Senior Manager, Controls Framework & RCSA (1LOD Risk)

Key ResponsibilitiesControls Framework Ownership

Own and continuously enhance the FTSE Russell first-line Controls Framework, ensuring it remains credible, complete, sustainable and aligned to LSEG standards and regulatory expectations.

Establish, maintain and embed control policies, standards, methodologies, templates, guidance and governance requirements across FTSE Russell.

Define and maintain control taxonomy, control classification criteria, control inventory standards and minimum documentation requirements.

Set expectations for control objectives, design quality, ownership, frequency, evidence, testing readiness and lifecycle management.

Ensure consistency in control design, documentation, ownership and evidence standards across business areas, regions and functions.

Act as the primary first-line SME for controls governance, controls lifecycle management, control quality and framework interpretation.

Provide senior-level guidance and challenge to business collaborators on control design, adequacy, sustainability and alignment to key risks.

Ensure the Controls Framework supports wider risk management processes, including RCSA, issue management, incident management, RCA, assurance and risk appetite monitoring.

Controls Uplift and Transformation

Lead the controls uplift programme across FTSE Russell, ensuring clear scope, governance, milestones, delivery discipline and measurable outcomes.

Define and implement methodologies for control classification, rationalisation, standardisation and redesign.

Oversee the identification and removal of duplicate, obsolete, poorly defined or non-control activities from the controls inventory.

Drive the redesign and standardisation of retained controls, ensuring they are clear, measurable, testable and appropriately aligned to risk.

Establish minimum standards for control objectives, ownership, frequency, evidence, performance expectations and testing requirements.

Ensure the control inventory remains accurate, complete, current and capable of supporting assurance, reporting and regulatory scrutiny.

Oversee control remediation and uplift activity, including delivery tracking, dependency management, issue escalation and closure evidence.

Support the transition from fragmented control documentation to a more mature, consistent and sustainable control lifecycle model.

Ensure uplift activity is embedded into BAU governance rather than treated as a one-off clean-up exercise.

Process, Risk and RCSA Integration

Lead integration of controls with the RCSA framework, ensuring assessments are grounded in a clear understanding of process risks and control coverage.

Ensure key controls are mapped to business processes, process risks, operational risks and relevant risk taxonomy categories.

Oversee alignment between controls, incidents, issues, audit findings, RCA outcomes, assurance results and RCSA conclusions.

Ensure root cause analysis and incident/issue themes are used to inform control improvements, assessment activity and remediation priorities.

Drive a consistent methodology for risk and control assessment globally, including clear standards for inherent risk, control effectiveness, residual risk and action planning.

Ensure RCSA outputs are evidence-based, comparable across business areas and capable of supporting senior management and Board-level reporting.

Support the translation of RCSA outcomes into remediation actions, issue creation, control uplift or targeted assurance activity where required.

Promote better linkage between risk appetite, key risk indicators, control performance and assessment outcomes**.Governance and Operating Model**

Establish and embed the future-state Controls Framework and RCSA operating model across FTSE Russell.

Define clear RACI structures across control owners, process owners, risk coordinators, first-line risk teams, Control Utility, Second Line Risk and assurance functions.

Implement control governance forums, design authorities, working groups and decision-making processes to support control lifecycle discipline.

Develop periodic controls review, control attestation and inventory certification processes.

Ensure robust lifecycle management for all controls, including creation, review, amendment, retirement and escalation.

Define governance standards for control changes, rationalisation decisions, control exceptions, evidence gaps and remediation activity.

Ensure controls governance outputs are documented, decisioned and audit-ready.

Support sustainable embedding of controls ownership across the business, reducing dependency on central teams and improving accountability at source.

Reporting and Management Information

Develop and maintain controls and RCSA management information that provides meaningful insight into control population quality, control effectiveness, control coverage and framework maturity.

Track controls uplift progress, rationalisation outcomes, inventory health, overdue reviews, remediation activities and key framework milestones.

Deliver clear, action-oriented reporting to Executive Committees, Risk Committees, governance forums and senior collaborators.

Support risk appetite, assurance, operational resilience, regulatory and audit reporting requirements through accurate and defensible controls data.

Provide insight into emerging themes, control weaknesses, systemic drivers, repeat issues and areas of heightened risk.

Ensure MI moves beyond activity reporting to highlight what is changing, what remains at risk and where senior management action is required.