• Hospital
  • Independent hospital

Oryon Imaging and Healthcare Ltd

Overall: Good read more about inspection ratings

Lister House, 11-12 Wimpole Street, London, W1G 9ST (020) 7042 1888

Provided and run by:
Oryon Imaging and Healthcare Ltd

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Background to this inspection

Updated 7 October 2021

Oryon Imaging is operated by Oryon Imaging and Healthcare Limited. The service opened in 2012 and is a private diagnostic imaging centre, based in central London.

The centre offers MRI, Ultrasound, X-ray and bone density (dual energy X-ray absorptiometry or DEXA) scans for self-pay and insured patients.

Patients could self-refer for bone density scans while the other investigations required referral from an approved healthcare practitioner.

Overall inspection


Updated 7 October 2021

Oryon Imaging and Healthcare Ltd is operated by Oryon Imaging and Healthcare Ltd. Facilities include one MRI scanner, one x-ray machine, one dexa scanner, one ultrasound consulting rooms and one spare consulting room.

The service only provided diagnostic imaging and we inspected the service using our diagnostic imaging core service framework. We carried out an unannounced inspection on 17 December 2019.

To get to the heart of patients’ experiences of care and treatment, we ask the same five questions of all services: are they safe, effective, caring, responsive to people's needs, and well-led? Where we have a legal duty to do so we rate services’ performance against each key question as outstanding, good, requires improvement or inadequate.

Throughout the inspection, we took account of what people told us and how the provider understood and complied with the Mental Capacity Act 2005.

We rated the service as Good overall.

We found good practice in relation to diagnostic imaging care:

  • The service had enough staff with the right qualifications, skills, training and experience to keep people safe from avoidable harm and to provide the right care and treatment.
  • The service controlled infection risk well. Staff used equipment and control measures to protect patients, themselves and others from infection. They kept equipment and the premises visibly clean.
  • The design, maintenance and use of facilities, premises and equipment kept people safe. Staff were trained to use equipment competently. Staff managed clinical waste well.
  • Staff identified and quickly acted upon patients at risk of deterioration.
  • Staff kept detailed records of patients’ care and treatment. Records were clear, up to date, stored securely and easily available to all staff providing care.
  • The service provided care and treatment based on evidence-based practice.
  • Staff ensured that patients remained comfortable during their examination.
  • The service made sure staff were competent for their roles. Managers appraised staff’s work performance and held supervision meetings with them to provide support and development.
  • Healthcare professionals worked together as a team to benefit patients. They supported each other to provide good care.
  • Key services were available seven days a week to support timely patient care and meets the demands of patients.
  • Staff treated patients with compassion and kindness, respected their privacy and dignity, and took account of their individual needs.
  • Staff provided emotional support to patients to minimise their distress.
  • Staff supported and involved patients, families and carers to understand their condition and make decisions about their care and treatment.
  • The service planned and provided care in a way that met the needs of patients.
  • The service was inclusive and took account of patients’ individual needs and preferences. Staff made reasonable adjustments to help patients access services.
  • People could access the service when they needed it and received the right care promptly.
  • It was easy for people to give feedback and raise concerns about care received. The service treated concerns and complaints seriously, investigated them and shared lessons learned with all staff.
  • Managers had the integrity, skills and abilities to run the service. They were visible and approachable in the service for patients and staff.
  • The service had a vision for what it wanted to achieve and a strategy to turn it into action.
  • Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. The service had an open culture where patients, their families and staff could raise concerns without fear.
  • Leaders and teams used systems to manage performance effectively. They identified and escalated relevant risks and issues and identified actions to reduce their impact. They had plans to cope with unexpected events.

However, we also found the following issues that the service provider needs to improve:

  • Staff understood how to recognise abuse and had appropriate training However, at the time of the inspection clinical staff were not confident in explaining their safeguarding process.
  • The service did not keep complete fit and proper persons records for the company director.
  • There was variable knowledge of the values, vision and strategy amongst staff at the service.
  • Patients and staff did not have access to a translation service.

Following this inspection, we told the provider that it must take some actions to comply with the regulations and that it should make other improvements, even though a regulation had not been breached, to help the service improve. We also issued the provider with requirement notice(s). Details are at the end of the report.

Nigel Acheson

Deputy Chief Inspector of Hospitals