This marks the first full financial year under our new Strategic Plan, and I’m proud of the significant progress we’ve made across all our strategic goals:

People First: Becoming an Employer of Choice

One of our top priorities has been to make Unison a place where people feel valued, supported, and empowered to do meaningful work. In 2024, we launched a new People Strategy, including a suite of employer of choice people experience programs. We delivered contemporary wellbeing and safety initiatives such as on-site psychologists to share wellbeing and resilience knowledge and skills, continuous improvement project pathways, a leadership development program and leading benefits such as our gender-free parental leave policy providing up to 22 weeks of paid leave and paid leave for loss.  The results speak for themselves:

• 97% of our people feel welcomed regardless of sexuality, gender or race
• 88% say they feel part of a team
• 86% are proud to work at Unison.

Housing Innovation: From Rough Sleeping to Safe Homes

Last year, we completed and fully tenanted Make Room: a groundbreaking adaptive reuse project with the City of Melbourne to house people with lived experience of rough sleeping. The project has already received multiple awards, but the real success lies in the outcomes for renters. Early reports show that, with the support of our partners, Ngwala Willumbong Aboriginal Corporation (Ngwala), and cohealth, lives of the most vulnerable Melburnians are being transformed.

Building Better Futures: 77 New Homes Underway in Geelong

In Newtown, Geelong, we are delivering 77 new social homes—primarily for families—replacing outdated housing stock with high-quality, sustainable apartments. Contracts were signed on 30 June 2025, and construction is already ahead of schedule, with completion expected next year. This milestone is a testament to what’s possible when state and federal governments invest in solutions to the housing crisis. Projects like this are only achievable thanks to Homes Victoria’s Big Housing Build and the Housing Australia Future Fund.

Partnerships That Power Change

We know that to build thriving communities, we must work in partnership. This year, we’ve deepened relationships with Ngwala, cohealth, Wombat, and many others. Together, we’re delivering wraparound support that makes a real difference.

We also revitalised our Tenant Advisory Group (TAG) to ensure renter voices are not only heard but actively shape our work. TAG members are already contributing ideas that are being put into action—demonstrating the value of lived experience in guiding service improvements. I want to sincerely thank Ahmed Dahir, Andrew Johnston, Andrew Morriss, Belinda Lee, Colin Cook, David Worthley, Garry Liakoureas, Janie Miller, and Frank Otis for their time, insights and commitment. Listening to and elevating renter voices is central to how we move forward.

Our Journey Toward Reconciliation

We proudly launched our Reflect Reconciliation Action Plan and completed our first cultural consultation around culturally safe building design at Make Room. This experience has opened my eyes to the power of culturally informed spaces and relationships. When we design with cultural safety in mind, everyone benefits.

Listening, Learning, and Improving

We completed our Renter Satisfaction Action Plan cycle, with a strong focus on the relationships between staff and renters. Amid a cost-of-living and housing crisis, these connections matter more than ever.

This year, we’ve deepened our commitment to continuous improvement—bringing teams together to co-design an operational plan that supports sustainable growth. We launched a new Project Management Office (PMO), led by Jess Pomeroy, to strengthen collaboration, streamline processes, and build capability across the organisation. Jess’s role is also focused on addressing complexity in service delivery, helping us better support renters with intersecting needs. These initiatives reflect a deliberate shift toward more structured, transparent, and responsive ways of working—ensuring Unison is well-positioned to meet the challenges of today and tomorrow.

Growth of UPC

Meanwhile, our social enterprise, Unison Property Corporation (UPC) continues to go from strength to strength. It’s a powerful example of how creating employment pathways for people experiencing housing insecurity delivers strong social impact, while also providing high-quality, reliable cleaning and groundskeeping services for our commercial partners and Unison-managed sites.

Thank You Staff, Board and Supporters

Last year was a year of collaboration, innovation, and impact. Together, we delivered projects that truly make a difference in the lives of the people and communities we serve.

I want to extend my heartfelt thanks to our incredible staff for their passion and commitment, to our partners and supporters for their trust and collaboration, and to our Board for their leadership and service. Your belief in what we do is the foundation of our success.

I hope you enjoy exploring the outcomes and stories captured in this report. While you’re here, take a moment to visit our new website, designed with accessibility, renter voice, and community at its heart.