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We are committed to supporting our people, both within Burberry and across our value chain. From workers’ wellbeing, to driving progress towards our diversity, equity and inclusion ambitions, we collaborate closely with partners and colleagues to build a more inclusive future where creativity can thrive.

Our Targets

  • Achieve a 95% completion rate globally for episodes 1 and 2 of our online Diversity, Equity and Inclusion learning journey

  • Ensure shortlists across all recruitment campaigns are gender-balanced
  • Aim to increase hiring representation to 25% ethnic minority candidates in the UK
  • Aim to increase hiring representation to 25% Black African-American candidates in the US

  • Continue to ensure our responsible sourcing standards and audit requirements are upheld by partners across our supply chain (this applies to finished goods vendors and key raw material suppliers)
  • Extend our flagship capacity building programme to help our key vendors of finished goods introduce and manage their own ethical trading monitoring programmes

  • Aim to extend our Supply Chain Engagement Programme to further advance wellbeing, livelihoods, inclusivity and worker voice across our supply chain

Our Progress Highlights

Being a luxury brand which is inclusive of all

  • 90% of colleagues have completed episode 1 and 96% of colleagues have completed episode 2

  • FY 22/23, shortlists across all recruitment campaigns consisted of 60% female, 38% male and 2% ‘other’ candidates1
  • In FY 22/23, hiring representation in the UK consisted of 39.5%2 ethnic minority candidates
  • In FY 22/23, hiring representation in the US consisted of 16% Black/African-American candidates

  • 98% of our finished goods vendors are globally in line with our responsible sourcing standards.
  • We conducted 449 audits and 19 engagement activities across our finished goods and raw material supply chains in FY22/23.
  • Our Vendor Ownership Programme is now in place at 22 vendors, reaching over 16,500 workers across 252 subcontractors, an increase of 3% compared with FY 2021/22.

  • Our Wellbeing Programme reached 15 key manufacturing facilities and finished goods vendors, and has impacted over 5,000 workers globally.
  • Burberry-sponsored worker hotlines are in place across 38 factories in our supply chain, covering more than 27,000 workers, an increase from 19,000 workers in FY21/22.
  • Resolved 502 calls in FY22/23, and their resolutions were monitored closely by the Burberry Responsibility team.

Our Committment to Diversity, Equity & Inclusion

Our Diversity, Equity and Inclusion strategy underscores our commitment to living Burberry’s values and to honouring our founder’s legacy. As a proudly open, caring and inclusive employer, we are dedicated to providing platforms for all communities to thrive. We understand that we need to create opportunities for underrepresented communities and to amplify voices both within our industry and beyond.

Ongoing Initiatives and Policies

  • Our diversity, equity and inclusion strategy focuses on attracting and retaining diverse top talent, fostering an open and inclusive culture, educating and raising awareness and implementing a global approach. Read more about our DE&I strategy here.
  • We have a Global D&I policy which includes clear guidelines and stronger accountability measures to ensure we attract and retain a diverse workforce.

  • We regularly assess human rights risks and carry out training on human rights. Find out more about our human rights policy here.

Responsibility for the Human Rights Policy lies with Burberry’s Chief Executive Officer, while day-to-day operational responsibility lies with our General Counsel and Global Human Resources team who ensure our Human Rights Policy is upheld in our direct operations. The Chief Supply Chain and Industrial Officer and Vice President of Corporate Responsibility are responsible for overseeing human rights in our supply chain. Each individual in our sourcing team has personal objectives related to ethical trading, which has been a key driver in embedding responsibility into our way of working.

  • Human rights risks are reported via the Burberry Ethics Committee, chaired by the General Counsel, and attended by the Company Secretary, Senior Vice President of Risk Management and Audit, Vice President of Corporate Responsibility and Director of Asset and Profit Protection. The Ethics Committee reports to the Audit Committee at Board level.
  • Annually, we disclose to a number of organisations such as NGOs and investor indices.

  • We have been an accredited Living Wage employer in the UK since 2016. In 2022, we brought forward the new UK real Living Wage pay rates as defined by the Living Wage Foundation by more than six months to support colleagues.

Commitments in Action

Ethical Trading Capacity Building Programme

In 2013, we established our flagship capacity building programme to continuously guide and support our EMEIA key vendors to introduce or enhance their own ethical trade monitoring programmes across their own supply chain. Today the programme's development is one of the 12 strategic targets within the Burberry Beyond Strategy

By developing a collaborative and mutually supportive approach with our vendors, we have been able to assess, prevent and mitigate risks within our supply chain. Alongside regular audits and training sessions, the vendors actively participate in the “Vendor Ownership Programme Community” and meet with each other on a regular basis to share their experiences and exchange ideas.

The programme is now in place at 22 vendors, reaching over 16,500 workers across 252 subcontractors, covering 47% of our EMEIA product supply chain.

Global Parental Leave Policy

We are committed to supporting all new parents as they care for their new arrivals by providing 18 weeks of parental leave at full pay. We also offer new parents the opportunity to work 80% of their normal hours at full pay for a further four weeks on their return.

The policy has supported hundreds of Burberry parents around the world to balance returning to work with caring for their new families.

“The time I took as paternity leave was important and crucial for my wife and baby girl, especially during the COVID-19 crisis where we were not able to get any assistance or support from our wider families.” – Store Manager, EMEIA

“Having Burberry's new policy meant that I was free to bond with my daughter and spend extra time with my toddler, knowing that I had the full support of my team behind me.” – L&D Manager, US

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