REPORT OF ACTIVITIESJANUARY - DECEMBER 2017

Associa�on of African Business Schools (AABS)

Formally established

October 2005

Registered as a Non-Profit Organiza�on

September 2007

NPO 056 – 719-NPO

CONTACT DETAILS:AABS Secretariat, 26 Melville Road, Illovo,

Sandton, Johannesburg, South Africa, 2146

Telephone number: +27 11 771 4382

Email: info@aabschools.com

Website: www.aabschools.com

VISION AND MISSIONThe vision of AABS is that across Africa there should be a growing number of

strong business schools contribu�ng substan�ally to inclusive economic and

social development.The AABS mission is to enable all business schools in Africa to contribute

towards inclusive economic and social development in the con�nent by

promo�ng excellence and responsibility in business and management

educa�on through capacity building, collabora�on and quality improvement.

1. CHAIRPERSON'S REPORT

2. AABS ACTIVITIES 2017

3. SPECIAL PROJECTS

· AABS Accredita�on

4. AABS 2018 - VISION GOING FORWARD

5. AABS NETWORKS

6. AABS GOVERNING BOARD

7. AABS SECRETARIAT

8. AABS FINANCES

TABLE OF CONTENTS

4

CHAIRPERSON'S REPORT: January 2017 – December 2017Dear AABS Colleagues,

Everything, well almost everything that has a beginning

comes to an end. My two-year term as the AABS Board

Chair comes to an end on December 31st, 2017. I leave

AABS in the able hands of the AABS Board and Secretariat

headed by the incoming AABS Board Chair, Dr Ali

Elquammah. As I end my term allow me to highlight the

two major AABS achievements during my tenure. These

are the AABS accredita�on system and the collabora�on

with GMAC to develop the NMAT admission test.

Two years ago, the AABS Board approved that we launch an

AABS accredita�on system. We spent the rest of that year

consul�ng with members and stakeholders to come up

with a first cut of the accredita�on system. In February

2017, we engaged the services of Joan Egwuterai, as the

new AABS Services Manager, to begin implemen�ng the

AABS accredita�on plan. The response from the pilot

exercise was good and involved a decent representa�on of

members across the con�nent. We got addi�onal

feedback during the annual AABS members mee�ng in

Cairo in May 2017. The key takeaway was that the AABS

accredita�on system needed to be inclusive of all schools

in Africa, dis�nc�vely African, and at the same �me

comparable, in terms of rigour, to other exis�ng

interna�onal accredita�ons.

With the help of an independent accredita�on consultant,

the AABS Board revised the ini�al accredita�on system to

bring out the African dimension and to differen�ate AABS

accredita�on from others. At the moment the AABS Board

is building an efficient system to support schools applying

for AABS accredita�on. If all goes according to plan, the

accredita�on will be launched by mid-2018. The

accredita�on aims to acknowledge schools already making

their impact on Africa, and also provides helpful advice on

best prac�ces to developing schools. I urge all AABS

members to con�nue suppor�ng the AABS accredita�on

system, and to see it as a useful exercise in actualising the

AABS mission of enabling business schools to contribute

towards inclusive social and economic development in

Africa.

AABS con�nues to engage with its Associates to achieve its

objec�ve of promo�ng high standards in management and

business educa�on through quality improvement. In so

doing, back in 2014 we began collabora�ng with the

Graduate Management Admission Council (GMAC) to

develop and launch an admission test for Africa's graduate

management programmes as another important quality

standard. GMAC, is a non-profit associa�on of the world's

leading management schools and is best known for its

worldwide administra�on of the Graduate Management

Admission Test (GMAT).

The AABS Board saw an

opportunity to leverage

the global assessment

exper�se of GMAC —

both to enhance our

admissions prac�ces and to help establish a globally-

recognised community of African management schools.

We challenged GMAC to provide a high-quality

assessment that would work in the African context (e.g.

be relevant and affordable) and recognized beyond

Africa. Two years later —this past September 2017— the

NMAT by GMAC was launched successfully in South

Africa and is gradually being introduced elsewhere in

Africa. It is my hope that AABS members will consider

adop�ng the NMAT as it becomes available and also take

full advantage of all GMAC has to offer toward advancing

the AABS mission.”

