performance dips caused by these issues, has enabled us to put mitigation plans in place. Accessing and harvesting data in a way that’s useful is the biggest singular benefit we’ve seen and achieved.” Images reproduced with permission of Ministry of Justice
seriously. Supply chain resiliency, market strength and diversification is something we constantly monitor.” Data – and its conversion into meaningful insights – is the MoJ’s greatest asset when it comes to managing these challenges, he says. When Russia invaded Ukraine, the MoJ ran quick and immediate checks to consider the likely impact. It has also done a project examining the potential effect of inflation. The outcome from this work has helped it to build its relationship with colleagues in finance and at the Treasury. “Our ability to observe and track contract performance, and notice
Like others, it has already contended with the UK’s exit from the European Union, Covid, and driver shortages, and managed to avoid any major disruption. “We’ve not been immune from it. We’ve certainly had a number of things to deal with. One area I run, for example, is the national fleet. We’ve been looking at what we can do around fuel storage and provision.” Hooper says many of the services it buys are peculiar to its needs, which gives it a responsibility to the supply market. “We create some of the markets we operate in and we regulate those markets ourselves. So keeping that balance between creating and managing a viable market is something that we need to take exceptionally
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“You’re only as strong as those around you” STAFF RESILIENCE A robust supply chain is only one part of the resilience puzzle, says Hooper, who says he is blessed with an excellent team. “I have an amazing cadre of commercial directors, deputy directors and teams that manage some very difficult things. Not done correctly, these things could ultimately have a detrimental impact on the way we deliver justice, or on our finances and reputation.” He says he’s really proud of what
those juggling childcare or other caring responsibilities; those who lack space to work from home; and/or those who have suffered illness or loss as a result of the pandemic. “It has impacted staff in a number of ways. Understanding that, and what it means for people’s mental health is something we as a team have taken exceptionally seriously.” The MoJ trained a number of staff to become mental health allies to help spot and support those in difficulty. It also has a strong menopause group to help anyone experiencing challenges. “For me, our resilience has had a lot to do with staff and I’m really proud of what we’ve done in the people space.”
Hooper says the last staff survey results show this investment in wellbeing has paid dividends. “Not only have people coped with increased pressures and managed to work differently and operate remotely – there’s actually been increased output. I don’t think that would have happened had we not all taken a supportive and collegiate approach.” He believes a focus on communication has helped to keep people motivated. “Just keeping the team apprised of what’s happening helps. We do a large number of communication exercises and a lot of work on Coffee Connect [a civil service networking scheme to encourage conversations, share ambitions, interests and experience] to try to maintain links across teams.”
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they have delivered, and continue to deliver, in a very complex, dynamic environment. The past two years under the Covid- cloud have heaped on additional, personal challenges – particularly
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