Our Vision and Mission: To be the first-choice partner for the education and community sectors, providing high-quality support services with incredible value. Customer Value Proposition: Delegated Services (DS) is a Not-for-Profit, Community Interest Company. Our staff team and network partners are highly skilled, experienced professionals who care passionately about the support and services they provide in the sectors in which we operate. We understand the challenges and financial pressures our customers face and aim to reduce their costs and enhance their performance by tailoring our services to meet their needs, at the most competitive prices. When we achieve a surplus, we invest into the sectors we serve. Key Features of Our Organisation: Not for Profit: DS is a Community Interest Company which re-invests any surplus in educational or community projects Regional: our core area is the West Country, where we are the market leader, and we provide outreach services nationwide Breadth of services: through our colleagues and partners, we provide a one-stop shop for services to education and community organisations Expertise: we are resourced with experienced, respected experts from a wide range of backgrounds and specialisms: people who understand the issues in the sectors they support Flexible: we tailor support to each customer’s needs - never a ‘one-size fits all’ approach Emergency response: subscribers have access to an emergency helpline available 24/7 Proactive: we issue frequent risk warnings (such as for weather or traffic emergencies) and provide updates to alert subscribers to changes in legislation and regulation Value for money: our not-for-profit status enables us to offer keen prices for high-quality services. Delegated Services was formed in June 2012, and since then we have gone from strength to strength, proudly providing health and safety expertise, experience, and reassurance to provide a positive health and safety culture. In August 2017, Delegated Services took on the service commitments of PCS Enterprises. In January 2021, DS also welcomed a substantial number of new customers when South Glos Integra terminated their health and safety service to them. Delegated Services prides itself on being responsive, approachable and flexible, listening to our clients’ requirements and providing them with a bespoke solution to their needs. During the Covid pandemic we provided our support on a continuing and pro-active basis online which cemented anticipated income, but cut overheads. As a consequence a surplus of £10,000 was donated to Quartet Community Foundation a prominent, independent charity and grant-maker based in Bristol working across the West of England. Retaining £1,000 to support their core work, 2 local charities received £4,500 each, namely Young Bristol and The Life Skills Centre. In 2023 we were able to donate a surplus of £5,000 to Quartet. The Outward Bound Trust proposal was agreed, the project provided support to disadvantaged young people from 8 central Bristol schools. These both fitted perfectly with our ethos of encouraging challenging activities to take place for young people - safely. Training and risk assessing were integral to the approach and skills gained. In both cases we received a follow up report on the outcomes achieved. Our team is now 15 strong in 2025/26 and supported by our Network Partnership of complimentary skills and services, such as Safeguarding. During the year 2025/26 we continued to support our customers in their Health, Safety and Wellbeing journeys, emphasising that it mustn’t be in a silo, but needs to join up with the areas of Safeguarding and Emergencies, to include Business Risk Management, Business Continuity, and the new duties imposed, such as implementing ‘Martyn’s’ Law and the coming ‘Benedict’s’ Law. The subject matter is substantial, and can be overwhelming, so we explain how a prioritised and proportionate approach breaks the challenge into ‘bite size’ chunks and enables progress over sensible time periods. The HS&W Act 1974 is still good legislation. It sets the national requirement for organisations to have a Policy in place. The policies must contain a Statement signed off by the employer, Organisational details, and Arrangements, or how things are done. This can be daunting, so over the years we have produced a model approach. It splits the strategic and policy statements from the operational details, making content more accessible and useable, at the right levels of our customers’ organisation. During 2025/26 in particular we have started walking them through the content, to help ensure the document is fit for purpose and properly reflects the customer, its current situation and direction of travel. During 2025/26 following feedback from stakeholders we engaged with the DfE and their Insurance/Training advisers, to seek an amendment to their stance on all risk assessments being reviewed annually. This succeeded. The messaging has been changed nationally, and we can now work with customers on a more practical 3 to 4 year rolling programme, informed by competent advice, should anything need to be brought forward. This is helping our sectors achieve substantial steps forward, not only in progressing this cornerstone of an effective safety system, to everyone’s benefit, but also impacting on overall engagement of their teams as a whole, from ‘bottom up’ for success, not just top down. In addition over 2025/26 we have provided a growing suite of example risk assessments. These must be tailored to each customer’s situation, so as to assist with not endlessly reinventing the wheel. As experts in our sectors, we also provide an overall service package approach for 2025/26 that includes our supportive audits. However, as one size doesn’t fit all, we are perfectly happy to tailor our service to best suit the customer. This is proving particularly valuable in the Community sector where their budgeting is substantially different from education. Both sectors are hugely financially challenged, this is impacting on our revenue and possible surpluses to reinvest in our purpose. We have continued over 2025/26 to support remaining local authority education settings, stand-alone academies, through to multi-academy trusts in the education sector, while our reach is growing in the community sector to include anything from smaller, very local service providing charities, to much larger organisations such as the County Scouts where we, in partnership with them, are said by national HQ to be leading on various initiatives. As we expand our support across the voluntary sector we recognise their major difficulty in raising income for day to day support expenditure and inability to reclaim VAT. Accordingly we have been able to support over 2025/26, on a pro bono basis, online and an in-person training and support meetings for trustees, where their duties and responsibilities for HS&W, inter alia, were explored and explained. Where organisations have been able to book training with us we have been able to discount our fees, without needing a full service agreement, to assist in addressing the VAT disadvantage.

