Nursing regulator confirms the number of employees it has dismissed for racist or bullying behaviour in past 18 months, as it moves to mend damaged reputation
The NMC’s chief executive says the nursing regulator has established a ‘clear anti-racist ethos’ Picture: Barney Newman
Eighteen staff at the Nursing and Midwifery Council (NMC) have been sacked for bullying or racist behaviour in as many months.
The regulator’s latest council meeting papers suggest 12 people were dismissed, but the NMC has confirmed the higher figure to Nursing Standard.
NMC transformation plan followed criticism over abusive behaviour
The NMC came under fire for bullying, racism and sexism issues in a 2024 review of its organisational culture by former chief public prosecutor Nazir Afzal. The review was commissioned after a whistleblower accused the regulator of failing to tackle serious sexual, physical and racial abuse in the organisation because of a culture of fear and cronyism.
The NMC published a culture transformation plan last year and signed the Unison anti-racism charter.
NMC chief executive Paul Rees, who was appointed in the aftermath of the review, says it will continue to take action against racism and bullying and, while there is some improvement in the organisation’s culture, there remains ‘more to do’.
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‘Zero-tolerance approach and new set of values’
‘We’re building a new NMC, underpinned by a clear anti-racist ethos and a zero-tolerance approach to bullying,’ Mr Rees says. ‘We have introduced a new set of values – integrity, fairness, respect, equity and effectiveness – alongside a clear framework for our staff that defines the behaviours we want to see and the ones we don’t want to see.
‘We are beginning to see signs of change, however, we’re clear there is more to do’
Paul Rees, NMC chief executive
‘Where people bully others or are racist, we will take tough action. We have rolled out one of the most extensive coaching programmes for managers across any UK healthcare regulator, to equip our leaders to lead the transformation of the organisation.
‘We are beginning to see signs of change, and I am often stopped by staff in the corridor or on the fringes of meetings, saying how different things feel. However, we’re clear there is more to do, and will continue to drive sustained and meaningful change.’
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