41061 Unite AR22 HI-RES WEB-READY - Flipbook - Page 33
STRATEGIC REPORT
GOVERNANCE
FINANCIAL STATEMENTS
OTHER INFORMATION
OPERATIONAL KPIs
12
44
78
75
41
74
33
7
24
75
38
65
35
21
20
7
6
7
2
2018
2019
N/A
2020
2021
2022
2018
2019
2020
2021
2022
2018
2019
2020
2021
2022
2018
2019
2020
2021
Safety
(Number of accidents)
Customer
satisfaction
Employee
engagement
Higher Education
trust
7
38
65
7
2022
Link to remuneration
Link to remuneration
Link to remuneration
Link to remuneration
Taken into consideration
Bonus
Bonus
Bonus
Measure
Measure
Measure
Measure
The number of RIDDOR
reportable accidents in our
health and operations each
year acts as an indicator
of our health and safety
management.
Customer Net Promoter
Score (NPS) provides a
commercially relevant
customer experience
measure, based on an
annual externally provided
survey.
Independent, anonymous
surveys are undertaken
by an external provider
amongst our employees to
gain regular and insightful
feedback on how they feel
and how we can continue
to improve.
HE Net Promoter Score
(NPS) provides a measure
of how we have met
the needs of our Higher
Education partners and
their perception of Unite.
Performance in 2022
There were seven reportable
incidents in 2022. Four
reports comprised of
incidents or accidents that
resulted in our employees
being absent from work for
over seven days. There were
no significant trends in terms
of causation.
Priorities going forward
Our focus for 2023 will be
improving our safety culture,
colleague engagement
and competence. We will
ensure our people have
the tools they need to work
effectively while continuing
to review our health and
safety training courses,
alongside our learning and
development team.
Performance in 2022
The Net Promoter Score
for our 2022 student arrival
check-in was 38, a 3 point
improvement year-on-year,
after adjusting for properties
that were non comparable
due to cladding remediation
works. An improvement
in the score followed the
launch of our new operating
model and further training
being delivered in our Class
of 22 programme, to give our
teams the tools for a service
excellence experience.
Priorities going forward
With the business
embedding the new
operating model and
continued investment in
training frontline teams,
further improvement in
NPS is anticipated.
Performance in 2022
Employee engagement for
2022 was 65, a 10 point
reduction year-on-year.
2022 was a challenging year
for our people, in part due
to cost-of-living pressures,
but also as a result of
implementing our new
operating model and above
average employee turnover.
Priorities going forward
Providing training sessions
and supporting toolkits to
line managers, enabling
them to take appropriate
and meaningful action for
their teams.
Bi-annual surveys will be
undertaken, supplemented
by a number of other
engagement channels
including Unite Live,
Senior Manager Briefings
and Class of 23 events.
Performance in 2022
The Net Promoter Score
for 2022 was 7, a 13 point
reduction year-on-year.
2022 was a year of transition
for the relationship
management approach
with universities as we
implemented changes to
our operational structures
at city level. Our partners
still commented positively
on Unite’s response and
sector leadership during
the pandemic and the
organisation’s ability to react
in support of students and
wider stakeholders.
Priorities going forward
With new leaders in place,
we are committed to
building back our strong
working relationships
with Universities.
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