Strategic report
Governance
Financial statements
16 OCU Group Annual report and financial statements 2026
Operational review continued Group territories introduction
One Group platform, locally led OCU’s territory model combines clear local accountability with the support and control of a scaled Group platform. Within each territory, experienced operational leaders remain close to clients, projects and the people delivering the work. Decisions can be made with a detailed understanding of local conditions, allowing teams to respond quickly to changes in program requirements, resource demand and delivery risk. This proximity supports stronger client relationships and helps maintain the ownership culture that has underpinned OCU’s development. Local leadership is supported by shared Group expertise across safety, commercial management, finance, people, procurement, legal and compliance, sustainability, program governance, technology and data. These functions provide consistent standards and processes, stronger visibility, and an established framework for decision-making as the Group grows. Our UK model is supported by an extensive network of regional hubs, offices, depots and operational centres. This footprint creates workforce density, shortens mobilisation times and enables people, plant and specialist capability to be shared across contracts and disciplines.
Long-term regional presence also provides local authority knowledge, established supply chain relationships and a deeper understanding of the communities in which OCU operates. In ANZ, the same principles are being applied through a measured integration approach. Strong local businesses and leadership teams retain the market knowledge, entrepreneurial qualities and client relationships that contributed to their success. These strengths are progressively supported by OCU’s safety expectations, commercial governance, financial rigour, reporting disciplines and digital platforms. A balanced delivery model Multi-year frameworks provide embedded client relationships, visibility of activity and a stable base of repair, maintenance, replacement and upgrade work. They also create the operational infrastructure required for efficient regional delivery, including trained workforces, depots, fleet, street works capability, supply chain relationships and client-specific knowledge. Project work provides access to higher‑value opportunities associated with the construction, connection and expansion of critical infrastructure. These projects increasingly require a combination of civil, electrical, mechanical, design and specialist engineering capability, together with the financial stability and governance needed to manage complex delivery.
By participating across both new build and existing asset expenditure, OCU is positioned to address a broader proportion of the infrastructure lifecycle and maintain a more balanced revenue profile than businesses focused solely on either construction projects or maintenance activity.
The two forms of work are complementary. An established framework presence can reduce the execution risk of project delivery by providing local people, infrastructure and operational knowledge. In turn, successful project delivery places OCU close to newly constructed assets and can create opportunities for future inspection, optimisation, repair and maintenance. This relationship is increasingly important as infrastructure markets move through a sustained period of investment. New generation, storage, transmission, distribution, water and digital assets must be designed and constructed, while existing infrastructure must continue to be maintained, upgraded and, where appropriate, have its operational life extended.
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