1. Building the awareness/visibility to the HSS business change portfolio as managed by CMD. Working with the CMD PMO to implement appropriate governance to assess the impact of such change on the HSS Operational Risk profile and hence the level of CCO involvement required in each component of the change portfolio. This should include tracking and reporting on the risk to benefits realisation.

2. In a similar fashion, build the awareness and visibility to the IT maintain the bank (MTB) book of work where that impacts on core HSS systems such that there is appropriate CCO involvement and assurance regarding key releases and upgrades.

3. Sizing, implementing and embedding within HSS any Group sponsored risk initiatives (examples include Global Standards, the Operational Risk Transformation Programme or other FCR projects) or other risk related projects mandated by the Chief Control Officer across HSS.

4. Managing the delivery of any CCO self-identified central programmes of work, which will include those specific to changing the operating model of the CCO function itself or those applicable to the wider HSS business. For example, the creation of a Line Control capability or the adoption of new Ops Risk methodologies.

5. Providing CCO oversight of any support provided by the central change team as part of points 3 and 4 above, ensuring appropriate portfolio administration and governance outputs exist and that projects are structured appropriately and set for success through appropriate engagement with that CMD

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