MODERN SLAVERY ACT 2015 AND
TRANSPARENCY IN SUPPLY CHAINS ACT 2010
FY 2019/20 BURBERRY GROUP PLC STATEMENT

This statement is made pursuant to Section 54 of the Modern Slavery Act 2015 andCalifornia Transparency in Supply Chains Act of 2010 (SB 657). It sets out the steps
we have taken during the financial year 2019/20 (the “Year”) to prevent slavery andhuman trafficking from taking place in our supply chains or in any part of our business.
This statement is also made on behalf of the following subsidiaries of BurberryGroup plc (company number 3458224); Burberry Limited (company number 162636),
Burberrys Limited (company number 230931), Burberry (UK) Limited (company
number 4288292), Burberry International Holdings Limited (company number
4251867), Burberry Europe Holdings Limited (company number 4458720), Thomas
Burberry Holdings Limited (company number 3509143), Burberry Haymarket Limited(company number 4868493), Burberry Holdings Limited (company number 4251948)
and Burberry London Limited (company number 4251951) and the actions andoperations set out below are effective across the Burberry group.

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INTRODUCTION
As a luxury fashion brand, with over 10,000 employees, a global retail network and a
supply chain touching the lives of thousands of people worldwide, we are committed tobeing socially and environmentally responsible.
Burberry has a long-standing commitment to sustainability and supports a wide
range of social and environmental programmes. These programmes, which cover ouroperations, our supply chain and extend to the communities around us, are designed
to drive positive change and build a more sustainable future through continuous
innovation and collaboration. Combatting slavery and human trafficking are core to
this agenda.
As part of our current five-year responsibility strategy, we set ambitious goals for
2022, focused on addressing our most material social and environmental impacts,
while supporting The Burberry Foundation in fostering innovation and transforming
the lives of people in our communities. This agenda supports the aims of theParis Climate Agreement and progress towards attainment of the United Nations
Sustainable Development Goals.
We published our fourth Modern Slavery Statement in June 2019 and over the
past year have continued to increase the depth and breadth of our ethical trading
programme by reviewing our policies, developing our due diligence efforts upstream
in our supply chain and delving deeper into our modern slavery risks. We have alsocollaborated with cross-industry groups, such as the Ethical Trading Initiative’sModern Slavery Working Group, Business Against Slavery Forum and The Issara
Strategic Partner Program to help target modern slavery.

OUR BUSINESS AND SUPPLY CHAIN
We design, source, make and sell luxury fashion under the Burberry brand andour business model is focused on creating long term sustainable value for all our
stakeholders.
Design: Several areas of the business, including the design, strategy, marketing andresponsibility teams are involved in the early stages of product development. Having
a cross-functional approach ensures we remain relevant while enabling us to deliver
maximum value and control costs. Product design and development are centred in
Burberry’s headquarters in London, UK.
Source: We source materials based on their quality and sustainability, working closelywith our network of global suppliers. We innovate to bring our brand vision to life withnew materials, techniques and design considerations to remain at the forefront offashion, while limiting the environmental impact of our activities.
Make: We are focused on reducing, reusing and recycling the waste we create, whilelooking for innovative solutions to move towards a circular business model. In parallel,
we continue to invest in product to drive improvement in quality.
Sell: We sell our products globally in our stores (both owned and franchised) and online
at Burberry.com, as well as through third-party wholesale partners. In a few selectedareas such as beauty and eyewear, we use the product and distribution expertise oflicensing partners.
Contributing to local economies and partner value: Operating across the world, we
contribute to local economies and support the communities around us. We add value
to societies both directly and indirectly through our business operations and by
partnering with Non-Governmental Organisations (NGOs) on community programmes.

