2025 PERFORMANCE REVIEW Each year the performance of the Board, its Committees and Directors are reviewed, considering (among other things) the balance of skills, experience, independence and knowledge on the Board, its diversity, how it works together as a unit and other factors relevant to its performance. The Company’s Policy is to conduct an externally facilitated performance review every third year. During 2025, the review was conducted internally with the next external review expected during 2026. BOARD AND COMMITTEE PERFORMANCE REVIEW PROCESS The 2025 Board and its Committee reviews were compiled following completion of anonymous online questionnaires using Thinking Board, provided by Independent Audit Limited, that addressed a broad range of issues and which enabled comments on a range of matters. The questions covered Board and Committee performance, culture, the content and scope of topics covered at Board and Committee meetings, the nature and dynamics of Director contributions at meetings and Chair of the meetings. The questions set were consistent with previous years to provide comparative results. CONCLUSION FROM THIS YEAR’S BOARD AND COMMITTEE PERFORMANCE REVIEWS The Board and its Committees continue to operate effectively and fulfil their oversight and governance responsibilities to a high standard. Areas of strength included the balance of skills, background and expertise of the Non-Executive Directors to challenge and support the Executive team. The review concluded that the Board is effective in how it develops, and oversees the implementation of the Group’s strategy, while ensuring the views of stakeholders and wider issues around sustainability are taken into account. The Directors believe that the Board fulfils its role relating to strategy, risk, governance and oversight of operational and financial performance well. The Board’s decision- making continues to align with our purpose and values. The key areas where there are opportunities for further development include: • Strategy – continued focus on the Group’s longer-term Strategic Plan, with more consideration of our potential responses to longer-term structural threats to support the long-term growth ambitions of the business. • Technology and cyber risks – notwithstanding the improved awareness of cyber risks, develop an increased understanding of the challenges posed by IT in this dynamic area and understand how technology and innovation enables our strategy and delivers for customers. • Crisis preparation – understanding how the Board would respond in a crisis, in particular a serious IT problem. 2024 Board performance recommendations and progress PROGRESS AGAINST THE 2024 BOARD PERFORMANCE RECOMMENDATIONS 1. Impact of technology and cyber risks –Technology and strategy have been a Board focus in 2025 and this will continue in 2026 given the dynamic nature of this topic. IT security, in particular cyber risks, were reviewed by both Board and Audit & Risk Committee during 2025 and this will continue into 2026. 2. Monitoring performance and overseeing culture – the Board continued its oversight of our operational policies and procedures to ensure they are consistently implemented across the business. Good progress has been made with our People Strategy, Culture Audit and enhanced People performance management, which were regularly discussed in Board and Committee meetings during the year. 3. Succession planning – The Board and Nomination Committee continue to oversee succession plans with dedicated sessions throughout the year. Folloiwng a search led by the Nominations Committee, Duncan Cooper will join the Board as a Non-Executive Director on 1 June 2026 and takeover as Chair of the Audit & Risk Committee when Ross Paterson steps down from the Board on 31 August 2026 at the end of his tenure. THE UNITE GROUP PLC Annual Report and Accounts 2025 99