OUR
PEOPLE

Advancing
Human Rights to Empower All

OUR
AMBITION:

A business where people are valued and treated fairly, encouraging growth and development

HUMAN
RIGHTS

2030

Implement a
Due Diligence
Framework (HRDD)

WOMEN IN MANAGEMENT

39%

Management
roles to be held
by women
by 2027

LIVELIHOODS

2030

Finlays to be
a Living Wage
Employer

WHAT WE’RE DOING

Defining a roadmap to embed HRDD by the end of 2025.
Business Units developing risk and HRDD action plans by the end of 2025.
Active membership of the UN Global Compact.
Collaborating with experts to enhance our working practices.
Build a culture of belonging where everyone feels engaged, connected and empowered.
Implementing action plans for Women in Management and Living Wage.

People are central to everything we do. It is vital that we safeguard people against human rights risks, proactively support them, and help their communities to thrive. Protecting the human rights of everyone connected to our business, and ensuring they are valued and empowered, is critical to our long-term growth.

PROGRESS IN 2024

Conducted a human rights risk assessment (HRRA) to identify the salient risks to people within our operations and supply chain
Reviewed, updated, and published our human rights policy
Joined the United Nations Global Compact
Continued to develop and engage the business on our approach to human rights due diligence (HRDD)
Completed a Living Wage baseline assessment with 70% of employees receiving a living wage or more
34% of management and leadership roles globally are held by women

^{REPORTING ON OUR PEOPLE}^{Employee data}

Country	Total Number of Employees	Male Employees	Female Employees
TOTAL 2024	1,773	1,327	446
Argentina	347	304	43
China	4	2	2
Indonesia	2	1	1
Kenya	504	400	104
Malawi	3	3	0
Sri Lanka	225	184	41
United Arab Emirates	7	5	2
United Kingdom	425	271	154
United States of America	256	157	99

^{Note: This data covers the headcount of permanent and fixed-term employees of Finlays as at the end of December 2024.}^{Finlays’ HR team has been working to improve and align the employee data across all our businesses to ensure definitions and methodologies are consistent. Through this project we are increasing the data being collected in a phased way, enabling us to deliver a full suite of people data and insights by the end of 2025.}

^{HUMAN RIGHTS DUE DILIGENCE (HRDD) ACTION PLAN}

As outlined in the United Nations Guiding Principles (UNGP), human rights due diligence is an ongoing risk management system for identifying and prioritizing human rights issues directly or indirectly connected to the business; ceasing, preventing, or mitigating them and remediating any harm; measuring the progress; and reporting on what is done.

To progress our commitment to embed human rights due diligence by 2030, we have developed and begun implementing an HRDD action plan. The action plan is focused on the important elements of ‘commit’, ‘know’, ‘act’ and ‘show’ and requires that we review and update our policies, and commits the business to align with global expectations and standards such as the UNGP. We have also established a governance structure that places accountability for human rights at board and executive level, with responsibility for delivery lying with our global Head Office and individual business units.

In 2024, we focused on developing our understanding of the risks to people across our business and how we can plan for and develop mitigating actions appropriately. As part of this, we engaged with experts from two human rights consultancies: Twentyfifty and CLC, to conduct a human rights risk assessment (HRRA). More information about the assessment approach can be found later.

The next step for our HRDD action plan in 2025 is to develop a detailed roadmap that will support Finlays to aggregate the actions being implemented and the tracking of progress against our ambition to embed HRDD by 2030. The roadmap will also be used to support our businesses to incorporate salient risks into localized HRDD action plans. We will continue to develop a practical approach that focuses on appropriate activities and interventions to protect human rights across the business and develop a measurement framework that allows us to clearly demonstrate the impact of our actions.

Click image to zoom

^COMMIT
Human Rights Policy and joining the UNGC

Business has a legal and moral responsibility to respect human and labor rights.

