Our Responsibility agenda contributes to a range of the United Nations’ Sustainable Development Goals (SDGs), where we feel we are uniquely placed to make a positive difference. We recognise the power of working in collaboration to drive real change in the industry, which is why SDG 17 runs across the breadth of our strategy enabling progress in all areas of our work. We are focused on working together with industry peers, business partners and other key stakeholder groups to find long term solutions and promote wider industry change.
Below are some of the ways we contribute towards the SDGs:
13.2 Integrate climate change measures into national policies, strategies and planning
13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
We are committed to reaching net zero by 2040. To demonstrate this, we have set science-based targets to reduce absolute carbon emissions across our own operations and value chain. Our targets have been validated by Science-Based Targets initiative (SBTi) and are in line with a 1.5°C degrees pathway and the SBTi’s Net Zero Standard.
See pages 55 to 59 in our Annual Report 2024/25 for progress against our emissions reduction targets.
3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination
6.3 By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally
12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
Our Chemical Management Programme ensures safer products, reduced exposure for supply chain workers and communities adjacent to our supply chain and cleaner water, air and soil in the environs of our production sites. To achieve this goal, we are committed to implementing, monitoring and continuously improving our Chemical Management Programme with the use of the latest guidelines from the Zero Discharge of Hazardous Chemicals (ZDHC) Roadmap to Zero, the Burberry Chemical Management Manual and the Burberry Product Restricted Substances List (PRSL). In FY 2024/25, 91.5% of products were delivered by Tier 1 and Tier 2 supply chain partners who reported their chemical inventory conformance against the MRSL. Additionally, 93% of our Tier 1 and Tier 2 supply chain partners obtained S2Z certification. Further details of our Chemical Management Programme can be found on pages 60-61 of our Annual Report 2024/25.
We aim to conserve water across our own operations and value chain by working with our supply chain partners to promote water stewardship. Through our Water Conservation Programme, we expect our partners to improve their overall level of water resilience, particularly for those in areas of high water stress, defined as areas with high or very high risk of water availability, adversely impacting the ability to meet human or ecological demand for water. More information on our Water Conservation Programme can be found on pages 62-63 of our Annual Report 2024/25.
15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species
We are committed to protecting nature and contributing to global efforts to tackle nature loss. The ongoing management of natural capital requires a concerted approach to protecting biodiversity and ecosystems across our value chain.
Progress towards our commitment to contribute to sustainable management of natural forests and zero deforestation is measured by our performance on certified or responsibly sourced viscose and leather as well as our performance on our percentage of Forest Stewardship Council (FSC®)-certified paper-based packaging.
In FY 2024/25, 100% of our leather was procured from certified tanneries. We are committed to avoiding deforestation and forest degradation driven by sourcing leather. We are also committed to not sourcing leather from high-risk countries and have set a target to use leather from certified tanneries only. In addition, 100% of our viscose was ‘Green Shirt’ rated in the Canopy Hot Button Report in FY 2024/25. This ensures suppliers have been audited and assessed as low risk of sourcing from Ancient and Endangered Forests, and are ZDHC-compliant.
To track and monitor the origin of timber products used for packaging, we aim to ensure that all our packaging is FSC®-certified. FSC® certification provides a globally recognised standard for responsible forest management, mitigating deforestation risks. In FY 2024/25, 98% of all paper-based packaging procured was FSC® certified.
More information on our response to managing and mitigating nature-related impacts within our value chain can be found on pages 64-66 of our Annual Report 2024/25.
Note: In order to calculate the percentages of FSC®-certified paper-based packaging, we have relied on the accuracy of the information supplied to us by packaging manufacturers directly managed and/or nominated by Burberry regarding the packaging sold to Burberry. Figures are based on total spend on in-scope packaging, where the packaging is made entirely, or at least more than 50% by weight, from paper materials.
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard
10.4 Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve greater equality
We see equity as creating fair access to opportunity and advancement for everyone. The details of our Diversity, Equity and Inclusion strategy can be found from pages 73-74 of our Annual Report 2024/25. The representation of our workforce, including our workforce by gender, can be found on pages 75-76 of our Annual Report 2024/25.
We are committed to paying our colleagues equally for work of equal value, and to providing all colleagues across the organisation with competitive total reward. As part of our reward reviews, we regularly undertake pay analysis to ensure we meet our commitment to pay all colleagues in line with their level and experience, and at a competitive and fair market rate. We were also proud to be the first luxury retailer and manufacturer to achieve accreditation as a UK real Living Wage Employer by the Living Wage Foundation, and are dedicated to the promotion of the UK real Living Wage within our own operations. In April 2025, we again implemented a pay increase above the recommended real Living Wage increase.
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard
10.4 Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve greater equality
We see equity as creating fair access to opportunity and advancement for everyone. The details of our Diversity, Equity and Inclusion strategy can be found from pages 73-74 of our Annual Report 2024/25. The representation of our workforce, including our workforce by gender, can be found on pages 75-76 of our Annual Report 2024/25.
We are committed to ensuring that all our colleagues are paid in a way that is both fair and equitable. We are dedicated to the promotion and adoption of the UK real Living Wage within our own operations and are proud to be the first luxury retailer and manufacturer to achieve accreditation as a UK real Living Wage employer. In April 2024, we implemented a pay increase of 12% for approximately 1,000 colleagues in the UK. This increase was above the recommended 10% real Living Wage increase.
