108 Medical Limited - Harley Street

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

We looked for evidence that patients were always treated with kindness, empathy and compassion. We checked that people’s privacy and dignity was respected, that they understood that they and their experience of how they were treated and supported mattered. We also looked for evidence that every effort was made to take people’s wishes into account and respect their choices, to achieve the best possible outcomes for them.

The service was previously inspected under the old methodology in 2013 and was assessed as meeting all standards.

This is the first rated assessment for 108 Medical Limited – Harley Street service. This key question was rated good. This meant patients were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity.

Staff followed policy guidelines to keep patient care and treatment confidential. Staff understood and respected the personal, cultural, social and religious needs of patients and how they may relate to care needs. Staff repeatedly told us how proud they were of the kindness and compassion the whole team provided to patients. One nurse said, “Everyone is so dedicated to compassion and kindness. It is palpable and not like other hospitals I have worked in at all.”

Staff were discreet and responsive when caring for patients. Staff took time to interact with patients in a respectful and considerate way. Patients reported consistently excellent levels of interaction with staff. Between April to August 2025, 100% of patients in the quarterly survey said they experienced respectful interaction with staff.

Patients we spoke with during our visit told us that the service treated them with kindness, empathy and compassion and respected their privacy and dignity. We noted that staff explained conditions and treatment options with kindness and compassion allowing time for questions.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences.

We observed staff treated patients as individuals during all their interactions. For example, during a mammography session, the clinician discussed the process with the patient and explained what they were doing and why. They anticipated the patient’s concerns and needs and adapted their communication and approach to the individual. We observed this approach consistently during the assessment, and staff at all levels demonstrated an understanding of how to meet each person’s needs. This was reflected in patient survey in which 98% of patients said the staff were always responsive to their care needs.

Equality, diversity and human rights training was mandatory for all staff and enabled the team to address needs and requests in relation to culture, religion, and personal preferences. Data provided to us showed 98% of staff had completed this training. The ethos of the service was person-centred, and staff evidently placed patients at the centre of their work.

Patients’ individual needs and preferences were understood and reflected in their treatment plans and how the service interacted with them.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Patients we spoke with felt supported to have choice and control over their own care and treatment and to make decisions about their care, treatment and wellbeing. Staff we spoke with recognised that all individuals should be able to make independent choices about their care and treatment.

Staff provided additional information about community support services to people to promote independence, choice and control over decision making about wellbeing.

We were told there were processes to ensure patients were able to have ‘cooling off’ periods before consenting to procedures such as breast surgery or plastic surgery.

Clinical staff informed us they discussed treatment plans with patients and provided them with information at all stages of the referral and treatment process. This included individual treatment plans and possible outcomes. Patients told us that staff were helpful in keeping them informed about their treatment throughout their time with the service. We observed staff being helpful and informative by answering questions so that patients could make an informed choice.

The service listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Patients told us they felt staff communicated with them well and in a way they understood. A patient waiting to be seen at the reception told us staff were kind and responded very quickly to their needs.

Staff were alert to patient’s needs and took the time to observe, communicate and engage people in discussions about their immediate needs. All patients had a pre-operative assessment where the nurses discussed individual needs. Where a patient had particular need, these were accommodated by the service.

The clinic manager told us consultants met with each patient post operatively to explain next steps before they were discharged home. Follow up appointment were made for patients with the treating consultant before their discharge.

We observed consistently good listening skills from all staff, particularly when patients were nervous or anxious.

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff wellbeing was at the core of the provider’s values and included a multidimensional wellbeing support system in which managers were trained to understand the psychology of day-to-day staff wellbeing. The service had team of the month incentives, where a team was given a meal voucher to spend on lunch or dinner.

Staff told us working relationships were underpinned by mutual respect and they felt the service was a positive place to work. The service had a high turnover of patients in a day, with clinical care provided by different consultants supported by nurses, the management team recognised the need to ensure a collaborative working environment and assured this through systems such as the clinicians’ meetings.

The service had several policies and processes in place to support the well-being of staff, these covered practical ways to helping staff lead healthier lives and how to manage their health and wellbeing.

The management of the service supported professional development and staff said they had the freedom and resources to plan their own career paths to contribute to the services’ impact and success.