Farjo Hair Institute

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Leaders contributed positively to experiences and care for those using the service through clear vision and values. They possessed the skills, knowledge, and credibility to implement this vision, while managing risks effectively. Leaders were highly visible, creating a supportive culture where staff felt respected and valued. An open, inclusive environment encouraged feedback and honesty, with regular meetings that facilitated learning and continuous improvement. A comprehensive quality assurance framework ensured policy compliance, with regular audits identifying areas for development to maintain high care standards. Farjo Hair Institute combines clinical practice, hair loss medicine, scientific research, and education. Doctors have published research in the discipline, and the service has pioneered innovative treatments. Staff actively monitor and improve outcomes through specialist training.

This service scored 89 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We scored the service as 4. The evidence showed an exceptional standard. The service had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The service exhibited strong leadership, underpinned by a clear strategic vision and an inclusive culture that prioritised patient care, staff engagement, and transparent communication. Staff reported feeling heard and described actively shaping the direction of the service.

The service aimed to provide individuals experiencing hair loss with the highest quality care and transplant techniques available, delivered in a professional and compassionate environment. Although the service’s vision was not visibly displayed within the premises, all staff we spoke with expressed a shared passion for delivering high-quality care. They demonstrated a strong commitment to achieving the best possible and safest outcomes for their patients.

The service’s website clearly outlined its ethos. It stated a commitment to ongoing research and development of pioneering approaches to counter hair loss. The service aimed to work with individuals to provide tailored solutions for managing hair loss, regardless of its form or severity. In addition, the service focused on education—both for prospective patients and professionals within the industry—with the goal of establishing a universal standard of excellence in the field.

A clearly defined organisational structure was in place, comprising 5 doctors supported by a team of hair technicians and administrative staff. Two of the doctors also served as founding directors.

The management structure established clear lines of responsibility and accountability. An established leadership team was in place, and directors maintained oversight of patient safety, governance, and performance through daily involvement and ongoing quality monitoring. Staff described leaders as approachable, with out-of-hours support readily available. Governance structures were effective in managing risks and ensuring clinical effectiveness.

The service demonstrated a transparent and inclusive culture where staff felt safe to raise concerns. Employees described a supportive and cohesive team environment and expressed pride in their work, referring to the service as a “lovely place to work.”

We saw evidence of the service’s vision and strategy document. Staff actively contributed to shaping the service’s vision and strategy through a range of engagement initiatives, including staff away days, meetings, surveys, and focus groups. These activities helped ensure a shared sense of purpose across the team.

The service discussed its progress and future goals during its annual Company Vision Day. Staff used this event to reflect on achievements and set priorities for the year ahead.

As part of its contribution to the wider future of hair transplant surgery, doctors at the service applied for a grant to fund a UK-wide public awareness campaign. The campaign aimed to educate the public that only doctors should perform surgical procedures involving skin incisions. The grant was awarded in January 2025, and in July 2025, the British Association of Hair Restoration Surgery (BAHRS) launched the ‘Who Makes The Cut?’ campaign. This initiative, led by the service’s doctors, aligned with the Government’s announcement on 7 August 2025 regarding plans to increase regulation in the aesthetic sector, including hair restoration surgery. The campaign aimed to improve public awareness and patient safety.

Doctors spoke in detail about their research and collaborations with universities and private companies to advance understanding of hair loss whilst continually evolving and re-evaluating their service. This work formed a key part of the service’s vision and strategic direction.

All staff we spoke with were highly motivated and positive about their roles. They described a friendly, safety-focused, and open culture, and reported receiving strong support from managers. Staff consistently described a positive working environment and effective teamwork.

We scored the service as 4. The evidence showed an exceptional standard. The service had exceptionally inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty.

Relevant professional bodies recognised the doctors working at the service as experts in hair transplant surgery. All were members of the International Society of Hair Restoration Surgery (ISHRS) and the British Association of Hair Restoration Surgery (BAHRS). They regularly attended and delivered national and international training events. As experienced commentators and lecturers in the field, the doctors provided specialist in-house training to all staff.

