Corporate report

DBS annual quality account: 2025 to 2026

Published 11 September 2026

1. Foreword from the DBS Chairman, Dr Gillian Fairfield

During a year of high operational demand and continued organisational change, the Disclosure and Barring Service’s (DBS) Quality Account for 2025-26 reflects DBS’ resilience to continue to deliver strong and vital safeguarding outcomes, alongside the delivery of high-quality services, which keeps quality and safeguarding at the heart of our decisions, delivery, and improvement.

This Account highlights DBS’ ability to manage continued high volumes of disclosure checks and a record volume of barring referral intake whilst meeting our quality targets and sustaining public trust in the quality of our services and the positive impact we have on safeguarding. Our performance is underpinned by strong governance, a skilled and dedicated workforce, effective use of data, and improved digital capability. This Quality Account also shows how the insight we gain from assurance activity, complaints, audits, data breaches, and customer feedback is used systematically to strengthen our services and support fair, proportionate and defensible safeguarding decisions that help to protect children and vulnerable groups from harm.

As we progress with the delivery of our 2025–2028 Strategy, we are strengthening our role as a key, visible, and trusted safeguarding organisation. We are transforming our customer services offering, using latest innovations and digital services to improve efficiency, accessibility, and the overall customer experience, and keeping safeguarding outcomes paramount. We use external assurances, including continued ISO 9001 certification, strengthened Customer Service Excellence with additional Compliance Plus ratings, and positive audit results to provide confidence in the effectiveness of our governance, risk management, and controls.

Looking ahead, we enter 2026–27 with a clear direction and a strong foundation for further progress. A review of the Quality Assurance Framework and continued digital modernisation, alongside a stronger focus on insight and innovation, will help DBS remain resilient and responsive in an ever-changing risk and demand landscape.

I am very pleased to present this Quality Account as an accurate and balanced record of our achievements and our ongoing commitment to quality and safeguarding. On behalf of the DBS board, I would like to extend sincere appreciation and thanks to our staff across both operational and support services who have helped to deliver our achievements by demonstrating their passion for quality and safeguarding every day.

2. Introduction from the Chair of the Quality, Finance, and Performance Committee

As Vice Chair of DBS and Chair of the Quality, Finance, and Performance (QF&P) Committee I am delighted to introduce our eighth annual Quality Account.

This Account shows how our teams have sustained outstanding standards, with low error rates and issues identified and resolved quickly, throughout a year of high volumes in disclosure checks and barring referrals. Our mature assurance and learning culture, delivered through a comprehensive Quality Assurance Framework, internal audits, and learning from complaints and root-cause reviews, ensures that we capture, share, and translate insight into real service improvement that benefits our customers.

Central to this is our skilled, engaged, and well-supported workforce. We continue to invest in training, professional development and wellbeing, enabling colleagues to exercise sound judgement and maintain high quality in all that they do to, especially when it comes to making the sensitive and complex safeguarding decisions for which we are responsible. In parallel, we are improving customer experience and accessibility through transformed contact models, digital tools, and analytics that increase responsiveness and consistency, and help us resolve complaints quickly and accurately.

Our work on digital modernisation is bringing us closer to being able to provide end-to-end paperless services and is delivering improved barring referral quality and reducing customer effort through innovations such as online disclosure results, the Barring Referral Service, and insight tools. We are also adopting automation and AI-enabled tools responsibly to support our staff with their professional judgements.

This Quality Account is a testament to the excellent work the DBS, its partners and stakeholders, have undertaken.

Neil Rhodes, Quality, Finance, and Performance Chair and Non-Executive Director

3. Quality Statement from DBS Chief Executive

As Chief Executive of DBS, I understand that quality is key to our ability as a national safeguarding organisation to deliver on our purpose and vision. I am committed to fulfilling my personal responsibility for delivering the highest possible quality of service while achieving value for money.

I recognise that our people, partners, and stakeholders are vital to our success. Effective support, development, engagement, and collaboration, alongside effective challenge, are some of the fundamental principles needed.

Our refreshed strategic priorities and objectives continue to be focused on investing in our people, making technological improvements, increasing diversity and inclusivity, and providing reliable, consistent, timely and accessible services.

In line with the approach set out in the quality assurance framework we continue to seek assurance that DBS is doing the right things in the right way at the right time. We analyse and review data, objectively evaluating the effectiveness of our activity, seek feedback from our customers and partners, and invest in innovation and continuous improvement.

Furthermore, our associate directors, heads of service, managers, and all colleagues continue to meet their responsibility for maintaining a culture of quality and striving to deliver quality services.

4. Governance arrangements

This is the 8th annual quality account and the 6th produced to address the requirement contained within the DBS Quality Assurance Framework (QAF) to produce an annual quality account report, with this report being reviewed by the Quality Finance and Performance (QF&P) committee on behalf of the board.

The QAF was originally created to support the DBS 2020-2025 strategy, and it assigned responsibility for the production of the annual quality account to the Executive Director of Barring and Safeguarding, in collaboration with the Deputy CEO. Changes in senior leadership and structure over the last three years have seen this responsibility currently placed with the Associate Director Strategic Lead for Safeguarding.

Operational governance is maintained by Associate Directors and Heads of Service.

Day to day scrutiny of quality assurance activities, encouraging and embedding a culture of learning and improvement was undertaken during the year by established forums including:

• Operational Services Quality Steering Group
• Operational Quality Summit
• Local Change and Improvement Forums
• Business Change Forum

At a corporate level, appropriate and effective challenge and support are provided through the following groups and teams:

• Executive Team
• Corporate Leadership Team
• Corporate Challenge Oversight Group
• Strategic Plans Oversight Group
• People Steering Group
• Demand Forum
• LTER Programme Board

Independent assurance of the DBS approach to quality and continuous improvement, including the effectiveness of our ability to achieve our vision, purpose and strategic objectives, is provided through a range of external assessments and audit.  These include those undertaken by the British Standards Institution (BSI), Customer Service Excellence (CSE) and Government Internal Audit Agency (GIAA).

5. Quality Assurance Framework

The DBS quality assurance framework, referred to as the QAF, outlines a programme of activity, assessment, and reporting in relation to the quality and effectiveness of DBS systems and services.

It sets out a whole system approach to objectively evaluating a variety of both qualitative and quantitative data from different sources to ensure we keep vulnerable groups at the centre of what we do, recognising the key role DBS plays in the safeguarding environment.  It provides oversight of our activity addressing the three imperatives of:

• safeguarding
• effectiveness and efficiency
• user experience

The QAF serves to hold each directorate within DBS to account and gain assurance of the effectiveness of their arrangements to develop a culture that is open, just and learning based.  Quality assurance at DBS is based on building positive relationships; it is characterised by both high support and high challenge.

The underpinning principles of the QAF focus on both safeguarding and quality.  Quality assurance is based on progress and outcomes, and the experience of our customers, partners, and stakeholders; quality assurance also considers the impact we have on our responsibility to protect the public.  The QAF supports DBS in evidencing whether we are doing the right things, for the right reasons at the right time.

The launch of the DBS 2025-28 strategy has generated a need for the current QAF to be reviewed and potentially replaced with a new framework that supports delivery of the objectives set out in our strategy. The Associate Director Strategic Lead for Safeguarding has commenced a review of the QAF and the approach to assessing quality across DBS. It is anticipated this will be completed in Q3 of 2026-27.

6. Safeguarding and Quality Charter

Launched in November 2021, the Safeguarding and Quality Charter supports the delivery of, and focuses on outcomes for, all our strategic objectives, upholding the OneDBS philosophy.

We want our people to understand the link between providing a high quality, accessible and inclusive service for our customers and the contribution they make through learning development and continuous improvement to the national safeguarding agenda.

We want our partners to recognise us as a safeguarding organisation with a valuable and unique contribution to play in the national and international safeguarding narrative and continue to see us as flexible, responsive and a source of safeguarding expertise.

We:

Seek to engage a diverse population including those who benefit from our services and products, as well as those who use them

Influence by informing and guiding the wider safeguarding debate through our organisational profile, knowledge and expertise

Meet and strive to exceed partners expectations, in terms of recommendations, time frames, and performance in the recognition of how this impacts our ability and our partners ability to safeguard the public

Demonstrate how our strategic, business and financial priorities and planning are informed by, and rooted in, our purpose to protect the public by helping employers make safer recruitment decisions

Nurture an organisational culture where quality is measured by our ability to safeguard first and foremost

Prioritise activities that enhance our ability to safeguard vulnerable groups, safeguard individual civil liberties and promote employer ability to protect the public

Challenge activities that undermine our commitment to safeguarding and quality both internally and externally

Focus quality assurance activities on the customer and partner and the impact we have on our joint responsibility to protect the public

Reflect on our work and shared learning, including learning from error and experience and ensuring a feedback loop as a means by which we define ‘good DBS practice’

Articulate and demonstrate what we know about the quality and impact of DBS functions on our customers, and how our arrangements maximise the safety of the public including children, vulnerable adults and the wider public

Communicate our safeguarding commitment and ambition to reach a wide and diverse population in a manner that embraces inclusivity and equality.

The Safeguarding and Quality Charter is not referenced within the current DBS QAF.  However, the principles it reflects are supportive of its effective operation. The Associate Director – Strategic Lead for Safeguarding will review the status of the Charter as part of the review of the QAF.

7. The purpose and scope of the Quality Account

This quality account draws together a range of both quantitative and qualitative evidence and provides an assessment of quality assurance activity and the impact of that activity during 2025–26.

It provides a review of achievements against the deliverables under each of our strategic priorities and objectives and the three QAF imperatives. It identifies areas of good practice and areas for improvement as well as providing information on service delivery.

The account includes both internal review and evidence from external assessment to ensure a balanced assessment.  It reports on DBS’ approach to quality, through a safeguarding lens, to ensure focus has remained on our core function of protecting vulnerable groups, including children. 

The quality account is formally reviewed by the Quality, Finance and Performance committee, who provide DBS Board with assurance of progress against the QAF.

The review of the QAF will address whether a standalone Quality Account is still necessary or whether assurance can be provided satisfactorily via the DBS Annual Report and Accounts.

8. Strategic Objectives

The DBS 2025-2028 strategy was published on 2 April 2025. The strategy took into account many voices, both internal and external, and was developed to drive and deliver the further changes needed to transform our services to customers. Our objectives reflect the previous 2020-2025 strategy but have been reframed and updated to drive further change over the next three years. Our purpose and vision have remained unchanged.

8.1 Our Purpose

Protecting the public by helping employers make safer recruitment and employment decisions, and by barring individuals who pose a risk to vulnerable people.

8.2 Our Vision

We will make recruitment and employment safer, by being a visible, trusted and influential organisation. We will provide an outstanding quality of service to all our customers and partners. Our people will understand the important contributions they make to safeguarding and feel proud to work within an inclusive and increasingly diverse organisation.

8.3 Our Strategic Objectives

To fulfil our purpose, achieve our vision and make the right impacts by 2028, we will focus on the following five strategic objectives:

SO1: Our products and services

We will provide accessible, timely and high-quality products and services effectively.

SO2: Being visible, trusted, and influential 

We will be a more visible, trusted, and influential organisation by delivering our services effectively and achieving measurable results with our stakeholders.

SO3: Delivering through innovative technology

We will harness innovative technologies to support process developments and increase our ability and agility to respond to future demands, improving the efficiency and effectiveness of our services.

SO4: Customer data and insight led

We will be customer and insight led, actively seeking, and using data and feedback to provide the best possible journey for our customers, drive change at DBS and influence change externally.

SO5: Being people-focused

We will guide and support our people to navigate and adapt to change, ensuring DBS continues to fulfil its safeguarding role in a sustainable way.

8.4 Our Strategic Impacts by 2028

Everything we do during the period of the 2025-2028 strategy will be to achieve our strategic impacts; all activity to fulfil that achievement will be undertaken to deliver positive difference in safeguarding, improved quality in our services, optimised value for money, sustainability and improved diversity, inclusion and wellbeing.

We will contribute to lowering the risk of harm to children, vulnerable adults, organisations and wider society. We will enable individuals to safely enter employment and help to protect the right to rehabilitation. We will contribute to economic growth by providing value for money services which support employers to make effective and efficient recruitment and employment decisions.

9. Our Year in Numbers

• We processed just over 7.4 million DBS checks
• Of these, 3,828,877 were Enhanced with Barred List(s) checks, 285,671 were Enhanced, 401,195 were Standard, and 2,918,134 were Basic DBS checks
• 74,013 barring cases were considered
• 13,735 referrals were received from employers and keepers of registers
• 17,234 disclosure information referrals were received as a result of Enhanced DBS checks containing relevant criminality information or intelligence
• 43,044 automatic barring referrals were received as a result of cautions or convictions considered so serious a person will be automatically barred, of which 97.7% were closed within 6 months
• Quality measures:
  • 99.94% quality rate of closures in barring against a 99.75% target
  • 100% of criminality and barring information that DBS should place on a certificate included on the certificate
• Partnership engagement:
  • 445 workshops delivered, reaching over 12,419 individuals
• Social media engagement:
  • X followers increased to 2.3k, Facebook followers increased to 1.7k, and LinkedIn followers increased to 6.1k
• Customer satisfaction rates:
  • our target was to respond to 98% of all complaints within 6 working days and this target was met with an attainment of 99.5%
  • DBS attained a satisfaction rate of 76.8% in the UK Customer Satisfaction Index compared to a national public services average of 74.7%

10. Safeguarding imperative

10.1 Strategic Alignment:

• SO1: High quality products
• SO2: achieving measurable results with our stakeholders
• SO5: ensuring DBS continues to fulfil its safeguarding role in a sustainable way.

10.2 Operational Services Training

Safeguarding Level 1 Training and Safeguarding eLearning

Safeguarding training takes our staff through some of the fundamentals of safeguarding, and how our work makes a difference. Initial training is delivered via a trainer led session, and refresher training through e-learning. Upon joining the organisation, staff attend the trainer led Safeguarding Level 1 training. This is followed up by mandatory, biennial, online e-learning refresher training. This reporting year, 89% of staff have completed the online e-learning refresher training.

