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RETAIL BANKINGACADEMY®

CERTIFIED RETAIL BANKER

www.retailbanking-academy.org

Prospectus 2018

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IMAGINE A WORLD WHERE...

Retail bankers are trusted professionals.They are professionally educated, have passed challenging examinations and keep up to date through continuing professional education programmes.

Retail bankers are dedicated to doing what is best for clients.Bank staff are well-educated and rewarded for the quality of service they provide over time.

Retail bankers abide by a strict code of ethics.They place the interests of the customer before their own interests.

The Retail Banking Academy® believes that retail banking should be a recognised profession like accountancy and law.

It is not a distant dream for a sector that has yet to develop – retail banking is already the main source of bank profits in most countries, as The Economist explained in its May 2012 Retail Renaissance survey.

Retail banking is the future – and the RBA is dedicated to making it an admired and respected profession of international repute.

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RETAIL BANKINGACADEMY®

The Retail Banking Academy® has been founded with the objective of playing a leading role in the development and professionalisation of consumer-oriented retail banking across the world.

WHAT IS RBA?

A Certified Retail Banker will be able to:

• understand customer psychology and build enduring and profitable relationships with customers.

• motivate and engage staff – which is critical to exceeding customer expectations.

• deliver excellent service that will delight the customer.

• analyse product profitability in order to focus on optimal value creation.

• assess and manage the bank’s risks.

• have an understanding of key value drivers, KPIs and financial reports.

Unique benefits of our programme:

• Allows for practical implementation to achieve real improvement at an operational level and achievement of profitable growth.

• Provides participants with a sound knowledge base and the tools to improve results significantly.

• Allows measurement of return on investment.

• Provides candidates with a common body of knowledge leading to improved communication and faster learning.

• Provides the tools to improve overall employee engagement.

Consumer banking considers the customer relationship as its only real asset. All other traditional assets or balance sheet items are nothing but manifestations of this relationship.

“

“Dr Stefan Kaminsky

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RBA works with leading banks across the globe,with candidates in over 100 countries.ound the world...

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RETAIL BANKINGACADEMY®

RBA works with leading banks across the globe,with candidates in over 100 countries.ound the world... WHO IS IT FOR?

New entrants/graduatesTo promote faster learning and a common frame of reference for how a retail bank works - while providing young talent with a professional qualifi cation.

Middle managementTo align the bank’s management to a common standard and levels of competencies, while achieving a holistic understanding of the end-to-end customer experience, bridging silos in the bank.

Experienced retail bankersExam exemptions offered to retail bankers with 10 or 15 years’ experience to accelerate their progress towards fi nal certifi cation.

Retail Banking LeadersTo share international best practice with peers from around the world in a structured Executive Management Programme, uniquely designed to address current business challenges from a leadership perspective.

Self-sponsoring individualsTo enhance their personal brand, improve their career prospects both domestically and internationally, demonstrate their commitment to achieving retail banking excellence to current/prospective employers and be part of an international network of fellow alumni.

We expect our candidates to subscribe to the following core values, which are also our teaching values:

• We treat customers and colleagues with respect, fairness and transparency.

• We are innovative, creative and always open-minded.

• We provide high quality customer care and excellent execution of our programmes.

• We are driven and have passion for our mission to professionalise retail banking.

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Retail Banking I

Retail Banking I is designed to introduce the theoretical and practical core competencies that are required for success in a retail banking organisation.

“This is the best programme that I have followed in my whole career. It has been a fulfi lling learning experience.“

Yousouf MonodeeSenior Retail ManagerBarclays

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RETAIL BANKINGACADEMY®

Retail Banking I Modules

101 – Business Ethics and ComplianceThis module considers the moral principles underlying

business ethics where motives matter most when the

bank adopts a customer-centric strategy. The module also

deals with the separation of ownership and the resulting

information asymmetry which provides an opportunity

for managers to pursue self-interest objectives. Finally,

sources of compliance risk that include data security,

money laundering and terrorist financing are identified.

102 – Retail Banking OverviewThis module considers the role of the retail bank in the

economy, sources of funding, calculation of common retail

banking metrics and analysis of both the liability and asset

sides of the balance sheet.

103 – ProductsIn this module we review the reasons why customers

demand services and products, linking the product/service

to the usage. New forms of payment emanating from the

development of the smartphone are also identified. We

also consider product development in the digital age,

noting areas of innovation and payments innovation vying

for a share of the customer wallet.

104 – ChannelsThis module examines the major shifts and trends in retail

banking channels while considering the multi-channel

customer. The role of the digital ecosystem and the role of

the branch network is explored as banks look to support

the growth of digital sales. The implications for data

management are also considered.

