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Stakeholder Engagement

Understanding the views and values of all our stakeholders is critical to Burberry's success and we use a range of tools to foster an open dialogue with all of them.

Customers

Consumer insights:

We develop our understanding of the luxury fashion consumer, what excites them, and how we can best meet their needs through analysis, research and external support. We use these insights to enhance our customer proposition.

Customer service:

We are constantly increasing and improving the assistance we offer to customers to ensure they are able to contact us at any time of the day or night through their preferred medium, including phone, email, social and Burberry.com chat. At present, we offer customer service assistance in 14 languages.

Personalised services: 

We enhance the depth and meaningfulness of customer interaction with our brand by offering frequent opportunities for personalisation across all channels, including via social, email, Burberry.com and in store.

Customer analytics:

We use extensive data from our customer feedback and intelligent analytics to understand our customers, ensuring decisions are data driven and client focused.

Social:

We engage with consumers through our digital platforms, highlighting our products and important brand moments such as the fashion shows and the unveiling of our refreshed Thomas Burberry monogram. In September 2018, we launched B Series, allowing customers to purchase limited-edition products on Instagram, WeChat, Kakao and LINE.

Employees

Engagement survey: 

Our second annual global survey took place in 2018 and we were pleased to see nearly 90% of our employees taking part. Findings showed our overall employee engagement score increased by 2%, and improvement across several other areas, including understanding of company direction up 6%. We use these results to identify and drive change across the Group. Last year it led us to focus on three specific areas: career development, well-being and operational efficiency.

Retail: 

We communicated extensively with our sales associates this year, providing regular operational updates and training around our creative transition and new products.

Innovative programmes:

We support our employees in innovative thinking through programmes such as crossfunctional problem-solving days to find creative solutions to opportunities and challenges.

Recognition:

We celebrate exceptional employee contributions at our annual Global Icon Awards. Nominees are put forward and voted for by our employees.

Communication: 

We constantly cascade our strategy and updates from senior leadership throughout the business. Videos and podcasts from key figures are made available via Burberry World, our company-wide platform. There are quarterly in-person opportunities for our top leaders to engage with the Executive Committee and Board. We use Burberry World to share news, significant brand events, company announcements and support for day-to-day working. We are constantly evolving the platform to include more information around the areas that matter most to our teams and our Group.

Development:

We have an ongoing commitment to ensure our employees are growing and developing, which we deliver through tools and services such as My Career, our online career development tool, and Burberry Voices, a podcast about the career journeys of our leaders, as well as our Leadership Development Programme.

Shareholders

Annual General Meeting: 

Our 2018 AGM was well attended with all resolutions passed.

Multichannel engagement:

We made available all our investor announcements, including our Interim and Preliminary results, through multiple channels such as audiocasts and webcasts. Investors were also invited to attend major announcements in person.

Ongoing engagement: 

Our Investor Relations team and members of our senior management held over 300 meetings with investors during FY 2018/19, for those with smaller and larger shareholdings.

Board engagement:

The Board receives monthly updates from Investor Relations as well as quarterly updates on trading and strategy, while our Chairman, Senior Independent Director and Chair of our Remuneration Committee maintain ongoing relationships with our investors and other stakeholders.

Perception gauge: 

We use an independent third party, commissioned by the Board, to interview all significant shareholders and evaluate investor sentiment.

Communities

Sustainability partners:

We pursue our goals through strategic partnerships with NGOs, industry peers, initiatives and business partners, including the Ethical Trading Initiative, the Ellen MacArthur Foundation, and the Fashion Industry Charter for Climate Action. For a full list of partners, see the Collaborations and Partnerships section of www.burberryplc.com.

Government:

We work alongside the British government to collaborate on key initiatives concerning the luxury industry, including our role as a founding member of the Business Against Slavery Forum.

Wholesalers:

We nurture close relationships with our wholesale partners, through monthly and weekly updates to understand their product needs and ongoing preferences.

Licensees:

We maintain a frequent cycle of meetings and reviews with our licensing partners, covering all aspects of product, brand, marketing, merchandising and financial results.

Supply chain partners:

We work with members of our supply chain on an ongoing basis to drive social and environmental improvements, focusing on every step in our sourcing and manufacturing processes. We involve our supply chain partners in initiatives that support our 2022 Responsibility goal of driving positive change through 100% of our products, and ensure that they comply with our Responsible Business Principles.

Responsibility Advisory Committee:

Since 2013, we have met quarterly with a group of external expert stakeholders from NGOs, social enterprise and academia so that they can challenge and comment upon Burberry’s Responsibility Agenda.

Burberry Inspire:

This four-year programme provides eight Yorkshire schools with an artist in residence, as well as unique opportunities for their students to experience theatre, film, dance and art at local and national organisations.

Career inspiration:

We work with schools in Greater London and Yorkshire to enhance young people’s awareness of and access to the creative industries, through in-school workshops, inspiration days and work experience weeks at Burberry.

Burberry apprentices:

Through our apprenticeship scheme, we offer young people training opportunities in areas such as craftsmanship and luxury business, encouraging them to develop the skills, confidence and experience required to pursue careers within the luxury industry and beyond.

Employee volunteering:

Employees are encouraged to donate up to three working days a year to support their local communities, with colleagues getting involved in activities as diverse as cooking for food banks, sports coaching and revaluing waste through upcycling.

Financial support:

We donate 1% of Group adjusted profits before tax to charitable causes each year, including disaster relief support, scholarships and long-term community programmes led by The Burberry Foundation.

The Burberry Foundation:

We support The Burberry Foundation (UK registered charity number 1154468) in creating long-term partnerships that drive positive change in our communities and help build a more sustainable future through innovation. Partnerships have ranged from tackling educational inequality and driving social and economic empowerment of vulnerable communities, to finding new solutions to the endemic waste challenge facing our industry.

In-kind donations:

We donate raw materials and finished goods to support a variety of causes, such as assisting young people on creative courses or providing business clothing for employability programmes.