Guidance
Commercial Risk Management - Commercial Lead
Published 8 July 2024
漏 Crown copyright 2024
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Job Pillar 搁辞濒别听颁辞尘辫辞苍别苍迟 |
ENABLING Commercial Risk Management |
|---|---|
| Commercial Professional Level |
Commercial Lead (Grade 7 equivalent) |
| Role Summary | In this role you will contribute to delivering commercial excellence for your department through risk and opportunity management. The role will consist of a range of activities spanning first line and second line assurance in relation to the discussion, analysis, escalation, mitigation, governance and reporting of commercial risks. It will also cover the capability, resourcing and financing risks for the department鈥檚 commercial team. You will lead a team, building their confidence to drive performance and manage setbacks. The role will also require you to use your commercial expertise to identify opportunities for improvement and implement these changes at a local level by working with affected parties to identify and overcome challenges. |
| Key Responsibilities | Typically, the key responsibilities in this role will include (but are not limited to): 鈼徛營dentifying and communicating perceived and relevant areas of risk early in the commercial lifecycle and at regular refresh points (to include supplier risks, supply chain risks and strategic risks) 鈼徛燜acilitating the risk discussion, both in relation to commercial liability and indemnities and contingent liabilities as well as the reporting and approval process via finance and into the HM Treasury 鈼徛燤aintaining the Commercial risk log, driving regular updates and reporting, and escalating risks and issues where needed to relevant stakeholders 鈼徛燤anaging and mitigating contract and supply chain risks in accordance with the organisation's commercial risk management approach. For high risk contracts, carrying out stress tests and scenario analysis to classify risks 鈼徛燗ligning commercial and department鈥檚 risk registers 鈼徛燚riving a consistent risk management methodology for commercial risks as well as resourcing and capability risks for the department鈥檚 commercial team 鈼徛燗pplying a strong visual project management approach 鈼徛燛ngaging with senior stakeholders and understanding their motivations and behaviours in order to effectively communicate messages and support decision making 鈼徛燤aintaining good relationships with internal and external stakeholders and involving them in relevant decisions and discussions |
| Essential Criteria |
Commercial Focus: 鈼徛燞as strong commercial knowledge, understands the need for trade-offs in an area of responsibility, can apply the commercial principles within the boundaries of contract law 鈼徛燚emonstrates the ability to lead on securing 鈥榲alue for money鈥� through achieving good return on investment on commercial projects Risk and Assurance Management: 鈼徛燚emonstrates the ability to take calculated risks in an area of responsibility in order to implement efficient and innovative solutions 鈼徛燚emonstrates the ability to conduct analysis of options, risks and margins of error to provide assurance on decisions and manage subsequent trade-offs 鈼徛燞as an understanding of Corporate risk management frameworks/approaches in order to link successfully into corporate models/reporting Commercial Ethics: 鈼徛燚emonstrates the ability to communicate standards to eliminate corruption, fraud and unethical behaviour in supply chains, taking appropriate actions in the event of any alleged breach of standards Team Focus: 鈼徛燚emonstrates the ability to manage and build confidence in a team in order to deal with setbacks, resolve internal issues and can implement change at a local level by working with affected parties to identify and overcome challenges Build Relationships: 鈼徛燞as strong stakeholder engagement skills and can present technical advice successfully in order to influence internal and external decision making 鈼徛燚emonstrates the ability to articulate commercial motivations and expected behaviours of stakeholders, suppliers and networks |
| Civil Service Behiours | Ability to show examples across all of the following behaviours for level 4 of the : Changing and Improving: 鈼徛燛ncourage, recognise and share innovative ideas from a diverse range of colleagues and stakeholders. Give people space to take initiative and praise them for their creativity. Create an environment where people feel safe to challenge and know their voice will be heard. Make changes which add value and clearly articulate how changes will benefit the business. Understand and identify the role of technology in public service delivery and policy implementation. Consider the full impact of implementing changes on culture, structure, morale and the impacts on the diverse range of end users, including accessibility needs. Identify early signs that things are going wrong and respond promptly. Provide constructive challenge to senior management on change proposals Communicating and Influencing: 鈼徛燙ommunicate with others in a clear, honest and enthusiastic way in order to build trust. Explain complex issues in a way that is easy to understand. Take into account people鈥檚 individual needs. Deliver difficult messages with clarity and sensitivity, being persuasive when required. Consider the impact of the language used. Remain open-minded and impartial in discussions, whilst respecting the diverse interests and opinions of others. Introduce different methods for communication, including making the most of digital resources whilst getting value for money. Monitor the effectiveness of own and team communications and take action to improve where necessary Developing Self and Others: 鈼徛燩rioritise and role-model continuous self-learning and development. Identify areas individuals and teams need to develop in order to achieve future objectives. Support colleagues to take responsibility for their own learning and development. Ensure that development opportunities are available for all individuals regardless of their background or desire to achieve promotion. Ensure individuals take full advantage of learning and development opportunities available to them, including workplace based learning. Encourage discussions within and between teams to learn from each other鈥檚 experiences and change organisational plans and processes accordingly Leadership: 鈼徛燩romote diversity, inclusion and equality of opportunity, respecting difference and external experience. Welcome and respond to views and challenges from others, despite any conflicting pressures to ignore or give in to them. Stand by, promote or defend own and team鈥檚 actions and decisions where needed. Seek out shared interests beyond own area of responsibility, understanding the extent of the impact actions have on the organisation. Inspire and motivate teams to be fully engaged in their work and dedicated to their role |
| Department Context | To enhance the generic commercial role profile, additional information can be added by a department to outline the specific nature of the role. This may include: 鈼徛燗n additional short paragraph in the role summary 鈼徛燗dditional key responsibilities based on the department context 鈼徛燘espoke essential skills/experience required for the role |