Sun Communities : 2025 Sustainability Report (2025 sustainability report final reduced)

Published: 2026-05-14 10:24:11 ET SUI

Published on 05/14/2026 at 10:24 am EDT

Sustainability

Report

ABOUT THIS REPORT

Sun Communities is a fully integrated Real Estate Investment Trust (REIT), and our common shares are listed on the New York Stock Exchange (NYSE) under the ticker symbol SUI. As of December 31, 2025, we owned and operated, directly or indirectly, or had an interest in, a portfolio of 513 developed properties located in the U.S., Canada, and the U.K.. Together with our affiliates, predecessors, and subsidiaries, we have been in the business of operating, acquiring, developing, and expanding Manufactured Housing (MH) and Recreational Vehicle (RV) communities since 1975, and communities in the U.K. since 2022.

This report provides information on the environmental, social, and governance (ESG) performance of Sun Communities, Inc. for the 2025 calendar year.

All reporting boundaries are aligned with financial controls used in our public financial disclosures.

CONTENTS

GOVERNANCE Pages 5-7

Strategic Direction and Focus Areas

Board and Management Oversight

Information Security & Data Privacy

Stakeholder Engagement

SOCIAL Pages 8-13

Our Culture

Our Team

Residents & Guests

Community Support

Health & Safety

Supplier Engagement

ENVIRONMENTAL Pages 14-17

Energy Efficiency

Water Stewardship

Transportation

Sustainable Procurement

Waste Management

Biodiversity + Natural Environments

Physical Climate Exposure

MEASUREMENTS Pages 18-27

Metrics

Reporting Indices

Glossary

Cover Photo: Friendly Village of Simi Valley - California 2

LETTER FROM OUR CEO

Stepping into the role of CEO in Sun's 50th year is a meaningful moment - both for the company and for me personally. Since joining Sun, I have seen the dedication, care, and expertise our teams bring to their work every day. What we do extends far beyond attainable housing and affordable vacations - we help create communities where people can live, stay, and belong. That purpose has guided Sun for decades, and it will continue to shape our next chapter.

This report reflects the progress we made in 2025 and the commitments that will guide us forward. Our focus remains clear: strengthening the experience of our residents and guests, investing in our communities, and operating responsibly across our portfolio. I am confident in our ability to continue building a company that delivers long-term value while contributing positively to the people and places we serve.

We continued to strengthen our social commitments this year, with a clear focus on the safety, engagement, and development of our teams. Our safety performance improved, volunteer engagement remained strong, and we expanded our team member resource groups to create more spaces for connection, leadership, and belonging.

These efforts reinforce the culture that makes Sun a place where people live, stay, and belong - and they support the long-term stability and performance of our business.

We also advanced our long-term environmental goals in ways that strengthen the resilience and performance of our portfolio. We made progress on energy efficiency, water stewardship, and waste reduction, while deepening our understanding of the physical climate risks that influence asset durability and operating costs. We are integrating climate-risk reduction directly into our investment planning and capital allocation processes to protect our assets, manage volatility, and support sustainable returns.

Thank you to our team members for their unwavering commitment, and to our residents, guests, and partners for placing their trust in us. I look forward to the journey ahead.

Charles D. Young

Chief Executive Officer

LEADERSHIP & OVERSIGHT

REFRESHMENT

New CEO

Effective Oct 1, 2025

INVESTMENT IN PEOPLE

Board Refreshment of 50%

Since 2021

9 Years

Average Board Tenure

A Balanced Team

5Oo/oFemale 50"/o Male

7 , +

Total Volunteer Hours Recorded since 2017

11Qo

Year-Over-Year Improvement of OSHA Rate

REDUCTION OF

ENVIRONMENTAL IMPACT

EXTERNAL RATINGS

& RECOGNITIONS

CO2

5&@o Progress Towards 2035 Operational Reductions

48% Progress Towards

2045 Value Chain Reductions

Prime Rating

ISS STOXX

CDP

B Rating

CDP

42°A

Waste Diverted from Landfill Through Recycling,

Composting + Waste to Energy

12,211 mwh

Generated Through Onsite Solar Arrays

Great

Place

Work

Certified

All data as of '/Z/'3'//25

The Hamptons Golf & Country Club

Florida

STRATEGIC DIRECTION AND FOCUS AREAS

Sun's long-term strategy is anchored in three core pillars: thoughtful capital allocation, continued operating platform optimization, and strategic investments in communities, infrastructure, and digital capabilities. Our sustainability focus areas center on the issues most material to our business and stakeholders and align with UN Sustainable Development Goals.

