THE UNITE GROUP PLC Annual Report and Accounts 2024 11 How we engage Our frontline property teams engage with students on a day-to- day basis, supplemented by peer-to-peer engagement and social activities provided by our resident ambassadors. We partner with Endsleigh Insurance to provide 24/7 access to counsellors and other support services. We also engage with students using our upgraded MyUnite app and social media channels, including pre-arrival support and networking opportunities. Throughout their stay we promote campaigns, such as Personal Safety Week and Winter Wellbeing, and we signpost to our Support for You web page. This is complemented by our customer research programme which includes surveys on specific issues. Value created in 2024 • Provided access to a 24/7 student wellbeing helpline and digital therapy services. • Upgraded 11 buildings, including new bedrooms, kitchens and amenity spaces. • Supported the award of accommodation scholarships to 95 students through the Unite Foundation. • Launched our new student app and website to further enhance customer service. • Research with the Social Market Foundation on care leavers. Priorities for 2025 Upgrades to bedrooms, kitchens and amenity spaces in our new developments and refurbishment projects. Improved capture of additional needs prior to arrival to respond to the differing needs of under-represented students, and those with additional challenges relating to the transition into student accommodation. Investment in our technology platform to deliver an improved end-to-end experience for students from booking, through their time with us and ultimately when they leave. Students Key issues • Value-for-money • Customer service • Safety and welfare support How we engage We hosted quarterly Culture Matters forums and Unite Live sessions with the Chief Executive and Executive team, fostering open communication and transparency. We conducted the Have Your Say survey with 84% participation, gathering insights to drive continuous improvement. We co-created new values and behaviours with our people, to better reflect who we are and the culture we’re striving to create. We hosted our senior leaders at two conferences, bringing them together to share our vision for the business and to better connect as leaders. Value created in 2024 • Delivered an average pay increase of 8.8%, including a 10% uplift for over 70% of employees. • Employee attrition decreased to 25%, a 4-point improvement on 2023. • Launched My Impact, a new performance enablement framework. • Achieved our highest engagement score in two years of 74, up by 4 points on 2023. • Delivered our first-ever culture audit, identifying areas to keep, change, and add. • Advanced diversity, equity, and inclusion through impactful networks and policies supporting menopause, disability and neurodiversity. • The Academy provided tailored learning experiences, including an 18-month programme for general managers. Priorities for 2025 We will launch an integrated online platform to support performance, learning, and goal setting through My Impact. We will roll out refreshed values and behaviours across the business. Our people Key issues • Learning and development • Diversity, equity and inclusion • Health, safety and wellbeing • Fair pay and reward Creating value for our stakeholders