CLV Sustainability Report 2022

Campus Living Villages

Sustainability Report 2022

Campus Living Villages Sustainability Report 2022 3

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4 Campus Living Villages Sustainability Report 2022

About this Report This report provides information on the overall sustainability and Environment, Social and Governance (ESG) performance of Campus Living Villages (CLV) from 1 January 2022 to 31 December 2022.

The aim of this report is to communicate transparently about material ESG topics and provide insight on the efforts we have taken to manage them over the reporting period.

on Climate-related Financial Disclosures (TCFD) recommendations in preparing this report.

Any enquires or feedback about this Sustainability Report should be directed to Louisa Scott, Group ESG Manager.

Contact Details

The framework is based on CLV’s sphere of influence, including the processes and management systems across Australia, the United Kingdom and the United States.

Address Triniti Tower 2, Level 6/39 Delhi Rd, North Ryde, NSW, 2113

We have considered the Global Reporting Initiative (GRI) Standards and the Task Force

Website campuslivingvillages.com

Tel (02) 9270 1600

Peel Park Quarter, Salford Quays United Kingdom

Campus Living Villages Sustainability Report 2022 5

Message from our Executives It gives us great pleasure to welcome you to our 2022 Sustainability Report. This report presents an overview of our approach, performance and initiatives across the key ESG matters relevant to our business and our stakeholders.

As our business recovered from the impacts of the COVID-19 pandemic, our university partners, residents and employees resonated with the idea of building back stronger.

Our sustainability framework, operational resilience and workforce agility have revitalised our business for the next phase of growth. In those extraordinary times, we remained strong in our commitment to provide a home for university students that helped them feel safe.

Today, we are operating a nearly 100% occupied portfolio, supporting young people who were in school during the COVID-19 lockdowns.

During the year we set a ‘Plan to 2030’ with key goals under each of our sustainability focus areas. This year we are providing our stakeholders with a view of our progress so far, our current focus and our next steps in relation to this plan and our overall sustainability journey. We gathered feedback and insights from our key stakeholders, which has contributed directly into our materiality assessment process.

Our report reflects our continued efforts to evolve our ESG related practices and how we communicate these activities in line with the changing nature of our business.

We acknowledge the challenges that climate change is posing to the world and the potential risks and opportunities arising for CLV. As such, we have set ourselves a phased approach to implementing the recommendations of the Taskforce on Climate-related Financial Disclosures (TCFD) across its pillars of governance, strategy, risk management, metrics and targets. We are pleased to share our TCFD roadmap, detailing our steps to comprehensively respond to the potential impacts of climate change.

As the ‘engine’ behind our sustainability efforts, supporting our teams for success is one of our top business priorities.

We recognise that the passion, the expertise and the capability of our people are the key drivers of our sustainability outcomes.

We thank all our stakeholders for their support.

Regards, John C. Schroder Managing Director and CEO Louisa Scott Group ESG Manager Dale Clark Vice President of Project Management, Design and Construction

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Sustainability Highlights

Environment

Installed 800kW of solar across the Group 42% of the US portfolio transitioned to Green Power Set a target to be net zero emissions by 2030 Commenced process to align with the Taskforce on Climate-related Financial Disclosures

Social

Progressed approach to sexual assault and harassment Finalised CLV Cares mental health and wellbeing framework 84% of residents indicated feeling safe or very safe at their village

Governance

ESG framework finalised 50/50 gender split at the Board Launched the CLV whistleblower line through Convercent Strengthened our IT and Privacy practices Employee engagement scores improved by 17% since 2020.

GRESB performance improved 10 points to 82/100

Campus Living Villages Sustainability Report 2022 7

About Campus Living Villages Our success stems from having an integrated approach to student accommodation, providing a broad range of services to suit the needs of our partners.

Our flexible, full-service approach allows universities to provide much needed accommodation without being involved in the risk and complexity of managing and developing student accommodation and incurring the associated capital costs.