Our focus areas are:

Climate Change (physical and transition risks)

Resource Management (energy, water, waste, and transportation)

Biodiversity & Nature

Team Members

Residents & Guests

Cybersecurity

Corporate Governance

We manage these priorities through a structured framework anchored in the ISO 14001 Plan-Do-Check-Act cycle, enabling consistent planning, execution, and performance review. We report in alignment with ISO 14064, the Greenhouse Gas Protocol, SASB real estate guidance, GRI, and the UN SDGs.

Our performance is benchmarked through ISS, MSCI, and Sustainalytics, and we participate in CDP and the UN Global Compact to reinforce transparency and continuous improvement. Corporate policies are designed to provide clear guidance for decision-making and are publicly available on our company website.

BOARD AND MANAGEMENT OVERSIGHT

The Board of Directors conducts an annual review of our environmental, social, and governance goals to align them with enterprise strategy. This oversight is supported by the Nominating and Corporate Governance Committee, which meets with management throughout the year to monitor progress and emerging needs.

Environmental, social, and governance performance is also reflected in individual leadership goals, reinforcing accountability for advancing our priorities in ways appropriate to each role.

Operational stewardship is led by the Sustainability team, which works closely with senior leaders and field teams to maintain alignment and track results across the portfolio.

Environmental, social, and governance considerations are further embedded in the Enterprise Risk Management process, where risks and opportunities are identified, analyzed, and addressed using assessments and stakeholder feedback.

INFORMATION SECURITY & DATA PRIVACY

The reliability of our communication platforms and enterprise systems is essential to daily operations. Information security is integrated into our enterprise risk management framework, supported by a program aligned with the ISO 27001:2022 standard.

Our approach combines monitoring, independent assessments, and year-round employee training, reinforced by regular testing to validate resilience and recovery capabilities. Policies covering vulnerability management, business continuity, incident response, encryption, access controls, vendor oversight, and secure remote work practices strengthen our security posture.

Information security is led by the Chief Information Officer and Director of Information Security, who report through the Chief Administrative Officer. Vendor risk is evaluated through SOC reporting, security questionnaires, and ongoing monitoring. Defined escalation protocols ensure that significant events are promptly assessed and communicated to senior leadership and, when appropriate, the Board.

STAKEHOLDER ENGAGEMENT

Investors

Shareholder engagement was advanced through targeted outreach, including meetings with 14 of the top 25 investors, who collectively represented approximately 60% of outstanding shares as of December 31, 2025. In addition, investor engagement was strengthened through targeted conference participation and immersive property tours that demonstrated operational execution and highlighted strategic priorities.

Corporate Governance

Board structure

Term limits and director tenure

Capital allocation

Social Objectives

Sustainability

Enhancements to GHG inventory completeness

Education of team members and suppliers, including carbon neutrality and diversity and inclusion

Renewable energy strategy and cost-saving measures

Participation in two voluntary benchmarks

Executive Compensation

Executive compensation programs

Industry Associations

We believe meaningful progress happens through strong industry alliances. Engaging with leading national organizations helps us stay aligned with emerging standards, share best practices, and contribute to sector-wide advancement. Our affiliations include:

Manufactured Housing Institute (MHI)

National Association of Real Estate Investment Trusts (Nareit)

RV Industry Association (RVIA)

Outdoor Hospitality Industry (OHI)

UKHospitality

Polperro Holiday Park United Kingdom

Sun's approach to supporting people, communities, and partners is grounded in the same operational discipline that guides the rest of the business. This work contributes to the company's long-term strategy and reflects our commitment to consistent, reliable performance across the organization.

Investing in people seeks to provide team members have the clarity, resources, and support needed to work safely and contribute effectively. This effort includes recognizing contributions, supporting development, and creating opportunities for career growth.

Investing in communities reflects Sun's role as a long-term partner. Local engagement, responsive service, and programs that strengthen connection we believe contribute to quality of life for residents, guests, and neighbors across our footprint.

Investing in the relationships that support operations includes engaging suppliers in ways that promote transparency, responsible practices, and shared expectations. Through consistent standards and ongoing dialogue, suppliers help deliver reliable experiences and uphold organizational commitments.

Together, these efforts strengthen the systems and relationships that support Sun's operations and long-term performance.