We are committed to operating our business in a way where people across our operations and supply chain are valued and treated fairly, and we respect the human and labor rights of those impacted by our business activity. In support of this, we updated and published our human rights policy in 2024 and require every employee to be aware of the policy and their obligations under it. The policy reflects our respect for the Bill of Human Rights and the International Labour Organization (ILO) Declaration on the Fundamental Principles and Rights At Work, and aligns us with key UN conventions including Rights of the Child and the Elimination of Discrimination against Women.

In a further commitment to sustainability and alignment with global standards on human rights, we were pleased to become a member of the United Nations Global Compact (UNGC) during 2024. The UNGC is a voluntary leadership platform for the development, implementation, and disclosure of responsible business practices, particularly in the areas of human rights, labor, the environment, and anti-corruption. In joining the UNGC, Finlays has committed to taking responsible business action to help create a more sustainable beverages industry.

This is critical as our industry relies on intensive labor practices, and people within tea and coffee growing regions can be more vulnerable to human rights and labor risks where a proactive approach to risk prevention and mitigation is required.

^KNOW
Human Rights Risk Assessment and Finlays' Salient Risks

Following a gap analysis on our human rights due diligence (HRDD), we conducted an assessment of risks to people across our global operations and supply chain. A human rights risk assessment (HRRA) is a foundational step in human rights due diligence and helps to identify the salient risks. Salient human rights risks are the risks that present the greatest likelihood of the most severe negative impacts on people, either from our company’s activities or business relationships.

The salient risks identified by our risk assessment are:

gender inequality
occupational health & safety
livelihoods: wages, incomes, and standard of living
child labor
forced labor and human trafficking
excessive working hours

^KNOW
Human Rights Risk Assessment and Finlays' Salient Risks

The risk assessment, conducted by experts Twentyfifty and CLC, incorporated data analysis, development of risk tools, and stakeholder interviews across the business. Having identified and prioritized the salient risks for our business, we are now working to integrate these into our corporate approach to risk management and ensure human rights are regularly reviewed as part of our risk register.

Current actions in place include:

understanding and addressing structural issues of gender inequality, for example within the recruitment process
engaging suppliers on human rights issues through stakeholder engagement and purchasing practices
our ‘Always Safe’ approach to health & safety
conducting supplier audits and establishing stronger requirements on human rights in supplier management

We are also developing mitigating action plans to address our salient human rights risks. These include making sure people across the business are appropriately trained, and aligning our business with human rights frameworks. We will continue to be aware of other human rights risks that may become more salient to Finlays in time, and we will look to consult other external stakeholders as we continue to develop and strengthen our approach.

^{ACT & SHOW}
^{Health and Safety Data}

We capture a wide range of metrics, but as part of our proactive safety culture we currently focus on four key performance indicators to measure safety performance. These include two lagging and two leading indicators, providing a balanced scorecard:

Key Performance Indicator		2023	2024	Diff
Lagging	Lost Time Injury Frequency Rate (LTIFR)	0.31	0.47	+0.16
Lagging	Total Incident Rate (TIR)	2.62	3.51	+0.89
Leading	Hazard Report Closure Rate	83%	92%	+9%
Leading	Safe Day Attainment Rate	50%	54%	+4%

^Notes:

^{[1] Total Incident Rate (TIR) = Fatalities + LTI’s + Minor Injuries/Total Hours Worked x 200,000}^{[2] Hazard closure and safe day attainment rates are measured by number of hazard raised/number of hazards closed x 100, and number of safe days recorded/number of safe days available x 100. Reported as percentages.}

Truth over targets

In 2024, a key focus of our health & safety program was improving transparency, honest reporting, and ownership. We had become aware of instances where not everything was being reported, particularly at a minor injury and near-miss level, which reduced our ability to identify where more serious incidents might occur in the future. While we set annual targets for our four KPIs, we have always believed that accurate reporting is more important than hitting targets. Throughout 2024, we therefore focused on instilling and reiterating the importance of honest reporting to our employees and made clear our priority is having a full picture of what is happening, and where, so we can take mitigating actions and improve.

