Strategic report
Governance
Financial statements
40 OCU Group Annual report and financial statements 2026
Operational review continued International outlook market review International outlook
A measured approach to future territories.
The Group’s progress in Australia and New Zealand has demonstrated how OCU, through an evolved and tested playbook, can establish a new territory around proven local businesses, capable leadership and specialist delivery, while progressively introducing Group standards, systems and support.
A repeatable route to growth The structural forces supporting OCU’s core markets are not confined to a single geography. Electrification, renewable generation and storage, ageing networks, water resilience and the rapid expansion of digital infrastructure are increasing the need for complex energy and utilities assets across developed and emerging economies. These investment cycles are long term, but their timing, regulation and route to market remain distinctly local. Our response is therefore selective. International presence is not an objective in itself. Any future territory decision would begin with the quality and duration of demand, a credible route to market, capable local leadership, cultural and strategic fit, and a clear right to win. Risk allocation, workforce availability, supply chain maturity, and the strength of the local regulatory environment would be assessed before scaling. In FY26, OCU established a strong Design team in India in response to workforce availability. The team is rapidly expanding to provide all of the Group's territories with extended engineering design capabilities and to supplement local design hours.
In some markets, the starting point may be an established client relationship. Multinational clients increasingly align investment, engineering and delivery strategies across regions and value partners that can combine consistent standards with local execution. In others, the opportunity may arise directly from an evident need for infrastructure. In either case, OCU would apply the same threshold: expansion must be connected to demand, grounded in delivery capability and capable of creating enduring local value. From market entry to Group territory Australia and New Zealand provide a practical reference point. OCU entered through the acquisition of established operating businesses, added complementary capability, retained local knowledge and strengthened regional leadership, while introducing Group governance, functional support and common operating disciplines in sequence. The model preserves entrepreneurial mindsets and client proximity while adding the visibility and control needed to scale safely. A future territory would not need to begin with all four Group markets; it could be anchored where demand and capability are strongest, with adjacent services introduced only when supported by clients, local expertise and delivery performance.
Powered by FlippingBook