Leaders we spoke with clearly articulated the service’s priorities and challenges. The service demonstrated inclusive and effective leadership at all levels, with leaders possessing the experience, capacity, and capability to deliver high-quality care. A system of leadership development and succession planning supported a diverse and skilled leadership team, which reflected the workforce’s diversity and addressed the service’s evolving priorities.

We were informed of a recent team restructure designed to give hair technicians greater experience in shift organisation and management. Staff also described the business owners as highly respected both within the service and across the wider sector.

Staff were encouraged to learn and share ideas with others. Doctors employed by the service had held senior positions, including President of BAHRS, Scientific Chair of the ISHRS World Congress, the Aesthetic and Anti-Ageing Medicine World Congress (AMWC), and the Facial Aesthetics Conference and Exhibition (FACE).

Staff spoke positively about the support they received from managers. They described senior leaders as visible, approachable, and consistently providing excellent support and guidance.

We scored the service as 3. The evidence showed a good standard. The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The service maintained an open culture that encouraged staff to raise concerns without fear of reprisal. This was supported by clear policies and accessible leadership. Staff told us they felt confident in raising issues and described the culture as open and friendly, with excellent teamwork across all levels.

The service had a Freedom to Speak Up (FTSU) policy and FTSU guardian that was accessible to all staff. It clearly outlined the process for speaking up and what staff could expect in return, ensuring transparency and support.

Staff consistently reported feeling comfortable approaching management with concerns. They felt valued and supported in their roles and described the owners of the business as highly respected both internally and externally. Staff were encouraged to learn and share ideas with others.

An equal opportunities policy was in place to help prevent discrimination in decision-making. It highlighted the importance of recognising both direct and indirect discrimination. Most staff had been with the organisation for a significant period and reported enjoying their work.

There was an up-to-date whistleblowing policy. However, there was no evidence that staff had needed to refer to it during the previous 12 months.

We scored the service as 3. The evidence showed a good standard. The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The service promoted a highly inclusive and fair culture, where diversity was valued and staff felt heard, supported, and respected across all roles. Its commitment to equality and inclusion was evident through its policies, support mechanisms, and proactive efforts to promote staff wellbeing and celebrate achievements.

The service conducted regular audits to analyse trends and drive continuous improvement. Findings were shared across staff teams. A yearly audit reviewed various aspects of working practices—from patient care to administrative processes—to assess service quality. This included staff satisfaction data and individual practice reviews. Staff consistently reported feeling valued, respected, and treated equally.

Staff had opportunities to suggest incentives and ideas through an annual Employee Engagement Survey. Results shared after the inspection reflected a positive culture where staff felt appreciated.

Staff wellbeing was actively supported. A dedicated wellness room was available throughout the day, and communal staff areas were bright, modern, and relaxed in feel rather than clinical. Mental health support was available via self-referral.

Staff praised the doctors for their accountability, professionalism, and work ethic. They described working in a friendly environment and reported socialising with colleagues outside of work. All staff had completed equality and diversity training, which was reviewed annually. Staff demonstrated good awareness of both patient needs and those of their colleagues.

We scored the service as 3. The evidence showed a good standard. The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The service exhibited effective governance, strong management, and a clear commitment to sustainability. This was underpinned by collaboration, continuous improvement, and proactive planning.

A comprehensive risk policy and register addressed staffing shortages, financial stability, and emerging risks. We saw evidence that these risks were reviewed regularly. Senior managers reviewed and updated all policies and procedures annually. The policies and procedures we examined had been reviewed within the 12 months prior to our inspection and were scheduled for their next review in August 2025.

We found that the provider’s policies for complaints, incident reporting, and medicines management were consistent and accurately reflected staff practice.

The service had established a governance framework and maintained records to demonstrate that processes were completed. For example, we reviewed surgical checklists, training matrices, and clinical protocols. Relevant governance policies and clinical guidelines were available and well embedded. Information governance systems ensured the confidentiality of patient records.

Staff received annual information governance training and remained up to date with current guidance. Leaders promoted continuous learning through conferences, workshops, and local partnerships to share best practices. Team managers had access to performance data, staffing information, and patient care metrics to support their roles.

