Strategic Leadership & Accountability
Lead and Mature the Operating Model: Provide strategic leadership for business continuity, crisis management and resilience arrangements, ensuring governance and accountability remain effective.
Strengthen Organisational Capability: Develop the processes, tools, systems and professional expertise needed to support preparedness and response.
Drive Continuous Improvement: Use insight, threat intelligence and lessons learned to strengthen resilience capability and address emerging risks.
Promote a Culture of Resilience: Lead engagement and awareness activity to ensure resilience ownership and accountability is embedded across HMRC.
Provide Assurance of Maturity: Oversee internal and external assurance activity, including alignment with ISO 22301 and other recognised standards.
Crisis Management Leadership: Provide strategic leadership during crisis situations, ensuring effective activation of business continuity, recovery and response arrangements.
Command Arrangements: Maintain, develop and oversee Gold, Silver and Bronze command structures, ensuring clear responsibilities, escalation pathways and effective mobilisation of resources.
Integrated Resilience Framework: Lead the continued development and embedding of contingency planning, business continuity, disaster recovery and crisis response arrangements.
Scenario Planning and Testing: Oversee resilience exercises, playbooks and assurance activity to strengthen organisational readiness and response capability.
Business Continuity Assurance: Ensure critical business services are supported by effective and regularly tested continuity arrangements.
Strategic Leadership: Provide expert advice and assurance to Ministers, Permanent Secretaries, ExCom and the HMRC Board on resilience risks, preparedness and organisational capability.
Strategic Influence and Collaboration: The Director of Resilience operates at the strategic centre of HMRCs resilience capability, providing expert advice and assurance to senior leaders and governance forums.
Internal Influence: Work with Ministers, Permanent Secretaries, ExCom, the HMRC Board and senior leaders across lines of business to embed resilience within strategic planning, operational delivery and enterprise risk management.
External Collaboration: Represent HMRC in cross-government resilience and crisis management forums, building trusted relationships with government departments, agencies, suppliers and delivery partners and contributing to wider resilience capability across government.
Communication and Impact: Translate complex resilience issues into clear, credible advice that supports effective decision-making before, during and after disruption.