To help institutions develop the best on-campus living, we offer project management, design, development and management of student accommodation and related amenities, including office space, retail, supermarkets and coffee shops.

We provide unique know-how in unlocking sites as a seamless extension of the university experience and act in partnership with the university, dovetailing our services to their vision.

We deliver outstanding places and lifestyles, backed by genuine care that attracts and retains students and boosts academic performance.

We offer a range of services uniquely tailored to the needs of our university partners: Expertise in managing properties to maximise value for our superannuation fund owners A full suite of management and operational services which can be tailored to a partner's needs Effective marketing and sales strategies to attract and retain residents Residential support to ensure a positive and safe community for students Custom design and construction for a high-quality student experience Project management to ensure timely and successful project delivery IT systems to streamline operations and improve efficiency, with a focus on delivering phygital experiences that combine digital capabilities and physical environment in the student space

We deliver a range of accommodation solutions and operating models that can be tailored to meet the unique needs of each partner we work with: Long-term operating and management contracts Acquiring and disposing of assets

Refurbishments and Life-Cycle Cost Planning (LCCP) management Managing long-term ground lease arrangements

Project management including design, construction, and delivery Fully integrated, fully serviced

Debt procurement and equity allocation

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Our Global Footprint

United Kingdom

Employees: 291 Suppliers: 695 Direct emissions: 7,043 tCO2-e

United States

Employees: 200 Suppliers: 1,791 Direct emissions: 9,717 tCO2-e

Australia

Employees: 238 Suppliers: 793 Direct emissions: 5,587 tCO2-e

The emissions disclosures above (tCO2-e) are based on Scope 1 and 2 emissions.

Campus Living Villages Sustainability Report 2022 9

Our Environment, Social and Governance Framework We partner with universities to support more residents to graduate and thrive through strong social programs and an affordable and safe place to live.

We strive to continually measure and improve our impact on the environment and communities, so that we can continue to provide positive experiences for our residents.

Our Environmental, Social and Governance (ESG) framework is a integral part of developing and enhancing our student communities.

Focus

Target

Climate Change

Net zero emissions by no later than 2030 (operations)

Natural Resources

Use less water, send less waste to landfill

Resident Life

Create a connected community through a resident life program

Health and Wellbeing

Maintain or improve resident and employee wellbeing

A purposeful and equitable value chain

Modern slavery and human rights

A trusted operator

Maintain trust among all partners

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Our Material Topics The following are the material ESG issues, linked to our Sustainability Framework, as identified through our stakeholder engagement and materiality assessment.

Sustainability Pillar

Sustainability framework areas of focus

Environment

Social

Governance

Material topics

Climate Change

Energy Carbon emissions Climate risk Sustainable design and development

Natural Resources

Waste Water Biodiversity Education

Resident Life

Community Affordability

Health and Wellbeing

Safety Accessibility Training and education Wellbeing

Supply Chain

Modern slavery Responsible Procurement Social Procurement

A trusted operator

Reporting Trust Workforce Partnership

Campus Living Villages Sustainability Report 2022 11

Where we are Headed

2019

Our Durham Mount Oswald project was ranked #1 in the UK 2021 GRESB development sector, and received a BREEAM ‘Excellent’ rating.

Installed over 800kW of solar panels across the Group

• 100% waste diverted from landfill for UK assets under operational control • Sustainable employee engagement moved from 74% to 81% over one year

GRESB performance improved by 22 points to 82/100 within 3 years

• Implemented a plan to guide CLV’s approach to managing incidents of harassment and assault at villages • Resident survey shows favourable score of 84% for feelings of safety at their village

2023

2022

• Progress approach to modern slavery and responsible supply chain

• Quantify the success of CLV Cares with feelings of resident wellbeing at 75% or more Partner to implement leading programs around mental health and wellbeing

Released inaugural Group Modern Slavery Statement

• Reduce Scope 1 emissions by 2,500 tCO2-e • Improve resident literacy around waste and water consumption

Transition to 100% renewable energy procurement by 2025

Generate 500MWh of solar energy across the Group

2025 • Operate sustainable buildings that consider people, place, quality and legacy

