Strategic report
Governance
Financial statements
84 OCU Group Annual report and financial statements 2026
Stakeholders & section 172 Powering a brighter tomorrow, together
Our stakeholder groups
During FY26, OCU’s stakeholder relationships developed alongside the Group’s scale, capability and international reach. As we strengthened our UK platform and established operations in Australia and New Zealand, engagement helped us integrate new teams, deepen client partnerships and maintain consistent standards of safety, delivery, governance and commercial discipline. It also informed investment across the infrastructure lifecycle – from design and delivery to commissioning, repair and maintenance – helping clients build new assets, renew critical networks and extend asset life. In fulfilling their responsibilities, the Directors, individually and collectively, have had regard to the matters set out in section 172(1) of the Companies Act 2006. The Board considers long-term consequences, employee interests, relationships with clients and suppliers, community and environmental impacts, high standards of business conduct and fairness between members, supporting balanced decisions and sustainable value creation.
Our people
Our clients
Why we engage Our people are the foundation of safe, reliable delivery. Their skills, judgement and ownership enable OCU to grow with control. How we engage Employee surveys, performance and development reviews, OCU Insight, leadership updates, OCU One, wellbeing channels, Training Academies and structured engagement during acquisition integration. Board engagement Regular review of employee sentiment, retention, recruitment, workforce capacity, early careers, safety, succession and leadership development, supported by site, academy and international team engagement. How we respond People First brought together wellbeing, financial benefits and professional growth. We expanded early careers, academy-led development, cross-skilling and forward workforce planning, while extending consistent people practices to acquired businesses and the ANZ platform.
Why we engage Trusted, long-term client partnerships support safe delivery, repeat work and the resilience and performance of critical infrastructure. How we engage Executive and operational account reviews, joint planning and mobilisation, framework and project reviews, client feedback and live information through our digital platforms. Board engagement Oversight of strategic accounts, major bids, contract performance, pipeline, risk allocation, client needs and the development of new capabilities and service models. How we respond We strengthened our end-to-end offering across design, delivery, commissioning, repair and maintenance. Investment in design, high-voltage engineering, specialist civils, horizontal directional drilling and digital tools increased self-delivery and broadened the support available across the UK and ANZ.
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