Burberry Group Plc

Posted on: 16th May 2023


BPP Coursework Cover Sheet

Please use the table below as your cover sheet for the 1st page of the submission. The sheet should be before the cover/title page of your submission.



Module name


Schedule Term


Student Reference Number (SRN)


Report/Assignment Title


Date of Submission

(Please attach the confirmation of any extension received)




Declaration of Original Work:

I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology. 

The word count, excluding contents table, bibliography and appendices, is ___ words.

Student Reference Number:                                                                                        Date: 

By submitting this coursework you agree to all rules and regulations of BPP regarding assessments and awards for programmes.  Please note, submission is your declaration you are fit to sit. 

BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience.

BPP School of Business and Technology 

1. General Assessment Guidance

•       Your summative assessment for this module is made up of this coursework submission which accounts for 100% of the marks 

•       You are required to submit all elements of your assessment via Turnitin online access. Only submissions made via the specified mode will be accepted and hard copies or any other digital form of submissions (like via email or pen drive etc.) will not be accepted.

•       For coursework, the submission word limit is 2500 words. You must comply with the word count guidelines. You may submit LESS than 2500 words but not more. Word Count guidelines can be found on your programme home page and the coursework submission page.

•       Do not put your name or contact details anywhere on your submission. You should only put your student registration number (SRN) which will ensure your submission is recognised in the marking process.

•       A total of 100 marks are available for this module assessment, and you are required to achieve minimum 40% to pass this module.

•       You are required to use only Harvard Referencing System in your submission. Any content which is already published by other author(s) and is not referenced will be considered as a case of plagiarism.

You can find further information on Harvard Referencing in the online library on the VLE. You can use the following link to access this information: http://bpp.libguides.com/Home/StudySupport   

•       BPP University has a strict policy regarding authenticity of assessments.  In proven instances of plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to read the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which are available on VLE in the Academic registry section.

•       You should include a completed copy of the Assignment Cover sheet. Any submission without this completed Assignment Cover sheet may be considered invalid and not marked.                 

2. Assessment Brief

2.1. Organisation


2.2. Assessment Tasks

You have been asked to prepare a professional risk report for a management committee of the organisation mentioned above, within which you must address the following: 

2.2.1. Define the organisational objectives which the organisation intends to achieve and may be impacted by risks. 

2.2.2. Define the regulatory context in which the firm operates and manages its risks. This involves identifying the key regulators and regulations that constrain the organisational practices. 

2.2.3. Define a probable risk assessment method used by the organisation to assess threats by presenting an appropriate risk scoring matrix and outlining the risk acceptance threshold. Also detail what each scale in the matrix means, for example, what does a score of 5 for Impact mean. 

2.2.4. Develop a risk register (recommended templates provided below) to identify risks (both threats and opportunities) that could impact on organisational objectives. The risks you identify can be from any area of the business. However, they must be risks that are valid and relevant to the organisation. The risks you identify should be supported by references to show the breadth of research you have conducted. For each risk:

a)       Provide an appropriately detailed risk description  

b)      List any existing controls/actions that are in place, or can be reasonably expected to be in place 

c)       Critically assess the residual likelihood and impact of each threat, taking into account the existing controls

d)      Provide the resultant residual risk rating based on the risk scoring matrix you defined in 2.2.3. 

e)      For any threats that fall above the risk acceptance threshold, propose new/additional mitigation actions based on current business and market research, as well as academic theories. 

f)        For any opportunities, propose new actions to enhance the opportunity, based on current business and market research, as well as academic theories. 

2.3. Assessment Submission Structure

Your report must follow the headings provided below and be written in a professional manner appropriate for presentation to a management committee. 

Cover Page

Table of Contents

Purpose of Report 

Organisational Objectives Regulatory Context

Risk Assessment Method 

Risk Register Tables (see below recommended templates and note that the majority of the report word count should be presented in this section) References

2.4. Recommended Templates for Risk Registers 

Risk Register table for Threats (recommended template)

Risk Description

(include research references)

Existing controls

(include research references)

Mitigation actions

(include references)




Risk Register table for Opportunities (recommended template)

Risk Description (including research references)

Actions to enhance opportunity



3. Marking Guide (Student Version)

The assignment is marked out of 100. The following table shows the mark allocation and the approach required. 

