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Governance
OCU Group | Annual report and financial statements 2025
Strategic report
Financial statements
Chair’s introduction to governance
As OCU Group accelerates its growth across new markets, capabilities and geographies, our commitment to robust governance has only strengthened. In a marketplace defined by increasing complexity, public trust and long-term stewardship, governance is not simply a back‑office process, it is a strategic enabler. It makes sure our decisions are made in accelerated timeframes with clear data to inform them. It upholds the highest standards of business ethics and integrity and delivers lasting value for our stakeholders. Over the past year, the Board has focused on embedding consistency and depth in its oversight. We have further matured our governance framework to reflect the scale of the Group, while maintaining our agility. Structured monthly Board meetings, enhanced performance reporting, and targeted agenda planning have continued, ensuring the Board remains closely engaged with both strategic progress and operational execution. In 2025, we also reinforced the roles of our core Board committees. The Audit & Risk Committee, Nomination & Remuneration Committee and ESG Committee continue to provide focused leadership and challenge across their areas. Under the chairship of Non-Executive Director Tania Songini, the Audit & Risk and ESG Committees have deepened their oversight of emerging risks, sustainability disclosures, and environmental performance, ensuring governance keeps pace with our growing obligations and expectations. Further details of the committees are on page 101.
This year, we took further steps to strengthen our governance at subsidiary and operational level, building accountability across the Group and ensuring alignment between Group strategy and operational execution. As we look ahead, the Board will continue to support growth through organic development and strategic acquisitions. We will remain vigilant in maintaining the balance between entrepreneurial ambition and structured oversight. Governance must adapt as the organisation evolves, and our focus is on building the resilience and transparency that underpin long-term success. Finally, I would like to acknowledge the continued impact of the OCU Foundation. Now in its second year, the Foundation is a tangible expression of our values. Its growing reach, employee-led approach, and positive community outcomes reflect the spirit of the organisation we are proud to govern. With a strong Board, a clear governance framework, and an ambitious strategy, I am confident OCU Group is well placed to shape a sustainable future and deliver on its commitments in FY26 and beyond.
David Taylor-Smith, MBE Non-Executive Chair
This year we have strengthened the foundations of our governance to match the pace and scale of our ambition. Strong governance is what makes sustainable growth possible, and it remains central to how we lead, operate and evolve as an organisation.
David Taylor-Smith Non-Executive Chair
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