Judith Whitaker

When I joined the DVLA as director of HR and estates in 2008, the organisation had been suffering a high level of sickness absence. In 2005 this had reached a peak of 14 days per head a year on average, at a cost of £10.3 million. Although it had fallen to 12.5 days by 2008, we agreed that we had to reduce it much further. Since efficiency, accuracy and customer service are cornerstones of the DVLA’s strategic agenda, and because improving attendance was a priority in supporting their delivery and in enhancing our reputation, we set a target to cut absence by 30 per cent by 2010.