Independent review into Mid & West Wales Fire Service finds 'bullying and harassment is widespread'
It's been described as 'an operational boys club.'
Last updated 6th Feb 2025
The Mid and West Wales Fire and Rescue Service (MAWWFRS) has been described as 'an operational boys club' in a damming independent review into the organisation's work culture.
It follows a similarly negative report into North Wales Fire and Rescue Service.
Commissioned by MAWWFRS, it was carried out by Crest who surveyed 429 former and current staff, interviewed 41 of them, and held multiple focus groups.
They cover the areas of Carmarthenshire, Ceredigion, City and County of Swansea, Neath and Port Talbot, Pembrokeshire, and Powys.
It found 'bullying and harassment to be widespread', with almost half of survey participants reporting personal experiences since June 2021, and just over half having witnessed such behaviours.
However, it reported that most staff were proud of their jobs, and 'displayed a strong service mindset and desire to help others.'
Overall, the review found the service 'to reflect a bullying culture' and that they must 'undergo transformative reforms, modernising its culture and structure.'
Senior staff have apologised and said they will do more to make sure staff feel supported within the fire service.
Here are the key findings from the report:
- A large majority of staff and former staff described MAWWFRS as an 'operational boys club,' where personal connections with senior leaders fostered favouritism and nepotism.
- Senior staff were significantly more positive than junior staff about the current culture and prospects for future cultural improvements.
- The aspects of culture most frequently reported as having deteriorated related to the transparency, conduct and communication of senior leaders.
- A lack of accountability was prevalent, leading to a sense of betrayal and resentment, though trade union relationships had shown improvement.
- Most staff were proud of their jobs, and displayed a strong ‘service mindset’ and desire to
- help others.
- The leadership style was described as hierarchical, followed by controlling and unapproachable, with communication highlighted as a significant cultural weakness.
- Described as a culture of avoidance that was viewed as blocking positive change.
- A widespread resistance to change was seen as a significant barrier to cultural improvement.
- The workforce is not diverse and does not reflect the diversity of the local populations it serves.
- Transfer and promotion processes for operational staff were perceived to not follow official processes, and to be heavily influenced by nepotism and favouritism.
- There were widespread concerns about the overuse of temporary contracts, particularly for support and corporate staff.
- Bullying and harassment are widespread, with nearly half (47%) of survey respondents reporting personal experiences since June 2021, and over half (54%) having witnessed such behaviours.
- One in five (20%) survey respondents had experienced discrimination, and 10% of female survey respondents reported experiencing sexual harassment.
- Disciplinary procedures were perceived as unprofessional, not impartial, not confidential, unfair and ineffective.
- Many staff and former staff reported feeling overworked and overwhelmed, and did not think there was adequate wellbeing support being offered to them.
Report's conclusion:
- "Our findings revealed that MAWWFRS is divided along grey book (operational) vs green book (support and corporate), gender, and rank, with a formal hierarchy fostering mistrust, disconnection, and a culture of fear and conformity, stifling open dialogue and innovation."
"High levels of bullying and harassment, a fear of retaliation and ostracisation hampering confidence in reporting, and a lack of confidence in action from senior leaders, reflect a bullying culture at MAWWFRS."
"Gender disparity and a male-dominated culture undermined inclusivity, despite EDI efforts."
"MAWWFRS must undergo transformative reforms, modernising its culture and structure to align with contemporary public safety priorities, addressing systemic issues, and rebuilding trust through decisive, bold and inclusive action."