Barring Casework operational training refresher training and learning

Several internal learning support materials were developed during 2025-26, to provide additional support for all casework staff. These included:

• e-learning on redaction
• role of a caseworker to assist with recruitment
• evidence evaluation flowcharts
• appropriateness and proportionality guide
• quality bulletins produced on themes identified from appeals
• quality assurance refresher training on evidence evaluation, the structured judgement process, proportionality and the test for regulated activity was delivered to team managers, deputy team managers and caseworkers

Continuous professional development sessions for staff to upskill and enhance their knowledge and understanding of a variety of safeguarding topics took place.  These included: The General Medical Council, Disclosure Scotland, Children’s Services and the Family Court and Autism Awareness. These sessions were delivered as virtual ‘Masterclasses’.

Themed case conferences

Two themed case conferences were held this year:

• financial/material abuse
• failure to protect /safeguard

These were attended by team managers, caseworkers, heads of service, and associate directors of the Barring workstream. From these, ‘points to consider’ bulletins were produced to support caseworkers in these areas.

Application management training

We have continued to offer in-house training as well as to support other teams to ensure a standardised approach.  Sessions have included using the Police National Computer, ‘unsure’ matching and rehabilitation of offenders.

Throughout this reporting year we have focused on improving the training procedures to make the process more efficient. For new starters, training colleagues have taken responsibility for securing laptops and system access to limit delays to training. Feedback and regular meetings between the mentors and training leads are helping to ensure consistency. Using the trainers as floorwalkers and Quality Assurance ensures consistent advice and feedback. 

In 2026-27, we will be focusing on feedback from trainees to identify further areas for improvement, including improved communication and reviewing training packs.

10.3 Operational Services Quality Assurance

Barring workstream

The barring quality rate of closures was achieved at 99.94% against an increased target from last year of 99.75%. This was the fifth year that performance has successfully been achieved against this measure. Performance against the tier 2 quality rate of closure (‘high risk event’) was also achieved – 98.82% against a target of 98.00%.

Key performance indicator and second tier check

The tier 1 Key Performance Indicator (KPI) is based on the number of Incorrect Barring Outcomes (IBOs) and safeguarding events.  20938 eligible cases were closed in 2025-26, while 12 incorrect barring outcomes were identified, and no safeguarding events were identified. This means that 99.94% of cases were deemed not an incorrect barring outcome or safeguarding event against the target of 99.75%.

In the same period, a total of 2210 casework decisions were checked through the quality assurance process, of which 26 were High Risk Events (HREs). This means that 98.82% of case closures were not a HRE, against the tier 2 target of 98%. A HRE is defined as where there is a high degree of certainty and consensus that an event or seriously flawed decision has the potential to result in harm to a member of a vulnerable group, including children.

Safeguarding Incident Management System

In addition to the KPIs, there are additional internal quality sub-measures which are monitored and reported on during the year, to provide a ‘whole system’ view of casework quality.

The Quality, Support and Assurance team carry out quality checks on barring casework decisions and rate the decision against the barring and Safeguarding Incident Management System (SIMS). These are categorised below:

• safeguarding events – where all lines of defence and quality checking have failed and there is clear evidence a member of a vulnerable group, including children has suffered as a result or where the incident has been a contributory factor to the harm experienced by a member of a vulnerable group, including children
• risk cases - there is a high degree of certainty and consensus that an event or seriously flawed decision has the potential to have an avoidable negative impact on an individual who is not a member of a vulnerable group, including children
• no risk cases – where the outcome is considered to be correct, but casework quality issues have been identified, which impact upon the defensibility of the decision
• cases meeting the required standard
• information gathering actions – there is a high degree of certainty and consensus that further information is required to determine the correct outcome of the case
• procedural events – a procedural error outside of the decision-making process, which impacts on the quality/productivity of the service

Figures and targets in 2025-26

• 100% of cases closed that were not considered to be safeguarding events as defined by SIMS: target (≥99.75%)
• 98.51% of cases quality checked, that were not considered to be risk incidents as defined by SIMS: target (≥97.5%)
• 95.84% of cases quality checked that were not considered to be no-risk incidents as defined by SIMS: target % (≥ 90%)
• 85.48% of cases quality checked that were not considered to meet SIMS criteria (cases meeting the required standard): target (≥ 80%)
• 97.51% of cases that are quality checked that were not considered to be information gathering actions as defined by SIMS: target (≥ 98%)
• 94.80% of cases that are quality checked that were not considered to procedural events as defined by SIMS: target (≥ 94%)

Barring decision-making root cause analysis

A Root Cause Analysis (RCA) is undertaken on a selection of HREs (an incorrect decision not to place an individual on one or both Barred Lists), risk cases (an incorrect decision to place an individual on one or both Barred Lists) and appeals to the Upper Tribunal each month to help understand key issues and identify learning for the decision maker or wider organisation. ‘Lessons learned’ bulletins are then produced and communicated to staff, as well as feeding into training to provide a continuous learning cycle.

During the year, a total of 42 barring and safeguarding RCA interviews have taken place. This is a selection of cases and appeals where it is considered the most learning can be obtained.

A total of 24 ‘lessons learned’ bulletins were produced, following RCAs, which highlight learning and key messages to individuals and the wider organisation. These were all made available to staff through an electronic library to aid accessibility.

In addition, key learning was highlighted from appeal cases and appeal hearings, and 23 key judgements were circulated.

Themes from RCA/quality checking include the following:

• considering linked cases together to ensure consistency in approach
• applying the test for regulated activity
• using similar fact evidence / identifying patterns of behaviour
• identifying all relevant allegations / phrasing of allegations

Barring quality assurance wrap-around service

During the year, a total of 234 requests for use of the quality advisory and quality wrap around services were fulfilled, providing advice, signposting, and supporting the decision-making process and colleagues, prior to a final decision being made. The wrap-around service provides advice and information on a one-to-one basis and is available to all barring staff.

Application management workstreams

During the 2025-26 reporting year, the Operational Assurance & Compliance Team (OACT) processed 636,722 quality checks, of these 630,251 (98.98%) were correct and 6,471 (1.02%) errors were identified.   5,822 of the errors were false negatives (certificate was blank when information should have been included) and 649 were false positives (incorrect information contained on the certificate).  All 6,471 errors were resolved prior to dispatch. Most errors are still attributable to either RB/applicant error or DBS agent error, which is consistent with previous trends. 

Comparing these results with the previous reporting year 24/25 where 446,851 quality checks were undertaken, of those checks 441,881 (98.89%) were correct and 4,970 (1.11%) errors were identified. Of these 4,563 were false negatives and 407 were false positives. All 4,970 errors were resolved prior to dispatch. Comparing the 1.11% error rate in 24/25 to the 1.02% error rate in 2025-26, shows a 0.09% increase in quality for the reporting year. Most errors are attributable to either RB/applicant error or DBS agent error, which is consistent with previous trends.

No PNC matching errors were identified within the 16,800 Certificate Outcome Checks carried out during the reporting year ensuring we met our KPI’s for Quality.

Quality Steering Group and quality summit

The Quality Steering Group continues to meet quarterly. All meetings have a set agenda with various areas across Ops updating the group on the previous quarter’s results, ongoing issues, and recommendations for improvements. 

Any plans to change approach around quality assurance are discussed and agreed at the group and meetings are documented and minutes taken for audit purposes.

We continue to promote the importance of quality to all stakeholders across Operations. Throughout these meetings quality reports are scrutinised as we continue to monitor error rates, calling out any spikes or discrepancies in data and then offering our support as well as making recommendations for corrective action.

We have continuously reviewed the stakeholder group invited to the Quality Steering Group to ensure we have the key staff and managers to enable us to make changes required based on Quality data discussed.

The Quality Summit continues to be held on a monthly basis. The Quality Support and Assurance team collate information from quality assurance checks and appeal outcomes, reporting performance against the tier 1 and 2 quality performance measures and internal quality performance measures, on both a monthly and year to date basis.  The quality summit looks at performance across all decision-making teams including individual caseworker performance.

Themes identified from quality and appeals are communicated and recommendations for improvement discussed, actions agreed, and progress monitored and reported.  The various operational decision-making teams report on their quality and plans to address any quality issues.

Customer Service Team Assurance

During the reporting period, Customer Services has delivered significant improvements to accessibility, service quality, operational efficiency, and customer experience. These changes have been enabled through major transformation programmes, enhanced use of technology, and a continued focus on professionalism, quality assurance, and customer-centric service delivery.

Customer Programme

The Customer Services Team has been integral to the launch and development of the wider Customer Programme, contributing through a dedicated programme stream. This work is focused on transforming customer contact, embedding a consistently customer centric culture, and increasing organisational maturity in customer experience management.

Complaints Policy 

A comprehensive review of the Complaints Policy is currently underway to modernise and future-proof the complaints service. The review considers changes to operating practices using the Max Contact correspondence system, as well as the potential impact and opportunities presented by emerging technologies, including CoPilot and ChatGPT, within the complaints landscape. 

The review is being supported by agreed tools and guidance provided directly by the Parliamentary and Health Service Ombudsman (PHSO). In addition, a further enhancement has been delivered through the introduction of an active

Customer Contact Project

The Customer Contact Project was successfully completed in December 2025 and represented a major step-change in the Customer Services operating model. Its primary objectives were to improve access to DBS services, strengthen customer contact channels, enhance the overall customer experience, and provide improved back-office support.

Key outcomes delivered include the introduction of direct customer contact via Max Contact, allowing customers to reach all Customer Services teams directly by telephone. This has significantly improved accessibility and responsiveness. 

The deployment of real-time call listening functionality now enables managers to monitor live calls, providing immediate support and targeted coaching to drive quality and consistency.

The implementation of Speech and Text Analytics through Avoira has introduced AI-driven insights into customer interactions, supporting improved quality assurance, compliance monitoring, and a better understanding of customer needs.

In addition, Surfly co-browsing technology has enhanced online engagement by enabling advisors to support customers collaboratively in real time.

A Chatbot facility was launched towards the end of the reporting year. While initially offering a basic service, further enhancements are being explored to improve first-contact resolution.

Data quality and insight have also improved considerably. Enhanced call categorisation and reporting now enable both DBS and HGS analysts to identify key drivers of customer contact, understand root causes, and target remedial actions to reduce repeat or avoidable contact.

Police Quality Assurance Framework

The updated version of the Police/Law Enforcement Agencies (known as Disclosure Units) Quality Assurance Framework regarding Enhanced checks was implemented on 1st April 2026. The objective of the Police Quality Assurance Framework is to deliver consistency, a standard process and audit trail across all Disclosure Units for individual Chief Officer responsibilities when considering information for disclosure and is agreed by the National Police Chiefs Council, for the processing, consideration, and disclosure of police information. 

Over 400 training/feedback sessions have been conducted in 2025/26 by our Standards & Compliance Team for existing and new Disclosure Units staff regarding compliance with the Quality Assurance Frameworks and this will further improve quality and consistency across the 52 Disclosure Units.

DBS have developed a training tool that Disclosure Units can use to train both new and existing staff for the Quality Assurance Framework. This is planned to be released by the end of April 2026 with benefits including improved consistency and understanding when applying the statutory guidance and framework, reduced amount of training time, with a modular based and more user-friendly format.

Police Model Programme

The Police Model programme started in July 2025 and brings together a strategic review over the next 3 – 5 years of a number of workstreams, which will enable service improvements by accessing relevant police information to strengthen safeguarding and operational efficiency, consistency and developing foundations for a longer-term sustainable delivery model.

Registered Body (RB) and Responsible Organisation (RO) Compliance and Quality Improvements

Registered Bodies (RBs) play a key role in the provision of DBS services, including ensuring applications for Standard and Enhanced DBS Checks are completed correctly and the applicant’s identity has been verified.  

DBS is responsible for ensuring RBs are compliant with the DBS Code of Practice for Registered Persons (COP), issued under section 122 of the Police Act 1997 and the Conditions attached to Registration (COR) as set out in the Police Act 1997 (Criminal Records) (Registration) Regulations 2006). 

RBs which submit checks electronically to DBS via an E-Bulk system must comply with the E-Bulk Interchange Agreement and ensure that E-Bulk systems are built in line with the E-Bulk Business Message Specification (BMS).  Over 98% of Standard and Enhanced applications are submitted using E-Bulk.

DBS enables organisations, referred to by DBS as Responsible Organisations (ROs), to make applications for Basic DBS Checks on behalf of applicants. DBS requires ROs to comply with the Basic DBS check Terms and Conditions, Processing Standards (BCPS) and Web Services Interchange Agreement, and ensure that systems are built in line with the web service specifications for Basic applications.

DBS undertakes a compliance programme to ensure the RB and RO networks deliver their responsibilities, as failure to achieve this could compromise the integrity of the service. During the year we have:

• continued to carry out compliance checks, this year our focus has been on Registered Bodies that submit paper applications to DBS
• continued to assess and promote the use of Digital ID validation; signposting any organisations that are unaware of how to utilise this. The intention is to migrate more organisations on to the service to increase security and speed up the process for applicants. We also highlighted the incoming changes to ID guidance so these organisations would be prepared to implement the changes and ensure ID checks continued to be carried out correctly
• increased the number of compliance inspections carried out without increasing resource levels by continuing with remote inspections
• provided support to RBs with non-compliant practices in place and achieved our target of 90% of non-compliant RBs being reassessed as compliant within 4-months, achieving 92% in Q4 and 91% for the year

As a result of the ongoing work to improve quality, the RB network has reduced from 644 to 565 this year. The RO network consists of 96 organisations.

In 2026-27 the compliance programme will focus on e-RBs, Standard & Enhanced Application Service (SEAS) RBs and ROs.

Our Account Managers also undertake regular quality assurance checks with DBS’ largest registered organisations. These checks analyse a variety of data, and we work with these organisations with the aim of driving continuous improvement.