105 – MarketingThis module considers the changing nature of marketing

in financial services as the Fintech movement gains pace.

We determine the key methods used to understand

customers and evaluate digital marketing opportunities

that utilise the latest tools and techniques in this area.

106 – Effective Sales ManagementThis module examines the importance of maintaining

a disciplined sales process while implementing the

Sales Performance Scorecard which results in improved

processes, better educated and competent staff,

increased sales to customers based on their needs, and

greater customer satisfaction. We evaluate the significant

impact of digital, such as ‘Selling the UX’ and the

‘Network Effect’.

107 – Customer Service QualityThis module determines the fundamentals of customer

service quality, its relationship to customer loyalty and the

resolution of customer service failures via a Gaps model.

108 – Operations This module views the activities carried out in the front,

middle and back office, holistically. Sources of operational

risk and techniques to ensure the effective management

of retail banking processes are identified. Finally, we

introduce the three-stage model of project management,

noting that modern retail banking is highly technologically

dependent.

109 – Credit and LendingThis module identifies the main sources of risk in retail

banks, key issues in credit loss management and an

evaluation of the main approaches to managing credit

risk.

110 – Relationship ManagementRelationship Management is based on the creation of an

optimal long-term bank–customer relationship that serves

the long-term needs of the customer and, as a result, the

long-term profitability of the bank. This module considers

current trends in intelligent Customer Relationship

Management (CRM) systems and the defining trends of

innovation within CRM.

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Retail Banking II

Retail Banking II focuses on the issues that are encountered when leading people and departments.

“It differentiates me as a Retail banker. It makes me an authority in Retail Banking.”

Tonye UkpongHead, Retail Performance, SouthDiamond Bank

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RETAIL BANKINGACADEMY®

Retail Banking II Modules

201 – Digital MarketingThis module examines the leading trends related to digital

marketing and takes a close look at global strategies

banks are adopting in order to take advantage of the

digital revolution. We examine the changing nature of the

digital consumer, how to develop a digital strategy, the

role of data and the opportunities that data creates for

banks, and how to develop a social media strategy.

202 – Product Portfolio ManagementThis module considers fundamental issues in effective

product portfolio management so as to identify products

that are redundant or are potential value destroyers. A

number of matrixes to support product development and

the decision-making process are also introduced. Finally,

the Millennial segment is considered, which is key to bank

transformation and change management investment.

203 – SME LendingThis module utilises the 5Cs model as the basis for

establishing the creditworthiness of SME borrowers.

We present an SME lending risk scorecard, examine

the mechanics of loan pricing, consider the credit risk

evaluation procedure for unsecured loans, calculate

expected losses, and consider risk implications in the

bank’s loan portfolio. An introduction to Crowdfunding –

the emerging online channel in SME lending – is provided.

204 – People ManagementThis module emphasises that People Management is

based on the resource-based view of the organisation. We

show that effective people management and employee

engagement increases employee productivity, which in

turn increases economic profit and shareholder value

creation.

205 – Customer CareThis module emphasises that customer care is an

organisational commitment and a strategic objective. We

consider actions that create a culture of customer care

and provide methods for practical implementation. This

module considers how to promote customer satisfaction

amongst Millennials via technology-based self-service

delivery options where drivers of customer satisfaction

differ from Baby Boomers. We conclude by building

models that utilise the ‘digital lock-in effect’ to promote

loyalty by examining digital customer care journeys and

designing tactics around these.

206 – Performance ManagementThis module considers performance management

and measurement in retail banks with an emphasis

on managing for value. KPIs for people performance

measurement, transfer pricing and divisional performance

are studied. Bank branch management metrics to monitor

performance are examined and a branch dashboard

for a retail bank that serves to monitor performance is

presented. Key considerations for managing performance

in digital banking are also presented.

207 – Wealth ManagementThis module covers lending, investment and insurance

products that are required in the wealth accumulation

phase of the private banking client. Traditional tools

to assess the private banking client’s degree of risk

aversion are implemented. This module also teaches

the foundations of modern product portfolio theory that

includes diversification methods, strategic asset allocation

and measures of portfolio performance.

208 – Balance Sheet ManagementThis module deals with moral hazards that arise from the

financial intermediation process. We discuss the capital

allocation process required under Basel III, consider the

risk weights for credit, operational and market risk, and

introduce fundamental properties of interest rate risk

through a duration gap analysis.

209 – Risk ManagementThis module covers the fundamental principles of

risk and capital management – the measurement and

management of operational risk, market risk, liquidity

risk and funding liquidity risk – and concludes with the

elements of risk-based pricing.