The company’s stakeholders are currently all Sectors of Schools and Community organisations. We are a West Country regional business with a National reach. All our agreement customers have regular contact with team members and, as part of our service standards, they have access to their own private website of helpful resources and intellectual property, along with a suite of communications including a formal bulletin document from us 6 times a year, plus less formal communications on a fortnightly basis. As a result our relationships are regular and proactive and we are able to ask for their comments, amongst others, on three critical questions: Whether we have met their expectations How we can improve the services, and Whether we should add additional services to our portfolio. Feedback from this process has meant we have not only been able to improve our services, but we have also had the evidence to support amendment to some of the ways we do things, together with the incorporation of a number of services to our portfolio. An example is modernising our tech and introducing a new Portal, for ease of access and use of the resources, services, etc. Then there’s the community sector where we are, as said, attending in person and at webinars without charge, with others, to help and advise trustees and other volunteers. As part of our CIC approach we have also partnered with the University of Bristol to the joint benefit of final year business degree students and ourselves over the last 4 to 5 years. Annually we present a research project that a group of 6 of them will work on, as a contributor to their final degree outcomes. We meet with them initially, then at key stages, to ensure the brief is clear and any questions are speedily answered. Once complete, our Board then attends the presentation day where, in a lecture theatre, our group has 10 minutes to put over their conclusions to us. This is followed up by a de-brief session with them afterwards. A written report and the presentation is then made available to us by the students. In addition to the above, we are investigating a 2nd year student ‘intern’ on the basis of an 80 hour allocation of time over a few months in 26/27 to carry out ongoing and detailed research to aid our support to our sectors, again on the basis of joint benefit. Our approach to achieve this in 25/26 wasn’t successful. Separately, and in partnership with the West of England Mayor, we are involved in a major initiative called the Youth Guarantee and the Get West of England Working Plan. They offer several specialised pathways, work placements, and skill-building schemes designed for young people and residents looking for work experience. We are discussing a rolling programme of placements. The Youth Guarantee scheme has been expanded to tackle youth unemployment. A key part of this is the introduction of the West Bacc, a new regional work-readiness award designed to give young people the confidence, practical skills, and direct work experience that local employers are looking for. Through partnerships with the Voluntary, Community, and Social Enterprise (VCSE) sector, the scheme offers: Structured workshops and sector-specific training Work placements with local employers One-to-one mentoring to build resilience and interview confidence. To ensure that transport isn't a barrier to getting work experience, young people taking part in these mayoral training and employment programmes are eligible to receive 12 months of free bus travel across the West of England region.

Director Crocker received a salary in his role as CEO - £64,627.68. Director McCarthy received £0. No pension contributions, benefits-in-kind, or reimbursed expenses were paid to Director McCarthy during the financial year. No pension contributions, or benefits-in-kind, were paid to Director Crocker during the financial year. Expenses were reimbursed to Director Crocker during the financial year. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director's loss of office, which require to be disclosed.

Nil. No assets were transferred for less than full consideration during the year. Nil. No dividends were declared or paid to shareholders during the financial year. Nil. No performance-related interest was paid on loans/debentures during the financial year.