DrDucu London

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

People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences.

People had choice in their care. 

Staff responded to people in a timely way.Staff treated people with compassion and kindness. They respected people’s privacy and dignity and took account of their individual needs and choices.
 

The service had systems in place to support staff with their wellbeing and emotional support. Most
people who used the service spoke positively about their experience of using the service.

We have not awarded this service a score for Caring.

Find out about when we will not publish a key question score and what we look at when we assess Caring.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff followed provider’s policy to keep patient care and treatment confidential. Staff understood and respected the personal, cultural, social and religious needs of patients and how these related 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 was so dedicated to compassion and kindness. It was palpable and not like other hospitals I had 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 hair transplant 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 99% 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 99% 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.
 

We were told there were processes to ensure people 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 reception told us staff were kind and responded very quickly to their needs.
 

Staff were alert to patients’ 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 nurses discussed individual needs. Where a patient had a 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 appointments 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 for 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 wellbeing support system in which managers were trained to understand the psychology of day‑to‑day staff wellbeing.
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 steady flow of patients in a day, with clinical care provided by different doctors supported by nurses and technicians.
 

The management team recognised the need to ensure a collaborative working environment and assured us this through systems such as the clinicians’ meetings.
 

The service had several policies and processes in place to support the wellbeing of staff. These covered practical ways to help 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 service’s impact and success.