In conclusion, I would like

to take this opportunity to

e x p r e s s m y d e e p e s t

gra�tude to Córne Carolan

who has supported AABS

a s b o t h P r o g r a m m e

Director and Financial

Manager since 2013 un�l

2017. Córne has requested, and the AABS Board has

agreed, that she moves on to other personal interests.

Thank you Córne! The Board has decided to use this

opportunity to take the bold move to engage the services

of an AABS Execu�ve Director. Among other

responsibili�es, the Execu�ve Director will spearhead

other strategic AABS projects beyond the accredita�on

system.

From January 2018, the pursuit of AABS mission will be

led by the incoming AABS Board Chair, Dr Ali Elquammah,

who has been a dedicated and commi�ed AABS Board

member for several years. Ali will be supported by the

incoming Execu�ve Director and the current AABS

secretariat staff. I wish him every success in his new role

and I urge all AABS members and associates to support

his endeavours as he goes forward. We owe it to

ourselves, to Africa and the world.

Best wishes for a very successful 2018.

Thank you.

Dr Edward Mungai (PhD)

Outgoing AABS Board Chair

Dr Edward Mungai

AABS ACTIVITIES 2017:

AABS WorkshopsAABS con�nues to strive to add value to its members by con�nually looking for benefits to offer them. To this end, at the mee�ng of the AABS Board on Sunday, 16 May 2017, a decision was made to offer matched fee workshops to AABS members who wished to host a workshop on their own premises. AABS offered to commit $5,000 towards the workshop fee of $10,000 (for 10 delegates) that the school usually would be required to pay. Thus, the schools would only be asked to pay $5,000 for 10 delegates. Addi�onal delegates (a�er the 10 in the offer) could register at a cost of $480 per member delegate and $580 per non-member delegate. Not only would AABS's offer reduce the cost of the workshop, it would also reduce the school's exposure by reducing delegate's travel, accommoda�on and out of pocket costs.

The offer was made available to any member school and was limited to one

workshop per region (north, west, central, south and east Africa) and on a first-

come-first-serve basis. Responses were received from many of our member schools. However, the University of South Africa School of Business Leadership (UNISA SBL) was the first to respond to the offer in the southern African region. The AABS Case Wri�ng and Teaching Workshop took place from 6 – 8 September with 14 delegates from Unisa SBL a�ending and one each from Mzumbe University School of Business, Tanzania; Gordon Ins�tute of Business Science, South Africa and the

Chris Human and Prof Geoff Bick, UCT GSB

5 AABS CWTW 2017 delegates at UNISA SBL

AABS Connect 2017 delegates at AUC“

University of Cape Town Graduate School of Business, South AfricaTeaching faculty included Dr Edward Mungai, Associate Dean at Strathmore Business School, Kenya, and the Academic Lead of the workshop. Claire Beswick, the Case Centre Manager at Wits Business School, South Africa, and Prof Leif Sjoblom of IMD Business School, Switzerland and Editor of the Emerald Emerging Markets Case Studies were also teaching on the course. The University of Dar es Salaam Business School responded from east Africa with a request for a Research Excel lence Workshop, the American University in Cairo School of Business responded from north Africa with a request for a Case Teaching and Wri�ng Workshop and Ghana Ins�tute of Management and Public Administra�on Business School responded from the West with a request for a Research Excellence Workshop.

Due to �me constraints these have been

scheduled to take place during the course

of 2018.

AABS Annual Connect ConferenceThe AABS Connect Conference is organized to provide members

and partners a forum where they have the opportunity to

network with fellow business school prac��oners, business

leaders, public officials, thought leaders and business school

alumni. AABS Connect encourages debate that will help foster

quality in African Management Educa�on. The Connect

Conference convenes once a year and moves clock-wise around

the con�nent, with member schools in each region being

offered the opportunity to host.

The 12th annual AABS Connect Conference was a great success.

65 Delegates from 16 countries travelled to Cairo, to be hosted

by the American University in Cairo School of Business in Egypt

from 14 - 16 May 2017.