Internal Audit

Internal audits remain a core component of the Quality Management System (QMS), providing assurance that:

• the QMS operates effectively and efficiently
• documented processes, procedures, and guidance are accurate, understood, and consistently followed
• continuous improvement opportunities are identified to meet business, customer, and stakeholder needs

A team of 19 trained auditors delivered a scheduled audit programme across in-scope Operational Services processes.

During 2025-26, 60 of 64 scheduled audits were completed (94% delivery).  One audit was removed due to process amalgamation, others deferred to 2026-27 to allow recent process changes to embed and enable more effective review.

Findings:

• 14 non-conformities (NCs) and 69 opportunities for improvement (OFIs) were identified
• NCs were identified in 24% of audits, representing a 4% reduction from the previous year and indicating improved system compliance
• OFIs increased to 115% of audits, consistent with the prior year, demonstrating a sustained focus on process improvement

Root Cause:

• the primary root cause for NCs was guidance. A notable find was the absence of formal documented guidance to support a process
• guidance and process remain the main root causes for OFIs. A finding assisted one team to transition its document repository to SharePoint, and enabling improved data automation through MS Forms

Process & Improvements:

Audit leads work closely with Control of Audit Finding (COAF) leads to monitor corrective and improvement actions, through to closure. This provides a full circle of assurance.

In preparation for the 2026-27 audit programme, the audit criteria were revised to adopt a risk-based approach to re‑auditing, removing reliance on a NC headline as the measures. This approach optimises audit resource and is supported by the maturity of the COAF process, delivering assurance mitigation actions are completed and effective.

Control of Audit Findings:

The Control of Audit Findings (COAF) process was introduced in early 2025 to monitor audit findings and ensure corrective and improvement actions are implemented efficiently and effectively. Where opportunities for improvement are identified COAF leads work closely with operational colleagues and Continuous Improvement (CI) leads to track changes in line with CI processes.

The new process has embedded throughout 2025–2026, maturing into a vital

assurance mechanism, providing confidence that findings are addressed. In 2025-26 72 COAF were raised, and through robust monitoring and supportive engagement with process owners and leads, COAF has driven timely action resulting in 100 closures.

Back scanning of historic barred cases

In 2024-25, DBS commenced a programme of digitising all historical paper files for barred individuals. This programme of work was completed in December 2025, resulting in the successful digitisation and image quality assurance of over 67k paper casefiles. This work helps to provide instant access to key data, reduce operational costs as well as ensuring we are meeting our data protection responsibilities by preserving the records we are required to keep in a durable format. In addition, it met our strategic objective of harnessing technology to become a modern organisation and supported our Green Plan ambitions to reduce our carbon footprint and impact on the environment.

Operational engagement with external partners

Engagement with external stakeholders continues to be a focus for DBS with operations working in a proactive manner to educate and engage with stakeholders to improve compliance with information gathering requests and to provide good quality barring referrals. A series of workshops have been delivered throughout the year across several regions, which have utilised the knowledge and experience of casework resource, to effectively build and enhance working relationships between DBS and various external partners such as Local Authorities, Supervisory Authorities and other referring organisations.

Specifically, a successful stakeholder engagement event took place in November 2025, which was a result of collaborative working between Operations Service Delivery and the Partnerships team. The teams met with senior stakeholders to discuss and address ongoing challenges in obtaining qualitative information from both children’s and adult services. Attendees contributed valuable insights into current barriers, with a particular focus on the timeliness and quality of information received and the event identified several strategies to expedite and improve the sharing of information between services and DBS.

Operational Service Delivery Resource

Our Business Intelligence team has developed a highly effective workforce planning model, which has enabled us to recruit staff at all grades within our decision-making teams. This recruitment has been carried out at scale, directly in response to the forecasted increase in referrals. We have already seen this reflected as an uptick in our work in progress (WIP), confirming the need for our proactive approach.

Looking ahead to 2026-27, we are committed to continuing this proactive recruitment and selection strategy. We are also focused on supporting the associated training and mentoring needs of our new colleagues, ensuring that everyone is well equipped to make robust safeguarding decisions. By preparing our teams in advance and investing in their development, we are confident that we will have skilled decision makers ready to respond effectively to the demands of our casework.

In addition, our Application Management workstream has delivered a significant recruitment programme, successfully strengthening capacity and capability across the function. In total, 90 individuals were recruited or promoted during the year, demonstrating sustained commitment to workforce growth, internal progression, and operational resilience. 

We have also worked closely with our decision-making unit colleagues and have trained seven staff in Police National Computer information gathering to act as a contingency resource when needed. 

Despite challenges associated with upskilling new starters and maintaining consistent training quality, service quality standards across the R0 and R1 systems have been fully met. 

Counter-fraud activity

The Fraud Detection Investigation team (FDIT) supports Operational Services by investigating instances of potential fraud and using legislative information sharing powers to assist the progression of criminal investigations.  Across the year, the team:

• received 1367 fraud cases for investigation, and from this, 82 people were referred for police prosecution, 267 DBS certificates were withdrawn, 136 were classed as unreliable, and 217 people received a warning
• contributed to 12 prosecutions or cautions under the Safeguarding Vulnerable Groups Act 2006, and 10 under the Fraud Act
• completed 2259 ensures enquiries to assist PNC matching decisions
• helped verify the addresses of 1253 people under consideration for barring
• looked to establish deaths of individuals over the age of 90 on the Barred Lists; FDIT provided information for 431 cases with 206 confirmed deceased
• completed 8764 data protection enquiries from police and other departments to assist them with their investigations and more than 8099 of these related to indecent images of children investigations or the protection of children
• completed 340 enquiries from HM Prison and Probation Service relating to individuals who may be barred, and 176 more complex barring enquiries under Section 50A of the Safeguarding Vulnerable Groups Act 2006

10.4 DBS Policy Team

The Policy Team continues to provide essential information to DBS staff across numerous events and in differing formats.

Workshops

Our workshops increase understanding of DBS products and services and the legislation that defines them, which in turn allows customer facing staff members to respond to queries. The workshops are available to all staff in the business.  There have been 13 workshops held since April 2025, attended by 133 staff.       

There are currently 3 main workshops, which are provided on an ongoing basis to allow maximum attendance:

• DBS checks: the how and the why
• DBS checks: working with adults and the other workforce
• DBS checks: working with children

Each of the workshops has been subject to annual review, ensuring not only that the information provided is accurate, but also that examples and scenarios cited during the session are contemporary and relevant.

Attendees are encouraged to complete a questionnaire at the end of the event.  This has enabled us to better measure whether the training has met its objectives:

• 95% of responders agreed the workshops met their expectations
• 93% said they could use what they learned in their day-to-day role

Masterclasses

Our Masterclasses are shorter 30-minute sessions that cover specific subjects based on specific requests from within DBS and an analysis of trends within queries, advice note views, horizon scanning and upcoming changes to legislation.  Examples of masterclasses include, New ID guidance, role/sector specific overviews, eligibility and assessing vulnerability

There have been more masterclasses run in this 12-month period than in 2024 - 25, as we have reached out to teams to ask what topics they would like covered as masterclasses. The intention is that masterclasses can be repeated either on request, or as trends in enquiries are identified (e.g. masterclasses based on new ID guidance or changes to self-employed legislation)

There have been 21 masterclasses held since April 2025, attended by 282 staff.   

External facing work

In addition to providing internal support, the DBS Policy Team provide technical advice to government departments, in particular with regards to potential changes to legislation, which may impact the disclosure and barring regime.  During 2025-26 the regime was amended to allow self-employed individuals to apply for Enhanced DBS checks for the first time. 

DBS supported the relevant departments in the implementation of this change and ensured that all internal and public-facing guidance was updated to reflect the change.  The Policy Team also produced new guidance specifically for the new audience of applicants and suitability decision-makers – ensuring that the legislative change was fully understood, and that DBS checks assist parents and private individuals to make high quality suitability decisions.

10.5 Overall Summary

DBS’ ongoing commitment to safeguarding through the provision of a quality service is clearly demonstrated by the evidence.  Safeguarding remained at the core of DBS operational activity throughout 2025–26, underpinned by a comprehensive framework of training, quality assurance and continuous learning. Mandatory Safeguarding Level 1 training continued to ensure all staff understand their safeguarding responsibilities from the point of entry. This baseline safeguarding capability was reinforced through targeted operational learning for barring, application management and customer services staff, ensuring knowledge remains current and proportionate to risk.

Within the barring workstream, safeguarding quality remained consistently strong. Performance against both tier 1 and tier 2 quality indicators exceeded targets for the fifth successive year, with 99.94% of cases not classified as an incorrect barring outcome or safeguarding event, and no safeguarding incidents identified. A comprehensive quality assurance regime, supported by the Safeguarding Incident Management System (SIMS), provided a clear view of quality, enabling identification of risk, learning opportunities and procedural improvements. Root cause analysis and structured “lessons learned” bulletins ensured that insight from high-risk cases and appeals directly informed training, guidance and professional practice.

Safeguarding assurance extended across the disclosure process. Application Management maintained high levels of accuracy despite increased volumes, completing over 636,000 quality checks with all identified errors corrected prior to certificate dispatch. No Police National Computer (PNC) matching errors were identified. Continuous scrutiny through the Quality Steering Group and monthly Quality Summits ensured performance trends, risks and corrective actions were actively monitored, reinforcing a culture where safeguarding quality is owned collectively and addressed systematically.

Customer Services safeguarding maturity also improved significantly through the development of the Customer Contact Project and wider Customer Programme. Enhanced accessibility, call monitoring, AI‑enabled analytics, and improved data insight strengthened the identification and management of risk while improving customer experience. Safeguarding compliance was further reinforced through strengthened complaints handling processes and revised governance aligned to Parliamentary and Health Service Ombudsman guidance. Investment in technology and assurance is enabling a more proactive, consistent and transparent approach to customer interactions.

DBS’ safeguarding role within the wider system was strengthened through close engagement with external partners. Improvements to the Police Quality Assurance Framework, extensive training delivered to Disclosure Units, and the launch of the Police Model Programme are all contributing to greater consistency, clearer accountability and improved information quality in enhanced checks. Robust compliance and assurance activity across Registered Bodies and Responsible Organisations ensured the integrity of identity verification and application processes, reducing risk and strengthening public confidence.

Safeguarding effectiveness was supported by resilient systems, skilled people and robust oversight. Counter‑fraud activity, internal audit assurance, knowledge retention initiatives and workforce planning all contributed to safeguarding sustainability, enabling DBS to respond effectively to increasing volumes and complexity. Collectively, these arrangements demonstrate an evidence‑based safeguarding framework that prioritises prevention, learning and continuous improvement, ensuring DBS continues to protect children and vulnerable adults.

11. User Experience Imperative:

Strategic Alignment:

• SO2: a more visible, trusted and influential organisation
• SO3: increasing our ability and agility to respond to future demands
• SO4: customer and insight lead
• SO5: supporting our people to navigate and adapt to change

11.1 Outreach and Engagement

In 2025-26, the Partnerships team focused on growing engagement regionally, nationally and strategically to support business priorities including the shift to the

Barring Referral Service, improving information gathering, improving the quality of barring referrals and embedding the duty to refer process.

There are 11 regional outreach advisors embedded in all the regions of England, Wales and Northern Ireland. In 2025–26, they engaged with over 15,145 individuals through a combination of events, meetings and workshops, an increase on 2024-25. 

In terms of national and sector-based engagement we continued to engage with NHS employers, NHS England, Fire and Rescue Services, National Sporting Governing Bodies, Local Authorities and Voluntary Sector organisations developing and delivering bespoke events for them. Additionally, we have had a focus on the faith sector, regional Active Partnerships, Integrated Care Boards and children’s homes. Some of these were initiated through the Strategic Liaison Network (SLN) meetings, adopting a tier-based approach and delivered at national and then regional level.

The team delivered over 445 workshops during 2025-26. These included open access sessions, sessions tailored to individual organisations or sectors and slots at various conferences including those of the National Fire Chief’s Council and Social Work England, in conjunction with the AD Strategic Lead for Safeguarding.  Whilst our focus has remained on two main themes - DBS checks and barring referrals - there has also been a focus on improving information gathering/sharing with Local Authorities and the Adult Care sector, as these areas have been identified by barring colleagues as the sectors where there are the most delays.

Our ‘open access’ duty to refer, disclosure workshops, enhanced check application process and transferable harm sessions continue to run every month, supporting those organisations which don’t meet the threshold for bespoke workshops.

Working with organisations to improve their understanding of the eligibility criteria for DBS checks helps them to understand how and where DBS checks fit into their recruitment and retention processes. By adopting a safe and fair recruitment message, we have encouraged organisations to consider how best to risk-assess and determine the suitability of potential and current employees.

The workshops the team run help stakeholders to understand when and how to make a quality barring referral to DBS and ensure that they are aware of their legal duty to make a referral when certain conditions are met. This helps those with safeguarding responsibilities to understand not only how and when to make a barring referral, but also the importance of providing good quality, relevant information as part of the referral process. In line with this, we expect to continue to see improvements in the quality of referrals received from organisations who have attended these workshops moving forward.

The Regional Outreach Advisers maintain strong working relationships with colleagues across DBS. They support colleagues in the regional Barring Decision Making teams by engaging with organisations to remove barriers to providing information requested by DBS to support the decision-making process. This has had an incredibly positive effect on case progression, resulting in key information being received more quickly, allowing cases to be considered and either closed or moved to the next stage of the decision-making process. This reinforces the safeguarding benefits of regional teams working closely with outreach colleagues. The Outreach and Partnerships team, Engagement, and Communications staff have continued to develop the suite of materials available to improve engagement and enhance the education of stakeholders. We have responded to feedback and collaborated closely with stakeholders, added additional subject matter and utilised alternative methods of delivery and platforms to ensure that they remain fit-for purpose.

Within the DBS Business Plan, Outreach and Partnerships had 4 objectives to achieve in 2025-26. These were:

Implement the DBS Duty to Refer framework to further strengthen support for employers and regulators with making barring referrals

In 2024-25 the Partnerships Team developed and implemented a process to measure and improve compliance with the Legal Duty to Refer. This is a formal process where designated roles or organisations can notify DBS that they believe an organisation has not complied with its legal duty to refer to DBS. The primary driver is to educate, encourage and support organisations to make the referral.  In 2025–26, this process was rolled out and there have been 17 referrals to the team, of which one remains open, twelve were closed due to referrals being received and four cases were closed because they did not have a duty to refer.