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SUPPLY CHAIN
Our supply chain network supports the production of our apparel and accessories
products, and our general day-to-day business operations.
APPAREL AND ACCESSORIES
Finished products are manufactured at both company-owned facilities in the UK
and Italy, and by an external supplier network. A large proportion of our finishedgoods production takes place in Europe, where Burberry has many long-standing
relationships, including some for more than 15 years. Over 75% of the finishedgoods facilities we source from are covered by National and/or Industrial Collective
Bargaining Agreements and many have established union representation enabling
workers to remain informed and involved in discussions about their rights. We believethat these strong supplier relationships are key to ensuring continuous improvementin supply chain working conditions and we work towards minimising supplierturnover, where possible. We have visibility of all finished goods manufacturing
suppliers, their sub-contractors and supporting facilities, as well as mills, tanneries
and trim suppliers.
RAW MATERIALS
We believe that the sustainability of suppliers within our raw material supply chain is
key to ensuring overall responsible sourcing of our products.
The key raw materials we use are cotton, leather and cashmere and we have targets
within our five-year strategy to source these more sustainably. Further detail on our
raw material sourcing targets is available here: Burberry Product Strategy.
This year, we continued to expand our responsibility programme to also include theassessment of mills, tanneries and trim suppliers and their sub-contractors, covering
70% of our raw material suppliers.
LICENSEES
We have granted two product category licences under the Burberry brand to third
parties, namely to Coty to produce beauty products and to Luxottica to produce
eyewear.
Our responsibility team works with both to ensure they apply consistent standards
which align with those applied across the rest of Burberry’s supply chain.
BUSINESS OPERATIONS
As a large global organisation, we have many other supply chain operations across
EMEIA, Americas and Asia Pacific relating to general business operations, including
but not limited to retail stores, our e-commerce and business websites, offices,marketing and transport.
We continue to communicate our commitments and policies designed to prevent
forced, bonded and trafficked labour through our Responsible Business Principles(the “Principles”). Further details are set out in the following sections.
From FY 2018/19 onwards, we included our packaging, visual merchandising,
repurposing and recycling supply chains within our ethical trading programme,
assessing risk, completing audits when required and working with suppliers to
implement continuous improvement plans.

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POLICIES
We believe that respect for human rights is integral to being a responsible company.
The prevention of forced, bonded and trafficked labour is a key element of Burberry’s
Human Rights Policy and Ethical Trading Code of Conduct.
To promote human rights across our direct and indirect business operations, we
require our network of business associates and extended supply chain to comply with
our Principles.
The Principles have been developed in line with our commitments and experience
over a number of years. They have been informed by our longstanding membershipof the United Nations Global Compact and the Ethical Trading Initiative (ETI), andare underpinned by the International Bill of Human Rights and the Fundamental
Conventions of the International Labour Organization.
We review and update the Principles on an annual basis to ensure that they align to
the latest good practice guidelines and any emerging regulatory requirements. The
Principles apply to all our business associates, which include, but are not limited to:finished goods suppliers, raw material suppliers, non-stock suppliers, construction
contractors, licensees and franchisees.
Since 2016, the Principles have expressly addressed modern slavery risks. Incorporationof the Principles into our contracts with business associates ensures the provisions
targeting modern slavery are also included. The Principles are overseen by Burberry’s
Ethics Committee, chaired by our General Counsel.
The policies are monitored by our responsibility and supply chain teams and enforced
pursuant to the Burberry Non-Compliance Policy, detailed below.
The Principles include Burberry’s Code of Ethical Business Principles, Anti-Bribery andAnti-Corruption Policy and Global Environmental Policy, and the following six policies.
ETHICAL TRADING CODE OF CONDUCTThis outlines requirements which all our business associates must uphold in relation
to their own employees and throughout their own supply chain. The code includes,
amongst other standards, the following requirements: that employment is freely
chosen, child labour is not used, freedom of association is respected and no harsh or
inhumane treatment occurs.
The full Code of Conduct is available here: Burberry Ethical Trading Code of Conduct.
MIGRANT WORKER POLICYThis is specifically intended to protect workers who may be vulnerable to exploitationin the course of international migration. The Policy contains requirements including,but not limited to, the prohibition of withholding passports and similar documents andthe levying of recruitment fees. Within the year, we updated and recommunicated thispolicy to suppliers to provide more guidance on implementation of the Dhaka Principles
for Migration with Dignity.
The full Migrant Worker Policy is available here: Burberry Migrant Worker Policy.
HUMAN RIGHTS POLICY
Burberry’s Human Rights Policy sets out four key stakeholder groups – our people,
workers in our supply chain, our customers and our communities - and the procedures
we have put in place to protect and uphold human rights, including mechanisms in place
to address any instances of potential infringement. The policy was developed with6