Reduce Scope 3 carbon emissions when creating a new product, through partnerships, pre-fabrications and supply chain

2050

• Operate a contemporary portfolio in collaboration with long-term university partners • Be Net-Zero (Scope 1 and 2) carbon emissions in operations • Improvements in ESG disclosure and assurance, with GRESB score of 82 either maintained or improved

Develop a framework to quantify the positive influence of CLV on resident wellbeing and rate of graduation

2030

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Campus Living Villages Sustainability Report 2022

Stakeholder

Our Stakeholders It’s important that we understand all the factors impacting our stakeholders across our entire value chain.

The materiality process completed in 2022 included a review of the expectations of our residents, university partners, employees and investors. This process helped us understand which topics we should keep front and centre as part of our sustainability framework.

ESG impacts Team Members • Employee engagement • Health and wellbeing • Training and education • Safety

Residents • Accessibility • Affordability • Health and wellbeing • Safety • Energy efficiency • Climate risk

University Partners • Climate change • Trust and partnerships • Responsible procurement • Health and wellbeing • Safety • Social responsibility

JV Partners • Reporting and transparency • Responsible procurement

Investors • Climate change • Responsible procurement • Transparency • Value creation • Affordability

Suppliers • Responsible procurement • Supplier diversity • Modern slavery

Regulators and Industry • Reporting • Transparency

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The Trends Shaping our Industry The environment we’re operating in is continuously evolving, with several key trends shaping our world and the cities we operate within.

We’re focused on monitoring these trends and understanding their potential impact to our business, our workforce, our customers, and partners, so that we can both manage the risks and embrace the opportunities they present for our resident customers.

Trend The increasing incidents of mental health and wellbeing

Sustainability front and centre

What we have done about it

Launched the CLV Cares framework to support the holistic health of resident customers

Refreshed our approach to managing sexual assault and harassment Appointed a Group Manager ESG Established a Board Committee of Audit, Tax and Sustainability

Formalised an ESG Framework that considers the needs of all of our partners

Proximity

Partnering with universities to deliver new and contemporary accommodation that is on-campus and close to services

Affordability

Continuously improve our service offering and value add for CLV residents

Technology driving change

Launched a new website that is now integrated, centralised, secure and linked to our university partners. The website focuses on a positive customer experience Implemented new security measures to maintain privacy and security, including two-factor authentication and refreshed cyber-security training Focused on delivering ‘phygital’ initiatives to our villages to enhance the customer experience Launched the CLV Integrity/Speak Out Helpline

Supply chain

Joined Supply Nation to begin redirecting our procurement spend to Indigenous-owned businesses where possible

Environment

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Climate Change We focus on the risks and opportunities that climate change presents to our business through operations, design and development and aim to manage these risks and track our progress.

This year we set a decarbonisation pathway to achieve Carbon Neutral (Scopes 1 and 2) emissions in our operations by 2030, and Net Zero (Scope 3) by 2050.

We aim to do this through improving efficiency measures, generating energy through solar and procuring renewable energy. Where we design and develop, we’ll do so with sustainability front of mind and will align with frameworks such as BREAAM, LEED and Green Star.

Climate Change Targets

How

Net Zero emissions 2030 (Scopes 1 and 2)

Renewable energy Energy efficiency Climate risk Sustainable building design and construction

Net Zero emissions by 2050 (Scope 3)

SDG

Installing Solar

Transitioning to Green Power

800kW of Solar Photovoltaic (PV) has been installed at villages across the UK and Australia.

Five villages in the US have converted to 100% renewable energy through Gexa Energy, representing 42% of the US portfolio.

The Centennial Court, University Forest, University Pines, Village Oaks and Cambridge Oaks villages now use certified Green Power.

In the UK, approximately 600kW have been installed across four assets; Goldsmiths, Durham Mt Oswald, Prince Consort Village and Lyme Regis, Chesil and Okeford Houses.

