme for management
accountancy category at the University of North West (NWU)
prize-giving. The following students were recognised in this
category:
o Belinda Huysamen was recognised as the best student over a
threeyearperiodinBComManagementAccountancy.
o Jandre ShutterwasrecognisedastheBestHonoursstudentin
Management Accountancy.
o Eldine van NiekerkwasrecognisedastheBestMastersstudentin
Manangement Accountancy.
The prize-giving event is an annual event at the NWU which
recognises achievement in the Schools of Economics, Human
ResourcesSciences,BusinessManagementandAccountingSciences.
RomonaNaidoo,BusinessDevelopmentManageratCIMAsays“CIMA
participating in events such as the prize-giving, is really an extension
of our business. As the leading professional body for management
accountants it is our role to profile the profession and to ensure that
we celebrate our next generation management accountants.’
The Zambian Accountancy & Business Tuition
College is no longer an accredited CIMA tuition
provider. For an updated list of accredited tuition
providers in Africa visit: http://bit.ly/1V0y0L5 Zambia PER Workshop
Kenya BAT Field Trip
Gauteng Branch Graduation
Lesotho Orientation and exam techniques session
Gauteng Peter Stewart Pass CIMA Case Study
Gauteng Peter Stewart How to improve your exam techniques
Cape Town Peter Stewart How to improve your exam techniques
Cape Town Peter Stewart How to improve your exam techniques
CPT Peter Stewart How to improve your exam techniques
Gauteng PER Workshop
Cameroon CIMA Orientation and Exam Technique Session
NORTH WEST UNIVERSITY Prize-Giving
Alice Burger ACMA, CGMA (NWU), Romona Naidoo (CIMA), Jandre Shutter, Belinda Huysamen and Zahra Cassim (CIMA)
Simba Mudimbu (IQ Business), Doug Withington (Centre of Excellence), Emily Phiri (SAB Miller), Zahra Cassim (CIMA), Alick Burger (NWU), Rona van Hoepen (FAT Training), Trix Kennealy (Retired CFO)
University of North West in Potchefstroom
hosted an employability event during
which CIMA and employers presented their
businesses to honours students who are
ready to enter the job market.
IQ Business, SAB Miller and FAT Training
were the other companies that presented.
EMPLOYABILITY SESSION
DATES TO DIARISE
GIVING THEM THE POWER AND THE CONFIDENCE
EVENT DATE
30 June
01 July
04 July
05 July
06 July
07 July
07 July
14 July
23 July
24 June
24 June
TUITION PROVIDERS In Africa
WELCOME TO NEW FCMAS January 2015 – April 2016
LindaBischof
HenryBotha
MarieBotha
Willemina De Jager
Marlinda De Klerk
Nicolaas Faure
Marna Gamley
Andrie Graham
BrigitteHoltz
Linda Kumbemba
Paraskevi Marques
Jan Meyer
Susanna Middelberg
Rhonwen Mills
Abraham Pienaar
Fiona Smyth
Mikateko Tshetshe
LyndyVan Den Barselaar
Marelize Van Wyk
Erna Veldman
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BOTSWANAE1 Organisational ManagementMooketsi TsholofeloE2 Project and Relationship ManagementKamogelo RamabuE3 Strategic ManagementIrfan Patel F1 Financial Reporting and TaxationKennedy Tsheko F2 Advanced Financial ReportingMoabi Motlhajoe F3 Financial Strategy KagoBulayaniP1 Management AccountingThomas Moutswi Russell MothupiP2 Advanced Management AccountingKamogelo RamabuP3 Risk ManagementIrfan Patel GHANAE1 Organisational ManagementFifi NunoE2 Project and Relationship ManagementBernardTabil E3 Strategic ManagementVincent SemavorF1 Financial Reporting and TaxationArthur Moffatt F2 Advanced Financial ReportingMillicent DarkwahF3 Financial Strategy EstherBonsrah
NIGERIAE1 Organisational ManagementOmotayo AdeyemoE2 Project and Relationship ManagementDamilolaBode-Harrison E3 Strategic ManagementEbuka NkemdilimF3 Financial Strategy 2015 SyllabusEbuka NkemdilimP3 Risk ManagementCelestine Okorigba SOUTH AFRICAE1 Organisational Management Louise Ward E2 Project and Relationship ManagementWarren VosE3 Strategic ManagementTendai RubabaAnnelien Smith
F1 Financial Reporting and TaxationGuinevere DentonF2 Advanced Financial ReportingAnneliesDeflooJubberF3 Financial Strategy 2015 SyllabusThembelihle MabasoP1 Management AccountingDenzil MoonusamyP2 Advanced Management AccountingMichelle Tatar P3 Risk ManagementAlison Rijs
ZAMBIAE1 Organisational ManagementJoshua ChiwendaE2 Project and Relationship ManagementSyliviah MunthaliE3 Strategic ManagementMirriam Chilombo Moombe F1 Financial Reporting and TaxationBensonMwileliF2 Advanced Financial ReportingJaphet Mwale F3 Financial Strategy 2015 SyllabusJosephat MzyeceP1 Management AccountingEnock ChilengweP2 Advanced Management AccountingDamian NyonganiEmely Mando P3 Risk ManagementJosephat Mzyece
ZIMBABWEE1 Organisational ManagementKuda MachingaE2 Project and Relationship ManagementTafadzwa GarufuE3 Strategic ManagementTonderai ChemhereF1 Financial Reporting and TaxationNyasha MafenyaF2 Advanced Financial ReportingLeticia MekeF3 Financial Strategy 2015 SyllabusAlbert ChigocheP1 Management AccountingBonganiMusizaP2 Advanced Management AccountingNeo MakwaibaP3 Risk ManagementMunyaradzi Guvamombe
CASE STUDY EXAMS
BOTSWANAManagement Case Study ExamBahlangeniNyirendaFiona Radiphophi Keletso Moswete BontleMfaladiOperational Case Study Exam Melinah Kedimotse Strategic Case Study ExamKeabetswe Oteng
GHANAOperational Case Study ExamAsher Wilson Management Case Study ExamJennifer AmeblehStrategic Case Study ExamAlmoustapha Djika
NIGERIAOperational Case Study ExamDamilolaBode-HarrisonStrategic Case Study Exam Esther Toluwase
SOUTH AFRICAOperational Case Study ExamAmeshree GovenderManagement Case Study ExamMunyaradzi DeraStrategic Case Study Exam RoebertBrent
ZAMBIAOperational Case Study ExamRavi KapadiaManagement Case Study ExamGiddy Mwale Isaac Ng`andu Ravi Kapadia Strategic Case Study ExamIsaac Mutale
ZIMBABWEOperational Case Study ExamBatsiraiGunhaManagement Case Study ExamProsper RuketeStrategic Case Study ExamTivongeshe Dewa
OUTSTANDING AFRICA PERFORMANCEThe following students achieved the highest marks in their respective countries for 2015:(*students will receive or should have received a letter of acknowledgement as well as a certificate to mark their achievements*)
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