reference to the United Nations Guiding Principles on Business and Human Rights.
We assess human rights impacts and monitor labour conditions in both our own
operations and our supply chain on a regular basis to ensure the policy is upheld.
This year, we reviewed and updated the Human Rights Policy to include greater detailon our human rights due diligence processes in relation to monitoring, reporting andassessment. In addition, we made reference to our willingness to collaborate as partof multi-stakeholder initiatives to combat modern slavery risks where relevant to ourbusiness. We also included further detail on our commitment to prohibit retaliation
against anyone raising a complaint and to respect the rights of stakeholders raising
human rights related concerns, including human rights defenders.
Further details of Burberry’s Human Rights Policy are available here:
Burberry Human Rights Policy.
CHILD LABOUR AND YOUNG WORKER POLICY
We prohibit all forms of child labour in our own operations and throughout our supply
chain. In our Ethical Trading Code of Conduct, we state that we will never use childlabour and outline provisions for young workers.
Our Child Labour and Young Worker Policy expands on the Code of Conduct andincludes standards relating to implementation, monitoring and remediation procedures
which must be followed by all business associates.
Further details of the Child Labour and Young Worker Policy are available here:
Burberry Child Labour and Young Worker Policy.
RESPONSIBLE SOURCING POLICYThis outlines Burberry’s commitment to responsible and sustainable businessprinciples throughout the supply chain. The Policy outlines specific prohibited sourcing
regions, where the risk of modern slavery and other labour rights issues is recognised.
For example, the Policy prohibits sourcing from certain countries including, but notlimited to, Bangladesh, Pakistan and Cambodia and prohibits any sourcing of cotton
from Uzbekistan, Turkmenistan and Syria.
Further details of the Responsible Sourcing Policy are available here:
Burberry Responsible Sourcing Policy.
PARTNER NON-COMPLIANCE POLICY
Where breaches of our standards and policies are identified, Burberry collaborates
with local partners to find solutions to address the non-compliance. Where
improvements are not made within a given time or there is an unwillingness to address
the issue, we may consider terminating a particular business relationship. The Policy isdesigned to allow partners a reasonable amount of time to rectify any non-compliancewith the Principles, to minimise any potential detrimental impact on workers’
livelihoods, while always reserving the right to terminate contracts and take any otherlegal action possible, depending on the nature of the breach.
Further details of the Partner Non-Compliance Policy are available here:
Burberry Partner Non-Compliance Policy.
In addition to the Principles, Burberry provides a range of resources and guidelines
for employees to follow, which relate to a wide range of matters including personal
conduct and whistleblowing. Burberry employees, contractors and agency workers
across our operations also have access to a confidential whistleblowing hotline which78ensures that there is always a way to report issues if usual routes of escalation areunavailable or restricted.
We continue to implement additional risk management of our global non-stock
procurement supply chain to gain more visibility of areas of greater risk, such as labour
suppliers and construction contractors. Suppliers are required to take responsibility
for the prevention of forced, bonded and trafficked labour in their supply chain andcertify that neither they nor any of their affiliates, contractors or sub-contractors
engage or have engaged in any form of modern slavery. Over the last two years, wehave increased the scope of due diligence to include our visual merchandising supply
chain.
Compliance with the Principles is a requirement of doing business with Burberry.
Adherence to the Principles is included in contracts with suppliers. Finished goods
suppliers sign a letter of undertaking confirming, amongst other matters, theircommitment to the Principles and responsibility to cascade the Principles to their
suppliers. We work with our business associates to support their compliance, and may
act against those that do not demonstrate sufficient commitment to the Principles orare in breach of them. In the event of a business associate being found to be involved
in modern slavery, we would act first to help safeguard the affected workers’ wellbeing
and then to support the business associate with its remediation process, including any
actions to identify and address root cause issues.