OUR TEAM

Our work environment is designed to support team members across a range of roles and responsibilities. Employment options include on-property, in-office, hybrid, and remote roles, along with part-time and seasonal schedules, allowing teams to meet operational needs while providing flexibility where possible.

Our benefits programs are structured to be competitive and regionally appropriate, with a focus on supporting the overall well-being of team members and their families. These programs may include:

Market-Based Minimum Wage

Paid Time Off (PTO)

Health Insurance

Paid Parental Leave

Tuition Reimbursement

Perks and Discount Programs

Employee Assistance Program (EAP)

Team Member Hardship Program

Retirement Savings Plan with Company Match

Supplemental Benefits like Pet and Legal Assistance

Attracting Talent

Attracting talent is an important part of Sun's long-term operational performance. Recruitment efforts continue to expand awareness of career opportunities across manufactured home

communities, RV resorts, and holiday park locations. Partnerships with professional networks and K-12 career-awareness programs help introduce future candidates to roles across the business.

In the U.S., formalized partnerships support recruitment of military veterans and military spouses. These collaborations broaden the talent pipeline and bring a range of experience into the organization.

Feedback and Engagement Practices

Team member feedback is an important input into how the Company maintains a workplace that supports safety, clarity, and effective performance. Insights are gathered throughout the year through quarterly pulse surveys, annual performance and talent reviews, regular one-on-one and team meetings, and participation in external benchmarking surveys. Together, these channels provide a consistent view into what matters most to the workforce.

Feedback helps identify the drivers of engagement and retention and highlights opportunities to strengthen the team member experience. These insights continue to inform enhancements to programs, processes, and communication practices.

Team member resource groups have continued to grow, with participation doubling between 2024 and 2025. Groups supporting Women, Veterans, the LGBTQIA+ community, 55+, People of Color, and Caregivers & Parents provide structured spaces for connection, support, leadership development, and mentoring. Open to all team members and sponsored by leaders, these groups support engagement across the company.

In 2025, the company was recognized through several external workplace programs, including Great Place to Work® Certification in the U.S., Investors in People (Gold) in the UK, and Top Workplaces awards across multiple markets. These recognitions reflect the cumulative impact of ongoing efforts to strengthen the team member experience.

2025 Top Work Places Recognitions

Michigan

Detroit Free Press

(15 consecutive years)

Austin

Austin American Statesman

Certified a Great Place to Work by a Great Place to Work©

Certified by Investors in People®

Inland Empire

The Press Enterprise

Sarasota/Manatee

Herald Tribune

Central Florida

Orlando Sentinel

San Antonio

San Antonio Express-News

Learning & Development

Investing in learning and development is central to how team members build skills, confidence, and long-term career mobility. These investments also strengthen our culture of curiosity, empowerment, and shared success across the organization.

New team members complete foundational training in the Company's Code of Conduct, human rights, harassment prevention, cybersecurity, anti-corruption, fair housing, and safety. Team members complete annual refresher courses to ensure expectations remain clear and consistently understood.

Beyond these requirements, we invest in ongoing development through leadership programs, customer service and sales training, and role-specific learning delivered through classroom instruction, online modules, on-the-job training, and coaching. These offerings provide practical, accessible ways to build skills at every stage of a career.

Training programs also support insurer and regulatory expectations. Strong controls in cybersecurity, anti-corruption, safety, and vehicle operations help reduce operational risks and reinforce accountability.

Structured development pathways-for example, our executive management certification, advanced career experience program, and U.K. apprenticeship-provide targeted skill-building, mentorship, and hands-on experience for team members pursuing career advancement. These programs are a growing area of investment: in 2025, more than 800 team members participated in internal professional development offerings.

Developing Talent across the U.S. and Canada

Our Advanced Career Experience (ACE) program helps community and resort team members build operational knowledge and leadership fundamentals across five priorities: Health & Safety, Our Team, Residents & Guests, Our Finances, and Marketing & Sales.

Managers seeking deeper development can participate in the six-month Executive Management Certification (EMC), which blends advanced operational training, leadership development, and hands-on stretch assignments.

In 2025, 35 team members completed ACE and 11 managers completed EMC. Over the past few years, over 20 graduates have earned promotions, demonstrating how these investments support career growth from within.

Strengthening Our U.K. Talent Pipeline

In the U.K., our development program expanded opportunities for women and underrepresented groups to advance into senior management roles. Through our partnership with WiHTL, five female leaders completed the Women Leaders Programme and two team members participated in the Ethnic Leaders Programme.

