BUK Resilience Lead

Key Accountabilities

• The BUK Operational Resilience Lead (Director) is responsible for developing, implementing, and maintaining an effective operational resilience strategy for Barclays UK (BUK), ensuring alignment with regulatory expectations and industry‑leading standards.
• This role ensures BUK can anticipate, withstand, respond to, and recover from disruption events, safeguarding important business services and minimising impact on customers, clients, colleagues, and the wider financial system.
• Develop and maintain a multi‑year resilience roadmap for BUK, feeding into Group Resilience plans.
• Liaise with Group Resilience and regulatory bodies to ensure alignment and compliance.
• Coordinate response and recovery planning, including workforce, technology, and third‑party resilience.
• Act as a subject matter expert for resilience within BUK, influencing senior leadership and shaping cultural change towards a resilience‑first mindset.

• Resilience Maturity: Evidence of improved resilience maturity across BUK’s Important Business Services.
• Regulatory Compliance: Successful assurance and audit outcomes with regulators and Group Resilience.
• Incident Response: Effectiveness and speed of response and recovery to disruption events.
• Continuous Improvement: Number and impact of lessons learned embedded from resilience testing and incident reviews.
• Stakeholder Engagement: Quality and breadth of relationships with internal and external stakeholders.

To develop, implement, and maintain an effective resilience strategy and Operational Recovery Planning and Incident Management framework aligned to industry leading standards and controls and regulatory expectations, to enable the bank to respond and recover important business services to severe but plausible scenarios, and minimise the impact to customers, clients, colleagues and the wider market.

• Socialisation and implementation of the resilience strategy and underpinning framework across the firm (e.g. SMRs and delegates, business / function resilience role owners and all colleagues), ensuring complaince to the standard and controls.
• Development and enhancement of the resilience, crisis and incident management framework to uplift recovery and response capabilities to ensure Important Business Services can continue to operate during disruption events to minimise the impact on customers, clients and the market.
• Operational Recovery Planning and Security Incident Management planning standards and controls enhancement according to industry practice, emerging threats and regulatory requirements.
• Provide oversight to the business and technology recovery capability improvements, and uplifts to third‑party (suppliers and Financial Market Infrastructure) recovery capabilities to enable Important Business Services to remain within or mitigate impact tolerance thresholds.
• Communication of the firm’s / business’ resilience position (risks and remediation) through clear and transparent scorecards / dashboards to enable effective investment decisions to the Board and Executive Committees, Control Forums and business stakeholders.
• Enhancement of resilience, crisis management and incident response and recovery capability through sophisticated, regular and adequate testing coverage to demonstrate Important Business Services’ ability to recover within impact tolerance for a severe but plausible scenario.
• Assurance that services and products are built resiliently by the business through the change management process (NAPAs, DRAs, material change process).
• Continually remain abreast of resilience and crisis and incident management developments, regulatory policy requirements and the emerging landscape.
• Mitigation of the impact of unexpected incidents by identifying , responding to and enabling the resolution of events that threaten the services, operations, infrastructure, colleagues and clients of the bank.
• Execution of responses to reported incidents and potential threats from various channels including intelligence, email, phone and monitoring systems prioritised by the assessed or actual impact to the bank.
• Documentation and…