By: Engineer Bakht Said Yousafzai
Staff at Leeds Teaching Hospitals NHS Trust have reported alarming incidents of racism, bullying, and intimidation, according to a recent Care Quality Commission (CQC) inspection. The trust’s interim leadership has issued a public apology and pledged urgent reforms following the scathing review.
The CQC’s “well-led” inspection, conducted in June 2025, rated the trust’s leadership as “Requires Improvement.” The review highlighted persistent concerns over maternity and neonatal services and exposed a workplace culture in which staff raising concerns often faced negative consequences.
Leeds Teaching Hospitals NHS Trust, which runs Leeds General Infirmary, St James’s University Hospital, Leeds Children’s Hospital, and other facilities, has faced mounting regulatory scrutiny. The trust’s maternity services had previously been downgraded to “inadequate,” prompting a broader investigation into leadership and organisational culture.
During the inspection, CQC inspectors collected numerous in-depth accounts from staff across various roles and ethnic backgrounds. Allegations included bullying, harassment, and behaviours inconsistent with the trust’s stated values of dignity, respect, and safety.
Rob Assall, CQC’s operations director for the North, said that leaders did not always listen to staff concerns, and some employees experienced detriment after raising issues. Inspectors also noted a lack of cohesion at the board level and an inconsistent culture of openness.
While not all issues could be traced to a single department, the collected testimonies revealed patterns spanning multiple areas. Staff reported reduced opportunities, professional isolation, and eroded trust when they spoke out about unsafe practices.
Allegations of racial discrimination were particularly concerning. Minority staff described micro-aggressions, insensitive remarks, and being silenced in meetings. Internal trust reviews identified complaints against board members for bullying and racism, while anonymous emails highlighted distressing experiences faced by ethnic minority employees.
In one case, an emergency department worker claimed they were disciplined after responding to racial abuse during a shift. Over 40 consultants publicly supported the employee, describing the disciplinary action as “unjust and disproportionate.”
Interim Chief Executive Brendan Brown apologized to staff affected by bullying and racist behaviours. He acknowledged that concerns were sometimes ignored and that some employees suffered as a result.
Brown emphasized the trust’s commitment to creating a safe, respectful, and supportive workplace. He also pointed to positive aspects of the CQC report, including environmental sustainability initiatives, strong partnerships, and high patient satisfaction, suggesting these could serve as foundations for improvement.
The trust invited staff and patients to raise concerns through official channels, including the Patient Advice and Liaison Service. The CQC report, however, flagged significant problems in board dynamics, citing “exceptionally strong personalities” that undermined trust and decision-making.
This lack of cohesion contributed to inconsistent application of leadership values across services. In response, the trust commissioned an external review of its diversity and inclusion policies, partnering with The Employers Network for Equality and Inclusion. A formal complaint against a director relating to bullying and racism remains under investigation.
Observers warn that meaningful change will require sustained effort at multiple levels. The CQC has committed to close monitoring through follow-up inspections. Ensuring staff feel safe to raise concerns without fear of retaliation will be critical.
A common challenge in NHS organisations is the gap between formal policies and daily practice. Anti-bullying protocols, diversity strategies, and whistleblowing frameworks exist on paper, but staff experiences often tell a different story. Leeds faces a steep climb in addressing these issues effectively.
Staff morale and retention are at risk. When employees feel unsupported, recruitment, retention, and overall wellbeing decline. In pressured departments, such internal failures can indirectly compromise patient safety.
The CQC’s focus on leadership and culture highlights a broader regulatory shift. Past NHS inquiries have repeatedly identified toxic culture and leadership failures as root causes of organisational shortcomings. Leeds’s experience underscores the inseparability of clinical competence and organisational health.
The public exposure of bullying and racism within a major NHS trust highlights systemic inequities. Minority staff frequently bear disproportionate burdens, both through direct discrimination and the emotional labour of navigating hostile environments.
The case may also prompt wider scrutiny of how NHS trusts monitor and act on staff complaints. Are whistleblowing protections sufficient? Do disciplinary processes account for bias? Do boards regularly evaluate the effectiveness of inclusion measures?
Leeds Teaching Hospitals now faces a critical path forward. Implementing the external review’s recommendations, providing transparency on the complaint against the director, enhancing whistleblowing protections, improving board cohesion, and maintaining close CQC oversight will be key.
For patients, staff, regulators, and the public, the central question remains whether the trust’s response will yield tangible results. Recognising past failings is insufficient; measurable shifts in culture and everyday practice are essential.
As the NHS continues to grapple with staffing pressures, funding challenges, and high patient demand, Leeds’s situation offers a stark reminder: how an organisation treats its staff directly impacts patient care. The reckoning has begun, and the challenge now is translating intent into lasting