The theme of the Conference was ''African Business Schools:

Advocates for Be�er Business”. The panel topics were as

follows:

Ÿ Opportuni�es for Business and Business Schools

Ÿ Entrepreneurship and Social Innova�on

Ÿ Building las�ng Family Business

Ÿ Impact and Challenges of the Shared Economy

The keynote speech was delivered by Ms Leila

Farah Mokaddem, Resident Representa�ve of

the Egypt African Development Bank, who

stressed the importance of business schools

being drivers of private sector development.

A diverse range of industry leaders and

management educa�on prac��oners excited

a�endees by addressing these topics. To find out more follow

the link

h�ps://www.youtube.com/channel/UCx3Eatjl8pIAH-

l8KOng_wQ.

EMERALD AABS CASE COMPETITION

Emerald and AABS collaborate each year to bring about the

Emerald AABS Case Study compe��on, the aim of which is to

encourage and promote the development of high-quality

teaching case material derived from real life situa�ons in Africa.

Emerald and AABS are devoted to developing high-quality cases

focused on the African region and were delighted to receive 27

submissions. Cash prizes were awarded to the top three

winners.

The joint first place winners were Fa�ma Hamdulay and

Himanshu Vidhani of the University of Cape Town Graduate

School of Business for The Evolu�on of Lean Thinking at K-Way -

Where to Next? and Liezl Rees and Lyal Whyte of the Gordon

Ins�tute of Business Science for Dangote's Expansion: Driving

African Capitalism.

The third-place winners were Uchenna Uzo of Lagos Business

School and Prof Louis Nzegwu of University of Wisconsin-

Pla�eville for their case study on Indomie Noodles in Africa:

Lessons on Digital and Cultural Branding.

EMERALD EMERGING MARKETS CASE STUDIES COLLECTION – SPECIAL SUBSCRIPTION

AABS also collaborated with Emerald to bring to AABS members an opportunity

to subscribe to the Emerald Emerging Markets Case Studies (EEMCS) collec�on at

a preferred rate for AABS members of $2,654 (£2,000) for 2017. This was based

on the 2016 pricing structure. The normal price to EEMCS for each subscribing

ins�tu�on in 2016 was $5,223 (£3,936). Emerald Emerging Markets Case Studies

(EEMCS) is an online collec�on of peer-reviewed case studies focusing on

business decision making and management development throughout key

global emerging markets.

Cases are wri�en by case writers working in, or closely with, developing

economies, offering local perspec�ves with global appeal.

EEMCS was developed in 2011 in response to increasing demand from business

educators and prac��oners for quality-controlled teaching cases focusing on

global emerging markets. The collec�on receives regular content updates

throughout the year and all cases benefit from a suppor�ve peer-review process

to ensure the highest quality content.

Prof Mills Soko,

represen�ng

UCT GSB winners &

Steve Lodge“

“

“

Dr Edward Mungai, Helen Alexander, rdProf Uchenna Uzo (3 prize winner)

and Steve Lodge

AABS ACTIVITIES 2017:

Sibu Zondi, Dr Edward Mungai and Ramy Hassanien

NMAT BY GMAC

AABS con�nues to engage and collaborate with its Associates to achieve

its objec�ve of promo�ng high standards in management and business

educa�on through quality improvement and to bring about benefits to

the AABS Members.

To this end, several AABS member schools par�cipated in a GMAC Pan-

African test pilot study. The purpose of the study was to determine if an

exis�ng admission test (the NMAT exam) could be used across Africa.

The study was inconclusive and a plan was devised to more effec�vely

engage students at business schools.

An Agreement was entered into between AABS and GMAC to offer a

$500 AABS Membership Fee Contribu�on to Schools that completed and

submi�ed the survey and payment for Tes�ng

Expenses. Pilot schools were selected from

among surveys showing that the minimum

technical requirements for par�cipa�on could

be met. Those that actually par�cipated in the

pilot project received a $4,500 tes�ng expense

p a y m e n t t o s p e c i fi c a l l y h e l p c o v e r

administra�ve and facili�es costs. 6

It is expected that schools will be able to complete the

process involving submi�ng a self-evalua�on report and

hos�ng a visi�ng team in just about 18 months. Schools will

also receive needed support from AABS as they go along.

