At Burberry, 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 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 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. In April 2025, we again implemented a pay increase above the real Living Wage increase.
We are also dedicated to the promotion and adoption of the UK real Living Wage across our supply chain. Our longest-standing supplier, Johnstons of Elgin, the manufacturer of Burberry’s Heritage Cashmere Scarves, also holds the Living Wage Employer accreditation.
Since 2017, the UK government has required public and private sector employers with 250 or more employees to publish key data on the gender pay gap in their UK businesses. We have reported gender pay gap figures annually in that period for our UK employee population, which makes up about a third of our global workforce.
In our latest report, we have also continued to voluntarily disclose ethnicity pay and bonus gap data, reflecting our commitment to transparency and to creating lasting change by continually monitoring our progress.
The gender pay gap is the difference in average hourly pay between men and women, or white and ethnically diverse colleagues, across the entire organisation. This is expressed as a percentage of men’s or white colleagues’ earnings and provides a basic overview of the pay gap balance in the organisation.
The gender and ethnicity pay gaps are distinct from equal pay, which is a comparison of the pay of men and women carrying out the same or equivalent roles.
of our Board Directors are women
disclosure rate of ethnicity data
median gender pay gap
mean gender pay gap
median ethnicity pay gap
mean ethnicity pay gap
As part of our Burberry Forward strategy, we are building a high-performance culture that enables our people to realise their full potential. We track progress across four pillars – Organising for Growth, Authentic Leadership, Talent at the Centre, and Purpose and Belonging – which support our efforts to address pay gaps and strengthen inclusion. Our progress continues to be informed by external benchmarks, including the FTSE Women Leaders Review and the Investing in Ethnicity Maturity Matrix.
We have created a more agile organisation with clearer structures, roles and decision-making. Since the snapshot date, we have continued to evolve our ways of working and enhance colleague engagement through regular communication and listening forums.
Through initiatives such as Leading Forward, and our B:Leaders and B:Managers frameworks, we are strengthening leadership capability and embedding inclusive, high-performing team practices.
We have enhanced our talent and performance processes, with a stronger focus on internal retention and mobility, alongside skills-based development and more frequent performance conversations. Since the snapshot date, 145 UK promotions have been made, 67% of which were women.
We are embedding DEI across our people processes and strengthening governance, including the introduction of a Internal Cultural Advisory Council. Improved engagement, gender parity in our B:Heard survey, and expanded listening and data disclosure support more targeted, accountable progress.
For further information on how we monitor our progress, please see pages 14-16 of our 2025/2026 Gender and Ethnicity Pay Gap report here.