Assignment Part







Briefly and concisely identify the main objectives that the organisation intends to achieve. These objectives should be those that may be threatened or supported by the risks (threats and opportunities) you identify in the risk register. Cite and reference any research conducted. 


Regulatory Context


Briefly and concisely identify the main regulators and regulations that constrain the organisation, concentrating on those that impact how the organisation conducts risk management and/or the risks that it should manage. Cite and reference any research conducted.


Risk assessment method including risk scoring matrix and risk acceptance threshold


Using a matrix similar to that covered in the module teachings (Assessing Risk topic) define likelihood and impact scales used to calculate risk rating in the risk register for threats. Briefly and concisely explain the scales or provide qualitative descriptions for the scales. 


Briefly and concisely explain which risk scores/ratings fall without or outside of the risk acceptance threshold. You may explain this in written form, in a table, or graphically using a line on the risk scoring matrix.


The aim is to ensure the marker can clearly see how the residual risk rating in the risk register is derived and why you have included mitigating actions for some risks and not others. 


You may choose to create your own risk scoring matrix and scales, or use an existing one as long as it is cited and referenced. If you choose to use any of the risk scoring matrices covered in this module, for an excellent outcome you should only use it as a starting point and develop it further. 


2.2.4 (a)


Risk descriptions for each identified risk (both threats and opportunities).  


There is no set number of risks to aim for. Instead, the aim is to demonstrate you can identify relevant risks in an organisation and that you can describe these risks appropriately. To demonstrate this and achieve an excellent outcome:  


1.       Ensure you research widely and include risks that can be linked to the organisation’s objectives and context.

2.       Only include risks that are valid and relevant to the organisation by providing evidence of sources of information used. Use research to explain the identified risks (FT.com, Annual Report, recent news sources) using appropriate references.  News sources are valuable, they provide more recent information about risks e.g.: size of recent fines.  All research material needs to be applied to the organisation you



are developing the register for, for example, if the economy is expected to reduce sales in the sector, focus on impact of this on the organisation you are studying.  

3.       Include both threats and opportunities. Opportunities may be presented in a separate risk table to improve clarity, as suggested by the recommended risk register templates in section 2.4 above. 

4.       Identify a wide range of risks. These can be from any area of the business. For example, internal, external, strategic, operational, environmental, regulatory, reputational, health and safety, technology, business continuity, employee relations, etc. 

5.       Risk descriptions should be clear, appropriate and follow a standard format, for example: risk event, cause, consequences/impact. The quality and clarity of your risk descriptions will be considered.

6.       In the risk description, ensure you articulate the organisational objective the risk is impacting.

7.       The risk description should be complete enough to support risk assessment, i.e. it needs to include some details that allow an assessment of likelihood and/or impact of the risk.


2.2.4 (b)


Existing controls 


Note any existing controls that are in place for threats. The controls you take account of should each be briefly described with supporting references. This is required for identified threats, but can be omitted in the section of the register for identified opportunities. For clarity, you may number the controls in this section. Cite the organisation’s or industry information or evidence from sources such as news reports to support your view.


2.2.4 (c) and (d)


Residual likelihood, impact and risk rating


The aim is to demonstrate you understand residual risk and can reasonably assess the likelihood and severity of identified risks. To demonstrate this and achieve an excellent outcome:  


1.       The likelihood, impact and risk ratings included in the risk register should reflect ‘residual’ risk – taking account of any noted existing controls.

2.       You need to first gain an understanding of the inherent risk rating, i.e. what would be the likelihood and impact without any controls, and then consider whether the existing controls are influencing the likelihood or impact of the identified risks.