When awarded, the accredita�on will be valid for five

years, during which �me the school will submit a mid-term

report to show its progress. Close to the expira�on of the

five-year accredita�on, schools may apply for re-

accredita�on.

Another dis�nguishing feature of the AABS accredita�on is

in the way research will be evaluated. AABS recognises the

unique dynamism of the African business environment,

which presents many opportuni�es for businesses and

business schools. We believe that research should not only

highlight these opportuni�es, but also address the

challenges that prevent Africa from reaching its full

economic poten�al. AABS accredita�on will look at how

business schools use their research to improve

management prac�ce, and to solve Africa's business

problems.

Lastly, bringing it all together is the evalua�on of impact.

Put simply, “What difference is the school making in its

environment?” Efforts to make meaningful impact will be

rewarded with the AABS label of quality.

Looking forward, we believe the �me is right to

acknowledge and project African business schools to

students, professionals, academics, governments,

corpora�ons and everyone interested in Africa's

advancement. The AABS accredita�on process promises to

be a highly rewarding journey for every school that

embarks on it.

AABS Accredita�on

During this period, work began on a unique accredita�on

for African business schools – the AABS accredita�on

project. First, 29 deans and directors of business schools

across the con�nent were surveyed to determine what an

African accredita�on should measure. What stood out

from this study was the importance of assessing the

relevance of a school's undertakings, and the impact

thereof on the community in which it operates.

It could be said that the ideal African business school is one

that understands the needs of the business environment in

which it operates, and therefore designs programmes to

meet these needs. Such a school is, thus, able to contribute

to economic development locally and also across Africa. It

should also remain globally compe��ve in terms of the

quality of educa�on it provides.

Included in the list of what quality entails are: appropriately

qualified faculty, adequate resources and policies that

encourage impac�ul research, facili�es that support

learning and development of skills, provision and use of

relevant materials for teaching, and the existence of

effec�ve feedback mechanisms to learn from stakeholders.

This led the project team to ar�culate AABS accredita�on

standards in the following areas: relevance to the context,

mission, strategy, governance, mentoring, resources and

facili�es. Others are in support, faculty management,

quality assurance systems, students, faculty, programmes,

research and impact.

Undoubtedly these areas cut across the en�re opera�ons

of a business school and are similar to those assessed by

other accredita�on bodies. But what makes AABS

accredita�on stand out, is the relevance and impact to the

African con�nent.

SPECIAL PROJECTS:

7

AABS 2018 - VISION GOING FORWARD:

You have been on the AABS Board for several years now and

have seen the organiza�on grow. What drives your passion

for AABS and business educa�on in Africa?

HEM Business School joined the Associa�on of African

Business Schools, AABS, back in 2011 and two years later it

hosted, for the first �me in North Africa, the Annual

Conference of the Associa�on. I was asked then by AABS

leadership to join the Board. I accepted with no hesita�on

because I have this burning desire to put African Business

Schools on the map of Global Management Educa�on.

When I returned back to my country a�er a long period in the

United States, I joined HEM BS, one of the leading private

business schools in Morocco. As I came from a pure Finance

and Technology background, I needed to build an

interna�onal academic network, so I started taking part in

interna�onal academic conferences organized by the

leading associa�ons in the field of management educa�on.

To my surprise, in most maps presented by prominent

speakers, the African Con�nent was always discounted or

presented as a dark spot to a point where one of the

execu�ves, back in 2007, said: “We have accredited

members from all over the world except from Africa where

there are no accreditable business schools”. Unfortunately,

even as recently as 2017, you would find ar�cles about

Management Educa�on saying that “In recent decades

business schools have spread rapidly from North America,

through Europe, to Asia and beyond”. In other words, there

is a somewhat tacit consensus sta�ng that there is no real

African business schools worth men�oning.

What do you believe is the role of an African business

school?

Nelson Mandela, in June 1994, outlined the promising

landscape of the new Africa in the following manner: “We

must face the ma�er squarely that where there is something

wrong in how we govern ourselves, it must be that the fault is

not in our stars but in ourselves that we are ill-governed.”

The role of an African business school is like the role of any

business school elsewhere and that is to train future

managers/leaders to be both socially responsible and

response-able to whatever comes their way. African

countries have been faced with managing issues and societal

changes associated with rapid economic growth. African

Business Schools must take responsibility for training

adequate talent that will help s�mulate businesses that can

begin to fill the job crea�on and employment gap.