Our data shows reporting has improved significantly, as demonstrated by the increase in the Total Incident Rate (TIR) and a 40% rise in minor injury reports in 2024. Our root cause and trend analysis is also much improved, which in turn has allowed us to identify tangible opportunities for further improvement in 2025.

^{ACT & SHOW}
Women in Management

In 2024, women occupied 34% of leadership and management roles at Finlays. This was down 0.8% on 2023, when we achieved 35%, and follows a re-baseline after the sale of some businesses. (Previously, we had reported 31%.)

The slight drop in headline numbers is mainly explained by an internal reorganization at one of our businesses and changing personnel at several other locations. The biggest success was at Finlays Solutions, US, which achieved 43% of women in leadership, up from 41%. (More detail in the case study on the following pages.)

There are many other positive stories of progress across the business. At Finlays Colombo, the proportion of women in senior management positions exceeded 30% for the first time. Meanwhile, Finlay Beverages saw women in senior management grow from 11% in 2023 to 30% in 2024. This means women now account for more than 30% of roles at every level of management at Finlay Beverages, demonstrating the transformative impact of our succession planning and development programs.

Finlays Argentina is steadily building its pipeline of female leaders. In 2024, it made good progress in increasing the representation of women in non-management, junior, and middle management roles, all of which saw growth of 2% or more.

We began rolling out unconscious bias training in 2024, starting with our UK businesses where 87% of mid-senior management employees have now successfully completed it. We will continue the rollout across our UK and global sites in 2025, further complemented by in-depth workshops.

^{ACT & SHOW}
Living Wage program

“Acting for the Long Term” is one of Finlays’ core values, and this commitment is very much at the heart of our Living Wage program.

Finlays strives to pay a fair wage to all our employees, and we are committed to paying a Living Wage to every direct employee by 2030—an ambition that is aligned with the UN Global Compact’s ‘Faster Forward’ strategy. It will also contribute to acting on the livelihoods-related salient risk identified and prioritized under our human rights due diligence action plan.

To ensure our Living Wage program is robust and embedded, we have used the UN Global Compact’s 10-step implementation framework as the basis for project delivery. This includes developing the strategy, structures, and processes to successfully deliver our ambitions.

Our focus in 2024 was setting up strong foundations. Working collaboratively with external partners and senior stakeholders, we developed the governance structure and tools that will be used for project implementation. As part of this process, we carried out a baseline assessment for all direct and permanent employees against publicly available 2024 Living Wage benchmarks.

Our preliminary assessment suggests that of the 1,500 employees included in our assessment, over 70% are being paid the relevant Living Wage for their location. With the baseline having now been completed, we are in a strong position to develop and deliver our action plans.

Going forward, we are committed to reporting our progress on an annual basis and sharing our learnings to build a stronger Finlays for our colleagues, customers, and suppliers.

^{ACT & SHOW}
Update on Browns Plantations Kenya/Finlays Tea Extracts Kenya actions

In February 2023, BBC Panorama broadcast a documentary containing allegations of sexual abuse by two contractors working at James Finlay Kenya (JFK), now Browns Plantations Kenya (BPK), following the purchase of the business in November 2023. After taking immediate action to strengthen safeguarding at James Finlay Kenya, Finlays commissioned an in-depth investigation into the extent and nature of misconduct at JFK. This investigation was conducted by Partner Africa, a responsible business practices NGO, and completed at the end of 2023.

Since the completion of the report, work has taken place to implement a robust action plan based on Partner Africa’s recommendations. The action plan has been led by Browns with support from Finlays as well as NGOs, customers, and other experts. It takes a ‘root and branch’ approach that encompasses urgent action being taken on immediate priorities; structural changes to prevent the occurrence of further abuse; and a rigorous approach to human rights due diligence.

