Head of Third Party Governance - London, United Kingdom - Sumitomo Mitsui Banking Corporation - SMBC Group

Description

Job Description

Purpose of Job

The Head of TPM Governance is Primarily responsible for the operational elements of the TPRM framework. Key responsibilities include owning TPM documentation, reporting, governance, escalation management and strategic development of the group.

Background

The remit of the Operations Planning Department (OPPD) spans all of SMBC EMEA (all entities and countries, all business units and supporting functions) and includes the following groups:

• Transformation & Strategy Planning Group. Responsible for the Transformation Strategy, design of the Target State for SMBC EMEA and prioritisation of the transformation budget.
• Change Management Group. Responsible for programme and project design and delivery, change methodology and toolset and providing Project Management and Business Analyst resources to staff programmes and projects.
• Service Management Group. This includes Business Service Management (responsible for the Service Management Methodology and supporting Business Service Owners in their roles overseeing the end-to-end delivery of business services), Business Continuity Management and Corporate Real Estate Services.
• Third Party Management (TPM). Responsible for the management of third-party providers (both internal and external) and managing third party risk.
• Data Management Group. Responsible for the Data Strategy, design of the Data Architecture and supporting delivery of data solutions.

The Third Party Management team are responsible for Supplier Strategy, Contract Management, Service Monitoring, Invoice Management and Third Party Risk Management.

The Head of TPM Governance is Primarily responsible for the operational elements of the TPRM framework.

Facts / Scale

TPM play a critical role in the success of SMBC EMEA and this role will improve the governance of third parties to ensure all internal and external requirements are fulfilled.

Accountabilities & Responsibilities

• TPRM documents: Responsible for the update and maintenance of the TPM Standards and Procedures continue to meet regulatory requirements and the needs of the other jurisdictions and other risk domains (users for the procedures). Work with other risk domain stakeholders to help manage the suite of federated
• Third party risk tools, templates and training: Responsible for the suite of third-party risk management tools, templates and training. Work with the Procurement and TPM Operations teams to ensure that third party risk-related training and tools are consistent with and work synergistically with any non-risk TPM tools, templates and training
• Support, prepare, and run first line of defence (1LOD) Third Party Management (TPM) and Third Party Risk Management (TPRM) governance committees and forums (less Procurement-specific)
• TPRM reporting: Work with relevant stakeholders to agree TPRM requirements (KRIs, KPIs, etc.) and the associated data required to populate the metrics. Maintain a set of TPRM reporting templates for 1LOD TPRM committees, forums and operational management as required. Ensure the timely provision of TPRM reporting to central committees and for a, entities and branches and other stakeholder teams as required at the agreed frequencies
• Regulatory information: Working with first and second line stakeholders to prepare and deliver central responses to regulatory engagement as required.
• Support any centralised Intragroup governance activities
• Point of escalation with first line of defence for EMEA: approvals, Quality Assurance (tiering, 1LoD assurance oversight), advice and guidance for entities, etc.
• TPRM system operational owner
• Support TPRM change initiatives as required
• Emerging requirements and thought leadership: including developing and evolving the TPM framework over time to: i) maintain compliance with relevant and emerging regulation; ii) Keep pace with or exploit any emerging best practices, technology or methods; iii) Continue to drive operational efficiency across TPM processes by leveraging operational synergies. Offer constructive challenge to stakeholders to drive 'better outcomes' for TPRM as appropriate.

Knowledge, Skills, Experience & Qualifications

• Senior Stakeholder Management: Proven ability to build positive working relationships with senior stakeholders and capable of influencing to gain agreement and resolve conflicting priorities in ambiguous environments.
• Strategic thinking: Evidence of the ability to develop strategy with an organisation wide impact.
• Communication: Excellent communication skills. Able to communicate effectively at all levels of the organisation. Able to convey complex topics simply and to articulate issues in a way that eases decision making and drives action.
• Influence: Able to influence at all levels of the organisation. Able to mobilise and align resources across the organisation – especially in teams outside of the direct reporting line.
• Industry Knowledge: In-depth knowledge of best practice across the financial services industry (and beyond) and an ability to utilise that knowledge to enhance the capability at SMBC.
• Governance: Experience of governance responsibilities ideally at a regional level or similar scale.
• Third Party Management: Able to demonstrate an understanding of Third Party Management and Third Party Risk Management
• Conversant with current and emerging TPRM, Outsourcing and other relevant regulations (e.g. Resilience) across the UK and Europe and their associated (major) regulatory bodies.
• Supported regulatory engagement on TPM / outsourcing matters in conjunction with other relevant stakeholders.
• Intragroup outsourcing frameworks and operational governance of intragroup outsourcing arrangements.
• Preparing for and running of TPM / Outsourcing Committees and Fora.
• Exposure / strong understanding of strategic and operational elements of procurement and the synergies with the TPRM process.
• Experience leading business transformation projects including: design and implementation of TPRM frameworks, TPRM remediation or TPRM regulatory change.
• Working with offshore / near shore locations and teams.
• Design, creation and rollout of TPM-related training and development for large, global stakeholder base for all TPM stakeholder groups.

Challenges

• SMBC has a complex environment of internal and external third parties, understanding these, their governance and how TPM supports the firms overall operational resilience will be challenging to deliver