In Australia 200kW of solar has been installed at both Student Village Melbourne and Griffith University Village, with three more systems to be commissioned in the next 12 months.

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Campus Living Villages Sustainability Report 2022

Building Climate Resilience

Strategy

In line with the recommendations set out by the Task Force on Climate-related Financial Disclosures (TCFD), we have started to articulate the ways CLV approaches climate change and its continued threat to our assets, employees and customers.

In 2022 CLV developed its EMP, highlighting the key risks and opportunities present in our operations.

With assets in the US, UK and Australia, we operate in places exposed to various climate-related risks. Our village in New Orleans withstood the catastrophic Hurricane Katrina in 2021. Our assets in the UK have navigated the heat waves of 2022 and the east coast of Australia has withstood fire, flood and heat.

Governance Our Board is responsible for setting CLV’s strategic direction in relation to the management of climate related risks and opportunities. The Board bears overall responsibility for the Committee of Audit, Tax and Sustainability, as well as the risk management framework. Key operational, strategic and emerging risks and mitigation strategies, including those related to climate change, are discussed quarterly at this committee.

The Executive Committee plays a crucial role in delivering on the ESG framework, working with the Board to ensure that material sustainability risks are identified and mitigated. The Group Manager of ESG reports into the CEO and MD and updates the Executive Committee fortnightly, discussing environmental, social and governance related risks and opportunities. Where a topic requires more consideration, separate Executive Deep Dives are held to navigate the issue.

ESG is included in the annual KPIs of the Executive Committee, which includes the Group Managing Director and CEO, CFO and all Heads of Department. Inclusion means that ESG is directly linked with the Group Short Term Incentive and the Remuneration of the management team.

The other risks highlighted within our EMP include energy use and associated GHG emissions, waste generation, water consumption, land development and management (including impacts on biodiversity) and environmental compliance and obligations.

Where CLV designs and develops an asset it will do so with future operations at front of mind, which includes the rising costs of living for our resident customers, the heat and rain related risks involved with construction, and the way Water Sensitive Urban Design can create both resilient villages for our residents, but also contribute to the sense of place that biodiversity can bring.

There is an opportunity to partner with suppliers to deliver low-carbon purpose-built student accommodation facilities with built-in energy efficiencies, aligned to frameworks and certifications such as LEED, BREEAM and Green Star. There is also an opportunity to partner with universities and their research departments to include innovative solutions to climate risk.

Climate-related risks and opportunities can have various impacts on the organisation.

There are business continuity plans at every asset to minimise operational disruption that may occur due to unplanned events.

Campus Living Villages Sustainability Report 2022 17

Understanding our Physical Risks Risk

Mitigation/opportunity

Physical risks

Low risk

Medium-high risk

Extreme temperatures

More hot days and warm spells are projected across the locations in which CLV operates. This includes an increase in days over 35 degrees Celsius and a longer duration of warm spells, leading to higher operating costs (energy consumption and maintenance costs).

Mitigation strategies include efficiency initiatives that assist in reducing energy consumption, and therefore electricity bills, for residents.

High quality and efficient airconditioning units are being installed to help with thermal comfort during the hotter months of the year in Australia. Solar is being installed to offset the rise in energy consumption.

Where CLV designs and develops projects, new assets will keep Indoor Environment Quality (IEQ) front of mind, including thermal comfort.

Extreme weather events

Although there may be a decline in rainfall in some areas, the intensity of heavy rainfall is expected to increase.

Where appropriate, our assets include Water-Sensitive Urban Design and stormwater management strategies.

Any new developments will be built with flood resilience front of mind.

Extreme wind

Severe windstorms can cause widespread damage to buildings and infrastructure.

Windstorms have considerable human and economic impacts and it is expected that the frequency and severity of storms is due to increase over the next 30 years.

Increasingly destructive hurricanes will put more US buildings at risk for wind damage.

Where CLV develops, it will do so with resilience built into the design of new assets. Climate risk, including hurricanes, is included in the insurance renewal process each year. This helps to reduce recovery costs should we be impacted by a major climate event.

