THE UNITE GROUP PLC | Sustainability Report 2025 14 Local communities Impactful volunteering, 15,000 hours target Since 2018, every employee has been given the chance to volunteer for a day a year. We are keen to encourage more to take part in our volunteering programme so have set a new target of 15,000 hours of volunteering by 2030. In our first year since setting this target, we’ve collectively volunteered 3,894 hours, which is a 36% participation rate. Community projects Our teams support 42 charities and community groups across the country with long-term, strategic community projects. Year on year, more colleagues choose to get involved through our Positive Impact awards programme. In 2025, a record number received Gold awards, recognising their support. Community spaces One of the most significant ways we create social impact is by dedicating spaces within our buildings for community use. All new developments, including those which opened in 2025, now incorporate spaces for use by local charities or community groups. This includes two projects which were recently completed – Avon Point in Bristol and Burnet Point in Edinburgh. Long-term leases have been renewed with two of our most successful community partnerships in London - the Mahadevi yoga therapy charity which works with children and adults with special needs, and Streets of Growth , a community organisation in Tower Hamlets. Fundraising and charity match Our charity match scheme boosts each employee’s fundraising by up to £250 a year. For donations above £100, we also give an extra £100 to the Unite Foundation. In 2025, we gave a total of £11,269 to 19 charities through match funding, including another £2,347 to the Unite Foundation, in addition to our ongoing support through the funding of accommodation scholarships. We also continued our partnership with the British Heart Foundation, making donations of clothes and homeware in 2025 worth £353,472 via donation points within our buildings. Supply chain social impacts We care about the social impact of our supply chain. Our Supplier Code sets out how we assess our suppliers and what we expect from them. In 2025, we introduced additional checks for all suppliers as part of both our onboarding and tender processes. This includes giving preference to suppliers signed up to the Living Wage Foundation. We take modern slavery seriously and actively look for signs of risk within our supply chain. Each supplier is vetted to assess their understanding and processes. In 2025, we launched a modern slavery training programme for our employees. Where we believe there could be greater risk, we delve deeper and put in place additional vetting and monitoring. For example, we do this over the summer period when we employ thousands of cleaners to prepare our properties for a new cohort of students. Case Study: Mentoring programme Our University Partnerships team has been working with the charity, Student Minds, to develop a mentoring programme, supporting Student Minds employees with professional skills through one-to-one mentoring. “I’ve learnt a lot from my mentor and having regular mentoring sessions has challenged me to think more regularly about areas I want to develop and acting on them” – Mentee After a successful first year of mentorship, the programme will be continuing in 2026. We are keen to encourage more employees to take part in our volunteering programme so have set a new target of 15,000 hours of volunteering by 2030. INTRODUCTION YOUNG PEOPLE COMMUNITIES OUR COLLEAGUES THE ENVIRONMENT APPENDICES LOOKING FORWARD