Develop a suite of podcasts covering a variety of topics from the services and products we provide to guidance and support to those working in the safeguarding landscape

Working with the Communications Team we have recorded two series of ‘DBS Discussions: Safeguarding in Focus’. Series 1 was released in February and focused on raising awareness of DBS disclosure products and processes. Each episode was recorded with a member of DBS staff, with an external host. The podcast is available on Spotify, Amazon music and YouTube. Positive feedback has been received about the first series. Series 2 will be released in May 2026. This series is a more in-depth look at how DBS disclosure products support safeguarding and features guests from a number of organisations such as the NSPCC, Ann Craft Trust and Unlock, alongside DBS colleagues.

Work with stakeholders and partners to identify and develop additional learning opportunities in relation to DBS checks and the legal duty to refer

We have produced two LinkedIn Carousels on understanding eligibility in the child and adult workforces. We have been working with the DBS academy team on an e-learning tool on eligibility- we hope to have this released by the end of March 2027.

Develop an approach for engagement with parents, carers, and beneficiaries of DBS services to increase visibility and trust in DBS and the role we play in safeguarding

We have developed an approach, which we will be implementing in 2026-27. 

The Partnership Team continue to deliver events to raise the profile of DBS and awareness of products and processes.

DBS Annual Conference

The DBS Annual Conference 2025 was delivered successfully over two days on 7 and 8 October, bringing together safeguarding professionals, partners and stakeholders from across the UK to explore the future of safeguarding, technology and effective information sharing. Delivered online and free of charge, the conference reinforced DBS’ role as a visible, trusted and influential leader in safeguarding, directly supporting Strategic Objective 2 of the DBS 2025–2028 Strategy.

A total of 2,030 delegates registered for the event, with 1,334 attending at least one live session across the two days. Engagement extended well beyond the live delivery, with 1,640 conference resources downloaded in the four weeks following the event, demonstrating strong ongoing value and reach.

The conference featured a balanced programme of external keynote speakers, panel discussions and DBS-led workshops. High-profile contributions included the Minister for Safeguarding and Violence Against Women and Girls, Jess Phillips MP, senior leaders from DBS, and experts from organisations such as the NSPCC, NPCC and Ann Craft Trust. Content was themed around the future of safeguarding and technology on Day 1, and the importance of effective information sharing on Day 2—both areas of clear relevance and interest to safeguarding practitioners.

Enhancing Safeguarding in Wales

The aim of this 2-day event was to strengthen DBS’ presence in Wales and reinforce commitment to safeguarding and to showcase DBS products, services, and outreach support.

The first day focused on Strategic meetings with Welsh Government, NHS Wales, and the Children’s Commissioner. The second day was a roundtable with 41 safeguarding professionals.

Key Outcomes

• high-level engagement secured opportunities for ongoing collaboration and sharing of data
• roundtable discussions allowed for cross sector collaboration and highlighted challenges and best practices in safeguarding

Impact

• 100% found the roundtables useful; 95% intend to contact outreach adviser
• 59% plan workplace changes (policy updates, improved referral processes)
• positive feedback on organisation, networking, and DBS engagement

‘Faith in Safeguarding’ Campaign

Working with the Communications Team we have developed a campaign to raise awareness of the legal duty to refer with the faith sector. This sector was chosen due to the low numbers of referrals received compared to other sectors. The campaign was piloted in the Southeast region as this region had the lowest number of referrals. The Communications team developed a series of resources including social media assets, video and podcasts, which were focused on the faith sector. The Partnerships Team organised four events across the Southeast of England to explain the Legal Duty to Refer and how to make good quality referrals. After the pilot the campaign is being rolled out across all the regions of England in 2026 with plans to work with the Welsh and Northern Irish Governments to hold similar events in the next 12 months.

Roundtables

This year Partnerships has held three roundtables. The aim of the roundtables is to bring together organisations/individuals from different sectors to discuss how DBS products and services support safeguarding, how DBS can support organisations with future safeguarding or to tackle certain issues we may be experiencing with a sector.

• faith sector- to raise awareness of DBS and legal duty to refer
• Crown Dependencies- to examine the role DBS has in supporting safeguarding in the Isle of Man and the Channel Islands
• local authorities- to raise awareness of delays in sharing information with DBS and look at how we can work together to resolve issues

11.2 Digital Modernisation

Digital Inbound and Outbound Channels

We continue to make progress in transitioning customers from paper‑based services to digital channels, supporting our strategic ambition to improve service quality, resilience and customer experience while reducing reliance on paper.

The Standard and Enhanced Application Service (SEAS) enables Registered Bodies (RBs) to submit certificate applications digitally, removing the need for paper application forms. Complementing this, the Disclosure Online Results Service (DORS) allows the results of Standard and Enhanced checks to be issued digitally, removing the need for printed certificates. During 2025-26, SEAS and DORS moved through early private beta testing, with a small number of invited Registered Bodies. A significant milestone was achieved with the successful completion of the first live paperless Standard or Enhanced application and the issuance of the first fully digital disclosure result. This marked the first end-to‑end digital journey for these products and represents a major step in DBS moving away from paper‑based services.

A growing number of organisations have been onboarded to SEAS, and digital disclosure results have been issued successfully, demonstrating both operational viability and customer readiness for digital delivery. Based on the increasingly low volumes of paper applications now received, DBS has taken the decision not to onboard any further Responsible Bodies onto SEAS. Instead, the strategic focus for 2026-27 will be on supporting existing users, increasing digital uptake, expanding the use of online results, and progressing toward the cessation of printed certificates, subject to accessibility and equality considerations.

Further development and enhancement of inbound and outbound digital channels for Standard and Enhanced services is now being overseen through the Customer Programme, which was formally initiated in 2025-26. This programme provides coordinated governance and prioritisation of customer-facing improvements, ensuring future development is user‑centred, value-driven and aligned to DBS’ longer‑term digital strategy.

Barring Referral Service (BRS)

The BRS enables referring organisations and individuals to submit barring referrals through an online digital service, reducing reliance on paper forms, and improving the quality and completeness of referrals. Following its initial launch in 2023, DBS continued to enhance the service throughout 2025-26, informed by detailed analysis of service usage and customer feedback. Improvements focused on simplifying the referral journey and reducing user error, including refinements to questions, increases to word counts and field sizes for key questions, and enhancements to file upload functionality. These changes resulted in a measurable increase in usable customer feedback with user satisfaction at 84% in March 2026.

Recognising clear customer demand, DBS has introduced a save‑and‑return feature, enabling referrals to be completed over multiple sessions. This enhancement went live in April 2025 and supports accessibility, accuracy, and safeguarding outcomes.

Transitioning referrals to digital channels remains a core ambition for DBS. The long‑term objective is to enable up to 100% of barring referrals to be submitted online, reducing paper referrals to 0% where this does not conflict with accessibility or equality, diversity, and inclusion requirements. Anticipated benefits include reduced customer effort, improved referral quality, better management information, and stronger safeguarding outcomes. By March 2026, 83.4% of barring referrals were digital, demonstrating sustained progress toward digital adoption and improved referral pathways.

Research

The Commercial Development team’s sector research develops a detailed understanding of industries using a combination of qualitative insight from industry experts and quantitative data from the Office for National Statistics. We analyse sector composition including expansion or contraction, challenges, emerging trends, and key influences. This includes examining how roles are delivered in practice, interactions with the public, potential safeguarding risks, workforce perceptions, and existing organisational policies. This enables us to understand changes in recruitment and employment across sectors and anticipate the potential impact on DBS.

Our public and business perceptions research explores what existing and potential users know, think, and feel about DBS products and services. Findings are used to improve services, address concerns, strengthen communication with stakeholders, and establish a baseline to measure future progress.

Research also supports DBS check demand volume forecasting. By blending DBS insight with Office for National Statistics data, we monitor macro- and micro‑economic, social, and policy factors influencing demand. This helps us better understand drivers of check volumes across products and services and improve the accuracy of forecasts.

Alongside this, the Research and Horizon Scanning team is strengthening analytical capability and consistency across the Strategy & Impact directorate by embedding

analytical language, aligning work to functional standards, and increasing the use of statistical techniques. This improves the robustness of insights and reduces reliance on descriptive analysis alone.

Ongoing projects expand the DBS evidence base through literature reviews drawing on government analysis, academic research, and internal DBS data. This work explores how external drivers translate into impacts on DBS activity.

In parallel, horizon scanning identifies emerging trends, risks, and early signals of change not yet visible in DBS data. By drawing on a wide range of sources, this work challenges assumptions and highlights areas where DBS may need to adapt policy, operations, or analytical focus.

The team also designs, analyses, and refines internal and customer‑focused surveys and metrics, including public and organisational perceptions research, to capture valuable qualitative insight into user experiences.

Social Media

Social media is an essential communication channel for DBS and enables the organisation to effectively communicate and engage with our customers, partners, and the public.

During the past year, significant work has been sustained to promote visibility and trust in our organisation through accessible video, imagery, infographics, carousel content, blogs, audio (podcasts) and other explainer content, targeting both key sectors and the wider public.

Key milestones include rolling out a campaign targeting the faith sector to better understand ‘legal duty to refer’; sharing a set of ‘frequently asked questions’ explainer videos (available in BSL) to help reduce call volumes; introducing more long-form content and blog features from senior leadership individuals; launch of a new series of podcasts to support better understanding of DBS’ processes and safeguarding best practice.

As of April 2026, our follower numbers were:

• 2.3k followers on X
• 1.7k followers on Facebook
• 6.1k followers on LinkedIn

11.3 Equality, Diversity and inclusion

During 2025–26, DBS continued to strengthen equality, diversity and inclusion (EDI) as a core component of organisational quality, safeguarding and public confidence. With the publication of the DBS Strategy 2025–2028, EDI is now explicitly embedded through a set of Equality Objectives, providing a clear framework for delivering the Public Sector Equality Duty (PSED) and ensuring inclusion is integral to service design, workforce support and decision‑making.

The Equality Objectives focus on responding to staff and customer needs, improving understanding of people from diverse backgrounds through engagement and data, creating an instinctively inclusive workplace, and meeting legal equality obligations while shaping an inclusive culture. Together, these objectives reinforce DBS’ commitment to placing EDI at the centre of its work, supporting quality, assurance and fairness in decision‑making and process design.

Building on development activity in previous years, 2025–26 marked a step change in DBS’ approach to EDI, moving from embedded delivery towards a more streamlined, strategic and outcome‑focused model aligned to the new strategy.

Key developments included publication of the DBS Strategy 2025–2028 with four Equality Objectives embedded at organisational level; stronger alignment between strategy, delivery and assurance, with progress reported through Business Plan reporting to the Strategic Plans Oversight Group (SPOG); simplified governance through established senior routes, including the People Steering Group (PSG); and a greater focus on insight, impact and outcomes, supported by logic modelling and continuous improvement. Everyday inclusion continued to be reinforced through the 5 Is of Inclusion framework, visible senior leadership sponsorship, and insight and challenge from the internal EDI Advisory Group.

Together, these changes strengthened DBS’ ability to demonstrate how inclusion supports quality, safeguarding outcomes and compliance with equality legislation.

Engagement and inclusion culture

Engagement activity continued to build on strong foundations. Monthly Team Talks remained central to supporting inclusive conversations within teams, while live engagement events and informal Coffee and Conversations sessions explored themes such as allyship, mental health and Women’s History Month. These activities supported psychological safety, open dialogue and reinforced the connection between inclusion, safeguarding and service quality. Senior leadership visibility further strengthened recognition of EDI as integral to DBS’ professionalism and public trust.

The 5 Is of Inclusion

The 5 Is of Inclusion – Inspiring, Influencing, Improving, Informing and Instinctive Inclusion – remained DBS’ core framework for embedding inclusion. The model continued to support consistent language, expectations and understanding of inclusive behaviours, enabling staff to demonstrate inclusion through everyday actions as well as formal processes.

Learning and capability

Investment in EDI capability continued during 2025–26. Delivery of Integrating Inclusion essential learning progressed through a trained volunteer facilitator cohort drawn from across the organisation, strengthening shared ownership and relevance. Access to external learning also continued through DBS’ membership of the Employers Network for Equality & Inclusion (Onvero) and the Business Disability Forum, supporting evidence‑based professional development.

Accessibility

Improving accessibility for staff and customers remained a priority. The EDI team progressed delivery of the Accessibility Implementation Plan, working across DBS to identify and address barriers. Key organisational information continued to be made available in alternative formats, including British Sign Language, supporting inclusive access to Executive Q&A sessions and core documents such as the DBS Strategy, Business Plan and pay gap reporting.

External benchmarking and assurance

As part of its wider assurance activity, DBS completed the Talent, Inclusion and Diversity Evaluation (TIDE) assessment through its membership of the Employers Network for Equality & Inclusion. In 2025, DBS achieved a Silver TIDE rating and its highest score to date, performing above public sector and central government averages. The assessment provided independent validation of strengths and identified opportunities for further improvement, with findings used alongside internal insight to inform delivery of the Equality Objectives and support continuous improvement.

11.4 Overall Summary

During 2025–26, DBS strengthened user experience across its services through a sustained focus on engagement, accessibility, digital modernisation and inclusion. Our approach aimed to reduce customer effort, improve understanding of DBS processes, and build trust in our safeguarding role. This was delivered through outreach activity, investment in digital services, evidence‑based research, and a continued commitment to equality, diversity and inclusion as a core component of service quality.

Outreach and engagement activity expanded significantly over the year, supporting users to navigate DBS services more confidently and effectively. Eleven Regional Outreach Advisers engaged over 15,000 individuals across England, Wales and Northern Ireland through workshops, events and targeted sector engagement. Particular emphasis was placed on improving awareness of the legal Duty to Refer, especially within faith communities. A suite of safeguarding podcasts was launched. Bespoke and open‑access workshops, sector‑specific campaigns and national conferences enabled DBS to tailor support to stakeholder needs.