210 – Financial ManagementThis module examines financial analysis around key

banking metrics, including a more detailed financial

statement analysis with the CAMELS approach as a

guideline.

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Retail Banking III

Retail Banking III focuses on the issues that are encountered when you are leading people and departments. The aim is to develop and enhance the capabilities required to run retail banking strategic business units (SBUs) for best results.

“Without any hesitation, I recommend that managers who aspire to become leaders in the Retail Banking World should complete the full Retail Banking Certifi cation.“

Alvar Olivier Senior Manager, Compliance Business IT Enablement NedBank

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RETAIL BANKINGACADEMY®

Retail Banking III Modules

301 – Leadership in Retail BankingThis module proposes that principled leadership is

most appropriate for leadership in retail banking where

an effective leader in retail banking creates a moral

compass for all employees and inspires them to serve

customers’ needs. We also consider leadership in retail

banking, with special emphasis on change management,

communicating and understanding resistance to change,

and leading through the Fintech revolution.

302 – Business Strategies for Retail BankingThis module sets out to address the challenges of the

changing landscape in retail banking where a well-defined

business strategy is paramount by covering the following

areas: developing a business strategy, creating a business

strategy in retail banking, digital banking strategy and

challenges, and executing strategy efficiently.

303 – Brand ManagementThis module considers the main issues of brand

management, with special consideration given to

models of consumer-based brand equity through their

direct effect on brand meaning for the consumer. The

importance of employer branding is also considered. The

module concludes with issues related to co-branding and

the importance of brand congruence for success. This

module concludes with how to create a credible digital

innovation and transformation narrative in retail banking

for Millennials while building differentiated branding for a

traditional retail bank versus Big Tech providing financial

services and challenger banks.

304 – GovernanceThis module presents the underlying theories of corporate

governance in retail banking and the role of important

corporate governance instruments in monitoring the

actions of senior management. This module also presents

a link between the operational structure of a retail bank

and the risks that may emanate from it, concluding with

a discussion of the potential link between silos and the

ethical behaviour of bank employees.

305 – Operational ExcellenceThis module considers operational excellence in retail

banking as an enabler of management’s strategic

objective of value creation through customer-centricity.

The design and deployment of a multi-channel strategy

is also considered, along with impediments to successful

implementation. Lessons are presented that serve

to mitigate potential impediments. We consider the

potential for blockchain to revolutionise back office

processes in retail banking along with implications

for promoting cost efficiencies. Finally, we consider

international best practice in the application of cloud

banking while also considering the risks associated with

cybersecurity and the associated regulatory challenges.

306 – Risk and Capital ManagementThis module presents advanced methods for managing

interest rate risk and liquidity risk. Capital allocation

methods for internal ratings-based banks are examined

with emphasis on credit risk for retail exposures.

The module also deals with the central issues in risk

governance.

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10 Years experience.

To qualify you must have a minimum of 10 years’ ex-perience in a retail banking role, and three of those years must have been in a managerial role or expert position. At the time of applying for exemption from Retail Banking I, you will need to provide a curricu-lum vitae signed by your HR department.

The accelerated pathway to CRB status:

• Module 101: Business Ethics and Compliance• Retail Banking II exam• Retail Banking III exam

15 Years experience.

To qualify you must have a minimum of 15 years’ experience in a retail banking role, 10 years of which must have been in a managerial role or ex-pert position. At the time of applying for exemption from Retail Banking I and Retail Banking II, you will need to provide a curriculum vitae signed by your HR department.

The accelerated pathway to CRB status:

• Module 101: Business Ethics and Compliance• Retail Banking III exam

ACCELERATED CRB

More experienced Retail Bankers have the opportunity to fast-track their certification.

To apply please visit www.retailbanking-academy.org or email our qualifications team on contact@rb-a.org.

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RETAIL BANKINGACADEMY®

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YOUR CERTIFIED RETAIL BANKER

Becoming a Certifi ed Retail Banker will send a powerful message to your customers, colleagues and the regulators that you are committed to maintaining the highest standards of professionalism in your work. It will also provide you with an unmatched international network of fellow professionals and an unparalleled research resource that you can access at any time.

For more details please visit www.retailbanking-academy.org

committed to maintaining the highest standards of professionalism in your work. It will also provide you with an unmatched international network of fellow professionals and an unparalleled research resource that you can access at any time.

