When Things Go Wrong: Responding to Unethical Supplier Behaviour

There may come a time when a supplier or contractor acts in a way that raises serious concerns – as practice manager, knowing how to respond swiftly and wisely is essential

Even with careful planning, rigorous vetting and trusted references, sometimes a supplier or contractor will act in a way that’s unethical, unlawful – or just plain unprofessional. As a practice manager, you’re responsible for protecting your practice from the fallout of these actions. That means responding quickly but carefully, ensuring both patient safety and organisational integrity remain intact.

Don’t Blame Yourself – Take Control

If you’re dealing with contractor misconduct, it’s easy to feel frustrated or responsible. After all, you likely spent time checking credentials, reviewing past work and securing references. But people and organisations can still behave unpredictably, and no risk assessment can completely remove all risk. Rather than dwell on what went wrong, focus on what happens next. Your responsibility now is to act quickly, objectively and decisively. The key is to remain calm, act calmly and focus on protecting your team, patients and practice.

Document Everything Thoroughly

Start by reviewing your records. Go back through all communications with the contractor or supplier – emails, contracts, delivery notes, invoices, site visit logs and any relevant meeting minutes. Pay close attention to any early concerns or minor red flags that may now seem significant. Create a timeline that documents your interactions, including dates, concerns raised and agreements made. This log may be essential if the matter is escalated to external bodies or if legal steps become necessary.

Assess the Severity and Scope of the Issue

Next, assess the nature of the issue. Is it a one-off incident caused by a specific individual – such as inappropriate behaviour on-site – or is it a wider issue, like misleading compliance claims or substandard equipment? If the issue is personnel-related, you may be able to work with the contractor to have them removed or replaced. But if the problem is embedded in the company’s practices – such as health and safety breaches or dishonest representations – you may need to consider suspending the contract entirely.

Any action you take should align with your practice’s values and your responsibility to patients and staff. Depending on the nature of the issue, you may need to report the contractor or supplier to an appropriate authority. This might include:

Care Quality Commission (CQC): For breaches that could impact clinical safety, infection control, or governance

NHS England/Integrated Care Board (ICB): For financial concerns, procurement irregularities, or funding implications

Health and Safety Executive (HSE): For on-site safety breaches or unsafe working conditions

Trading Standards: For misleading claims, service failures, or consumer rights violations

Action Fraud or the police: If criminal activity such as fraud or deception is suspected

Document when and how you escalated the matter, including any case numbers or responses.

Take Immediate Safeguarding and Safety Actions

If there are any safety or safeguarding concerns, these must take priority. Limit or revoke access to your premises immediately, inform key staff members and review security or visitor protocols as needed.

It’s important to keep your team informed without causing alarm. Brief clinical and administrative staff on any changes to supplier arrangements, including who is allowed on-site and when. Communicate clearly, factually and sensitively.

Depending on the severity, you may need to inform your partners, PCN, ICB, or patients (if services were affected). Be transparent, but careful. Share factual, appropriate information and offer reassurance about how the practice is responding.

With thorough research and a bit of luck, you may never have to deal with a problematic supplier or contractor. But in reality, even the most carefully vetted and background-checked providers can sometimes behave in ways that are unethical, unlawful, or simply unacceptable. You can’t predict every problem – but with strong procedures and confident leadership, you can handle supplier failures without letting them disrupt the heart of your practice.