Major progress was made in modernising customer journeys by transitioning from paper‑based to digital services. Enhancements to the Barring Referral Service, including improved usability, a save‑and‑return function and clearer guidance, increased digital adoption to over 83% of referrals by March 2026. These changes reduced customer burden, improved referral quality and directly supported better safeguarding outcomes.

User experience was further enhanced through better insight and communication. Research activity strengthened understanding of how customers, employers and sectors interact with DBS services, enabling more accurate demand forecasting, more targeted service design and clearer communication. Social media, podcasts, blogs and digital explainer content expanded DBS’ reach and provided accessible guidance. These channels supported transparency, reduced avoidable contact, and helped users better understand DBS checks, eligibility and safeguarding responsibilities.

Equality, diversity and inclusion has remained central to improving user experience and public confidence. The DBS Strategy 2025–2028 formally embedded Equality Objectives, ensuring inclusion is considered in service design, engagement activity and digital delivery. Progress on accessibility, including alternative formats and inclusive communication, ensured DBS services remain usable by diverse audiences. External benchmarking confirmed continued improvement, reinforcing assurance that DBS services support fairness, consistency and compliance with equality legislation.

Overall, DBS’ user‑experience improvements in 2025–26 reflect a shift towards more proactive, customer‑centred service delivery. By combining engagement, digital transformation, insight, and inclusive design, DBS has improved accessibility and strengthened confidence in its safeguarding role. These foundations position DBS well to continue enhancing customer experience while maintaining high standards of quality and public trust.

12. Efficiency and Effectiveness Imperative

Strategic Alignment:

SO1: accessible, timely and high-quality products and services.

SO3: innovative technologies…improving the efficiency and effectiveness of our services.

12.1 Operational business improvement

During 2025–26, Transformation and Service Improvement continued to lead continuous improvement activities within Operational Services, supporting the delivery of high quality, efficient and safeguarding focused services across DBS.

Following the organisational restructure, the team focused on embedding a consistent approach to improvement, strengthening governance and maintaining a strong culture of idea generation, reflective learning and process optimisation. Colleagues across Operational Services, at all grades, remained actively engaged in identifying opportunities to improve quality, efficiency and customer outcomes, demonstrating that continuous improvement is increasingly embedded as part of day-to-day business.

Across the year, 65 continuous improvement (CI) suggestions were received spanning several teams including Case Decision Making (CDM), Customer Services, Application Management and Operational Assurance. A significant proportion of these ideas progressed to implementation, while others were rerouted to more appropriate owners or closed following feasibility assessment. This reflects a maturing CI environment, where ideas are increasingly well-defined, evidence driven and aligned to wider transformation activity, including the Legacy Technology Estate Replacement (LTER) programme, Automation within Innovation and broader digital modernisation workstreams.

Instead of measuring success solely by volume delivered, the team increased emphasis on proportionate decision-making, ensuring that improvement effort was directed where it would realise the greatest benefit in the current operational and technological context and capability.

Examples of successful continuous improvement initiatives include:

• updating the organisational approach to strengthen the consistency of approach across kinship and foster carer barring decision making
• revising the hardship and escalation process, strengthening fairness and consistency for customers
• informing future Update Service improvements though the generation of customer insight information

Throughout 2025-26, the team also supported a wide range of improvements focused on automation, simplification and preparation for future digital change, supporting both efficiency and organisational resilience.

Examples include:

• automating a process for uploading data to systems to remove manual processing
• progressing digital solutions as part of the DBS SharePoint data and information storage platforms

Continuous Improvement Forum 

The bi-monthly CI Forum continued to be vital for the exchange of information on change initiatives in both operational services and across DBS. 
The forum provided a sustained culture of continuous improvement with staff empowered to identify operational challenges and shape solutions. 

Microsoft 365 Forum 

Monthly sessions continued to provide colleagues with opportunities to build confidence and capability with M365 tools, enabling increased digital confidence and more efficient working practices across operational teams. 

Robotic Process Automation

Early exploratory work undertaken by the Innovation function assessed the suitability of Robotic Process Automation (RPA), which subsequently informed and enabled delivery. Operational colleagues from Application Management, Transformation and Service Improvement, and Customer Service teams worked alongside DBS Project Teams to assess the use of RPA for Criminal Record Status Check conflict notifications.  Although the project was subject to delays, following critical testing of the solution, it is scheduled for deployment in April 2026.  This ‘virtual worker’ will introduce a 24 hour a day capability, which will in turn result in associated efficiency savings.  Appropriate quality checking has been introduced to ensure its accuracy and give ongoing assurance.  The DBS will explore further opportunities to exploit this capability in 2026-27.

Innovation

Over the past year, DBS has moved decisively beyond incremental improvement and into a more ambitious phase of innovation.

Our approach has centred on enhancing safeguarding outcomes by harnessing data, automation and emerging technologies, not only building on and optimising existing practices but also exploring new ways of working to deliver even greater impact.

A key milestone this year has been the application of artificial intelligence to support barring referrals. Through our AI‑enabled barring referral work, we have explored how summarisation can assist the team to reduce avoidable reworking and allow decision makers to focus their expertise where professional judgement matters most. This work has been deliberately designed to augment, not replace, human decision‑making, strengthening safeguarding while maintaining transparency, proportionality and trust.

DBS operates a clear AI policy and governance framework that ensures artificial intelligence is developed and used responsibly, transparently and ethically, in line with government standards and expectations. This framework provides assurance that AI is applied to support safeguarding outcomes, strengthen decision‑making and improve service quality, while maintaining appropriate human oversight, accountability and compliance with data protection and ethical principles.

Alongside this, we have undertaken discovery work into agentic AI, examining how autonomous, task-driven digital agents could safely support complex, multi-step operational activities across our corporate functions. This discovery has focused on identifying where agentic approaches could help manage workload, surface risks earlier, and coordinate actions across systems, rather than simply automating isolated tasks. While still at an exploratory stage, this work will lay the foundations for more to come in future years.

We have also taken an important step in embedding innovation across the organisation through the introduction of Microsoft Copilot to the DBS workforce. This has enabled colleagues to work more effectively with information, draft and analyse content more quickly, and reduce time spent on low-value administrative tasks. Crucially, this is not about efficiency alone, it is about freeing professional capacity so that staff can focus on safeguarding judgement, customer engagement and service quality.

Innovation has been strongly reinforced by the delivery of the Automation team. The team has delivered tangible improvements by automating high-volume, manual activities that previously constrained capacity and introduced risk. These automations have improved resilience, reduced error, and demonstrated how well governed automation can deliver both quality and value for money at scale. To support this momentum, we have established an Emerging Technology Service and Innovation Lab, providing a structured environment to test ideas, run controlled experiments, and move rapidly from concept to design. This has created a clear pipeline from discovery through to proposed delivery, ensuring innovation is purposeful, safe and aligned to DBS’ safeguarding mission.

Looking ahead to the next 12 months, our ambition is to move from pilots into live use of AI-enabled capabilities, expand automation into more complex end to end processes, and deepen workforce capability so innovation becomes a routine part of how DBS thinks and operates.

Corporate Policies and Procedures

During 2025-26, Organisational Knowledge Management strengthened DBS’ quality assurance environment by improving the governance and control of corporate policies, procedures, and information assets. We maintained an established review-and-publish cycle to improve clarity, consistency, and accessibility, supported by defined schedules and monthly performance reporting. Our quarterly governance reporting shows that we have completed 129 reviews to date, generating 6,807 recommendations with an estimated 70% acceptance rate, demonstrating both active assurance and strong author engagement in improving document quality before publication. We maintain an organisation-wide publication schedule to provide visibility of upcoming policy refreshes and areas requiring escalation.

To ensure policies and procedures remain visible and consistently accessed, we completed work to migrate corporate policies and procedures from the separate Knowledge Management SharePoint site to the DBS intranet. This enabled an assessment of known storage locations and reduced confusion about where to find the correct version, reinforcing the intranet as a single source of truth and reducing the risk of colleagues relying on saved or outdated copies.

Operational guidance and procedures

The Procedures and Guidance workstream staff manage all procedures and guidance for the Operational Services Directorate, maintaining 293 documents. They published 231 updates during 2025–26, ensuring colleagues have access to accurate and current information that supports effective and informed safeguarding practice.

Their documents are widely used across the organisation. The online guidance repository received an average of 6,951 visits per week, and analysis shows that 327 unique users accessed it around 21 times per week—over four times per working day. This frequency reflects strong organisational reliance on high-quality guidance and demonstrates the platform’s value beyond our initial target audience, supporting operational consistency and informed decision-making across wider DBS.

Alongside maintaining written resources, we issued nine targeted operational bulletins to communicate urgent changes rapidly, reinforcing accuracy and responsiveness. We also delivered training to 125 colleagues, strengthening safeguarding literacy and improving their confidence in applying procedures, thereby reducing the likelihood of errors and supporting safer outcomes for vulnerable individuals.

Organisational data breaches & Data protection queries

During 2025–26, the Data Protection team recorded 79 organisational data breaches and 26 data incidents. Data breaches are recorded where data is shared without permission, while data incidents relate to situations where there was potential for a breach but no inappropriate data sharing occurred.

Of the 79 breaches, four were self‑reported to the Information Commissioner’s Office (ICO), in line with regulatory expectations for incidents with a potential high impact.

This represents an increase from 2024–25, when 66 breaches were recorded and one was reported to the ICO, an increase of 19.7%. While this may partly reflect increases in Disclosure applications and barring referrals, it is more likely attributable to a combination of increased workload and improved understanding of reporting requirements and reporting routes.

The increase in reporting to the ICO also reflects improved understanding of the relationship between DBS and the regulator. DBS Data Protection maintains a regular cadence with an ICO representative to review expectations and DBS’ data protection posture. The regulator’s clear message is that it is available to support DBS with potential high‑risk breaches to ensure appropriate outcomes for data subjects and organisations.

In all four cases reported to the ICO, DBS followed established escalation processes and engaged relevant internal and external stakeholders. The primary focus in each instance was the safeguarding of vulnerable adults and children, alongside the protection of data subjects’ rights and freedoms.

As part of lessons‑learned activity, closer collaboration was established between the newly-appointed Associate Director for Safeguarding, Data Protection team and operational teams. A Data Breach with Safeguarding Implications process was introduced in February 2026 to strengthen the consideration of and response to safeguarding implications within the data breach process.  

DBS is awaiting the ICO’s final summary for three of the four reported breaches. Based on the ICO’s triage approach and focus on high‑impact or unmanaged incidents, DBS does not expect further action, and no additional requirements were set for the incident already returned.

Of the 79 breaches recorded in 2025–26, 71 occurred within DBS Operational Services for Disclosure and Barring, representing a 31.5% increase on 2024–25. As previously noted, this reflects a combination of increased volumes and improved reporting awareness.

Operational teams continue to work proactively to reduce breaches, identify issues early and minimise impact. The Operations Assurance and Compliance Team continues to work with application management staff to re‑check positive matches, reinforce the importance of effective breach management, review processes and update guidance. Application Management also introduced a mandatory onsite quality‑focused day, supported by refresher sessions delivered to over 450 staff across day and evening shifts. Feedback was very positive, and further sessions are planned for 2026–27.

Barring breaches can involve particularly sensitive information, including criminal record, medical, referrer, witness and victim data. Positive actions have been taken to reduce risk, including mandatory redaction training for all caseworkers during induction and annually via e‑learning. Training covers relevant legislation, information relied upon by DBS, identification of sensitive personal data, and redaction considerations and checks. Additional guidance has been developed using real case examples to support consistent decision‑making.

Eight of the 79 breaches originated from other business areas, including HR, Legal and Security. While reporting processes are in place, further work is required to improve consistency of procedures and understanding of data breach management in these areas. A review of data breach processes has commenced and will continue through 2026.

In summary, DBS operational teams manage very high volumes of highly sensitive personal data, with approximately 7.43 million Disclosure applications and 74,000 barring referrals processed annually. Against this context, 79 data breaches represent a relatively low level of non‑compliance. Nevertheless, DBS continues to work proactively to identify and manage breaches, reduce impact, strengthen compliance and maintain its primary responsibility for safeguarding vulnerable adults and children and protecting data subjects’ rights and freedoms.

Data Sharing Agreements

Operational Support monitor and maintain 41 Data Sharing Agreements (DSAs). Through regular engagement with external partners and key internal stakeholders including Operations, Security, Legal, and Data Sharing teams, they ensure each agreement is supported by appropriate governance, legislative compliance, and data assurances, providing SIRO confidence in their sign off.

During 2025-26, three new DSAs were drafted, 13 of the 31 published were issued for review, and 12 were re-published.

Knowledge Connect Service

Within the Knowledge Connect Service, we continued to expand access to reusable guidance and expertise across DBS. The service has supported 20 Knowledge Connect requests.

The Skills Matrix, holding 545 skills, is used to match requestors to colleagues with relevant skills and experience, enabling timely connections. Based on the knowledge connect tracker data, connections are typically made within 1.5 days, and requests are progressed to completion within 7 days. Where appropriate, outcomes are converted into reusable knowledge asset to reduce repeat queries and improve organisational efficiency.

The service has also been used in collaboration with the Associate Director Strategic Lead for Safeguarding to improve organisational understanding of how data protection relates to safeguarding, by publishing a clear Data Breach with Safeguarding Implications process on the intranet, supported by updated guidance and communications. This provides colleagues with an explicit decision point (“does this breach create or increase risk of harm?”) and a clear route to report and escalate safeguarding‑relevant breaches alongside the usual data breach process.

Knowledge Transfer (Formally Knowledge Harvest)

During 2025-26, the Knowledge Transfer service (formerly Knowledge Harvest) continued to support DBS by capturing and reusing valuable operational knowledge and lived experience at key transition points, including new starters, internal movers, and leavers. The service is designed to prevent critical “know-how” being lost when people change roles, and to make learning easier for teams who inherit work or responsibilities.