6-13 Months

6-13 Months

AdmissionWe recommend candidates have a bachelor’s, or equivalent degree, or have the equivalent professional work experience accrued prior to enrolment. Upon successful registration to the programme, professional retail bankers are bound by the Academy’s code of ethics and professional conduct. The right to describe yourself as a Certifi ed Retail Banker and the use of the CRB designation is attained with an annual subscription to RBA Membership.

RB IEXAM

RB IIEXAM

RB IIIEXAM

ENROLMENT

6-13 Months

YOUR CERTIFIED RETAIL BANKER JOURNEY

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STUDY ONLINE AT YOUR OWN PACE

The Retail Banking Academy® candidates can start studying towards becoming a Certifi ed Retail Banker straight away by registering for e-learning via www.retailbanking-academy.org. E-learning is on demand and candidates have 13 months to pass the exam from the enrolment date. Learning outcomes are assessed through a fi nal examination at each of the three levels of the curriculum. The RBA delivers computer-based examinations at secure, high-quality examination centres worldwide.

Benefi ts of studying online

• Ensures that you can build your study timetable around your existing busy work schedule.

• Each module allows you to check your understanding of the content by completing the ‘knowledge check’.

• Support is available from the RBA staff via email at any stage throughout the programme.

Study materials

• Course materials and module presentations

• Scorable self-assessment content

• Exam preparation sessions• Sample exam questions• Mock exams

Adaptive learning

Our online curriculum is an immersive experience using mechanics and motivational techniques, so candidates actually enjoy the learning journey. Plus, we deliver game-changing analytics on what aspects of the curriculum candidates do or do not understand.

2018 examination and re-sit session dates

26 February – 09 March 03 September – 17 September18 June – 02 July 19 November – 03 December

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RETAIL BANKINGACADEMY®

TESTIMONIALS

“Getting Certified will help you develop in this very competitive environment.“Khaled AddabyRelationship Manager,National Bank of Egypt.

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BOARD DIRECTORS

Michael Lafferty founded the Lafferty Group in 1981 when he left the Financial Times, where he had been responsible for coverage of the banking industry. A chartered accountant and fellow of the Institute of Chartered Accountants in England and Wales, he previously worked on the paper’s LEX team, the City Desk and had been an accountancy correspondent. The Lafferty Group has come to occupy a pre-eminent position in the international financial services industry, providing the industry with education, research and intelligence, and councils. Michael is RBA’s Chairman.

Evelyn Hunter is chief executive officer of the Retail Banking Academy®. A graduate of the University of Cape Town and former entrepreneur, she joined Lafferty Group in 2007. Evelyn became Lafferty Group general manager in 2008 and was instrumental in developing its business in the provision of global advanced knowledge services in retail banking in new markets throughout Africa, Asia and the Middle East. During her time at Lafferty Group, Evelyn played a leading role in the early development of the Official Monetary and Financial Institutions Forum (OMFIF). She also served as OMFIF Non-Executive Director from 2010 – 2012. Having developed a comprehensive network amongst international public and private institutions, ranging from central banks, commercial banks and professional services firms, Evelyn together with Michael Lafferty founded the Retail Banking Academy in 2012.

Garry Marsh has over 40 years’ experience in the retail banking industry, 35 of them with Barclays. He worked in the UK for 23 years to 1994, since when he has been primarily in Africa and the Middle East. He has specialised in retail banking since 1986 including executive responsibility at Country, Regional and Pan-Africa levels. Garry also had credit card issuing and card acquiring responsibility as Africa Director for Barclaycard International. Since retiring in 2012, Garry has kept busy with various consulting contracts and Non-Executive Director roles, including the Retail Banking Academy®.

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RETAIL BANKINGACADEMY®

AWARDING ORGANISATION

Norman Gealy chairs the RBA Awarding Organisation. He worked at US based The Psychological Corporation and City and Guilds in the UK, before setting up an independent consultancy. He worked directly for the UK Government to help develop the framework by which all English qualifi cations were regulated from. He continues to help develop new qualifi cations and policies.

Nigel Harper is a professionally qualifi ed banking director with direct responsibility and experience of lending, risk management, compliance and corporate governance. In 2009, he joined HM Revenue & Customs as their Specialist Retail Banking Adviser. Nigel is a former President of the Chartered Institute of Bankers (CIB). He has tutored the CIB BSc (Hons) subjects and lectured for the HMRC as part of a Tax Academy.

Godfrey Banks has a blend of experience in retail banking, awarding body organisations and the English regulator of qualifi cations, Ofqual. He worked for the London Chamber of Commerce where he took charge of the operational side of their awarding body. After two years, Godfrey joined the British Government’s Qualifi cations and Curriculum Authority, the forerunner of Ofqual.