^{ACT & SHOW}
Update on Browns Plantations Kenya/Finlays Tea Extracts Kenya actions

Key actions include:

During Q1 2024 the report and action plan were formally disseminated. Workers and the community were involved in the development of the action plan through open sessions and able to provide feedback.
Use of contractors has been reduced. The remaining contracted workers now benefit from deeper management and engagement, ensuring – for example – that they are represented on committees, join daily briefings, and have access to BPK services.
In the spirit of contributing to industry knowledge about sexual and gender-based violence in Kenya, BPK has engaged members of civil society on the investigation findings. It is in dialogue with them about how they can potentially support delivery of the action plan and BPK more widely in addressing sexual and gender-based violence.
Browns Plantations Kenya has been working with external experts to develop an updated human rights strategy and remediation framework aligned with the UNGPs and human rights due diligence is progressing.
A new independent whistleblowing line has been put in place in direct consultation with workers. This is available to the whole local community and has been operational since July 2024.
In December 2024, Ethical Trade Services Africa conducted independent monitoring and evaluation of the action plan objectives and outcomes. Two further action plan reviews will take place in 2025.

Finlays remains closely involved as Browns Plantations Kenya’s biggest customer. Delivering the action plan is a long-term process, but Browns has made a strong commitment to ensuring the action plan is implemented as quickly as possible and that BPK is a place of safety, inclusivity, respect, and equal opportunity for all.

Finlays, alongside the Ethical Trading Initiative (ETI) and customers, have been supporting multi-stakeholder dialogue in Kenya to address the systemic issue of sexual and gender-based violence in the tea sector. We continue to support the exploration and development of a multi-stakeholder platform in the Kenyan tea sector to facilitate industry-wide action and responses to human rights-related issues.

^{The HRDD journey: Human rights as business imperative}

A message from Claire Lynch , Director, CLC Human Rights Advisory

In recent years, the beverages sectors have faced unprecedented scrutiny regarding human rights impacts across their supply chains. When serious allegations of abuse surfaced in Kenya's tea sector in 2023, many companies were caught unprepared. The reactive scramble that followed revealed a painful truth: without systematic human rights due diligence (HRDD) processes, real harm occurs to vulnerable workers and communities, while businesses face significant reputational and operational risks.

In my work supporting Finlays and others across the industry, I've observed how their journeys—from reactive crisis management to proactive risk identification—mark a fundamental shift in business thinking. It's not merely about compliance but about protecting the millions of people who work within the sector producing our beverages. Ensuring the wellbeing and dignity of people has become both a moral imperative and, increasingly, a business necessity.

The business case is compelling. Beyond meeting increasing regulatory requirements, companies with robust HRDD systems build resilience against disruption, strengthen supplier relationships, and align with customer expectations. They demonstrate that ethical practices and commercial success are not competing priorities but mutually reinforcing goals.

Yet, for Finlays and many other businesses, the journey has only begun. While project-based activities provide essential foundations, true HRDD integration means embedding human rights considerations into everyday business decisions. For Finlays, their Sustainable Future 2030 strategy presents a valuable opportunity to advance this integration, during a period when the distinction between forward-thinking companies and those slow to adapt will become increasingly pronounced.

The sector's future belongs to companies that proactively address human rights impacts—not because regulation demands it, but because it is fundamental to responsible and sustainable business practice. This is how we safeguard the rights and dignity of agricultural workers and producers, while building businesses that can thrive for generations to come.

CASE STUDY:

Launching a vibrant and inclusive community for women (Finlays Solutions, US)

Finlays’ Women in Business (FWIB) network launched to great success in the US in 2024, supported by a rich roster of activities and events co-created by employees. A key objective for the network was to help Finlays women connect with other females across the organization, foster a sense of belonging, and improve access to tools and training resources.

To this end, Finlays Solutions' US team launched three business clubs for women: a Book Club, a Public Speaking Club, and a Mentor Club. In addition, monthly FWIB events were held virtually, featuring guest speakers on topics such as career planning and stress management.