3.       Score each identified risk for likelihood and impact using the risk scoring matrix you defined in task 2.2.3. For example, if using the risk scoring matrix covered in the module teachings, you would mark likelihood (1 [low] – 5 [high]) and impact (1-


4.       Based on the likelihood and impact scores, use your defined risk scoring matrix to identify the corresponding risk rating. 

5.       The likelihood, impact and risk ratings should be reasonable in light of the risk and existing controls you have articulated. 

2.2.4 (e) and (f)



The aim is to demonstrate you can apply your knowledge and research to suggest valid and reasonable actions for risks. To

Mitigating actions for threats


Actions to enhance opportunities


demonstrate this and achieve an excellent outcome:  

1.       Consider which threats have a residual risk rating above the risk acceptance threshold you defined in section 2.2.3. 

2.       For those threats above the risk acceptance threshold, identify new mitigating actions that you would recommend

the organisation to take in addition to any existing actions/controls taken by the organisation already.  

3.       For any opportunities, identify new actions that you would recommend the organsiation take to enhance the opportunity, i.e. increase the likelihood of the opportunity occurring or the impact if it occurs. 

4.       Use knowledge from other modules you have studied to develop actions clearly linked to the risk description you have provided. Supplement your knowledge with business and academic references where needed to support your suggestions.  This is your opportunity to provide consultancy advice to the organisation. You may also decide to conduct further research as to how other companies have handled similar risks. 

5.       Note that to gain marks for this section, you should include mitigating actions for at least some risks, even if none of the risks are above the risk acceptance threshold.



Structure and



Structure – Overall 

Your overall report should be presented in a suitably professional style and format. Ensure you follow the Assessment Submission Structure by providing all the stated sections/headings.   


Structure - Risk Register

The majority of the report word count should be presented within the risk register, as this is where they majority of marks are allocated. Sort the risks in the register so that the highest scoring threats are at the top.  It is recommended that opportunities are presented in a separate risk table in the report.



Use the Harvard Referencing System, ensuring you cite your references within the body of the report, not just provide a list of references at the end of the report. You must demonstrate that you have researched and gathered data from a wide range of sources to create your report. Marks will be allocated for good quality, wide-ranging, up-to-date and relevant resources. 




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Burberry Group Plc


Burberry Group PLC, known as Burberry, is an international luxury fashion brand based in London. The company was founded in 1856 by Thomas Burberry and has been owned by Italian businessman Gobbetti since 2017. It operates through four segments: Retail, Licensing, Wholesale, and Others. Its products include clothing for men, women, and children; accessories; shoes; luggage; fragrance; eyewear; cosmetics; home furnishings; bedding; blankets, and throws. In addition to its retail operations, Burberry also sells products through licensing agreements with third-party retailers such as department stores (such as Selfridges), specialty boutiques (such as those operated by Browns), and department stores (Galeries Lafayette), multi-brand boutiques including Colette in Paris). This report evaluates the current state of risk management within Burberry Group PLC, highlighting areas that require improvement and providing examples of good practice.

Purpose of Report

This report aims to assess the risks that are likely to affect the future of Burberry Group PLC. The report will be prepared for a management committee and comprise a section on risk management, which will address how the company can manage its current and future risks. The report will address both the specific risks and threats that have been identified and a review of the effectiveness of their risk management strategies. The report will also contain an analysis of the key risks facing the company and how they may impact its performance.

Organizational Objectives

The company’s vision is to be a leading global luxury brand with an iconic British heritage and a strong international presence. The mission statement is to create world-class products that embody the spirit of Britishness. The company has identified four priority growth markets: China, India, Japan, and Korea ( Zozulya, Radomski, Boey, Lozanoski, Nathani, and Sheppard, 2015). These countries have been selected for their potential for growth and their ability to meet the company’s brand needs in terms of infrastructure, manufacturing capacity, and workforce skills. The company will also continue developing its presence in key European markets such as Germany, France, and Italy. It currently derives a significant proportion of its sales revenue. The organizational objectives of Burberry Group PLC are to:

1. Design and manufacture innovative luxury products available in multiple channels and locations worldwide;

2. Develop new brands and concepts within the luxury fashion sector;

3. Deliver exceptional customer experiences through retail stores, e-commerce, social media, and digital marketing;

4. Create long-term shareholder value by investing in brand development and growth opportunities for the business;

5. Operate a sustainable business model focused on optimizing efficiency, and reducing waste and emissions across our supply chain; ( Zozulya, Radomski, Boey, Lozanoski, Nathani, and Sheppard, 2015).