1.2 By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
8.7 Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms
8.8 Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants, and those in precarious employment
Our commitment to supporting our people and their wellbeing extends to those across our value chain. Core to this agenda is respecting and upholding human rights, combating the risk of modern slavery and increasing transparency throughout our supply chain. We collaborate across our sector with our partners and with external experts, to protect and nurture luxury craftsmanship and traditional techniques.
Our Code of Conduct guides our actions and supports our partners to make informed, ethical and sustainable decisions and has been developed in line with our commitments and experience over many years. The Code includes our Ethical Trading Code of Conduct and Human Rights Policy, which sets out standards to protect the rights of workers across our supply chain, as well as policies that aim to protect vulnerable workers, such as a Migrant Worker Policy and Child Labour and Young Worker Policy. Our policies within the Code of Conduct are underpinned by the Ethical Trading Initiative Base Code, the International Bill of Human Rights and the Fundamental Conventions of the International Labour Organization. We review our policies against the latest best practice guidelines and emerging regulatory requirements, and update them where needed.
We seek to apply the Code of Conduct to all our Business Associates, which include, but are not limited to, raw material suppliers, finished goods suppliers, subcontractors, supporting facilities, non-stock suppliers, construction contractors, licensees and franchisees. Compliance with the Code of Conduct is a condition of working with Burberry (whether directly or indirectly).
During the financial year, 383 on-site social compliance audits were carried out across our Tier 1 and 2 supply chain. Among our Tier 1 supply chain partners, 75% were either audited or remained in scope of their most recent audit. Our Vendor Ownership Programme (VOP) was expanded to four new partners and is now in place at 28 partners globally. In addition, our pilot due diligence initiative that manages risks associated with migrant workers, with the support of external consultants, has seen very encouraging results.
We also strengthened our accountability processes to support internal teams to make responsible sourcing decisions that assist in managing risks across our supply chain.
See pages 78-81 of our Annual Report 2024/25 for more information.
10.4 Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve greater equality
In FY 2024/25, 18 Tier 1 suppliers participated in our Worker Wellbeing Programme, reaching 13,670 workers in our supply chain. The programme aims to identify hidden risks through proactive worker engagement. Additionally, it is intended to educate suppliers on ways to enhance worker wellbeing, foster higher employee satisfaction and support talent attraction and retention.
We also sponsor confidential hotlines run by NGOs for workers in our Asia Pacific (APAC) supply chain, which provide advice on workers’ rights and wellbeing as well as confidential support. Throughout the year, together with our NGO partner, we continued to conduct awareness-raising sessions to promote the use of the confidential hotlines to supply chain workers, highlighting benefits and the services provided. Approximately 99% of all complaint calls were addressed, with the remaining cases still being addressed by the suppliers with the support of the NGO. Grievance resolution is regularly monitored by the Corporate Responsibility team.
Read more about programmes in our supply chain on pages 78-81 of the Annual Report 2024/25.
4.4 By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs and entrepreneurship
We strive to do the right thing for our customers, our communities and the world around us. We continue our founder’s legacy by supporting young people, championing our communities and collaborating with organisations to make a positive impact. Since 2010, we have committed to giving at least 1% of profit before tax (PBT) annually to charitable causes, including amounts donated to The Burberry Foundation (UK registered charity number 1154468). Our contributions are directed towards advancing our Communities strategy, ensuring meaningful impact and sustainable progress in our core focus area of improving the lives of young people.
Focusing on the geographic locations our operations reach, we support charitable initiatives which inspire young people to come together in safe environments and explore their creativity, develop life skills and broaden career horizons. Our Burberry Inspire programme implements the Creative Youth Development (CYD) Framework, a commitment to respecting the diversity of young people’s lived experiences, valuing their perspectives, elevating their authentic voices and supporting their creative development and expression. Drawing on insights from the CYD Framework, Burberry Inspire channels the power of creativity to cultivate young people’s self-confidence, mental health and wellbeing, sense of identity and belonging and aspirations for the future.
During the financial year, 273,435 people were positively impacted1 through community programmes supported by Burberry Group plc and The Burberry Foundation. This achievement adds to our cumulative total of 653,597 people since FY 2022/23, exceeding our target of 500,000 by FY 2025/26.
More information on our community programmes can be found on pages 82-85 of our Annual Report 2024/25.
1 - Positively impacted refers to the number of people directly reached by our community programmes, in line with the Business for Societal Impact (B4SI) framework. This includes individuals who directly participate in or benefit from our initiatives, such as training, mentoring, or access to resources and services.
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships
Burberry colleagues receive three volunteer days per year, with access to an internal volunteering platform that connects them with charitable organisations and opportunities within their local communities. Facilitating volunteering and fundraising opportunities for our colleagues allows us to positively impact their wellbeing while supporting the communities where we operate. Our colleagues can volunteer their time to causes which are particularly meaningful to them or aligned to Burberry’s Communities strategy. This approach means we can positively impact both our local and global communities.
In FY 2024/25, 12%1 of colleagues participated in 201 volunteering and fundraising activities. See page 85 of our Annual Report 2023/24 for more on information on volunteering.
1 - Figure excludes colleague headcount where the volunteering platform is subject to data restrictions, including Mainland China and the United Arab Emirates (except Dubai).