In 2025-26, 151 Knowledge Transfer requests were raised. 119 were completed and 32 were not, representing an overall completion rate of 78.8% for the year. This demonstrates sustained organisational engagement with structured knowledge capture and supports continuity by ensuring key contacts, context, and practical insights are retained beyond individual post‑holders.

The Knowledge Transfer process operates through a defined lifecycle and a proportionate tiered approach, allowing DBS to tailor the depth of capture to the level of risk and complexity. This includes lighter-touch capture where roles are well documented, and more structured approaches where peers contribute questions and KM facilitates deeper capture to support handover and reuse.

To improve consistency and usability, the service is supported by clear guidance and scripts for Knowledge Harvest meetings (including permission to record a transcript and the use of meeting outputs to help complete documentation accurately). This ensures knowledge is captured in a structured way and can be reviewed and reused appropriately. As part of our work to continually support knowledge retention in the organisation, we are looking at continual improvements to this process, which will include changes to the collection of knowledge assets and how these are applied, including the creation of role profile knowledge that should make the access and consumption of knowledge easier for colleagues moving forward.

DBS Intranet

The DBS Intranet has continued to grow and develop in the three years since it was launched.  Forty content editors, who share feedback and best practice approaches, manage the site’s content and pages. 

The Intranet is currently reaching, on average, over 1,700 unique visitors per month and its use has now extended to include room bookings, policies and procedures and the Automation Centre. It became a central source of support information and updates throughout the organisation’s Windows 11 platform upgrade.

A ‘What’s New?’ feature has been added to the homepage, and the look and feel has evolved to include most popular pages and most popular documents. This is updated regularly based on the analytics collected, which in turn makes finding information much easier, based on our employees’ needs. 

New directorate areas have been added including Change Management and Business Improvement and the People and Inclusion and Legal Services areas will launch soon. The Automation Centre is also now on the DBS Intranet and work to launch an Advice and Guidance site – superseding the current Policy Advice Notes SharePoint site - has been progressed, with the aim of further centralising information and improving the employee experience.

Since comment moderation was added, we’ve allowed comments on all news stories, which has proved popular with Intranet users.

A full content review will take place during April and May of 2026, with a view to ensuring all content is relevant, up to date and accessible.

Operational Solutions

Over the past 12 months the Operational Solutions team has continued to be an escalation point for all aspects of Operational Services, providing solutions to time critical and operationally sensitive issues for Disclosure and Barring services alike. The team provides daily resource and expertise, crucial to business continuity, whether this be leading on operational change, piloting new solutions, fixing broken workflow or providing the operational knowledge that underpins wider business activity.

The Operational Solutions team has played a fundamental role in supporting the Legacy Technology Estate Replacement (LTER) programme, with contributions during refinement sessions helping shape robust, user‑focused solutions. The unique positioning of the team across Operational Services, coupled with a willingness to prioritise and engage has proved invaluable, allowing challenges to be addressed effectively and collaboratively.

The team has remained steadfast in its commitment to maintain the present systems, working closely with our IT supplier on a number of projects, which have made a tangible difference on the ground. This includes addressing a long-standing issue of duplicate Criminal Records Status Check workflow affecting Local Police Forces, reducing nugatory notifications, releasing resource and saving money.

Further improvements to the Update Service include a compliance exercise on contact information and a proactive alignment piece for customers with duplicated monitoring profiles. Not only of cost benefit to the customer, but these changes also afforded an increase in safeguarding capabilities and greater compliance with GDPR responsibilities.

Internally, the Operational Solutions team has led on establishing the scope and requirements for DBS’ data retention, migration and deletion projects, and is working closely with each area of the Operational Services directorate to support understanding of data responsibilities, driving activity towards compliance.

The team also supported the enhancement of Restricted Information System application logic to remove a legacy constraint, which has created efficiencies in processing and improved appropriateness and safeness of the disclosure output.  

Legacy Tech Estates Replacement (LTER) 

The LTER core team continue to support the LTER Programme. The programme replaces ageing and increasingly unreliable legacy systems that pose a risk to service continuity and public protection. By modernising core operational systems, improving data quality and matching, strengthening security controls, and enabling better information flow with partners such as police forces, LTER directly supports faster and more robust safeguarding decisions. This investment protects public trust and ensures DBS can continue to safeguard vulnerable people effectively now and into the future.

Operational Services teams have attended a series of ‘Discovery’ workshops to ensure requirements are understood by our IT partners.  The sessions have been highly collaborative and have explored, amongst many other topics, options for allocation and workflow, integration of processes, which currently sit outside of the system and screen design/useability.

Organisational change

Directors across DBS continue to review and evolve their services and capabilities in line with organisational design principles and forward workforce planning, ensuring that change activity is proportionate, targeted and aligned to strategic priorities. During 2025–26, this has included a number of smaller‑scale restructuring activities to realign resources and capability in response to business need, while maintaining continuity of service delivery.

At a corporate level, DBS has continued to progress a range of strategic initiatives that strengthen organisational capability, resilience and readiness for change. This includes ongoing development of the innovation agenda, the DBS Academy learning portal, the wellbeing offer, the reward and recognition scheme, the business optimisation programme, and wider employee engagement activity. Collectively, these initiatives support improvements to the employee experience and organisational effectiveness during periods of change.

At directorate level, locally led activity continues to support staff engagement and resilience. These approaches help to improve the way in which change is managed in a manner that supports colleagues, while enabling services to adapt and improve.

Reward and recognition

DBS continues to embed and review its reward and recognition scheme, launched in July 2021 to reinforce organisational values and recognise both everyday contribution and exceptional performance. Following migration to a newer technology platform in early 2025, engagement with the scheme has continued to increase.

During the 2025–26 financial year, there was a 28% increase in recognitions, with 3,671 ‘thank you’ messages submitted and 3,617 vouchers issued, representing a 39% increase on the previous year. In addition, 35 exceptional performance awards were approved, a 40% year‑on‑year increase. These patterns indicate growing confidence in and use of the scheme across the organisation.

Uptake and trends continue to be monitored to ensure the scheme operates fairly, consistently and in line with organisational principles, supporting a positive and inclusive recognition culture.

Wellbeing

During the 2025–26 financial year, DBS focused on embedding the wellbeing offer we have in place. The approach emphasises prevention, early support and enabling colleagues and managers to prioritise wellbeing as part of everyday working life.

The wellbeing hub continues to be refreshed, to ensure the availability of practical guidance, tools and resources for colleagues to access at point of need. DBS has maintained the use of external expertise, including Hospice UK’s Compassionate Employers programme, to support staff and managers through challenging circumstances.

DBS also continues to support peer support networks reflecting issues important to colleagues. The menopause network has further evolved during the year, supported by menopause‑specific sessions that raise awareness, build understanding and encourage open wellbeing conversations, contributing to a supportive and inclusive working environment.

Staff engagement

DBS continues to build on the strategic approach to internal engagement established in 2022, and has made significant strides in fostering a productive, inclusive, and aligned workforce. Our 2025 employee engagement survey - the fourth in this series using the Civil Service People Survey as the base for the questions - achieved a 65% response rate, up 10 percentage points on the previous year, reflecting the growing culture of participation across the organisation. These results were excellent, with all major engagement and wellbeing metrics improving. The overall Engagement Index reached 69%, an 11 percentage point increase since the survey series began in 2021/22, while Wellbeing scores improved to 74%. Particularly notable gains were seen in perceptions of leadership visibility and decision-making, colleagues feeling valued for their work, satisfaction with pay and benefits, and inclusion and fair treatment. Line manager scores remained among the highest across the survey at 85%.

Beyond the annual survey, engagement has been enriched throughout the year by a range of complementary activities. Listening events focused on change management generated valuable staff insights that have directly shaped new interventions, including developing channels, events including an annual staff conference and embedded existing initiatives including the annual survey, Employee Forum and Change communications. Real-time feedback has been gathered through polls at Executive Team Q&A sessions, and team events, away days, and wellbeing and learning and development activities have become increasingly embedded across the organisation. Corporate and directorate survey action plans, developed with support from Employee Forum representatives, continue to ensure that survey findings translate into meaningful and visible action.

Operational Services engagement

Operational Services is the largest people directorate in the organisation, and the management teams understand the importance of effective employee engagement. As such a comprehensive programme of staff engagement activities took place during 2025-26. Plans were refreshed to reflect new directorate structures and the needs expressed through the staff survey, ensuring communication was consistent, accessible, and purposeful.

Staff Engagement Sessions:

Two directorate-wide engagement events were delivered (September 2025 and January 2026), enabling colleagues across Operational Services to receive updates from the Deputy Chief Executive & Executive Director of Operations and senior management team, ask questions and share insights. These sessions helped reinforce the directorate’s strategic narrative and ensured transparency of ongoing change, performance, and priorities.  The impact of these sessions included: improved visibility of leadership and strengthened alignment with directorate objectives. Staff reported greater clarity about operational priorities and organisational change requirements.

Management visibility and local engagement:

• directorate walk rounds were refreshed in early 2026 to Connect and Share online sessions, with managers spending time with teams to understand operational challenges, listen to concerns, and identify improvement opportunities. These sessions had a positive impact, increased trust, faster issue resolution, and improved two-way communication
• monthly business unit management team meetings offered staff the opportunity to observe leadership discussions, following the introduction of the observer model from September 2025, which enhanced understanding of decision-making processes and created development opportunities for staff
• Associate Director and Heads of Service engagement meetings were held across the year, supporting local team dialogue, reinforcing messaging, and ensuring consistency in operational expectations, which improved the flow of information and strengthened connections between senior leaders and frontline colleagues
• lunch and learn programme was introduced, providing recorded, accessible learning resources
• internal communications were strengthened by consolidation of individual newsletters into a single Operational Services Newsletter. A monthly directorate bulletin from the Deputy Chief Executive and Executive Director was also introduced

Developmental opportunities & leadership engagement:

• staff were offered opportunities to participate in mentoring, shadowing, and management observation sessions, coordinated by the Transformation and Service Improvement Team and linked to PDR development objectives
• the Operational Services Senior Executive Officer Group continued to operate as a quarterly senior practitioner forum. Deputies from each area contributed to business updates, risk identification, problem-solving and strengthening relationships

DBS Employee Forum

The DBS Employee Forum is a group of staff elected to represent the views and opinions of colleagues from all parts of the organisation. The forum supports the ethos of OneDBS and the aim of DBS to become a more rewarding and productive place to work by:

• helping to develop a workplace culture that is based on inclusivity, collaboration, and trust
• seeking and listening to views and ideas from all employees, and enabling them to express concerns and share knowledge through reps
• celebrating the positive achievements of employees across DBS, breaking down silos and recognising good practice
• promoting open and honest two-way communication
• making the DBS management decision-making process more visible and transparent, developing a greater understanding of how and why decisions that affect DBS employees are made

During 2025–26 Forum representatives:

• attended Executive Team Q&A sessions, supporting colleagues to raise questions directly with senior leaders and ensuring clear, transparent responses were provided
• attended senior management team meetings across the organisation, enabling staff issues and concerns to be raised consistently and helping to keep colleagues informed of key developments and decisions
• worked closely with the Strategy & Impact directorate to support the development of their engagement action plan, ensuring that employee feedback and insight informed planned activity
• supported a range of key organisational projects, including LTER, helping to embed the employee voice within business change and improvement activity
• organised and hosted a DBS staff celebration event, designed and delivered by colleagues for colleagues. The event was a significant success, recognising contribution and achievement and helping staff feel valued and appreciated for the work they do
• played a key role in shaping the organisational priorities arising from the Employee Engagement Survey, sponsoring each priority area, providing oversight, tracking progress, and maintaining focus on delivery throughout the year

Academy Developments & Apprenticeships

Academy developments

During 2025–26, the DBS Academy continued to build on the foundations established following the launch of the digital learning portal, with a strengthened focus on quality, assurance and alignment to organisational priorities. The year marked a shift from embedding learning infrastructure towards using insight, evaluation and targeted support to improve the relevance and effectiveness of learning and development activity across DBS.

The Academy maintained a centrally curated portfolio of digital and blended learning, ensuring essential and mandatory learning remained accessible, consistent and well managed. Learning data and analytics continued to support compliance monitoring, inform quality conversations and identify emerging development needs, strengthening assurance that learning activity is aligned to operational requirements and organisational risk.

The Academy’s approach recognises that formal learning represents only part of capability development and increasingly positions structured learning alongside workplace learning, peer support and professional practice.

Alongside its core offer, the Academy further developed consultancy‑based support, working in partnership with directorates and services to address specific capability, quality or risk‑based needs. This focused on co‑designing learning solutions where existing provision did not fully meet operational requirements, rather than expanding generic training. Examples included targeted learning packages to support case working practice, such as a social media awareness package designed to strengthen professional judgement and mitigate risks associated with online information and evidential integrity. All interventions were collaboratively developed to ensure proportionality, safeguarding alignment and relevance to role.

Quality assurance and continuous improvement remained central to Academy activity, with more systematic evaluation approaches used to prioritise learning products for review where feedback, usage data or organisational change indicated a need for enhancement. Resulting improvements increased consistency, accessibility and alignment with DBS learning standards, strengthening assurance that learning provision supports safe, effective and defensible practice.

The Academy also continued to support organisation‑wide initiatives, including people management development, cross‑government talent programmes, mentoring and bespoke support to services undergoing change. Collectively, this reinforces the Academy’s role as a strategic partner in supporting workforce capability, safeguarding quality and continuous improvement across DBS.

Apprenticeships

During 2025–26, DBS continued to take a cautious and quality‑led approach to apprenticeships. At year-end, there were a small number of active apprentices across professional and technical roles at Levels 4 and 5, including business analysis, governance, project delivery, data and research disciplines.

Overall appetite for apprenticeships across the organisation remained low. Services across DBS reported challenges in balancing apprenticeship requirements alongside business as usual delivery, particularly the need to protect supervised professional development time. These constraints are not limited to a single directorate and reflect wider capacity pressures and role design considerations across the organisation. In some cases, apprenticeships were not sustained where it became clear that learning requirements could not be effectively balanced with operational delivery.

