Home Banking Terms Glossary

Below is a list of frequent terms bank customers often hear when communicating with their bank representatives.

Don’t see a term you’d like to know about? Email info@rba.rw to add to the list of terms.

Most bank provide auto loans for new and used vehicles. This allows the consumer to drive a car while paying for it each month.

The 12 banks currently operating in Rwanda have diverse products targeted at specific market segments. Among the products and services offered by banks in the Rwanda market are:

  1. Loans
  2. Overdrafts
  3. Mortgages
  4. Trade Finance
  5. SME and Business Banking services
  6. Corporate services
  7. Foreign Exchange services
  8. Financial management advice

A general term for any plastic card which a customer may use to pay for goods and services or to withdraw cash.

A card, other than a charge card or credit card, which is covered by the ATM network.

An automated teller machine (ATM) or free-standing machine, in which a customer can use their card to get cash, information and other services.

Organisations, which hold information about people, that is useful to lenders. Banks may contact these agencies for information to help them make various decisions, for example, whether or not to open an account or provide loans or credit. Banks may also give information to the agencies.

A bank deposit that can be withdrawn by the account holder at any time without prior notice or penalty, such as money held in a current or checking account.

The value of one country’s currency compared to another, showing how much of one currency is needed to buy another.

A booklet issued by a bank containing pre-printed cheques that an account holder can use to make payments directly from their bank account.

Foreign currencies and other international assets held by a country’s central bank to support the national currency, manage exchange rates, and meet international payment obligations.

The total volume of banknotes and coins (fiduciary money) currently in circulation within an economyAccordion Content

A system which banks use to help them make decisions about whether to lend money. Credit scoring measures the likelihood that a customer will repay a loan on time. Each bank has its own scoring metrics therefore members of staff are best placed to explain the specific process for their respective banks.

  • no longer opened by customers (this could be because it has been withdrawn from sale by the bank or for some other reason); or
  • not actively marketed or promoted to customers; and
  • not a fixed-rate account.

Any account where the volume and nature of transactions has fallen to a level, which is categorised by the bank as inappropriate for the account or product type. Each bank has its own definition for dormant accounts; therefore members of staff are best placed to explain based on their bank’s product requirements.

Any card, or function of a card, which contains real value in the form of electronic money, which someone has paid for beforehand. Some cards can be reloaded with more money and can be used for a range of purposes.

An interest rate, which is guaranteed not to change over a set period of time.

This applies to products and services, which have a set lifetime. The customer may be charged if the bank agrees to alter the product or service before the end of its life.

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.