6. Maintain strong relationships with our stakeholders, including employees, suppliers, consumers, investors, regulators, and other stakeholders, based on mutual trust, respect, and transparency;

7. Ensure high levels of ethical conduct throughout the organization;

The Regulatory Context

The financial services sector is highly regulated. As a result, the regulatory context in which the Burberry Group plc operates and manages its risks is complex and multifaceted. The firm operates in several jurisdictions and is subject to different regulatory regimes.


The first regulation is the Bribery Act 2010 (BA). This act makes it illegal to offer, promise or give someone anything with the intent to influence them or someone else to gain an advantage to commit fraud or another offense. It also makes it illegal for someone to accept such an offer or promise. The act applies to anyone working for or providing services to a business (including an individual). It is based on the premise that bribery can be used to good corrupt governance (Bribery Act 2010). The second regulation is the Money Laundering Regulations 2007 (MLR) (Sequeira, 2020). This law was introduced as part of efforts by the UK government to combat money laundering activities following the 9/11 attacks (Money Laundering Regulations 2007). The third regulation is the Data Protection Act 1998 (DPA). This law gives people specific rights regarding their data, such as access to information about them, correction of inaccurate records, and anonymity.


The regulatory context in which the firm operates and manages its risks is defined by the (FCA) and the (PRA). The FCA is responsible for protecting consumers and promoting competition, while the PRA regulates banks, credit unions, building societies, insurers, and investment firms. The FCA has three objectives: protecting consumers, maintaining market integrity and confidence in the UK financial system, and promoting effective competition.

The FCA has several areas it focuses on:

Protects consumers and markets from harm, whether caused intentionally or not;

●  Conducts market research to ensure that consumers have access to products that meet their needs; Enforces(Sequeira, 2020)

Compliance with laws and regulations;

Helps to develop law by advising Parliament and government departments;

Promotes awareness of financial education.

Other organizations that provide regulations that apply to Burberry are those set out by the FSA and MHRA. The FSA regulates food safety, whereas the MHRA regulates medicines, medical devices, cosmetics, and veterinary medicines. Both organizations have similar aims but take a different approaches to achieve these aims:

FSA – Assisting consumers to make informed choices about food safety;

MHRA – Protecting public health by ensuring that all medicines, medical devices, and cosmetics are of acceptable quality, safe and effective.

Risk Assessment Method

Risk management is an important part of the organization’s strategy. A risk assessment matrix assesses threats by presenting an appropriate risk scoring matrix and outlining the risk acceptance threshold. The organization uses a risk assessment method called the Balanced Scorecard (BSC) as a framework for managing risk (Roberts, and Piller, 2016). The BSC has four perspectives: financial, customer, internal business process, and learning & growth. Each perspective is measured using a balanced scorecard with four strategic goals and three key performance indicators (KPIs). In addition, each goal has an associated weighting, which indicates its importance to the organization. The Balanced Scorecard allows the organization to identify and manage risks quantitatively. It also provides a mechanism to monitor the effectiveness of current strategies and identifies areas where improvements can be made.

Risk Scoring Matrix 

The risk scoring matrix below shows the relationship between impact, likelihood, and potential exposure in terms of their potential impact on the organization’s performance over time. It also shows how each element is scored within each category based on its relative importance when assessing threats:

The organization has a defined risk assessment method that uses a risk scoring matrix. The following is the matrix:

-Impact: 0 to 5;

- Likelihood: 0 to 5;

- Consequences: 0 to 5.