For the �me being, graduates coming out of most African

Business Schools have deficiencies on a number of

dimensions. Young African graduates and managers cannot

lead change well. They lack so� skills and, opera�onally,

they do not communicate well; in addi�on to this fact is that

there is a culture of weak integrity in dealing with

subordinates.

There is a general consensus amongst African Business

School Deans, and other actors of higher educa�on in

management, that mimicking a western model of what a

Business School ought to be will be an egregious mistake.

Management Educa�on is not a Hard Science. It is more

sensi�ve to the country, the culture, and the context in which

acquired competencies will be applied. In other words,

African Business Schools have the duty to put the text (the

content of the courses taught and the research produced) in

the context (impact and relevance on/for the local

environment). This is by no means an exclusivist view. The

idea is to take the best from all the world's exis�ng models

and leave behind what does not fit into the Business School's

own environment. According to a report produced by the

African Management Ini�a�ve (AMI), 99.6% of firms in a

country like Nigeria, employ fewer than 10 workers. Would

it, therefore, be logical to teach Nigerian students how to

manage fortune 500 companies in the United States through

Harvard Business School case studies?

In conclusion, if business schools are to make strong

headway in Africa, they cannot solely offer the same

curricula as their US or European counterparts, whose case

studies and teaching methods typically address the needs of

larger local and mul�na�onal corpora�ons. They must

develop and use African case studies, business and

leadership theories.

Board Chairperson, Dr Ali Elquammah, shares his vision for AABS and Management Educa�on in

Africa

Over the past 12 years, AABS has done a tremendous job to enhance the image of African

Management Educa�on throughout the con�nent. In doing so, it has seen significant growth in

terms of quan��es of members that join. This is due to the engagement and interac�on taking

place between members and AABS work streams, the AABS Secretariat, Teaching the Prac�ce of

Management and Research Excellence Workshops, Case Method Workshops as well as the AABS

Connect annual conferences, the Case Study Compe��on, etc.

Many recent wri�ngs and reports on Management Educa�on in Africa men�oned AABS as the leading construc�ve change driver.

8

Dr Ali Elquammah

In what direc�on do you hope to take AABS in the next two

years?

Our strategy will essen�ally be member centric. We will

focus on making AABS an efficient, revolving pla�orm, willing

to work with all the other associates and partners,

interna�onal players of management educa�on, i.e. AACSB,

GMAC, GBSN, EFMD, PRME, etc., to bring value to its

members and further advance management educa�on in

Africa. AABS will also seek to create synergies with

businesses and industries opera�ng in Africa. The idea is to

foster the use of collec�ve intelligence and the wisdom of

the many. Having said that, included in our strategy is a plan

to put together task force teams, selected from our member

network schools and partners, to assess the exis�ng

situa�on in each of the five regions of Africa (North, South,

West, East, and Central) and to propose proper solu�ons that

will tackle the different challenges that African Business

Schools are now facing. We are thinking of a task force that

addresses the use of technology, both in teaching and in

g o v e r n i n g B u s i n e s s S c h o o l s , a t a s k f o r c e o n

Entrepreneurship and the crea�on and incuba�on of Start-

ups, a task force to assess the state of Ethics and

Sustainability, one more to assess the degree of

interna�onaliza�on of our member base, another one to

SWOT out the research status in the five different regions,

one that will conduct a study on the different types of

leadership in Africa, and a last one that will look deeply into

what the specifici�es of each African country are. Each of

the 54 African countries must be clearly understood in terms

of their own context and culture. Growth of African

economies requires a stronger African focus and approach to

management educa�on, as well as an emphasis on the

diversity of the 54 countries of Africa.

This exercise will give a broad view to management

educators in different parts of Africa that will help them

be�er understand the important aspects of Africa's

advantages and dis�nc�veness, rather than slavishly copying

the exis�ng models of management educa�on and

management development.