GOVERNANCE
We continue to promote the management of modern slavery risks within Burberryand externally. In October 2017, Burberry became a founding member of the Business
Against Slavery Forum alongside some of the UK’s largest companies. The forum
member companies share intelligence and best practice to help businesses identify,
tackle and prevent slavery in their supply chains.
We have a global responsibility team consisting of 36 specialists in key locations
globally. Although ethical trading activities are coordinated by our responsibility team,targets relating to working conditions in the supply chain are owned by our supply
chain and relevant sourcing teams. Burberry employees who are responsible for supply
chain partner relationships and sourcing also have personal KPIs relating to labour
conditions, recognising the potential impact of fair purchasing practices on labour
conditions throughout our supply chain.
Our ethical trading programme is supported and monitored internally by a numberof management committees. The programme aims to ensure that the potential risks
to labour and human rights are considered at all appropriate levels and areas of thebusiness.
Policies relating to human rights are reviewed and approved by the company’s Ethics
Committee. In the event that any labour or human rights risks are identified, theVice President of Corporate Responsibility will report on such issues to the Ethics
Committee as well as the Group’s Risk Committee, which meets at least three times
a year. The Risk Committee is chaired by the Chief Operating and Financial Officer,
who sits on the Burberry Group plc board. The Risk Committee reports into theGroup’s Audit Committee, which is chaired by an independent non-executive director.
Additionally, our ethical trading targets and sustainability strategy are reviewed by
the Burberry Sustainability Steering Group, which is chaired by Burberry’s Chief
Executive Officer, and attended by the Chief Operating and Financial Officer, Chief
Merchandising Officer, Chief Supply Chain Officer, Chief People Officer, Senior Vice
President of Strategy and Vice President of Corporate Responsibility.

9In addition, the Burberry Responsibility Advisory Committee (BRAC), which includes
representation from Forum for the Future, the ethical trading and human rights
consultancy Impactt and international NGOs including Oxfam, provides a third-party
perspective on our programmes to help determine whether we are focusing our actions
and resources on the most salient labour rights risks. Please refer to our governancestructure chart below.

BOARD

CEO AND EXECUTIVECOMMITTEE

AUDIT COMMITTEERISK COMMITTEE
Chair – CO&FO

SUSTAINABILITY STEERING
GROUP
Chair – CEO
Attended by CO&FO

ETHICS COMMITTEE
Chair – General Counsel

BURBERRY RESPONSIBILITYADIVISORY COMMITTEEDUE DILIGENCE AND ASSESSMENT OF OUR SUPPLY CHAINOver the last 16 years, we have had a programme aimed at monitoring the labour
conditions in our product supply chains and safeguarding the workers engaged in that
supply chain.
Monitoring and verification activities are carried out throughout our finished goods
and key raw material supply chains to support compliance with the Principles. To
ensure our supply chain mapping stays up to date, we operate a strict approval
process and conduct a transparency analysis with our vendors and commercial teams
each season. Following this analysis, we conduct an assessment to identify any new or
emerging areas of risk.
New raw material suppliers are required to confirm they will adhere to the Principles
and comply with applicable local laws. They agree that we may visit and assess theirown compliance and that of their suppliers. Before any new supplier is approved toparticipate in the Burberry supply chain, they are risk assessed for social compliance10and any indication of forced, bonded or trafficked labour. If during this risk assessmenta vulnerable workforce or geographical location risk is identified, a full audit will becompleted and the results and the remediation plans (if any) will be evaluated before adecision on whether or not to approve is taken.
In addition, before a factory is approved to produce Burberry finished goods, we
assess its compliance with the Principles and applicable local laws and commitment
to uphold them. The responsibility team must be satisfied that the factory will upholdthese standards before giving approval for production to begin. Audits, announced orunannounced, consist of worker interviews, document reviews and site tours, and are
repeated periodically to confirm ongoing compliance and continuous improvement.
The frequency of audits depends on the level of performance in previous audits –better performing factories are audited less frequently. Worker interviews are always
conducted confidentially and workers are selected at random with fair representationof the workforce, including, for example, union and worker representatives, first aiders
and migrant workers. Our audit methodology prescribes that we interview at least
10% of the workers in a factory. Between audits, our responsibility team works closelywith facilities to implement systems to prevent modern slavery and improve themanagement of human rights and safety risks, amongst others. During the period
FY 2019/20, we conducted 631 audits and 71 engagement visits.
ASSESSING OUR HUMAN RIGHTS IMPACT
Every two years, we conduct a Human Rights Impact Assessment of our operations
and activities and those of our extended supply chain to identify and address potential
risks. As part of this process we regularly engage representatives of affectedstakeholder groups, such as through supply chain worker interviews and by engaging
with local NGOs, to develop informed mitigation plans.
We have implemented a number of action plans in both our direct operations andsupply chain, including a focus on migrant workers and women throughout thedifferent levels of our supply chain as we identified that these groups are more
vulnerable to modern slavery risk. Action plans include context specific interventions
such as mapping recruitment journeys in identified hotspots, building worker voicemechanisms in these areas and working with experts to integrate gender sensitive
processes and metrics into our programmes.
After the 2016 assessment, we expanded our ethical trading assessments to coverselect construction projects and all distribution and fulfilment centres globally. FromFY 2018/2019 we have been assessing the repurposing and recycling facilities we workwith as recycling facilities in particular can rely on a large contingent labour workforce.
Other areas identified in the FY 2018/19 assessment include recruitment practices inall owned and third-party distribution centres globally, promotion of access to remedy
in our key supply chain locations, and upholding of labour rights in our raw material
supply chains. Where we have identified a salient forced labour risk, ethical tradingassessments are conducted by our internal teams or by a local NGO, where local
expertise is needed, to identify any labour rights issues and remediation required.
Further details on our Human Rights Impact Assessment are available here:
Burberry Human Rights Impact Assessment.