There were clear and effective processes for managing risk, issues, and performance. The service conducted monthly and annual risk assessments and regularly updated the risk register, which recorded key risks such as staff shortage and power outages and target review dates. We reviewed the service’s risk management policy, which was in date, and noted the presence of an up-to-date business continuity plan.

Managers demonstrated a clear understanding of the key risks to the service and had implemented control measures to mitigate them. Completed risk assessments included scenarios such as fire, flood, power outages, patient deterioration, infection, and device failure. Continuity strategies were in place for each identified risk.

Recruitment records for the managing director showed that appropriate checks had been undertaken in line with regulatory requirements for fit and proper persons.

Staff participated in daily huddles, and monthly staff meetings were held. Meeting minutes showed that key discussions took place around performance, risk, governance, audit findings, and incidents. Actions were followed up at subsequent meetings. The managing director attended staff meetings to provide corporate oversight.

Staff had access to the equipment and information technology required to carry out their roles. Information was presented in an accessible format, was timely and accurate, and supported service improvement.

Managers understood their responsibility to report notifiable incidents to external organisations. They described a system in place to ensure safety alerts were actioned and cascaded to all staff.

We scored the service as 4. The evidence showed an exceptional standard. The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborate for improvement.

The service engaged with people through informal interactions, patient surveys, and feedback forms. Feedback was systematically reviewed to identify themes and trends, which informed service improvements where needed. The overwhelmingly positive feedback highlighted the effectiveness of these engagement efforts.

Staff were recognised as experts driving innovation through research, university collaborations, and global partnerships. The service had secured grants for campaigns and research projects, enhancing public awareness and safety in hair restoration surgery, aligning with new aesthetic sector regulations and consistently striving for better patient outcomes and options. Doctors shared expertise via conferences, publications, and live-streamed surgeries, contributing to industry standards.

We saw evidence that the service was providing inclusive, compassionate care to individuals experiencing hair loss by actively collaborating with the LGBT+ and harder to reach communities to foster strong partnerships, enhance services and ensure cultural sensitivity.

People who used the service and staff consistently described the service as widely recognised for its expertise in hair restoration. Patients told us that care and treatment were well coordinated, and that staff kept them informed throughout their procedures.

One staff member described the partnership working as highly positive, stating, “We have the opportunity to attend conferences and training; they are very supportive when it comes to new technology and sharing good practice. We can then present our findings to the rest of the team.”

Staff also reported and we saw evidence of regular engagement with other hair transplant providers which enabled access to support and guidance when needed.

We scored the service as 4. The evidence showed an exceptional standard. The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The service demonstrated a strong commitment to learning, improvement, and innovation. This was supported by sustainable care models, effective governance, and collaborative partnerships. Continuous learning and data-driven decision-making drove enhancements in care delivery and clinical practice.

As part of its mission statement—research, restoration, and education—the service participated in ongoing research into new treatments and hair biology. It collaborated with universities, global consumer goods companies, restoration surgeons, and plastic surgeons to support the discovery of new methods for treating skin and hair disorders. People using the service signed consent forms to participate in research and understood they could withdraw their consent at any time.

Safe innovation was actively celebrated; we heard that the provider was the first to provide beard transplant services. The service shared its work locally, nationally, and internationally, contributing to system-wide improvements. Leaders engaged in conferences, workshops, and local partnerships to drive continuous improvement and ensure high-quality, innovative care. Staff were supported to acquire and develop new skills and best practice sharing was recognised as integral to maintaining high standards of care.

Doctors presented a patient case at the ISHRS World Congress in Denver in 2024 to gather expert opinions. Learning points—including patient positioning and equipment modification—were disseminated to all attending doctors to improve future practice worldwide.

The service used its lecture room to educate staff and others in the industry. It had the capability to live stream transplant surgeries from the operating room to the lecture theatre.

Directors and doctors at the service were working with partners to drive improvements within the hair transplant industry through exploring innovative processes for preserving the integrity and viability of hair follicles more effectively in a specialised tissue storage solution. Managers researched, tested, and procured the best available equipment to enhance procedural quality and produced publications detailing the use of some of this equipment.