Addi�onally, and in order to maintain its posi�on as the

largest African Associa�on dedicated to promo�ng

excellence in business and management educa�on through

capacity building, collabora�on and quality improvement, it

is essen�al that AABS digital communica�ons channels

adopt 21st century technology solu�ons that answer the

demands of its members' network. Therefore, we will be

proposing a significant overhaul of the AABS website,

moving it from AABS 0.5 to AABS 3.0. The new website will

seek to address some of the limi�ng problems, while also

adap�ng to new technologies that will significantly enhance

engagement and allow for greater interac�on with our

mission and vision.

AABS 2018 - VISION GOING FORWARD:

The new website development has to be light enough to

respond quickly to smart phones and tablets, knowing that

more of our users are using, what we commonly call

nowadays, the post PC devices. In addi�on, the visual

appearance does not adequately represent AABS dynamic

visual iden�ty, and its savvy body of network members,

whom look to AABS as a demonstra�on of leadership and

technology. The new website needs to make it very easy for

its visitors to find the key sec�ons, including the applica�on

to join, list of key resources, AABS AccreSys eligibility and

other documents, as well as AABS network updates.

What do you an�cipate to achieve with the AABS

Accredita�on Project?

Many studies on management educa�on in Africa men�on

that the quality standards in most exis�ng business schools

do not inspire confidence.

We are in the process of analysing the philosophy underlying

the AABS Accredita�on System, or AABS Accresys, and the

challenges we will be facing for its effec�ve implementa�on.

AABS Accresys aims, not only to achieve the recogni�on of

quality for top schools, but also to come up with crea�ve

ways to help developing African Business Schools improve

their quality through the need to meet the eleven standards

that AABS Accresys will be focusing on. These are:

1) Relevance to the African context

2) Mission, Vision, and Strategy

3) Governance

4) Resources

5) Students and Alumni

6) Faculty

7) Staff

8) Interna�onaliza�on and external rela�ons

9) Programmes

10) Research

11) Impact on Africa

AABS Accresys is conceived to respect the principles of

Ubuntu in being inclusive, accep�ng diversity, and, more

importantly, in considering the economic, social, poli�cal,

and cultural environments that the Business School is

opera�ng in. Like aforemen�oned, as it stands right now,

most African Businesses and Business Schools are wilfully

blind to the environment in which they are opera�ng.

We see AABS Accresys as a catalyst to African business

schools for opening pathways for value enhancing

ins�tu�onal or programme change and, at the same �me, as

a system of checks and balances that encourages reflec�on,

where needed, on con�nuous improvement. Therefore,

AABS Accresys will not promote a “One Size Fits All” model

and would definitely not aim at Macdonalizing the African

Business Schools through intense mono-dimensional

standardiza�on. 9

AABS 2018 - VISION GOING FORWARD:

competencies and, on the other hand, to learn from the

experiences and prac�cal aspects of business from their

partner companies in order to match their programs to

field reali�es. Synergies with the professional world

comes with, but not only, student company internships as

well as the par�cipa�on of many company CEOs and

managers in course/seminar development and delivery

and in them si�ng in Business School's Advisory Board,

research project commi�ees, etc.

The central theme for our upcoming annual conference,

the AABS Connect 2018 that will be hosted by the

University of Dar es Salaam Business School in Tanzania, is

“Business Schools Engagement with Industry: Models,

Lessons and Impact on Africa”, where we will be honoured

to have as a Key note speaker Professor Adolf Mkenda,

Permanent Secretary in the Ministry of Foreign Affairs and

East Africa along with many other prominent speakers who

will tackle the value of linkages between African Business

Schools and industry and the different strategies to make

these partnerships possible and sustainable.

What excites you about AABS Connect 2018 and what can

delegates expect?

It has been observed that one among the cri�cal variables

that posi�vely influenced the advancement of developed

world economies is the synergy that exists between the world

of Higher Educa�on and Research and governments/Industry.

One of the strategies has been a steady flow of people

between academia, business and government which both

cements and enhances the rela�onship between the three

cri�cal segments of society.