These investments have contributed to a significant shift in representation: female senior-management representation increased from 11% in 2022 to 32%

in 2025.

To build capability earlier in the pipeline, we launched our first Level 3 First Level Leaders apprenticeship in 2024. The twelve-month program blends in-person learning, online modules, and off-the-job training.

RESIDENTS & GUESTS

We create community by designing environments where connection is part of daily life. Shared spaces, regular programming, and outreach events give residents and guests reliable ways to meet others, participate in activities, and build relationships. These interactions help shape the culture of each community and support well-being.

Communication plays a central role. Through digital channels, in-person conversations, NPS surveys, and online reviews, residents and guests can offer feedback and stay informed. This input guides improvements and supports a consistent experience across the portfolio.

Residents and guests also contribute as team members. A variety of roles and flexible scheduling in 55+ communities help people stay active, engaged, and connected to their neighbors.

Maintaining this environment requires ongoing investment in the systems and spaces that support daily life. This year's capital improvements ranged from storm-drainage and roadway upgrades to water and sewer reinvestment that improves reliability and safety. We also expanded amenities and refreshed community buildings to enhance resident experience. Several major projects are in progress, including wastewater treatment plant replacements, municipal sewer connections, water-storage enhancements, and storm-resilience measures that protect communities during severe weather.

COMMUNITY ENGAGEMENT

We invest in communities by supporting programs and partners that address local needs and reflect our values. Through scholarships, grants, partnerships, volunteerism, and local initiatives, we help strengthen the communities where we operate and advance our broader social responsibility goals.

Volunteerism

Participation and total volunteer hours increased for the fifth consecutive year, with more than 19,000 hours contributed across our locations-reflecting a shared commitment to supporting causes that matter to our teams and their communities.

In 2025, we introduced VolunTeam Engagement Kits, enabling on-site volunteer activities with ready-to-assemble care-package kits. The kits made participation more flexible and convenient, allowing teams to volunteer at their properties and at times that fit their schedules.

Scholarships

Since inception in 2017, the Sun Unity Scholarship Program has awarded nearly $600,000 to 431 students

connected to our communities, expanding access to higher education.

Grants & Giving

In 2025, we awarded 50+ community grants supporting food security, disaster relief, habitat restoration, outdoor accessibility, and programs for veterans and first responders.

HEALTH & SAFETY

In 2025, U.S. operations achieved an 11% improvement in OSHA Total Recordable Incident Rate (TRIR) and a nearly 20% reduction in OSHA cases, while the U.K. continued to demonstrate mature, well-established safety practices across its portfolio.

Collaboration among team members, residents, and guests helps identify risks, set priorities, and allocate resources effectively. Investments in job-specific training, appropriate equipment, and consistent communication support injury reduction and overall preparedness.

Training performance improved across the U.S. and U.K. as additional resources were deployed. Current efforts focus on increasing timely course completion, enhancing visibility, and improving the quality and relevance of assigned learning content. Learning platforms were expanded to address leading injury causes, including new modules such as Working Safely with Tools and Equipment and a dedicated Slip, Trip, and Fall course.

Across regions, properties maintain comprehensive emergency response plans, including AED availability, CPR training, and site-specific procedures for severe weather and other natural hazards. Plans and associated equipment undergo annual review to ensure readiness. Clear protocols guide the safe handling, storage, and disposal of operational chemicals, with ongoing evaluation of safer alternatives-particularly for cleaning solutions.

In the U.K., operations maintain a robust control environment aligned with the Health and Safety at Work etc. Act 1974 and related regulations. This includes comprehensive risk assessments, COSHH controls, and structured training programs tailored to job-specific risks, supporting regulatory compliance and reinforcing a proactive approach to health, safety, and wellbeing.

SUPPLIER ENGAGEMENT

Suppliers are expected to adhere to our Code of Vendor and Supplier Conduct, which requires clear human rights policies that prohibit child labor and modern slavery, safe and healthy working conditions, and meaningful environmental commitments.

Ongoing assessments are conducted with strategic suppliers across the largest spend categories to evaluate alignment with these expectations. These reviews create space for candid conversations about each supplier's social and environmental practices and priorities. Through these ongoing dialogues, shared commitments are identified and targeted actions are agreed upon to strengthen the supply chain and support continuous improvement.

Fort Myers Beach

Florida

In 2022, we established a long-term pathway to operate in a lower-carbon and more climate-resilient way by 2045. The pathway emphasizes sustained, durable emissions reductions and incorporates resilience considerations.