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Monitoring alone does not drive improvements in labour conditions and therefore wehave several programmes in place to support our supply chain partners to improvelabour conditions:
WORKER GRIEVANCE MECHANISM
Labour rights issues can include inadequate access to remedy. Where this occurs,
we work with local NGOs to establish a hotline to share information with workers
on their labour rights, create a mechanism to report grievances and provide
psychological support. The effectiveness of the hotline is frequently reviewed and,during FY 2019/20, 598 calls (26 complaints, 533 consulting requests and 39
psychological support requests) were received. Resolutions were monitored
closely by our local responsibility teams.
We continue to review access to remedy and we will extend the hotline where required,prioritising suppliers with migrant workers.
WORKER WELLBEING
We continue to work on programmes to capture comments and grievances fromworkers in our supply chain globally and address issues raised.
We have used a tool we developed with Oxfam to measure worker wellbeing in our
supply chain. We have captured comments and feedback from approximately 2750
workers across 15 facilities globally.
The results have been used to develop specific action plans for each factory. To date,these action plans have focused on the development of human resources management
systems, worker and supervisor training programmes and policy implementation.
CHAMPIONING DIVERSITY AND ENSURING INCLUSIVITY
Diversity and Inclusion is a key priority for our business. To champion diversity andensure inclusivity, we review and monitor where we could make a greater impact andhelp where its most needed.
Following our FY 2018/19 Human Rights Impact Assessment, we have created a theoryof change and programme plan for migrant workers within our supply chain, focusedon ensuring fair treatment, no discrimination and ensuring workers can flourish bothat work and in their community.
We have mapped particular risk areas and are working closely with local expert
organisations and our suppliers to develop roadmaps to mitigate risk to domestic andinternational migrant workers in key supply chain locations.
In FY 2019/20, we introduced an inclusivity programme in Italy with a third-party
communication agency and a cultural mediator association to increase vulnerable
workers’ access to local institutions and public services. The overall aim of the
programme is to empower workers, thereby reducing risk of modern slavery andin the long run, have a positive impact on social inclusion. The programme utilisessocial media platforms to connect vulnerable people to over 40 local institutions
and services. This year has seen high engagement rates for articles, especially thosesharing information on coronavirus, health services, education and parenting services.
We will continue to strengthen our commitment by continuously reviewing ourprogrammes and taking action where needed.

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TRAINING AND RESOURCES
Our responsibility team includes specialists in labour, human rights and modern
slavery. All Burberry employees are introduced to Burberry’s responsibility policies
and programmes during their induction training to ensure a general understanding of
Burberry’s responsibilities in this area.
INTERNAL TRAINING
Informed by Burberry’s Human Rights Impact Assessment, in FY 2016/17 wedeveloped a bespoke modern slavery and labour rights training programme incollaboration with the ethical trade, human rights and labour standards consultancy,
Impactt. The training was delivered to key employee groups who interact with
Burberry’s supply chain networks. The targeted training helps those travelling to
supply chain facilities to be familiar with the risk areas, likely indications of humanrights abuses (including instances of modern slavery) and possible actions to takeif an incident of modern slavery is identified. In addition, we have trained membersof our human resources, health and safety, construction and fulfilment teams on
modern slavery, how to identify it and appropriate actions to take. This training hashelped embed respect for human rights and a policy of zero tolerance for modern
slavery throughout the business. In FY 2020/21 we will create new online resources
and refresher trainings to reach a wider audience of employees to further embedawareness and risk mitigation into our culture.
SUPPLY CHAIN TRAININGIn FY 2016/17, we provided day-long tailored training to suppliers on identifying andcombatting modern slavery. In-person training sessions were held with finished goods
vendors who together manufacture over 70% of our products. Initially, this training
was provided to key finished goods and raw material suppliers, third-party labour
contractors and suppliers operating in sectors with a greater risk of modern slavery
issues arising. Participants were required to develop and implement plans aroundthe recruitment and ongoing management of workers to reduce the risk of modern
slavery in their operations and supply chain. These plans continue to be monitored on
an ongoing basis by our responsibility team. In FY 2018/19, our UK responsibility teamcompleted an “Investigative Interviewing Skills” course developed and delivered by theGangmasters Labour Abuse Authority and Stronger Together. The skills learned havebeen used to improve our ethical trading audit methodology and have provided insightwhen working with our regional teams.