The approach proved a hit with employees, and attendance at Women in Business events grew from an average of 30 women at the start of 2024 to almost 70 by the end of the year. Finlays Solutions employs about 90 women in the US in total. The proportion of women in management roles also increased during the year, jumping from 41% in 2023 to 43% by the end of 2024.

The team now plans to build on this by adding new clubs focused on key business skills and incorporating male allies into the network. The success of WIB has also inspired veteran employees to create a similar group, with a new Employee Resource Group for Veterans to launch in 2025.

Dolores Wuepper
Chair of FWIB, USA

A key objective for the network was to help Finlays women connect with other females across the organization, foster a sense of belonging, and improve access to tools and training resources

^{Building a culture for women to fulfill their potential}
CASE STUDIES

Finlays, UK

The UK branch of Finlays’ Women in Business (FWIB) network continued to deliver a busy program of events throughout 2024, including upskilling sessions on artificial intelligence and leadership, quarterly menopause wellbeing sessions, workshops, and the introduction of a new internal networking tool called Coffee Pals.

Its efforts to create a truly equitable workplace also contributed to improvements in employee perception. In an internal survey, Finlays UK was rated 4.18 out of 5 as an employer of women, up from 3.86 in 2022.

Finlays Colombo

Our Sri Lankan business launched a major new initiative to support women’s careers in 2024, encompassing dedicated programs, policies, and events targeted at female employees. At the heart of the EmpowHer Movement is long-term, structured action to overcome biases and create an inclusive workplace that empowers everyone to reach their full potential.

Key actions already taken include new progressive policies on parental leave, fertility support, and flexible work arrangements; a new mentorship program for female employees; and new career advancement pathways for those with high potential, which have already resulted in several women being promoted into leadership roles.

^{Building a culture for women to fulfill their potential}

^{CASE STUDIES}

Finlays Mombasa

In 2024, Finlays Mombasa took a big step toward reaching its goal of having women account for 39% of leadership roles by 2027.

Thanks to a holistic HR strategy focused on attracting, retaining, and promoting more female talent—combined with unconscious bias training for senior managers—it managed to increase the proportion of women in management from 30% in 2023 to 36% in 2024.

The total proportion of women employed across the business also went up, from 31% in 2023 to 33% in 2024, and representation of women on key committees improved significantly.

Finlays Argentina

Supported by a dedicated women’s committee, Finlays Argentina continues to remove barriers to inclusion in Argentina’s male-dominated tea sector. In 2024 it finished installing women’s locker- and restrooms at our Campo Grande site, enabling female workers to be hired in that factory for the first time. Across Finlays Argentina, there are now three factories with appropriate facilities. The team also held awareness talks in all plants, aimed at breaking down cultural biases and promoting a more inclusive environment.

This has already resulted in a noticeable shift in male perceptions across the business. Women made up 13% of Finlays Argentina’s workforce during the 2024/25 season, up from 9% in 2023/24.

Making great training available to all (Finlays Solutions, Hull, UK)

In response to employee feedback, our Hull business doubled the amount of training provided to staff at all levels in 2024. By setting aside more time for training during the working day and providing a wider range of options, Finlays Solutions, Hull was able to complete more than 1,200 training hours through the Finlays Academy and external providers in 2024 versus 600 in 2023.

Setting young people up for lasting success (Finlays Colombo)

For International Women’s Day 2024, female employees at Finlays Colombo led an engaging life skills project for more than 50 students at Nungamuwa Damsen Central College. The Nature & Nourish initiative involved refurbishing the school’s home economics room; donating appliances and utensils; giving demonstrations on cooking, kitchen safety, and nutrition; and facilitating workshops on culinary and entrepreneurial skills.

More than 20 students also participated in leadership training, equipping them with valuable soft skills for their future careers. The school reported a marked increase in student engagement afterward, and the Finlays Colombo team are now exploring opportunities to expand this model to other local schools and provide longer-term support to students.