In response, the Academy continued to consider apprenticeships on a case-by-case basis rather than as a default development route. This approach prioritises learner wellbeing, operational resilience and value for money, ensuring that apprenticeships are supported only where they are sustainable, aligned to role requirements and clearly linked to longer-term capability needs. DBS remains committed to considering apprenticeships as part of its wider learning and skills offer, while recognising that alternative development routes may be more appropriate in many cases.

Legal Services

In 2025-26, DBS Legal Services has continued to grow and develop as a team with new team members across all levels. The paralegal team provides vital support to DBS lawyers and the Legal Services Management Team. This supports the fundamental work that our lawyers carry out, ensuring that quality advice is provided in a timely, consistent, well-informed manner, and continues to contribute directly and indirectly to safeguarding.  The work carried out is underpinned by strong working relationships across both operational and non-operational areas of the organisation.

Barring appeals remain a key workstream and priority for the Legal Services team. We have introduced new processes and ways of working to create and improve efficiencies and ensure a consistent approach to cases handled internally and those supported by external legal resources.

Team members have continued to build capability through training and development, expanding knowledge across new areas. This supports resilience by reducing single points of failure and strengthens knowledge management and knowledge sharing across the team.

The team has maintained early and continued support, engagement and advice across a wide range of DBS projects, enabling legal advice to be provided at the right time to support smooth delivery, and to help achieve required outcomes.

Sustainability

DBS continues to strengthen its environmental performance and remains committed to operating in a more sustainable and efficient way. This ambition is embedded within the 2025–2028 Strategy, supported by proportionate sustainability reporting in line with the new Sustainability Reporting Guidance (SRG) 2025–26 requirements.

During the year, we have further reduced the environmental footprint through hybrid working, reduced printing, digital records processing and efficient business travel practices. We have also continued to manage our estate responsibly through the planned office moves, ensuring minimal environmental impact. As part of this work, we will successfully recycle surplus office furniture, donating reusable items to the British Army for community and welfare use, which will avoid waste and support wider social value outcomes.

We continue to work closely with our landlords and Home Office Property Services (HOPS) to ensure our occupied sites benefit from centrally delivered estate improvements, including energy‑efficient lighting, optimised building systems and wider sustainability initiatives. We are working closely with the landlord at Shannon Court on developments to the HVAC systems and any energy efficient upgrades. We are also working with the DBS’ Business Optimisation team to streamline and standardise our electricity provision, enabling more accurate utilities data and supporting more consistent, reliable reporting across all our locations.

Performance against Greening Government Commitments (GGC) remains strong. Against the previous 2017–18 baseline, we have achieved significant reductions in greenhouse gas emissions, waste generation and paper use in 2025–26, with zero waste to landfill. These improvements reflect the effectiveness of operational efficiencies and continued low‑carbon working practices.

From 2025–26, we have adopted the new GGC 2025–2030 framework, with this year serving as the new baseline year. In line with SRG 2025–26, we have assessed the new requirements and are working towards them moving forward. Other sustainability indicators, such as biodiversity, estate resilience, wider value-chain emissions and offsets, are not material to our operations and are managed and reported centrally by the Home Office and Government Property Agency (GPA).

We continue to apply a proportionate sustainability reporting approach, reflecting our small and centrally supported operational footprint. Climate change is not assessed as a principal or material risk; however, long‑term environmental considerations continue to be monitored with HOPS and GPA as part of wider estates and resilience planning.

We remain committed to delivering social value, including the use of staff volunteering days and community engagement, and we will continue to identify proportionate opportunities to further reduce our environmental impacts and support a greener, more sustainable way of working.

12.2 Overall Summary

The DBS quality assurance framework imperative of ‘efficiency and effectiveness’ focuses on asking how we know we present good value for public money, whether all parts of the business are working well together and with partners, stakeholders, and customers, and whether we are a learning organisation.

During 2025–26, DBS has continued to strengthen efficiency and effectiveness through a sustained focus on continuous improvement, innovation, and organisational learning. Following organisational restructuring, Transformation and Service Improvement has embedded a more consistent and governed approach to improvement activity, while maintaining a strong culture of idea generation, reflective learning and staff‑led problem solving. Continuous improvement is part of day‑to‑day operational practice, with colleagues at all grades actively identifying opportunities to improve quality, safeguarding outcomes and customer experience.

The continuous improvement framework included 65 improvement ideas being submitted across multiple operational areas, with a high proportion progressing to implementation.  Importantly, success is no longer measured by volume alone; improvement activity is deliberately targeted where it delivers the greatest benefit within current operational and technological constraints. This approach ensures alignment with wider transformation programmes, including automation initiatives, digital modernisation and the significant Legacy Technology Estate Replacement (LTER) programme, and supports value for money alongside service quality.

Alongside incremental improvement, DBS has moved into a more ambitious phase of innovation, applying emerging technologies to strengthen safeguarding and operational resilience. Key developments included the use of AI-enabled summarisation to support barring referrals, reducing avoidable reworking and enabling professional judgement to focus where it adds most value. Innovation activity has been governed through a clear AI policy framework to ensure transparency, accountability and ethical use. Discovery work into agentic AI and the rollout of Microsoft Copilot is further enhancing workforce capability.

Significant progress was also made in strengthening organisational knowledge, information governance and assurance. Corporate policies and operational guidance were reviewed, refreshed and centralised through the DBS intranet to improve accessibility and version control, while operational procedures continued to be updated at pace to support safe and defensible decision‑making. Knowledge services, including Knowledge Connect and Knowledge Transfer, supported continuity, reduced reliance on individual expertise and improved organisational efficiency by capturing and reusing critical operational knowledge.

Data protection and assurance have remained a key focus given the scale and sensitivity of DBS operations. While recorded data breaches increased during the year, this reflects improved reporting awareness and clearer escalation routes rather than systemic failure, against the context of millions of applications and referrals processed annually. Enhanced collaboration between safeguarding and data protection functions, revised processes, strengthened training and continued operational assurance activity all contributed to reducing risk, managing impact and maintaining public trust.

Significantly, DBS’ 2025 employee engagement survey achieved a 65% response rate, up 10 percentage points on the previous year and the results were outstanding, featuring improvements in all major engagement and wellbeing metrics.

In summary, efficiency and effectiveness were reinforced through strong organisational foundations: engaged and well‑supported staff, effective leadership visibility, investment in learning and development, robust legal and operational solutions capability, and continued progress on sustainability and estates management.

13. What External Assessors Say About DBS

DBS understand and values the importance of an impartial view of the effectiveness of our systems and services.  External reviews serve to strengthen the organisations approach to reflecting on our practice and outcomes as well as our ability to identify and deliver opportunities to improve our ability to safeguard.

13.1 ISO 9001:2015

ISO 9001:2015 is an international standard, which establishes the criteria for a ‘quality management system’ (QMS).  Organisations like DBS use the standard to demonstrate the ability to consistently provide products and services which meet customer and regulatory requirements.  The standard specifies requirement for the establishment, maintenance, and continuous improvement of a QMS, covering a range of principles including, but not limited to, the following:

Context of the organisation: Determining external and internal factors that effect ability to achieve the intended results of the QMS

Customer focus: The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations

Leadership: Leaders at all levels establish unity of purpose and direction, and create conditions in which people are engaged in achieving the quality objectives of the organisation

Process approach: Understanding how results are produced by the system, including all its processes, resources, controls and interactions, allowing the organisation to optimise its performance.

Improvement: Successful organisations have an ongoing focus on improvement

Compliance: against the standard results in formal certification

DBS continues to be assessed by the British Standards Institute (BSI) whose auditors look for positive evidence to verify that elements of the scope of certification are effectively being addressed by DBS’ QMS.

DBS’ Operational Services directorate were audited on 2 occasions, comprising of 8 audit days, throughout 2025-26.  Both assessments were continuous surveillance visits and recommended continued certification.  The following comments were included in the audit reports:

July 2025

“Senior Management continue to utilise the quality management system as an effective process for managing the business and fulfilling its strategic objectives, in alignment with its strategic directive which continues to be the safeguarding of vulnerable groups through supporting employers to make safer decisions”

“The deployment of the new AI tool (BERT: Bidirectional Encoder Representations from Transformers) to facilitate mail management within the Customer Support was considered an important step towards the use of AI within the Directorate. And actions implemented to address anomalies of spent convictions appearing on certificates, has resulted in a significant reduction in certificates requiring manual generation. Both of these initiatives were felt to warrant special mention in this executive summary”

January 2026

“Departmental objectives evidenced at this assessment have been set to support long term transformation of systems and processes and align with the DBS strategy 2025-2028 strategic objectives.  Evidence from processes demonstrated a continued service provision to the expected DBS standards in quality, with quality assurance processed embedded and utilised.”
“Strengths have been identified throughout the assessment including but not limited to:
- assurance team and quality management system processes supporting the management review, with detailed inputs and relationships for associated risks and opportunities, allowing the directorate management team to make informed decisions - consistency in communications and process execution - utilisation of tailorable comprehensive training plans for new starters

The audit objectives have been achieved, and the certificate scope remains appropriate. The audit team concludes the management system continues to achieve its intended outcomes”

13.2 Customer Service Excellence

As part of the Customer Service Excellence framework, Customer Services undertook a mid-term assessment in early 2026. This resulted in the award of two additional “Compliance Plus” ratings, recognising performance that exceeds standard expectations. The new awards were granted in the areas of:

• leadership, policy and culture
• staff professionalism and attitude

13.3 Government Internal Audit Agency

The Government Internal Audit Agency (GIAA) is an executive agency of HM Treasury, established in 2015. The GIAA is the government’s primary provider of internal audit services, providing objective, independent insight, and assurance, enabling organisations to achieve better outcomes with public money. The GIAA assess DBS business areas and the level of assurance provided is assigned to one of 4 categories. These categories and their meanings can be found in the table below.

Substantial	The framework of governance, risk management and control is adequate and effective
Moderate	Some improvements are required to enhance the adequacy and effectiveness of the framework of governance, risk management and control
Limited	The are significant weakness in the framework of governance, risk management and control
Unsatisfactory	There are fundamental weaknesses in the framework of governance, risk management and control such that it is inadequate and ineffective or is likely to fail

During 2025-26, GIAA have undertaken 7 new audits   of DBS activity, assessing the overall adequacy and effectiveness of DBS’ governance, risk management, and control framework. The audits were conducted in the areas of Strategic Supplier Relationships, DBS Governance, Innovation-Power Platforms, Cyber Security-Ransomware, Key Financial Controls-Non-Current Assets, Benefits Realisation and Recruitment and Onboarding in Operational Services.

The audits for DBS Governance received a Substantial opinion, whilst the audits in Strategic Supplier Relationships, Innovation-Power Platforms and Key Financial Controls-Non-Current Assets all received a Moderate opinion.

The final reports for Cyber Security, Benefits Realisation and Recruitment and Onboarding for Operational Services have not yet been published and draft reports are currently being reviewed by the relevant teams.

In addition to this, final reports relating to audits conducted in April 2025 and included in the previous Annual Quality Account as draft findings have been received. Equality, Diversity and Inclusion received a Moderate opinion.

Any actions agreed to meet GIAA recommendations following audits are tracked by DBS’ Executive Team and reported to the Audit, Risk and Assurance Committee.

13.4 Government Functional Standards (GFS)

Government Functional Standards (GovS) exist to create a coherent, effective, and mutually understood way of doing business within government organisations and across organisational boundaries, and to provide a stable basis for assurance, risk management and capability improvement. There are 14 GovS applicable to DBS and we have appointed a Standard Manager to each.

The standards are:

Gov S001 Government Functions

Gov S002 Project Delivery

Gov S003 People

Gov S004 Property

Gov S005-Digital

Gov S006 Finance

Gov S007 Security

GovS008 Commercial

Gov S009 Internal Audit

Gov S010 Analysis

Gov S011Communication

Gov S013 Counter Fraud

Gov S014 Debt

A wholesale review of DBS’ position in relation to all mandatory and advisory elements of the Government Functional Standards was completed in early 2026. Although DBS meets most mandatory requirements, due to limitation of systems, changes in personnel, the requirements of the standards and realignment in one directorate, DBS is now compliant in all but four areas, where there are a small number of mandatory elements to be achieved. There are plans in place and work in train to achieve full compliance in these few remaining elements.

14. What Our Customers say about DBS

14.1 Feedback from Outreach

We continue to use pre and post workshop surveys, which continue to demonstrate an increase in confidence and understanding for delegates.

Nearly 70% of individuals who have attended a workshop have stated they will do something differently as a result of attending. The number of respondents who stated they were very or extremely confident in understanding who DBS are and what they do rose from 56% before the event to 72% after the event. 95% of survey respondents agree or strongly agree that DBS is an effective safeguarding organisation. This is an increase of 2 percentage points since 2024-25.

14.2 DBS complaints

DBS received 6,690 complaints during 2025-26, which represents an increase of 17.6% when compared to an intake of 5,690 in 2024-25. The primary reason for complaints continues to be in relation to police delays.

97.9% of the complaints resolved in 2025-26 were handled at the initial stage, and a further 2.1% at the second stage. Our target was to respond to 98% of all complaints within 6 working days and this target was met with an attainment of 99.5%.

