Strategic report
Governance
Financial statements
15 OCU Group Annual report and financial statements 2026
Operational review Group territories introduction
Local delivery, international capability
FY26 represents an important stage in the continued development of OCU Group. In last year’s annual report, the operational review was presented through the Group’s then UK business units: OCU Utilities, OCU Energy and RJ McLeod. That approach reflected the way in which the Group had assembled and developed complementary businesses across regulated utilities, Energy Transformation and specialist infrastructure delivery. During FY26, the relationships between those capabilities continued to deepen. Teams, expertise, plant and equipment, technology and operational infrastructure were increasingly deployed across traditional business unit boundaries, enabling the Group to address broader client requirements and deliver more integrated scopes of work. Due to the close interaction of the two business units, RJ McLeod was brought into OCU Energy. At the same time, OCU established an operating platform in Australia and New Zealand, moving the Group from a predominantly UK-focused infrastructure services provider to an international business with established operations in two attractive territories.
This year, the operational review therefore moves to a territory-led structure. We first examine activity in the UK (UK), where OCU has an established national platform and its broadest range of capabilities, before reviewing the growing Australia and New Zealand (ANZ) platform. This change provides a clearer view of where OCU operates, how its capabilities are deployed within each market and how its operating model is being applied internationally. It also reflects the practical reality of infrastructure delivery. Client relationships, workforce availability, regulatory frameworks, supply chains and project conditions are inherently local. Successful delivery depends on understanding those conditions while drawing on the strength, governance and resources of the wider Group. The territory structure is therefore more than a change in presentation. It reflects how OCU is developing as a business: locally led and responsive, but increasingly connected through common capabilities, standards, systems and commercial disciplines.
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