Governance
Strategic report
Financial statements
95 OCU Group Annual report and financial statements 2026
Chair’s introduction to governance
This year, our approach to governance has continued to develop with the scale and reach of OCU Group. As the Group surpassed £1bn of revenue and established a presence in Australia and New Zealand, the Board maintained a clear focus on effective controls, compliance, risk management and effective oversight.
David Taylor-Smith, MBE Non-Executive Chair
During FY26, the Board’s work reflected the continued evolution of OCU from a UK infrastructure services business into an international platform serving Power Transmission & Distribution, Energy Transformation, Digital Infrastructure and Water & Environmental markets. This increased scale brings broader responsibilities, and our governance arrangements have continued to mature while retaining the pace and operational responsiveness that are important to the Group’s culture. The Board continued its structured monthly meeting cycle, supported by focused agenda planning and increasingly consistent performance, commercial and risk reporting. This has enabled the Directors to remain closely engaged with delivery, financial performance, strategic development and the principal risks facing the Group. The use of integrated data and regular contract-level review has also strengthened the evidence available to support challenge and decision-making.
The Group continues to place the highest priority on health and safety to ensure that our staff, suppliers and members of the public are kept safe. We devote significant oversight, resources, training, systems and practices to ensure that a culture of health and safety is embedded in OCU. We continually learn from our own performance and other industry best practice so that we can improve. I am pleased to report that OCU has maintained health and safety performance above industry benchmarks during the year. The Audit & Risk Committee, Nomination & Remuneration Committee and ESG Committee continued to provide focused oversight within their respective areas. During the year, the Group further embedded its Risk Management Framework, including its Delegation of Authority, Group Risk Register and associated controls. Commercial governance also remained central, with defined tender approvals, cross-functional review and regular performance monitoring supporting disciplined contract selection and delivery.
The establishment of OCU Australia and New Zealand was an important area of Board attention during the year. The acquisitions completed during the year were supported by a structured integration approach covering safety, finance, commercial controls, technology, people and governance. This provides clear reporting and accountability while recognising the operational strengths and local leadership of the businesses joining the Group. We augmented and strengthened OCU Australia and New Zealand’s organisational capability and management bench strength during the year to ensure that the business is well positioned to grow. The Board has also continued to oversee investment in the Group Services platform, which supports consistent best practice, standards and data across an increasingly diverse organisation. Shared systems, common policies and clear functional leadership are strengthening control, resilience and the Group’s capacity to integrate and grow responsibly.
Looking ahead, our priority is to ensure governance remains proportionate, transparent and effective as OCU develops. We will continue to balance entrepreneurial leadership with appropriate oversight, maintaining clear responsibility for risk, performance and stakeholder outcomes. I would also like to recognise the continuing contribution of the OCU Foundation. Its work remains a practical expression of the Group’s values and of the positive impact OCU seeks to make in the communities it serves. With an experienced Board, established committees and a scalable governance framework, OCU is well placed to transform energy and utilities infrastructure safely and responsibly, helping to power a brighter tomorrow.
David Taylor-Smith Non-Executive Chair
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