14.3 What our staff say about quality

“I see quality as fundamental to everything we do. The accuracy and integrity of our decisions directly affect customers, employers, and public safety. By ensuring quality throughout our end‑to‑end processes, we help ensure customers receive timely, accurate outcomes, reducing errors and unnecessary stress. This focus on quality builds trust in DBS services and supports continuous improvement that strengthens customer experience and safeguarding outcomes”. (Senior Business Improvement Manager)

“A key strength of DBS is the professionalism and commitment of our staff. Colleagues across operational and support teams actively engage in continuous improvement, raising risks, and contributing ideas to improve how we work. This creates a culture where quality is not seen as an end‑point, but as an ongoing responsibility owned by everyone”. (Head of Service)

“As an Outreach Advisor my role is to provide frontline support to organisations on DBS products and services. We are extremely passionate in our aim to support employers with safer recruitment and on-going safeguarding measures, and we seek to provide a trusted and quality service time after time, building effective working relationships with key stakeholders and helping to raise awareness of the work of DBS as an organisation”. (Outreach Advisor)

“Quality is about ensuring the robust and defensible safeguarding decisions we make on cases also remembers that our decision-making process impacts the lives of “real people” within regulated activity, the referred individual and service users.  An open and honest culture permeates our team, this enables challenging and constructive case discussions to take place ensuring colleagues feel supported when needed, and ideas and good practice is shared leading to shared and good practice and case decisions made in a timely manner”. (Barring casework team)

“High quality casework should include a careful consideration of the information required and a balanced evaluation of the credibility of the information, in order to make robust and defensible findings.  Furthermore, to do this effectively caseworkers have to be receptive to learning from constructive feedback from peers, team managers and QA and/or appeals, training, sharing of good practice and lessons learned.  This enables caseworkers to continuously improve and make timely, accurate, robust and balanced decisions”. (Barring case worker)

14.4 Conclusion

Within the 2024-25 Quality Account, we committed to commencing a review of our approach to assessing quality across DBS, reflecting organisational changes and evolving structures. We said we would invest resources into modernising legacy technology, exploring innovations such as AI and automation to improve efficiency and responsiveness. We stated our aim to continue to prioritise our people through learning and development and actively engage customers and partners to shape service delivery. Above all, we said we would remain committed to placing the most vulnerable at the centre of our work, ensuring safeguarding remains the core focus of both operational and support functions.

This report evidences that we have fulfilled these aims, and more.  We have embarked on our 2025-28 strategy, under the leadership of a new Chief Executive.  This year’s DBS Quality Account provides an overview of how effectively the organisation is delivering against its purpose, drawing on a wide range of quantitative and qualitative evidence. The report demonstrates progress against three core imperatives: safeguarding, user experience, and efficiency and effectiveness. Overall, the account shows continued strong performance, with clear alignment between strategic objectives, operational delivery, and a commitment to continuous improvement.

Safeguarding has remained central to DBS activity, supported by robust training, quality assurance, and learning systems. High levels of accuracy were maintained across barring and disclosure services, with no safeguarding incidents identified and consistently strong performance against quality indicators. Continuous improvement has been driven through structured assurance processes and strong engagement with partners, including police and registered bodies.

At the same time, user experience has been enhanced through expanded outreach, improved digital services, and a focus on accessibility and inclusion, enabling better engagement with customers and strengthening confidence in DBS services.

Efficiency and effectiveness have been strengthened through a focus on innovation, organisational learning, and workforce engagement. Continuous improvement is embedded in everyday practice, with targeted initiatives delivering measurable benefits alongside wider transformation programmes, including the Legacy Technology Estate Replacement. The responsible use of emerging technologies, such as AI, alongside improved knowledge management and data governance, has supported better decision-making and operational resilience. High staff engagement and strong organisational foundations continue to underpin DBS’ ability to deliver value for money while maintaining high-quality safeguarding outcomes.

In 2025-26 we have:

• delivered high performance and quality standards across operational services
• achieved (or deferred for approved reasons) 75.8% of our 32 business plan activities
• achieved 7 out of 11 of our published service standards
• further engaged our customers, partners, and stakeholders in response to the evolving safeguarding landscape
• invested in our people, technology, and innovation to support our vision and purpose
• worked towards increased sustainability and social value, reducing greenhouse gas emissions, water consumption, paper usage, and waste to landfill

All activity has been centred on achieving positive differences in safeguarding, improving the quality in our services, optimising value for money, sustainability, and enhancing diversity, inclusion, and wellbeing.

15. A look forward to 2026-27

Looking ahead, DBS enters 2026–27 with a clear sense of purpose and ambition, building on its 2025–28 strategy to strengthen public trust and safeguard the most vulnerable. Our business plan sets out how we will continue to evolve our products and services, enhance our visibility and influence, and deliver value for money for the public. Through the development of our Target Operating Model, we are shaping a modern, responsive organisation that is better equipped to meet changing customer needs, emerging risks, and increasing expectations across the safeguarding landscape.

A key feature of this transformation is the continued delivery of the Legacy Technology Estate Replacement (LTER) programme, which will modernise our systems, improve resilience, and enable more efficient and user-focused services. Alongside this, we will continue to harness innovation responsibly, including the use of data, automation and artificial intelligence, to strengthen decision-making and service delivery. Our commitment to being data and insight-led will ensure we remain agile and responsive, while strong governance, cybersecurity, and partnership working will maintain public confidence in our role as a trusted safeguarding organisation.

Our people remain central to delivering these ambitions. The appointment of a new Associate Director for Safeguarding provides an opportunity to further strengthen our approach to quality, ensuring continued focus on consistency and safeguarding excellence across all functions. By investing in our workforce, embedding inclusive practices, and fostering collaboration with partners and stakeholders, we are well positioned to continue improving outcomes. Together, these developments reinforce DBS’ commitment to continuous improvement, high-quality service delivery, and protecting the public now and into the future.

16. Glossary of Terms

This glossary explains the key terms, acronyms and specialist language used in this report. Terms are listed in alphabetical order.

AI (Artificial Intelligence) Technology that allows computers to carry out tasks that would normally require human thinking, such as analysing information or identifying patterns. DBS uses AI to help staff process barring referrals more efficiently.

Agentic AI A type of artificial intelligence that can carry out multi-step tasks on its own, with limited human involvement at each stage. DBS is currently exploring how this could be used safely to support its work.

Ann Craft Trust A national charity that supports organisations to safeguard adults at risk of abuse or neglect.

Automatic Barring When a person is automatically added to a Barred List because they have received a caution or conviction for an offence so serious that no further review is needed before barring.

Barred List A record kept by DBS of individuals who are not allowed to work with children or vulnerable adults. There are two lists: one for those barred from working with children, and one for those barred from working with vulnerable adults.

Barring Referral A report made to DBS by an employer or other organisation about a person who may pose a risk to children or vulnerable adults. DBS reviews these referrals to decide whether to add the person to a Barred List.

Barring Referral Service (BRS) An online service that allows organisations and individuals to submit barring referrals to DBS digitally, replacing the previous paper-based process.

Basic DBS Check The most straightforward level of DBS check. It shows any unspent criminal convictions or conditional cautions a person has.

BCPS (Basic DBS Check Processing Standards) The rules and requirements that Responsible Organisations must follow when submitting Basic DBS check applications on behalf of applicants.

BSI (British Standards Institution) An independent organisation that assesses whether businesses meet international quality standards. DBS is assessed by BSI against the ISO 9001 standard each year.

BSL (British Sign Language) The sign language used by many Deaf people in the UK. It has its own grammar and is a distinct language from English. DBS provides some content in BSL to make its services more accessible.

Business Disability Forum An organisation that helps employers create more accessible and inclusive workplaces for disabled people.

CDM (Case Decision Making) The team within DBS responsible for reviewing barring referrals and making decisions about whether to place individuals on a Barred List.

CI (Continuous Improvement) An ongoing process of making small, regular improvements to how an organisation works. DBS encourages all staff to identify and suggest ways to improve services.

COAF (Control of Audit Findings) A process introduced by DBS in 2025 to track actions agreed following internal audits and make sure they are completed. It helps ensure that identified improvements are actually delivered.

COP (Code of Practice for Registered Persons) The rules that Registered Bodies must follow when using DBS services. These are set out in law under the Police Act 1997.

COR (Conditions attached to Registration) The specific legal conditions that Registered Bodies must meet to be allowed to submit Standard and Enhanced DBS check applications.

CSE (Customer Service Excellence) An external accreditation scheme that assesses how well organisations deliver services to their customers. DBS holds CSE accreditation and received additional “Compliance Plus” ratings in 2026.

DBS (Disclosure and Barring Service) The organisation that produces this report. DBS helps employers make safer recruitment decisions by providing criminal record checks and by barring individuals who pose a risk to vulnerable people.

DSA (Data Sharing Agreement) A formal agreement between DBS and another organisation that sets out how personal data will be shared, stored and protected in line with data protection law.

E-Bulk A system used by Registered Bodies to submit Standard and Enhanced DBS check applications electronically. Over 98% of applications are submitted this way.

EDI (Equality, Diversity and Inclusion) The work DBS does to ensure all staff and customers are treated fairly, that diversity is valued, and that everyone can access and benefit from DBS services.

Enhanced DBS Check A more detailed level of DBS check used for roles involving close contact with children or vulnerable adults. It includes information from police records as well as checks against the Barred Lists.

FDIT (Fraud and Document Intelligence Team)The DBS team that investigates fraud, assists with police enquiries and helps verify information about individuals, including those under consideration for barring.

GGC (Greening Government Commitments) A set of targets set by the government for public sector organisations to reduce their environmental impact, including reducing carbon emissions, water use and waste.

GIAA (Government Internal Audit Agency) An agency of HM Treasury that provides independent audit services to government organisations. GIAA assesses how well DBS manages its risks and controls and provides assurance opinions ranging from “Substantial” to “Limited.”

GovS / GFS (Government Functional Standards) A set of standards that help government organisations work consistently and effectively. There are 14 standards that apply to DBS, covering areas such as finance, digital, security and communications.

GPA (Government Property Agency) The government body responsible for managing the civil service estate. DBS works with GPA on sustainability and property matters.

HGS The external partner supporting DBS’s customer contact operations, including call handling and analytics.

HOPS (Home Office Property Services) The part of the Home Office that manages property and estates for Home Office agencies, including DBS.

HRE (High Risk Event) A barring casework decision where there is a strong likelihood that a seriously flawed outcome could result in harm to a vulnerable person, including a child.

IBO (Incorrect Barring Outcome) A barring decision that is later found to be wrong. DBS tracks these carefully as a key measure of the quality of its decision-making.

ISO 9001 An internationally recognised standard for quality management systems. DBS is certified against ISO 9001:2015, which means it consistently meets customer and regulatory requirements and has systems in place for continuous improvement.

KPI (Key Performance Indicator) A measurable target used to assess performance. DBS uses KPIs to track the quality and timeliness of its services.

LTER (Legacy Technology Estate Replacement) A major programme to replace DBS’s older IT systems with modern technology. This will improve the reliability, security and efficiency of DBS services.

NPCC (National Police Chiefs’ Council) The body that brings together chief constables and senior police leaders across the UK to coordinate policing strategy and standards.

NSPCC (National Society for the Prevention of Cruelty to Children) A leading children’s charity that works to protect children from abuse and neglect. NSPCC contributes to DBS’s annual conference and other safeguarding activity.

NCs (Non-Conformances) Instances identified during audit where a process or practice does not meet the required standard. DBS tracks and acts on NCs to drive improvement.

OFIs (Opportunities for Improvement) Suggestions identified during audit for how processes or practices could be made better, even where they currently meet the required standard.

Onvero (formerly Employers Network for Equality and Inclusion) An organisation that supports employers to embed equality and inclusion in their workplaces. DBS uses its TIDE assessment to benchmark its EDI progress.

PHSO (Parliamentary and Health Service Ombudsman) An independent body that investigates complaints about government departments and the NHS. DBS follows PHSO guidance in reviewing its complaints processes.

PNC (Police National Computer) A national database used by police forces to record and share information about individuals, including criminal records. DBS uses PNC data to support its disclosure and barring work.

PSED (Public Sector Equality Duty) A legal duty under the Equality Act 2010 that requires public bodies to consider the impact of their policies and services on people with protected characteristics, such as disability, race and sex.

QAF (Quality Assurance Framework) DBS’s overall system for monitoring, evaluating and improving the quality of its services and decisions. It sets out what good quality looks like and how DBS checks it is being achieved.

QF&P Committee (Quality, Finance and Performance Committee) A committee of the DBS Board that provides oversight of quality assurance, financial performance and service delivery. It reviews the annual Quality Account on behalf of the Board.

QMS (Quality Management System) The set of processes, procedures and responsibilities an organisation uses to achieve its quality goals. DBS’s QMS is certified against the ISO 9001 standard.

RB (Registered Body) An organisation that is registered with DBS to submit Standard and Enhanced DBS check applications on behalf of employers and applicants.

RCA (Root Cause Analysis) A structured review of a case or decision to find out why something went wrong and what can be learned from it. DBS carries out RCAs on a selection of barring cases each month.

RO (Responsible Organisation) An organisation registered with DBS to submit Basic DBS check applications on behalf of applicants.

RO / RB Network The collective term for the organisations registered with DBS to submit check applications. DBS monitors compliance across this network to protect the integrity of its services.
Regulated Activity Work involving close contact with children or vulnerable adults that is subject to legal safeguarding requirements. Only people who are not barred from doing so may carry out regulated activity.

SEAS (Standard & Enhanced Application Service) An online system that allows Responsible Bodies to submit Standard and Enhanced DBS check applications digitally and receive results electronically.

SIMS (Safeguarding Incident Management System) The internal system DBS uses to categorise and track the outcomes of quality checks on barring casework decisions.

SIRO (Senior Information Risk Owner) A senior official within DBS who is accountable for how the organisation manages information risk, including data protection and data sharing.

SLN (Strategic Liaison Network) A network used by DBS’s Partnerships team to manage structured engagement with key national and sector partners.

SO1–SO5 (Strategic Objectives 1 to 5) The five strategic objectives set out in DBS’s 2025–2028 Strategy. They guide how DBS delivers its purpose across products and services, stakeholder engagement, people, innovation and sustainability.

SRG (Sustainability Reporting Guidance) Government guidance that sets out what public sector organisations should report on in relation to their environmental performance and sustainability.

Standard DBS Check A level of DBS check used for certain roles that shows both spent and unspent criminal convictions, cautions, reprimands and warnings. It does not include a Barred List check.

TIDE (Talent, Inclusion and Diversity Evaluation) An assessment tool provided by Onvero that benchmarks an organisation’s equality, diversity and inclusion practices against public and private sector averages. DBS achieved a Silver TIDE rating in 2025.

Unlock A charity that supports people with criminal records to move forward in life, including accessing employment.