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Sector: Technology
Role: Manager
Contract Type: Permanent
Hours: Full Time
ROLE PURPOSE:
The Fourth Licence represents a step-change in the approach to regulating the National Lottery. It is centred on an outcomes-focused approach to regulation and reflects the Statutory Duties of the Commission. This approach places increased responsibility and accountability on the Licensee to operate the National Lottery to achieve outcomes consistent with the National Lottery etc. Act 1993.
In practice, increased Licensee ownership places greater emphasis on internal management and assurance around Strategies, Policies, Processes and Procedures (SPPP) and Operational Governance, which are used to provide Gambling Commission with assurance of compliance with the Fourth Licence, including through an Annual Assurance Statement which has been certified as approved by Allwyn's (AEL) Board of Directors.
Working for the Head of Regulatory Assurance, the Enterprise Operations & Governance Assurance manager will play a key role in:
1. Designing a best practice approach to SPPP and driving quality and continual improvement.
2. Project managing the delivery of reviews and upgrades to the above during significant periods of change.
3. Ensuring that Operational Governance can demonstrate quality in decision-making and that sufficient control processes are in place to manage key strategies, policies and frameworks.
4. Overseeing and coordinating the delivery of annual regulatory assurance requirements for operational Governance and SPPP.
ROLE RESPONSIBILITIES:
1. SPPP:
Owning SPPP business as usual "Management cycle" including monitoring SPPP metrics, acting to ensure review/update/approval cycles are on track and there is integration of SPPP changes being identified during governance decisions/business projects.
2. Managing the delivery of related board assurance requirements over and above the standard management cycle.
3. Identification of trends and issues requiring investigation/enhancement of approach, to ensure evidence of fit for purpose SPPP.
4. Definition, agreement, and implementation of improvement actions across the business in relation to the above.
5. Managing the maintenance and evolution of the architecture of SPPP to support effective and compliant operations.
6. Project managing enterprise-wide 'uplifts' in SPPP that enable transformation plans, including managing interactions with interdependent programmes of work and functions.
1. Governance:
Monitoring and assessing materials produced through Operational Governance for quality, ensuring evidence of decisions and actions are sufficient to demonstrate compliance.
2. Identifying and making necessary updates to Operational Governance/guidelines and materials, and making recommendations for the ongoing improvement of the Governance Framework based on the findings.
3. Managing effective control and approval processes for key strategies, policies and frameworks with regulatory dependencies and approval requirements, and driving alignment of these documents within operational and corporate governance forums.
KEY MEASURES OF SUCCESS:
1. Each SPPP reviewed and assessed to be adequate, compliant and in place each year.
2. Executives able to attest to the ongoing effectiveness of SPPP in line with regulatory reporting requirements.
3. Board assurance achieved for SPPP in line with major transformational change plans.
4. Continuous improvement in the effectiveness of strategies in supporting and evidencing key outputs of the planning processes.
5. Operational governance effectiveness benchmarked against Best Practice annually.
6. Governance recognised internally as striking the right balance between agility and flexibility with evidence to support the requirements for decision-making and following due process/levels of authority.
Company
Our vision is to grow the National Lottery responsibly, making it bigger, better and safer for all, with more to good causes.
Bigger because we will significantly increase Good Causes contributions by the end of the Fourth Licence through responsible growth of people playing.
Better because we will modernise technology and operations, refresh games and support shops while improving the use of data and digital.
Safer because participant protection underpins everything we do.
What is unique about us?
Our preparations to transform the National Lottery will be a once-in-a-lifetime type of project in the lottery industry, anywhere in the world. Join our journey to create a new experience for the National Lottery and help us to power change for the greater good.
Our approach
In Allwyn, the National Lottery will have an operator that has social value at its heart. We will raise more funding for Good Causes while running our own business in an environmentally and socially responsible way. That’s why we have committed to an ambitious Social Value framework, which is woven into the way we do business.
We believe that lotteries must serve everyone across society, not just those who play. So whether as an employee, a supplier, a retailer or any of the stakeholders that we interact with, we will be powering good across the UK.
Our goal is to create one of the UK’s most inclusive organisations – where people can bring the best of themselves, to do their best work, every day, for the benefit of good causes.
We are working to make the National Lottery truly accessible in a safe way, whether as a player, a retailer or an employee.
Media Clips
“I became an amputee in 2021 and I struggled to find my place back in the working world until Allwyn welcomed me with open arms. They have always focused on what I bring to the table and it is apparent that my disability is not what defines me within the company, but my skill. Allwyn has a noticeable strong focus on accessibility and inclusion, which makes me feel seen and like I have found a permanent home for my career.” Lorna Jeanes, Transition Co-ordinator.
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