Bushfires

The Australian bushfires over 2019/2020 demonstrated the devastating financial and social impact harsher fire conditions can bring. The key risks are loss of life, loss of ecosystems and biodiversity, loss of animal species and damage to property.

The primary risk bushfires present to our portfolio is the impact of smoke to Indoor Environment Quality and health.

Changing sea levels

The projected range of sea-level rise by 2030 is around 0.07 to 0.19 metres above the 1986–2005 level. This could lead to increased costs and delays to construction; flooding and damage to property.

In the planning and design of new developments, we currently consider stormwater as specified by the relevant authorities or experts.

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Campus Living Villages Sustainability Report 2022

Risk Management Climate-related risks are incorporated into the risk management processes at all levels of the business. The group-wide risk management platform Protecht issues questions to facility managers, village managers, legal, ESG and risk employees in all regions.

We’re also continuing to work on standardising our approach to integrating climate-related risk into our development and construction processes.

Our approach to risk management is guided by regulatory standards and CLV’s own Code of Conduct. Our group risk function is responsible for developing and embedding the risk management framework, advising the business on risk management plans, and consolidating risk reporting to senior executives and the Board.

Our approach is also informed by Lexus Nexis from a compliance perspective, which is embedded in the business through the Protecht platform.

Environment related risks are included in each asset’s capital expenditure and strategic asset plans. Taking an up to 50 year long-term view enables mitigation works to be planned into the capital and operational cycles and limits the need for unplanned or unbudgeted works to be performed. If generic risks are identified, they will be considered across the portfolio and added to CLV’s Minimum Design Requirements to feedback experience into new developments. We also recognise there may be a need to adapt our operational procedures for unanticipated climate change risks (such as the heat wave in the UK in 2022 and Australian bushfires of 2020/21).

The environment and sustainability are considered key strategic risks and are reported on to the Board quarterly.

In 2022 we set a target to be Net Zero in direct emissions (Scopes 1 and 2) and in all emissions (Scopes 1, 2 and 3) by 2050.

Understanding our emissions Group emissions and consumption summary Unit

FY21

FY22

% change

1. Increasing the efficiency of the assets we control

Emissions Scope 1

tCO2-e

5,658

5,754

Scope 2

tCO2-e

16,048

16,593

Total (Scope 1 + 2)

tCO2-e

21,706

22,347

2. Generating renewable energy through solar

Electricity Consumption Emissions intensity

3. Procuring renewable energy

MWh

37,169

47,079

kWh/bed

6,786

5,363

-21%

tCO2-e/bed

3.62

2.47

-32%

GJ

105,897

110,418

GJ/bed

27.5

22.5

-18%

tCO2-e/bed

1.5

1.2

-20%

Intensity Gas Consumption Intensity Emissions intensity

Our plan to be Net Zero in direct emissions involves:

4. Partnering with Industry to drive change 5. Designing and developing assets with sustainability front of mind

FY22 Emissions by region Unit

AU

UK

US*

Total

Scope 1

tCO2-e

1,097

2,847

1,810

5,754

Scope 2

tCO2-e

4,490

4,196

7,907

16,593

Total (Scope 1+2)

tCO2-e

5,587

7,043

9,717

22,347

*US emissions are higher due to building type and climate impacts on utility use

Campus Living Villages Sustainability Report 2022 19

Natural Resources Targets

How

Use less water

Waste education Water efficiency Partner for change Biodiversity

Send less waste to landfill

SDG

Green Wall A living Green Wall has been installed at the Prince Consort Village in London. Living green walls have various benefits when indoors; they help to purify the air, increase feelings of wellbeing, reduce ambient noise and help with ambient temperature.

The wall is also striking, and helps to activate the space as a usable common area.

