THE UNITE GROUP PLC Annual Report and Accounts 2024 121 Purpose Operation Opportunity Performance metrics To provide an opportunity for Executives to build up income for retirement. • All Executives are either members of The Unite Group Personal Pension scheme or receive a cash pension allowance. • Salary is the only element of remuneration that is pensionable. • Executive Directors receive a Company pension contribution – or an equivalent cash allowance – aligned to that offered to a majority of employees across the Group in percentage of salary terms (currently 11% of salary). • None Pension Purpose Operation Opportunity Performance metrics To incentivise and reward strong performance against financial and non-financial annual targets, so delivering value to shareholders and being consistent with the delivery of the Strategic Plan. • Performance measures, targets and weightings are set by the Committee at the start of the year. • At the end of the year, the Committee determines the extent to which targets have been achieved. • From 2025 onwards, up to 50% of any bonus earned will be deferred in shares for two years, unless a Director has met their in-post shareholding guideline, in which case the full bonus earned will be paid in cash. • The annual bonus is subject to malus and clawback provisions. • For Executive Directors, the maximum annual bonus opportunity is 150% of base salary. • Up to 30% of maximum will be paid for Threshold performance under each measure. • Up to 50% of maximum will be paid for On- Target performance under each measure. • A payment equal to the value of dividends which would have accrued on vested deferred bonus shares will be made following the release of awards to participants, either in the form of cash or as additional shares. • Performance is assessed annually, measured against specific objectives set at the start of each year. • Financial measures will make up at least 70% of the total annual bonus opportunity each year. The remainder will be split between non-financial metrics and personal/ team objectives according to business priorities, with weighting on the latter of no more than 20% of the total. • The Committee has discretion to adjust the formulaic bonus outcomes both upwards (within the Policy limits) and downwards (including to zero) to ensure alignment of pay with performance, e.g. if one target is significantly missed, or unforeseen circumstances arise outside management control. The Committee also considers measures outside the bonus framework (e.g. Health & Safety) to ensure there is no reward for failure. Annual bonus