Operational Emissions Reduction1 targets a 50% reduction by 2030 and an 80% reduction by 2035 across emissions directly influenced through operational and business activities

(ISO 14064 categories 1-4).

Full Value Chain Emissions Reduction1 targets an 80% reduction in total emissions by 2045 across operations, rental homes, and franchisees, supported by continued supply-chain improvements and long-term climate-risk resilience.

From 2022 through 2025, operational emissions were reduced by 58%, and value chain emissions were reduced by 48%. This progress highlights the work the Company is doing across operations, the value chain, and climate-risk planning to support long-term resilience.

Further detail on the assumptions and framework guiding these goals is available in the Climate Transition Plan on our website.

Energy Efficiency

Operational Energy Management

Utility operations remains a strategic focus of Sun with both cost and usage efficiency being at the forefront of our portfolio strategy. Efforts continue through building-efficiency upgrades, smart building systems and controls, and operational improvements that reduce baseline energy demand. Each kilowatt-hour avoided reduces emissions and long-term operating costs, supporting both environmental performance and financial resilience.

Residential Energy Efficiency

Energy-efficient homes help reduce long-term energy use, improve comfort, and support manageable utility costs for residents. In 2025, 47% of U.S. homes we purchased were certified to ENERGY STAR® Manufactured Home and/ or Department of Energy Efficient New Homes2 standards, and 9% of homes available for rent held an

energy-efficiency certification. Procurement in the U.K. continues to prioritize energy-efficient caravans that meet local energy efficiency requirements. These investments strengthen long-term affordability and contribute to progress toward decarbonization.

On-Site Renewable Energy

Behind-the-meter renewable energy generation continues to expand across the portfolio. To date, 40 solar installations have been completed, generating approximately 4% of the electricity generally needed for on-site operations. The approach remains intentional: reduce energy demand first, then meet remaining needs with clean, on-site generation wherever feasible.

Formerly Carbon Neutral by 2035 and Net Zero by 2045 15

Formerly the DOE Zero Energy Ready Home program

Water Stewardship

Efficiency Improvements

Water consumption is being reduced through targeted operational improvements. Advanced metering improves visibility into usage; leak-detection tools support faster resolution of losses; and efficiency upgrades in high-use systems help lower baseline demand.

Water Risk Assessment

A prior assessment identified locations with elevated long-term exposure to water scarcity. Throughout 2025, teams evaluated mitigation pathways across the portfolio, with deeper analysis in higher-risk areas to understand feasibility, operational implications, and long-term resilience benefits. This work focused on lowering baseline demand through targeted consumption-reduction strategies, strengthening continuity under increasing water stress through resilience planning, and developing operational approaches that seeks to enable properties to function as lower-water users, informed by scenario analysis.

Transportation

Electric Vehicle Infrastructure

Electric-vehicle readiness continues to be evaluated across U.S. properties to understand demand, electrical capacity, and installation feasibility. In the U.K., 92 EV charging stations have been installed for guests and residents, expanding access to

lower-emission transportation options across the portfolio.

Low-Emissions Fleet Transition

More than 85% of golf carts used in our communities are now electric, reducing emissions, noise, and maintenance needs while supporting a lower-carbon operating model.

Sustainable Procurement

Emissions from Purchased Goods and Services and Capital Goods represent the largest share of the organization's footprint. Work with Procurement and Capital Expenditure teams focuses on identifying high-emission product categories, assessing emissions impacts during capital-planning processes, reducing reliance on waste-intensive materials such as single-use plastics, and prioritizing lower-carbon alternatives across major purchasing decisions. These efforts strengthen long-term resilience and support progress toward decarbonization.

Waste Management

Waste streams are primarily composed of everyday household and office materials, with only negligible volumes of hazardous waste. Any hazardous materials generated are managed through approved channels and disposed of in accordance with local regulations. We directly manage waste and diversion services at 72% of our communities, where we track volumes and outcomes. The remaining 28% receive municipal waste collection, and those services do not provide property-level data for reporting. In 2025, 41% of waste across our managed communities was diverted through recycling, composting, and energy-recovery programs, helping reduce landfill reliance and support more circular waste practices.

Biodiversity and Natural Environments

Physical Climate Exposure

In 2025, we completed an updated physical climate risk assessment for all properties in our portfolio, including assets in the acquisition pipeline. This work continues in 2026 as hazard data is refreshed and risk scoring is refined. The assessment applies a consistent method across multiple climate hazards to generate comparable risk levels for each asset.