FY22 water consumption by region Unit

AU

UK

US

Total

kL

126,279

424,695

448,019

998,993

Emissions

tCO2-e

172

179

224

575

Intensity

kL/bed

53

58

94

tCO2-e/bed

0.07

0.02

0.05

Consumption

Emissions intensity

Group waste metrics* Unit

FY21

FY22

Waste

ton

274

201

Intensity

ton/bed

0.66

0.46

* US waste cannot be reported

%change -30%

There is an opportunity to improve water efficiency and waste diverted from landfill

Social

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Resident Life We know that the transition from home and school to university is challenging, and that a major contributor to positive experiences is the opportunity to make meaningful connections.

Our resident life program ‘Live, Learn, Grow’ aims to support residents to do just that; enjoy their time living on campus, learning life skills while studying, making connections and growing into young adults.

We believe that a strong sense of belonging and community can play a major role in reducing the stress often experienced when starting university, and our approach to ‘social’ is underpinned by this.

Resident Life Targets

How

Create a connected community through the resident life program

Live, Learn, Grow Community Affordability Accessibility

Supporting food security We know that it can be hard to eat a balanced diet during exam time, so we try to help by keeping food a feature of the resident life program at breakfast, lunch or dinner. We often include food as a draw card to entice residents to attend village events, but we also keep their food security and diet front of mind. This includes a variety of food, such as hot and cold breakfasts, sausage sizzles and the occasional sweet!

SDG

Wellbeing events We often invite animals to visit and spend time with our residents, and we also host guest wellbeing speakers and events such as yoga classes.

Celebrate

Each year we celebrate diversity and inclusion by marking various cultural events, including Holi, St Patricks Day, Christmas, Hanukkah and the start of Ramadan.

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Customer satisfaction scores

87% Village staff are helpful and approachable

85% Favourable score for customer service

Affordability and accessibility Our accommodation includes benefits that make it more affordable than signing a lease off-campus or with various other providers of student accommodation.

We know that life can be expensive, confusing and often, dangerous. We have staff on-site 24/7 to help you if you experience a crisis or are locked out of your room.

We are predominantly on-campus partnering closely with universities, which reduces the cost of living.

*Data sourced from CLV resident surveys in all regions in 2022

92% Kept informed about resident life activities

Campus Living Villages Sustainability Report 2022 23

Health, safety and wellbeing The health, safety and wellbeing of our residents is front of mind every day. Be it through our on-site staff, safe physical assets or our incident management framework, we try to be a constant support of the holistic wellbeing of our resident customers and employees.

Our health and wellbeing program ‘CLV Cares’ is backed by research and years of experience. It’s intended to create a culture for residents and our teams that is underpinned by holistic health and wellbeing – to keep them safe, connected, informed and to equip them with the tools they need to stay well.

We are continuously refining our approach to safety so that all residents will feel comfortable while at home.

Health and wellbeing Targets

How

Maintain or improve resident and employee wellbeing

Sexual assault and harassment mitigation framework Wellbeing Awareness Safety

SDG

Employees trained on mental health first aid

84% of residents feel safe at our villages

24/7 staff on-site

Incident Management Framework embedded in all parts of the business

Digital access cards across all common areas

We work in partnership with universities to create safe campuses. This includes collaborating with the university police at our villages in the US to support the safety of residents

CLV Cares There are six pillars that guide our approach to resident wellbeing and safety

Awareness Raise awareness of available wellbeing services

Wellbeing Create and manage a culture centred on wellbeing

Access Partner with organisations to support mental health and wellbeing

Belonging Increase feelings of belonging by creating an engaged community

Communication Continuous check-ins both online and in-person

Calm places provide spaces that encourage wellbeing

Governance

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Campus Living Villages Sustainability Report 2022

A Purposeful Value Chain CLV will not tolerate modern slavery or human rights abuses in its supply chain.

Our value chain is diverse across each region of the UK, US and Australia. As our approach evolves, we have separated our plan into three tiers; eradicating modern slavery, diversifying our procurement spend and purchasing responsibly.

A purposeful and equitable value chain Targets

How

Manage the risks of modern slavery and supporting human rights

Social procurement Mitigating modern slavery Supplier diversity

Our risks Our supply chain risks are predominantly in the services we procure to operate our assets, as well as the way we employ and manage our workforce.

