The short version
- Former employees report a chaotic environment marked by staffing shortages and insufficient training for handling violent incidents.
- Specialist emergency units were deployed to the facility seven times in nine months, significantly more than comparable private prisons.
- The operator denies systemic failures, citing adherence to Ministry of Justice plans and standard recruitment practices.
HMP Millsike, a newly constructed prison in East Yorkshire, has been characterized by former employees as operating under chaotic conditions during its first eighteen months. The facility, which cost approximately £400 million to build, was inaugurated in March 2025 with high expectations from the government. Officials had touted the site as setting a new standard for future corrections facilities, emphasizing rehabilitation and education. However, an investigation reveals a stark contrast between these official projections and the daily realities experienced by staff members who have since left their positions.
Seven former workers spoke to investigators, with all but one choosing anonymity due to concerns about professional repercussions. Their accounts paint a picture of an institution struggling with fundamental operational issues. Six of the individuals cited chronic understaffing as a primary concern, while four explicitly stated they felt unsafe while on duty. The prison is designed to hold 1,500 inmates, though current occupancy stands at roughly 1,100 according to Ministry of Justice figures. Despite the lower population, the strain on resources appears significant, with staff describing an atmosphere where basic safety protocols were frequently compromised.
A central point of contention involves the training and background of the workforce. Former employees expressed alarm that many colleagues lacked prior experience in corrections, noting backgrounds in retail and fast-food industries instead. During a public meeting in June, interim director Paul Newton acknowledged recruitment difficulties, stating that 90 percent of employees had never worked in the prison sector before joining Millsike. The operator, Mitie, defended its hiring strategy, asserting that recruitment aligns with phased growth plans and includes candidates from military and other criminal justice backgrounds. They maintained that all operational staff complete more than eight weeks of training, including shadowing roles at other facilities.
Despite assurances regarding training adequacy, specific incidents highlight gaps in preparedness. Steve Richardson, a maintenance worker who spent ten months at the facility, described being assaulted by inmates who threw feces and urine at him. He claimed that non-officer staff were frequently tasked with duties outside their job descriptions, such as monitoring vulnerable prisoners at risk of self-harm, despite lacking the necessary control and restraint training known as DoJo certification. Mitie disputed this, stating that all personnel requiring such training had received it. Richardson’s account underscores the tension between official policy and on-the-ground execution.
Security breaches have required external intervention with alarming frequency. Data obtained through freedom of information requests shows that elite prison squads from the Operational Response and Resilience Unit were called to Millsike seven times in just nine months during 2025. These specialist teams, which include dog units, are reserved for high-risk incidents. In comparison, other privately run category C prisons received far fewer deployments: eight calls at Oakwood, and three each at Fosse Way and Northumberland. One former worker recounted a November incident where an inmate became violent, smashing windows and throwing pool equipment before being subdued by the elite squad. Mitie argued that these call-outs were within expected parameters for a new facility.
Further complications arose from infrastructure failures and disciplinary issues. In November 2025, a sewage pumping station broke down, which some reports linked to inmates flushing clothes down toilets, a claim Mitie denied. Additionally, a female prison officer received an eight-month suspended sentence in June 2026 after admitting to an inappropriate relationship with an inmate. These events contribute to a narrative of instability within the institution. The Ministry of Justice has not disclosed current vacancy rates at Millsike, as private prisons are not required to publish this data, leaving questions about whether staffing levels meet operational needs.
The broader context involves a government pledge to create 14,000 new prison places by 2031, with Millsike serving as the first of four planned jails. The success or failure of this model could influence future corrections policy across the UK. While the facility was built with a focus on rehabilitation, the reported chaos suggests that structural challenges may undermine these goals. Local residents have also been affected, with reports of emergency services attending the site following an explosion-like incident in July, though no viable explosive device was found.
As the prison continues to operate, the disparity between government rhetoric and staff testimony remains unresolved. The Ministry of Justice maintains that Millsike is operating according to agreed plans, while former employees describe a system stretched beyond its capacity. The reliance on external specialist units for routine security issues raises concerns about long-term sustainability. Without transparent data on staffing levels and incident resolution, it remains unclear whether the facility can achieve the standards set by its proponents or if it will continue to struggle with the operational deficits reported by those who worked there.
The situation at HMP Millsike serves as a case study in the complexities of modern prison management. It highlights the difficulties of integrating new staff into high-stress environments and the risks associated with rapid expansion of correctional capacity. As debates over justice reform continue, the experiences at this flagship facility offer critical insights into the practical challenges of implementing ambitious policy goals. The coming months will likely reveal whether these issues are isolated to Millsike or indicative of broader systemic problems within the UK’s prison network.
Sources behind this briefing
Go to the original reporting
- BBC News↗Ex-workers tell of 'chaotic atmosphere' at new £400m prison