Kevin Garforth has worked in retail banking and fi nancial services for over 35 years. Since 2011 Kevin has run his own fi nancial services and banking consultancy business, KGG Consulting Limited. Clients of the business have included several of the new start challenger banks in the UK, specialist accountancy fi rms and an accredited body of the Financial Conduct Authority.

Heward Simpson is a qualifi ed Chartered Accountant and spent several years working in the telecommunications and food sector industries. Heward conducted several World Bank projects as an expert in syllabus and assessment design. He now works as an independent educational consultant.

David J Cavell is a senior banker and member of the General Management team during the highly successful 1990s transformation of the UK Cooperative Bank. He has researched and written many collections of international case studies on related innovation. He is a member of the General Assembly of the University of Manchester and an adviser to the UK Forum of Private Business (SMEs).

RBA Membership will send a powerful message to your customers, colleagues and the regulators that you are committed to maintaining the highest standards of professionalism in your work.

It will also provide you with an unmatched international network of fellow professionals and an unparalleled research resource that you can access at any time.

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“The platform allows me to be up-to-date with what’s happening in broader banking community and great way to reach out to like-minded professionals and learn from their experience.”

Ankur ShardaSolutions Delivery Manager, ING

Australia

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RETAIL BANKINGACADEMY®

Visit www.retailbanking-academy.org or for more detailed information or email membership@rb-a.org.

RBA Membership offers 3 levels of Membership to successful RBA candidates:• Affi liate• Associate • Certifi ed. Certifi ed members of good standing who have completed the RBA’s Continuing Professional Development Programme and for a minimum of fi ve years will be invited to become Fellows.

Continuing Professional

Development Opportunities

RBA Membership

Designation Pin

Careers Development

Advice

Unparalled Research

Resource (CPD Portal)

RBA Membership

DirectoryInternational Network of

Fellow Professionals

RBA MEMBERSHIP BENEFITS INCLUDE:

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RETAIL BANKINGACADEMY®

Stephane DuboisFormer Head of HRSociété Générale

“Get your team’s level of knowledge, skills and ethics certified.”

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FEE STRUCTURE

1-19 candidates US $99920-100 candidates US $849101-1,000 candidates US $7991,001+ candidates US $699

US $1,299*

For more information on the blended learning fees (which includes a classroom learning component),please email us contact@rb-a.org

Fee per Candidate for RB I and/or RB II Fee per Candidate for RB III

The fee per Candidate includes perpetual access to the RBA Learning Centre, a hard copy of the coursebook, exam

entrance plus one re-sit.

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*The RB III re-sit free is US $500.

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RETAIL BANKINGACADEMY®

Retail bankers enrolled on the RBA programmes have come from the following organisations:

Abu Dhabi Commercial Bank

Abu Dhabi Islamic Bank

Access Bank

Agricultural Development Bank

Ahli Bank of Kuwait

Al Ahli Bank

Al Rajhi Bank

Al Hilal Bank

AmBank

AmericanExpress

ANZ Bank

Arab African International Bank

Arab Investment Bank

BancABC

Bank Audi

Bank Boubyan

Bank Mandiri

Bank of Alexandria

Bank of the Bahamas

Banner Bank

Barclays Africa

Barclays Bank

BIDV

CBA Group

Chase Bank

China Everbright Bank

China Foreign Exchange Trading Centre

CIMB Bank

Commercial Bank of Africa

Commercial Bank International

Co-operative Bank of Kenya

Credit Europe Bank

Deloitte Advisory

DFCU Group

Diamond Bank

Ecobank Transnational

Enterprise Bank

Erste Bank                                                                                   

Fidelity Bank   

First Bank of Nigeria

First City Monument Bank

Guaranty Trust Bank   

HSBC

ING

Invest Bank

Keystone Bank

Lloyds

National Australia Bank

National Bank of Abu Dhabi

National Bank of Canada

National Bank of Egypt

National Bank of Kuwait

Nedbank

NIC Bank

OCBC Bank

Post Office UK

Raiffeisen Bank

RAK Bank

Royal Bank of Canada

Saman Bank

Santander UK

Saudi Investment Bank

Skye Bank

SNS Bank

Société Générale

Standard Bank

Standard Chartered Bank

Sterling Bank

The United Bank

Trade and Development Bank of Mongolia

Unibank

United Bank for Africa

United Overseas Bank

Union National Bank

Vietcombank

Visa Inc

Woolworths Financial Services

Xac Bank

International House 1-6 Yarmouth Place, Mayfair, London W1J 7BU

www.retailbanking-academy.org