As stated in our strategy, AABS needs to work diligently to

construct strong bridges between Business schools and

Business/Industry in order to create a viable management

environment and to demonstrate clearly to all stakeholders

that management educa�on could have a direct, measurable

impact on corporate performance and economic growth. In

the end, the real clients of any Business School are not the

students but rather the Businesses. Therefore, Business

Schools have to seek, on the one hand, to impact companies

through the integra�on of their graduates with the right set of

10

AABS NETWORKS:

AABS SCHOOL MEMBERSHIP

AABS was delighted to welcome 3 new members to the AABS community during 2017. This brought the membership numbers up

to 44 of which 28 are accredited, based on the transi�on provisions agreed in May 2015.

2 Members were deregistered due to con�nued non-payment of membership fees. We look forward to welcoming them back once

the financial situa�ons at their ins�tu�ons are addressed. In the mean�me, we con�nue to build the network and provide faculty

development opportuni�es that every business school in Africa may par�cipate in.

1. Eastern and Southern African Management Ins�tute 2. ESCA Ecole de Management3. Ghana Ins�tute of Management and Public Administra�on Business School4. Gordon Ins�tute of Business Science5. Groupe Ecole Supérieure de Commerce de Dakar6. Groupe ISCAE7. HEM Business School8. Ins�tut Africain de Management 9. Ins�tut Superieur de Management 10. School of Business - Jomo Kenya�a University of Agriculture and Technology 11. Lagos Business School12. Midlands State University Graduate School of Business Leadership13. Mzumbe University School of Business14. Nelson Mandela University Business School15. North-West University School of Business & Governance16. Strathmore Business School17. The American University in Cairo School of Business18. The Management College of Southern Africa Graduate School of Business 19. University of Botswana Faculty of Business20. University of Cape Town Graduate School of Business 21. University of Dar es Salaam Business School22. University of Ghana Business School23. University of KwaZulu Natal Graduate School of Business & Leadership24. University of Nairobi School of Business25. University of South Africa School of Business Leadership 26. University of Stellenbosch Business School27. University of the Witwatersrand Business School Business School28. United States Interna�onal University-Africa Chandaria School of Business

AABS Member Schools

1. BEM Management School 2. Copperbelt University School of Business3. Harold Pupkewitz Graduate School of Business4. Interna�onal University of Management Business School 5. Kenya�a University School of Business 6. Henley Business School 7. Milpark Business School8. MOI University School of Business and Economics9. Mount Kenya University School of Business and Economics10. Nobel Interna�onal Business School11. Namibia Business School12. Regent Business School13. Sup'Management14. University of Limpopo-Turfloop Graduate School of Leadership15. University of the Free State Business School16. University of Lusaka

AABS Transi�onally Accredited Schools

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AABS Associates are ins�tu�ons or organiza�ons that:

· Support AABS mission and vision of enabling all business schools in

Africa to contribute towards inclusive economic and social

development in the con�nent by promo�ng excellence and

responsibility in business and management educa�on; and

· Target the same audience of African Business Schools and their current

past- or poten�al faculty or

· Are involved in business and management educa�on including, but not

limited to, execu�ve educa�on similar to that of AABS members.

AABS Associates

1. AMBA

2. AACSB

3. Emerald Publishing

4. GBSN

5. GMAC

6. Peregrine

7. MDE Business School

AABS ASSOCIATE MEMBERSHIP:

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GOVERNANCE

AABS Governing Board

The oversight of all the ac�vi�es of the organisa�on is vested in the Governing Board elected from member schools. The day-to-day

management ac�vi�es of AABS has been delegated, by the Board, to the Secretariat, which is based in Johannesburg. The

Secretariat comprises Mamodise Mailula - AABS Programme Manager and Tracy Haup�leisch – AABS Office Manager and Joan

Egwuterai who joined forces with the AABS Secretariat to develop AABS Member Services and the Accredita�on.