The organization has set a threshold of 3 for each scale as below:

Impact (0-5) - A score of 0 means no impact on the business, such as low or no impact on revenue and profit. A score of 1 means some impact, but internal resources can manage it, for example, lost customers due to poor service ( A score of 2 means a significant impact on the business, such as lost customers due to poor service, which cannot be managed internally, or loss of reputation due to fraud(Stevenson, and Cole, 2018). A score of 3 means that there will be a major impact on the business, such as lost customers due to poor service, which cannot be managed internally and loss of reputation due to fraud which cannot be managed internally, and loss of reputation due to fraud which cannot be managed internally and loss of reputation due to fraud which cannot be managed internally and loss of reputation due to fraud which cannot be managed internally and loss of reputation.

The acceptance threshold is where management will decide what they are prepared to accept as part of their risk management process. For example, suppose the organization has set an acceptance threshold at 5 for impact (Stevenson, and Cole, 2018). This means that any threats with an impact score of 5 or above will not be accepted by management as part of their risk management process and will therefore not be mitigated by them either.

The risk acceptance threshold will be based on the value of assets at risk or potential loss from a potential threat. The organization has identified that it will not accept any threat with a score higher than 5 in terms of impact as this would cause significant damage to its brand image and reputation, which would have long term effects on sales revenue and profits due to consumer confidence being lost in the company products or services being supplied by them.

2.4. Recommended Templates for Risk Registers

Risk Register table for Threats (recommended template)


Risk Description 


Existing controls  (include research  references)




Mitigation actions  (include 



Financial Risk

The financial risk for the company is low as it has a strong working capital management that helps it to meet its payment obligations and repay its debt obligations on time.


The organization has implemented several controls to manage this risk, including


•Cash flow forecasting: The organization uses cash flow forecasts to ensure that adequate funds are available to meet upcoming commitments and liabilities.

•Profitability control: The organization uses profitability control to monitor how well the business is performing concerning the sales target set at the beginning of each period (quarterly or annually).


The residual likelihood is low, because the company has high capital adequacy ratios and liquid assets. This means that it can withstand any negative impacts on its business performance.

The impact of the threat is moderate, because there may be some disruptions in customer service due to IT system failures, but it will not affect the overall performance of the organization.


2. Financial risk mitigation strategies:


a) Developing an appropriate financial reporting structure and ensuring it is used consistently.


The company should start hedging its currency exposure by implementing foreign exchange forward contracts to protect itself against adverse movements in the GBP/USD exchange rate (Power, and Hauge, A., 2008


Regulatory Ris

 This is the risk associated with changes in regulation that could impact the organization. The key regulatory risk faced by Burberry Group PLC is related to Brexit. The company may have to relocate its headquarters if it does not get a favorable Brexit deal.


The organization has implemented several security controls, including:

-  Access control through passwords, logins, and permissions;

-  Authentication by username and password;

-  Encryption of data using 128-bit encryption on all data stored in hard drives;

-  Restriction of access to sensitive information through the use of role-based access control (RBAC).

All employees are required to complete training in relation to compliance matters on an annual basis (Pardal, 2021).

All staff members have been made aware of their responsibilities under legislation governing personal data and how it should be handled within the organization.

The company has a data protection officer (DPO) who is responsible for monitoring compliance with GDPR and other data protection legislation in Europe.

The residual risk is high as there is still some uncertainty about how foreign firms will be regulated. Moreover, if regulators impose strict rules on foreign firms, it could result in higher costs for them, affecting their ability to compete with local companies.

a) The introduction of new laws or regulations which could potentially affect how we do business or our organizational structure;


b) Significant changes in tax rates or other financial reporting requirements



Implementing an ERP system would help regulate the company’s operations by ensuring that all operations follow the same procedures and policies across all countries where the company operates. 


Credit risk

In this case, there is no credit risk as the organization has a good reputation for its business activities (McMaster et al., 2020). been operating for a long time, and it has built up a good relationship with its customers, suppliers, and employees. The company is also well known in the market, and they can attract many customers because of their good reputation.

