The Rwanda Bankers Association (RBA) Research Centre was established in 2023 as a platform for positioning the financial sector as a key driver of the economy’s development aspirations. The setting up of the Research Centre was underpinned by the need to anchor market developments on evidence‑based insights.

The Centre offers an array of research papers and commentaries, and promotes dialogues on critical policy issues by way of convening conferences and workshops.  The pursuit of depth and clarity in our research is a testament of our commitment to the endeavour of transforming the Rwandan banking sector through being at the frontier of knowledge that grounds data‑driven insights and forward-thinking solutions.

Our approach is motivated by the objective of embedding the attribute of the Rwandan banking industry being knowledge driven. In that regard, the Research Centre is positioned as a Pillar of Insight with data as the catalyst that shapes policies, decisions, and strategies. That necessitates that the Research Centre adopts a collocative approach of working closely with policy and regulatory agencies, market players as well as local and international stakeholders.

We welcome feedback on our research work as we strive to continually contribute towards shaping the banking industry and the wider financial ecosystem as one of the engines of stability and progress.

High-Level Research Framework

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FINANCIAL INSTITUTION ANALYSIS THROUGH BANK SIMULATION (B@NKSIM)

PROPOSED DURATION: • 5 DAYS

Learning objectives:

By the end of this module, participants will be able to:

  • Describe the main methods used by external observers to analyse financial institutions.
  • Explain the major decisions currently taken in the banking sector and their implications.
  • Analyse how different areas of the banking business interact to influence overall business and financial performance.
  • Interpret the overall strategy of their financial institution and its key drivers.
  • Apply knowledge from the simulation game to connect and synthesise the topics covered during the four previous modules.

DIGITAL TRANSFORMATION AND FINTECH

PROPOSED DURATION: • 4 DAYS

Learning objectives:

By the end of this module, participants will be able to:

  • Assess the main transformation drivers impacting their institution and translate them into clear priorities.
  • Map a priority customer journey and identify concrete opportunities to improve customer experience and operational efficiency.
  • Compare key digital banking business models (platforms, partnerships, BaaS, embedded finance) and select relevant options for their context.
  • Select and justify high-value digital/AI/data/cloud use cases, including value, feasibility, and key risks.
  • Define a pragmatic transformation roadmap (quick wins + mid-term initiatives) with governance, KPIs and change/adoption actions.
  • Present a concise “transformation blueprint” to stakeholders (structure, rationale, and expected outcomes).

LEADERSHIP AND PEOPLE MANAGEMENT: Leading as a Manager Coach

PROPOSED DURATION: • 4 DAYS

Learning objectives:

By the end of this module, participants will be able to:

  • Reflect on their personal leadership style and managerial role.
  • Adopt a coaching mindset to empower and develop their team members.
  • Manage performance effectively while maintaining motivation and engagement.
  • Identify and develop future talents within their organization.
  • Balance team care with self-care for sustainable leadership.

SUSTAINABLE FINANCE AND ESG

PROPOSED DURATION: • 2 DAYS

Learning objectives:

By the end of this module, participants will be able to:

  • Map ESG priorities to their bank’s strategic objectives and identify 2–3 concrete areas for integration (e.g., lending policies, product design, client segmentation). 
  • Design governance arrangements by defining clear roles, responsibilities, and decision-making processes for ESG within their organization. 
  • Embed ESG factors into existing risk management frameworks, including credit, market, and operational risk assessment practices. 
  • Interpret and apply relevant ESG regulations and reporting standards to their bank’s context, identifying immediate compliance gaps and actions. 
  • Develop a practical, step-by-step action plan to implement ESG initiatives in their own bank, including quick wins and longer-term priorities.

STRATEGY, GOVERNANCE, & INTERNAL CONTROL

PROPOSED DURATION: • 5 DAYS

Learning objectives:

By the end of this module, participants will be able to:

  • Define and monitor long-term strategies in alignment with the Mission, Values, and Risk Appetite set by the Board of Directors.
  • Translate the fundamental principles of corporate governance into robust and effective organisational practices.
  • Apply the Fit and Proper requirements at both Non-Executive and Executive levels.
  • Identify and explain the expected contributions of Commercial, Support, and Control functions within a sound risk management framework.
  • Describe the positioning, purpose, and functioning of the Risk Management, Compliance, and Internal Audit functions.
  • Distinguish between the main financial and non-financial risk categories to which a financial institution is exposed and outline the associated risk management tactics and mitigating measures.
  • Explain the risk management cycle and analyse the interrelationships across risk categories, including the cause-and-effect domino dynamics between them.