The high-risk services we procure are cleaning, landscaping and where we renovate or develop, in construction.

SDG

Our priorities Join an international human rights framework Embed responsible procurement into development and construction processes Increase procurement spend with forpurpose or social businesses, such as First Nations owned businesses Publish our next Modern Slavery Statement Finalise our engagement approach with high-risk and key suppliers

Campus Living Villages Sustainability Report 2022 27

Our Approach There are three tiers of our approach to modern slavery. They centre on the ways we operate our business; how we spend our money, how we partner to deliver our services, and how we will manage the supply chain when we develop assets.

Managing modern slavery

Understanding our value chain

Responsible investment

Equitable operations

How and where do we spend our money?

How do we manage our supply chain when we develop assets?

How do we operate everyday?

Supply Nation Within the calendar year, CLV became members of Supply Nation, an organisation that provides Australia’s leading database of verified Indigenous businesses. This membership will help us to diversify our supplier spend.

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Our Employees

81% ^ 74% from 2018

Sustainable engagement score

At CLV, our people are our most important asset and we believe our culture is an advantage to our service offering.

The people who work at CLV are the heartbeat that keep our villages vibrant. They are on site constantly striving to operate our business with excellence, from facility management, customer service, finance, community management and through our support office. We are proud of the team and the resilience they showed through COVID-19 and importantly, how they have come through the other end of it.

We have seen continued improvement in our employee engagement scores since 2018, achieving a sustainable engagement score in 2022 of 81%, compared to a 74% baseline.

While our engagement levels remained strong in FY22, our people have been undoubtedly impacted by the pandemic.

85% Employees feel CLV operates with integrity in its external dealings

78% Employees feel CLV is doing a good job of integrating sustainable business practices into the services we provide

We are a long way from fully understanding the short and long-term impacts of the pandemic on our health and wellbeing. With this in mind, our 2023 employee engagement survey will include questions about health and wellbeing so that we can understand this better.

Communication and regular employee engagement surveys have kept staff informed about the operations of the business across each of our regions. We increased the visibility of our leaders and managers and encouraged employee feedback via regular check-ins and pulse surveys.

During the year, there have been changes to our organisational structure with a Group Executive and Vice President of Project Management, Design and Construction and Group Digital and Marketing Executive joining the Executive Team. Both of these Executives have experience delivering ESG and sustainability initiatives in the property industry.

CLV strives for gender equality, and has reached a 40:40:20 (40% men, 40% women and 20% open) balance across the Group and Board. We have again responded to the Workplace Gender Equality Agency (WGEA).

We are committed to a high standard of ethics and integrity across all the villages and offices in which we operate. In 2022, we launched the CLV Integrity/Speak Out Helpline in partnership with Convercent. This system allows employees and external partners to raise concerns anonymously and confidentially about various issues; from financial and auditing concerns, harassment, theft, substance abuse and unsafe conditions while at work. The system is another milestone in our commitment to upholding our standards and values.

We also complete mandatory gender pay and equal opportunity reports in the UK and US respectively.

Campus Living Villages Sustainability Report 2022 29

Our Workforce at a Glance

Gender Split

People 749

Non-Executive Directors 50%

49%

50%

Workforce Summary Employees Resident Total (ex RA’s) Assistants Headcount

Employees (ex RA’s)

Resident Assistants

Male

Female

Male

Female

Unspecified

EXCO

12

0

12

7

5

–

–

–

GROUP

8

0

8

6

2

–

–

–

AU

117

121

238

49

68

50

69

2

US

102

98

200

52

50

41

56

1

UK

290

1

291

163

127

–

1

–

Total

529

220

749

277

252

91

126

3

Gender Split by Employee Group Female

Male

Non-Binary

Non-Executive Directors

50%

50%

0%

Executive Committee

42%

58%

0%

Employee Group

48%

52%

0%

Resident Assistants

57%

41%

1%

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