The company has put in place a credit management team that assesses the creditworthiness of each customer and determines whether they should be allowed to trade on credit. The company has also implemented a system where all transactions are recorded electronically so that it is easy to keep track of them.



The likelihood of fraud occurring is low as extensive checks are made on customers before they are. Allowed to trade on credit (Ohkita, 2017).



The impact of this threat can be minimized by conducting regular reviews on past transactions and maintaining accurate records of all transactions conducted. In addition, monitoring the accounts receivable periodically will ensure that any potential risks can be promptly identified before they turn into losses.



1) Continue monitoring credit risk exposure regularly, particularly vendors with weak financial positions or high indebtedness levels;


2) Offer financial incentives to vendors with strong financial positions (Ohkita, 2017).


Risk Register table for Opportunities (recommended template)


Risk Description (including research references)

Actions to enhance the opportunity


a. Customer awareness of new products and services, especially in emerging markets.


-The first step is to identify which products or services are the most important ones for the company. These products or services must be profitable and have a large potential in developing countries like China and India (Moore and Birtwistle, 2004.

-Increase marketing activities and spend more money on advertising campaigns for the new products or services in emerging countries.




b. Gaining market share from competitors through new product launches or service enhancements.



Create a new product or service that any competitor has not offered. The company can consider launching its own line of fragrances, cosmetics, bags, and other accessories. This will help them gain greater market share and compete with other brands.

Update your existing products or services to make them relevant to customers. These strategies are very effective because they are simple and straightforward (Zozulya et al., 2015).



c. Maintaining high levels of customer satisfaction through consistent service quality across all channels and locations.



The company should implement more innovative strategies to improve its customer service, such as:

-Improving the online experience so that customers can access all the information they need in one place;

-The company should improve their customer service by providing special offers to loyal customers in order to keep them happy. The company should also take into consideration the needs of the customers and provide them with what they want rather than what they need.



In conclusion, this paper has presented a risk and opportunity assessment of The Burberry brand known for its iconic designs and high-quality products. The brand has expanded over the years to include dress coats, raincoats, sportswear, and accessories, including handbags and shoes. The regulatory environment in which Burberry operates is the UK’s Financial Conduct Authority (FCA). The FCA is the UK’s independent regulator of financial services. The company has adopted several policies and procedures to comply with regulatory requirements. The most important regulation that applies to the company is the Bribery Act which began in 2011. This legislation prevents organizations from paying bribes to secure business or political advantage anywhere globally. It also prohibits individuals from receiving or accepting bribes as part of their job responsibilities.


Moore, C.M. and Birtwistle, G., 2004. The Burberry business model: creating an international luxury fashion brand. International Journal of Retail & Distribution Management.

Ohkita, K., 2017. Coopetition through International Luxury Brand Licensing: Burberry in Japan. In Global Opportunities for Entrepreneurial Growth: Coopetition and Knowledge Dynamics within and across Firms. Emerald Publishing Limited.

McMaster, M., Nettleton, C., Tom, C., Xu, B., Cao, C., and Qiao, P., 2020. Risk management: Rethinking fashion supply chain management for multinational corporations in light of the COVID-19 outbreak. Journal of Risk and Financial Management, 13(8), p.173.

Pardal, MAMMDC, 2021. Equity valuation of Burberry Group Plc (Doctoral dissertation).

Power, D. and Hauge, A., 2008. No man’s brand—brands, institutions, and fashion. Growth and Change, 39(1), pp.123-143.

Roberts, D.L. and Piller, F.T., 2016. Finding the right role for social media in innovation. MIT Sloan Management Review, 57(3), pp.41-47.

Sequeira, M.A.B., 2020. Burberry, tisci and streetwear (Doctoral dissertation).

Stevenson, M. and Cole, R., 2018. Modern slavery in supply chains: a secondary data analysis of detection, remediation and disclosure. Supply Chain Management: An International Journal.

Zozulya, D., Radomski, D., Boey, E., Lozanoski, H., Nathani, A. and Sheppard, J., 2015. Burberry Group PLC.

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