Members of the board during the repor�ng period have been:

Dr Edward Mungai

Chairperson

January 2016 – December 2017

Associate Dean

Strathmore Business School

Nairobi, Kenya

Dr Ali Elquammah

Appointed to Board in May 2013

Co-Director of Academic Affairs

HEM Business School

Casablanca, Morocco

Mr Idrissa Mbengue

Appointed to Board in May 2013

Director

Ins�tut Superieur de Management de Dakar

Dakar, Senegal

Dr Nizar Becheikh

Appointed to Board in May 2017

Interim Dean

American University in Cairo

Business School

Cairo, Egypt

Prof Samuel Bonsu

Appointed to Board in May 2017

Dean

Ghana Ins�tute of Management &

Public Administra�on

(GIMPA) Business School, Ghana

Prof Steve Bluen

Appointed to Board in May 2015

Resigned from AABS Board March 2017

Director

Wits Business School

Johannesburg, South Africa

Prof Gra�on Whyte

Appointed to Board in May 2016

Director

Namibia Business School

Windhoek, Namibia

Prof Mills Soko

Appointed to Board in May 2017

Director

University of Cape Town Graduate School of Business

Cape Town, South Africa

The Governing Board is required to meet at least twice a year to consider ongoing and future ac�vi�es of the organisa�on.

27 February 2017: Skype mee�ng Present: Edward Mungai (Chairperson, SBS, Kenya), Idrissa Mbengue (ISM,Senegal), Nizar Becheikh (AUC, Egypt) and Gra�on Whyte (HPGSB, Namibia)Apologies: Steve Bluen (Wits BS, South Africa) and Ali Elquammah (HEM, Morocco) unable to connect - technical difficul�es.

12-13 May 2017: Face-to-face - The American University in Cairo School of BusinessPresent: Edward Mungai (Chairperson, SBS, Kenya), Idrissa Mbengue (ISM, Senegal), Nizar Becheikh (AUC, Egypt), Ali Elquammah (HEM, Morocco) and Gra�on Whyte (HPGSB, Namibia)

5 December 2017: Skype mee�ngPresent: Edward Mungai (Chairperson, SBS, Kenya), Ali Elquammah (HEM, Morocco), Idrissa Mbengue (ISM, Senegal), Gra�on Whyte (NBS, Namibia) and Nizar Becheikh (AUC, Egypt).Apologies: Samuel Bonsu (GIMPA, Ghana)

Absent: Mills Soko (UCT GSB, South Africa) 

20-21 September 2017: Face-to-face - Ins�tut Superieur de Management Dakar, SenegalPresent: Edward Mungai (Chairperson, SBS, Kenya), Gra�on Whyte (NBS, Namibia) Ali Elquammah (HEM, Morocco), Idrissa Mbengue (ISM, Senegal) Nizar Becheikh (AUC, Egypt) and Samuel Bonsu (GIMPA, Ghana) Apologies: Mills Soko (UCT-GSB, South Africa)

Mee�ngs held in 2017:

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The day-to-day management of AABS ac�vi�es have been delegated, by the Board, to the Secretariat, which is based in

Johannesburg. The Secretariat comprises:

AABS SECRETARIAT:

Mamodise Mailula - AABS Programme Manager Management of AABS Connect Conference and all workshops,Marke�ng and budgetary control of all events,Management of AABS marke�ng, social media and external communica�ons.

Tracy Haup�leisch – AABS Office Manager Administra�ve support and management to ensure the smooth running of AABS, AABS membership and associate management,Assists with event management,

Administra�ve support to the AABS Accredita�on Manager, Programme Manager and

AABS Board.

Córne Carolan - AABS Programme Director and Financial Manager Córne informed the AABS Board that she was ready to move on to other interests early in 2017. From April to September she fulfilled only limited func�ons and from October offered limited financial support. A Board decision was made by AABS to appoint the services of an Execu�ve Director in 2018.

Joan Egwuterai - AABS Accredita�on ManagerDevelopment and advice on AABS Accredita�on Development and Implementa�on. Contributes to the development of management educa�on in Africa by providing oversight func�on of all services offered to AABS members.

During 2017 AABS has con�nued to develop its ac�vity on social media pla�orms,

Twi�er (@AABS_Info) - 690 followers

LinkedIn (Associa�on of African Business Schools) - 630 group members and 170 company profile followers

Facebook (Associa�on of African Business Schools) - 560 likes.

AABS has the following #hashtags for all its programmes:

Ÿ Connect Annual Conference - #AABSConnect

Ÿ Research Excellence Workshop #AABSREW

Ÿ Case Teaching and Wri�ng Workshop #AABSCTWW and #AfricaCases

Ÿ Emerald AABS Case Study Compe��on #EmeraldAABSCaseComp

#

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FINANCES

15

FINANCES

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