Building strong relationships and championing a strong risk culture with senior leaders, to promote active engagement across all levels with all aspects of the risk management and assurance processes.
At this grade, the jobholder is likely to be the Chief Risk Officer for the organisation with responsibility for ensuring governance is based on effective and efficient risk management and appropriate assurance.
G6 roles as Head of Risk Management, Deputy Chief Risk Officer or similar
Essential, achieved or working towards:
Building strong relationships and championing a strong risk culture with senior leaders, to promote active engagement across all levels with all aspects of the risk management and assurance processes.
Building strong relationships with external stakeholders, including the Heads of Risk Network and Risk Improvement Group, to facilitate information exchanges and ensure alignment with best practice.
Collaborating with Internal Audit and other assurance providers to facilitate a combined assurance and risk management approach.
Engaging with Board members to develop capability and promote robust engagement with the risk framework, including setting the overall strategy, appetite and architecture of the risk framework.
Ensuring risk management reporting highlights areas of concern requiring strategic intervention supports the delivery of an integrated governance approach and informs organisational prioritisation and spending decisions.
Providing expert advice to Senior Boards and key stakeholders including Ministers, the Executive Committee, the Audit & Risk Committee, and the National Audit Office on risk maturity.
Providing strategic oversight of risk across the organisation, including executive agencies and Arm's Length Bodies.
Using professional judgment and insight, develop, deliver and maintain an Orange Book compliant risk management framework and assurance frameworks which meeting organisational needs and enhance capability.
For details of Behaviours read the Success Profiles guidance on GOV.UK.
Seeing the big picture
Making effective decisions
Working together
Communicating and influencing
Leadership
Developing Self and Others
Ability to build stakeholder relationships at the most senior levels based on trust and respect, exercising discretion when exposed to sensitive information.
Ability to lead at a senior level and influence across the organisation, developing a culture where effective risk management can occur.
Adaptable, maintaining effectiveness when experiencing major changes in tasks and operating environment, adjusting effectively to work within new structures, processes, requirements or cultures.
Articulate communicator with excellent written and verbal skills at all levels.
Demonstrates a clear and compelling strategic vision for the organisation that will develop join-up and promote efficiency, whilst motivating and enthusing others.
Demonstrates sound judgment in providing strategic advice, and provides constructive challenge which supports and drives continuous improvement in the organisation.
Leads, inspires and shapes the risk management function ensuring it is equipped with the right skills and experience to deliver objectives and act as a centre of excellence for the department.
Passionate about developing the risk profession and their team, and able to provide professional leadership across government.
Thinks strategically about the delivery of outcomes, challenging the status quo, adopting an optimistic and pragmatic approach to solving problems.
Works seamlessly across boundaries, collaborating with and drawing on resources from across department, Government and externally.
Works with the business to determine plans and ensure that appropriate corporate policies, controls and assurance are in place.
Key for Levels of Professional Skills
A = Awareness
W = Working
P = Practitioner
E = Expert
| Professional Skills | Level | Learning Resources |
|---|---|---|
| Analysis and Insight | P | |
| Building Capability and Culture | E | |
| Management of a Risk Function | E | |
| Managing Performance Improvement | P | |
| Delivery and Oversight of the Risk Management Framework | E | |
| Stakeholder Management | E | |
| Understanding the Operating Environment | E |
Essential, achieved or working towards:
IRM Certificate/ Diploma in Enterprise Risk Management (or equivalent)
Accelerated qualification is available for G6s and SCS1 with the relevant experience.
This role is only suitable for an individual who has held a Finance G6 risk management role as a Senior Risk Lead, Deputy Chief Risk Officer, Risk Manager, Head of Risk, Head of Risk and Governance, Head of Risk and Information or similar.
This role is only suitable for an individual who has held a G6 risk management role outside of Finance as a Senior Risk Lead, Deputy Chief Risk Officer, Risk Manager, Head of Risk, Head of Risk and Governance, Head of Risk and Information or similar.
SCS1 Chief Risk Officers seeking career progression to SCS2 Chief Risk Officer Roles would benefit from leading on the development of best practice with risk professionals across the civil service risk community, driving improvements with demonstrable business improvements to the risk framework, presenting reporting to key governance mechanisms and review / inspection mechanisms, direct engagement with executive agencies and ALBs to ensure alignment of risk frameworks delivery of organisational communication, and leading on engagement with governance mechanisms to optimise integrated risk reporting.