41061 Unite AR22 HI-RES WEB-READY - Flipbook - Page 90
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THE UNITE GROUP PLC | Annual Report and Financial Statements 2022
CHAIR’S INTRODUCTION TO GOVERNANCE
A STRONG
PERFORMANCE IN 2022
Board Governance overseeing delivery of
strong operational and financial performance
“The business has had a strong 2022
performance, built on our best-in-class operating
platform and affordable and well-located
portfolio, but ultimately delivered through the
hard work and commitment of our people serving
our customers. This has helped deliver the strong
recovery in our operational performance with
99% occupancy and our financial performance,
with earnings and dividends above their
pre-pandemic peak.”
Richard Huntingford
Chair
BOARD FOCUS AREAS IN 2022
• Delivering for our customers and universities:
investment in our platform and service enhancements
• Attractive returns for our shareholders: balancing
occupancy, with affordability and rental growth,
alongside new developments and disposals
• Delivering a positive impact: implementing our
sustainability strategy, through People and Places,
with the social contribution we make to students living
with us and reducing our environmental impact
• Safety: ensuring a safe and secure home, with a focus
especially on fire safety and student mental health
and wellbeing
Read more about the key activities of the Board on pages 107–108
Our governance and risk management
framework focuses on our three strategic
objectives, helping ensure we continue
to bring value for all our stakeholders.
The Board oversees how we deliver for
our customers and universities, ensuring
appropriate levels of investment in our
operating and technology platform along
with service enhancements, especially in
student welfare. The Board also ensures
the ongoing delivery of attractive returns
for our shareholders, carefully balancing
optimal occupancy with affordability and
rental growth. These returns depend
on the quality, location and scale of our
portfolio and the Board ensures we
develop new properties in the right cities,
balanced with appropriate disposals,
which this year saw us open two new
properties (Hayloft Point, London and
Campbell House, Bristol) whilst reducing
our footprint from 25 to 23 markets.
