OUR PEOPLE continued THE UNITE GROUP PLC Sustainability Report 2024 CULTURE AND VALUES The culture audit we carried out in 2024 helped us to assess the health of our culture, gather insights, and identify areas for improvement. Hundreds of colleagues provided feedback which enabled us to refresh our values and behaviours. We’ve implemented a new Behaviours Framework that clarifies expectations and supports our Great Place to Work ambitions by fostering excellence in day-to-day actions. This focus on high-performance ensures that our values guide everything we do, building a culture rooted in growth and collective success. Our key ambition and metrics in this area are set out below (additional metrics and targets are in Appendix 3): Case study General Manager Development programme Hollie Street started the programme less than six months into her new role as a General Manager (GM). During the sessions she grew in confidence and now has clear goals and described herself as a “completely different Hollie”. She found the mentorship element of the programme particularly beneficial, making her feel “positive and with a burst of new motivation”. The mentor programme has bridged the gap between teams in support and operations functions, so our talented leaders can offer advice, and collaborate. GOVERNANCE APPROACH PROGRESS SOCIAL IMPACT LOOKING FORWARD APPENDICES Our key ambitions and targets Ambition 2022 2023 2024 Actual 2024 Target Progress 65% of leadership and management population hired internally 60% 73% 81% 65% On track 40% women in senior leadership by end of 2025 30% 28% 37% 40% On track 10% ethnic minority representation in management and senior leadership by end of 2025 5% 8% 7% 10% Behind HELPING EMPLOYEES FULFIL THEIR POTENTIAL To build an environment where colleagues can do their best work, meaningful two-way conversations between individuals and their managers are essential. In 2024, we launched My Impact, our new approach to performance enablement. My Impact consists of quarterly check-ins to reflect on the previous three months and plan for the next. These conversations consider objectives and behaviour, helping us set and adjust goals as needed. The first check-ins took place in October and initial feedback showed that 96% of people felt comfortable and confident with this, and 90% found the new performance measures clear and easy to use. 15 GOVERNANCE APPROACH SOCIAL IMPACT LOOKING FORWARD APPENDICES PROGRESS