KEY PERFORMANCE INDICATORS
We monitor the Key Performance Indicators (KPIs) set out below on an ongoing basis.
These KPIs help us ensure the effectiveness of our efforts to address modern slavery
risks and are continually reviewed
INTERNAL TRAINING
We train all internal teams working with our business and product supply chains. This
includes sourcing, supply chain and logistics, product development, human resources,
legal, construction, procurement and workplace services.

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In FY 2020/21, the supply chain, sourcing and product teams will receive online
resources and a refresher training to raise awareness of modern slavery risks.
SUPPLY CHAIN TRAINING
We have trained finished goods suppliers, their key sub-contractors and key raw
material suppliers on the identification of modern slavery and building systems toprevent the occurrence of modern slavery.
WORKER VOICE
We continue to implement initiatives to strengthen workers’ access to information andthe ability to raise grievances as well as to measure worker wellbeing.
In FY 2019/2020, Burberry’s worker hotline received 598 calls, categorised as 26
complaints, 533 consulting requests and 39 psychological support requests. We
have also surveyed approximately 2,750 workers across 15 facilities globally tobuild a better understanding of workers’ wellbeing and identify opportunities for
improvement. Following this, we introduced a communication training programmein two European production facilities. The aim of the programme was to build
communication skills between workers, supervisors and factory management.
As a result, the facilities introduced stronger worker consultation and feedback
mechanisms, therefore improving dialogue with their colleagues.
In the coming year, we will continue to use the results of the facility-level wellbeing
surveys to improve the KPIs we review across facilities.
AUDITS & ASSESSMENTSIn FY 2019/20, we conducted 631 audits and 71 engagement visits or training sessions.
The majority of these activities were conducted by our internal responsibility team
who endeavour to build trust in our ongoing partnerships and drive continuous
improvement.
The audit and assessment programme covers all our finished goods facilities and theirsub-contractor supply chains, and 70% of our raw material supplier mills, tanneries
and trim or component facilities.
Through this year’s audits of the product and licensee supply chains, we haveidentified instances at 11 facilities where workers have paid recruitment related fees,
specifically for pre-employment health checks. We have worked with the facilities’
management teams to ensure workers were refunded. To prevent future issues, we
continue to work with our suppliers to review recruitment journeys and develop feefree recruitment chains
In addition, in an area of our supply chain where we identified a group of migrant
workers paying fees during a complex recruitment journey, we have been working witha local NGO, Issara Institute, and two suppliers who operate four facilities to build
worker voice and remediate any fees paid by existing workers, whilst developing an
ethical recruitment route for workers in the future.

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LOOKING AHEAD
We continue to strengthen the breadth and depth of our ethical trading programme
and implement the action plans resulting from our FY 2018/19 Human Rights
Impact Assessment. In FY 2020/21, we will conduct another Human Rights Impact
Assessment to capture any new or emerging risk and impact areas and will develop
mitigation plans where required. We will also develop online tools and resources toprovide employees with relevant training to help them identify risks of modern slavery
and to further embed risk mitigation into our culture. We believe that our focus ontransparency and traceability throughout the supply chain will help identify modern
slavery risks which can then be addressed.
We continue to review our own business operations and procurement procedures toensure that risks of modern slavery are considered.
Should any instances of modern slavery be identified, we believe we are well positioned
to address these and to support any affected workers in line with our core values.
Approved by the Board on Thursday 7 May 2020 and signed on its behalf by:
Marco Gobbetti
Chief Executive Officer and Executive Director
Burberry Group plc

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