Introduction and organisation structure

Oak Furnitureland is one of the UK’s largest omni-channel furniture retailers, operating 69 showrooms nationwide alongside an ecommerce platform. Our operations are supported by a major distribution centre in Swindon and additional regional distribution hubs across the UK.
Our merchandise supply chain is global and includes manufacturing partners primarily based in China, Vietnam, Turkiye, North Macedonia and the UK.

Honesty, integrity and transparency underpin how we operate, and we take a zero-tolerance approach to modern slavery and human trafficking in any part of our business or supply chains. The use of slave or trafficked labour is completely unacceptable, and we will not condone modern slavery within our operations or those of our suppliers.

Modern slavery is defined by the UK Government as the recruitment, movement, harbouring or receiving of people through the use of force, coercion, abuse of vulnerability, deception or other means for the purpose of exploitation. We recognise that modern slavery is a complex and evolving risk, particularly within global supply chains, and we acknowledge our responsibility to take meaningful and proportionate steps to address these risks.

1. Policies on modern slavery and human trafficking

We are committed to conducting our business ethically and responsibly and to working only with suppliers who share our values.

During FY25, we issued an updated Supplier Code of Conduct across our global supply base. Aligned with the Ethical Trading Initiative (‘ETI’) base code, the Code of Conduct sets out the minimum standards expected of suppliers and their subcontractors, including requirements relating to:

• Freely chosen employment
• Prohibition of forced, bonded and child labour
• Fair wages and working hours
• Freedom of association
• Health and safety
• Ethical and respectful treatment of workers

All suppliers are required to formally acknowledge and comply with the Code of Conduct as a condition of doing business with Oak Furnitureland.

We are also members of Sedex, a global platform for responsible sourcing, which supports ethical supply chain data sharing and enables us to identify, assess and manage labour risks within our supply chain.

2. Due diligence processes

Our due diligence framework is designed to identify, assess and mitigate modern slavery risks within our own operations and supply chains.

Through our Sedex membership, our current due diligence framework prioritises tier one manufacturing sites, where we maintain direct commercial relationships and the greatest leverage for engagement and remediation.

We recognise, however, that modern slavery risks may also arise in upstream tiers, including raw material extraction and component processing. While our due diligence currently focuses on tier one suppliers, we are working to improve visibility further upstream in our supply chain.

During FY26, we will evaluate risk-based approaches to increasing supply chain visibility beyond tier one, focusing initially on higher-risk product categories and geographies where we believe our influence can be most effective.

Sedex registration forms a mandatory component of our ethical due diligence framework. As at December 2025, over 95% of our tier one merchandise suppliers were registered Sedex members and maintained a current Self Assessment Questionnaire (SAQ). We continue to work with the remaining suppliers to achieve full alignment with this requirement.

We use Sedex risk assessment tools to evaluate suppliers based on a combination of country risk, sector risk and supplier-specific data. Suppliers are assigned a risk profile, which informs the level of due diligence applied.

Where appropriate, we conduct independent ethical audits using the Sedex Members Ethical Trade Audit (SMETA) methodology. These audits provide insight into on-site working conditions, labour practices and worker welfare. Where non-conformances are identified, suppliers are required to implement corrective action plans within agreed timescales.

Serious, repeated or zero tolerance non-compliances trigger formal escalation. Failure to implement corrective actions within agreed deadlines may result in suspension or termination of the commercial relationship.

3. Risk assessment and management

We recognise that modern slavery risks are more prevalent in certain geographies and sectors, particularly where there is a reliance on low-cost labour, migrant workers or complex subcontracting arrangements, although no country or industry is immune.

During FY25, our risk assessment activity focused primarily on our merchandise supply chain. Ethical audits and assessments identified a number of areas for improvement commonly associated with global manufacturing environments, including working hours management, health and safety processes and labour documentation controls.

While no confirmed cases of modern slavery were identified during the reporting period, we remain clear that the use of forced or trafficked labour is completely unacceptable. These findings reinforce the importance of continued vigilance, robust due diligence and ongoing supplier engagement to prevent modern slavery in any part of our operations or supply chains.

Supply chain - Merchandise suppliers

Our merchandise supply chain currently consists of 48 manufacturing sites across China, Vietnam, the UK, North Macedonia and Turkiye (data as of December 2025).

4. Measuring effectiveness

We monitor the effectiveness of our approach through a combination of qualitative and quantitative measures. During FY25:
Our merchandise supply chain consisted of 48 manufacturing sites across five countries
15 on-site Oak Furnitureland ethical audits were conducted across our largest suppliers, alongside 3rd party audits (Sedex SMETA)
15% of suppliers improved their compliance rating following corrective action and re-assessment.

Suppliers are assessed using a risk-based grading framework ranging from A (compliant) to D (prohibited). Where audits identify minor or major non-conformances, suppliers are required to implement corrective action plans within defined timelines. Supplier status remains conditional until remediation has been verified through follow-up assessment.

Looking ahead, we will continue to track progress against the following key performance indicators:

• Percentage of tier one suppliers with a valid SMETA audit
• Percentage of suppliers rated ‘Compliant’
• Closure rate of corrective action plans within agreed timeframes
• Number of colleagues trained in modern slavery awareness.

5. Training and awareness

Our teams work closely with our suppliers to promote ethical business practices and support continuous improvement. Our colleagues regularly visit key manufacturing partners in-person, and modern slavery risk forms part of ongoing supplier engagement.

During the next financial year, we will enhance internal awareness by rolling out modern slavery training to colleagues across the business. This will be supported by Sedex e-learning resources focused on labour standards and the prevention of forced labour. The programme will support colleagues to identify and respond to modern slavery risks across our operations and wider supply chain.

6. Looking ahead

Having completed a comprehensive assessment of our merchandise supply chain, our focus will expand to higher-risk non-merchandise suppliers, including logistics and service providers.

We recognise that addressing modern slavery is an ongoing process and that continuous improvement is essential. Over the next year, we will prioritise strengthening supplier engagement, enhancing internal training and improving visibility across our extended supply chain where feasible.

7. Governance and approval

Oversight of modern slavery risk in the merchandise supply chain is the responsibility of the Head of Quality, Compliance & ESG, with regular updates provided to senior leadership and the Board of Directors.

This Modern Slavery Statement is reviewed annually and has been approved by the Board of Directors in March 2026. It is signed on the Board’s behalf by the Chief Executive Officer, Alex Fisher.