The results are integrated into asset-management and capital-planning processes across the organization.

Properties with elevated exposure are prioritized for deeper evaluation and the development of site-specific adaptation and mitigation plans. For assets in the acquisition pipeline, physical-risk scores are incorporated into due-diligence materials to support informed investment decisions.

Biodiversity Assessments

A portfolio-wide review covering approximately 15,938 hectares identified properties located in or near locally protected areas and key biodiversity areas. Eleven locations have tailored management plans that guide day-to-day operations and longer-term actions, seeking to calibrate activities to both immediate and long-term ecosystem needs.

Enhancing Natural Habitat

Habitat enhancement efforts continue across our communities, including expanding native and

pollinator-friendly landscaping, establishing new habitat zones, and incorporating xeriscaping practices that reduce water demand while strengthening local biodiversity.

Lakeside Crossing South Carolina

GOVERNANCE

Data as of December 31, 2025

Independence

Board Independence

80%

78%

75%

Board 2025 2024 2023 2022

Gender Diversity (Female)

% of Board that is Female

20% 30% 33% 38%

Racial Diversity

% of Board that is Non-White

20%

10%

11%

14%

Percentage of Board Members Aged <50

10%

11%

25%

Age

Percentage of Board Members Aged 50 - 62

70%

50%

33%

13%

Percentage of Board Members Aged >65

20%

40%

56%

63%

Average Tenure

Average Tenure of Board Members

SOCIAL

Data as of December 31, 2025

Team Member Demographics

2025

2024

2023

2022

Regular Headcount

3,614

3,772

3,977

4,736

Under 30

12%

13%

16%

30-39

20%

26%

19%

Age

40-49

19%

18%

50-59

24%

20%

23%

60 & Older

25%

23%

24%

Total Number of Veterans (1)

173

176

208

239

New Hires

1,135

1,208

1,606

1,724

Less Than 5 Years

68%

70%

74%

78%

Tenure

5-10 Years

10-20 Years

17%

10%

17%

15%

14%

20+ Years

Learning & Development

2025

2024

2023

2022

Total Learning Hours Hours 62,373 69,793 77,882 71,560

Formal Learning for New Team Members

Average Hours/per team member

Formal Learning Hours (per team member)

Average Hours/per team member 13 13 8 8

Community Outreach 2025 2024 2023 2022

Volunteer Hours Hours 19,174 17,561 16,366 9,448

Safety

2025

2024

2023

2022

Sun Communities & Sun Outdoors

Incident Rate DART 2

Fatalities

6.03

1.76

6.78

1.94

6.26

1.47

7.7

2.33

1: Data is based on voluntary reporting from team members 2: DART = Days Away Restricted Transferred

SOCIAL

Racial Breakdowns

2025

2024

2023

2022

White

75%

74%

77%

Hispanic or Latino

13%

12%

10%

Black or African American

All U.S. Team Members

Asian

Indigenous

Native Hawaiian/Other Pacific Islander

Two or More Races

Chose not to disclose

SEC Executive Officers White

67%

71%

Hispanic or Latino

17%

33%

29%

White

86%

91%

Hispanic or Latino

Black or African American

Senior Leadership & Other Asian

Executives

Indigenous

Two or More Races

Chose not to disclose

White

77%

75%

84%

91%

Hispanic or Latino

Black or African American

Managers & Above Asian

(Corporate Level) Indigenous

Native Hawaiian/Pacific Islander

Two or More Races

Chose not to disclose

White

77%

76%

74%

77%

Hispanic or Latino

15%

14%

12%

Black or African American

Managers & Above (Property Asian

Level) Indigenous

Native Hawaiian/Pacific Islander

Two or More Races

Chose not to disclose

Gender Breakdowns (1)

2025

2024

2023

2022

Overall Team Gender Male

50%

49%

50%

49%

Female

50%

51%

SEC Executive Officers

Male

100%

86%

Female

14%

Senior Leadership & Other

Male

65%

68%

65%

68%

Executives

Female

35%

32%

35%

32%

Managers & Above

Male

42%

49%

47%

52%

(Corporate Level)

Female

58%

51%

53%

48%

Managers & Above (Property

Male

42%

43%

69%

41%

level)

Female

58%

57%

31%

59%

1: Data is based on voluntary reporting from team members 20

Disclaimer

Sun Communities Inc. published this content on May 14, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on May 14, 2026 at 14:23 UTC.