SOFA CLUB LIMITED

Modern Slavery Statement

Financial year ended 31 March 2026

Approved by the Board on 10 July 2026

 

 

Our commitment
Sofa Club has zero tolerance for modern slavery, human trafficking, forced or bonded labour, servitude, child labour and worker exploitation in our own operations and supply chain.

This statement is made by Sofa Club Limited (company number 08056877) under section 54 of the Modern Slavery Act 2015. It describes the steps taken during the financial year ended 31 March 2026 to identify, prevent and address modern slavery and human trafficking risks in our business and supply chain.

1. Our organisation and supply chain

Sofa Club Limited is a UK-based furniture retailer operating through sofaclub.co.uk, its Hertford head office, showrooms and supporting retail, customer-service and operational functions. Our registered office is 6 Centrus, Mead Lane, Hertford, SG13 7GX.

Our supply chain supports the sourcing, manufacture, movement and sale of furniture and related services. It includes:

• finished-product manufacturers;

• component, fabric and other material suppliers;

• international and UK logistics providers;

• warehousing, delivery and installation partners;

• contractors and providers of temporary or outsourced labour; and

• technology, professional and other service providers.

We work with suppliers and business partners in the UK and internationally. Because furniture manufacturing and logistics can involve complex, multi-tier supply chains, the people and organisations closest to the original source of materials or labour may not always contract directly with Sofa Club.

2. Our policies and standards

We are committed to conducting business responsibly, ethically and transparently. Our Code of Conduct, supplier expectations and internal policies support compliance with applicable labour, employment, health and safety and human-rights standards.

Our policies and procedures include standards concerning:

• employee conduct and fair treatment;

• responsible sourcing and supplier conduct;

• safe working conditions and health and safety;

• recruitment and use of labour;

• whistleblowing and the reporting of concerns; and

• investigation, escalation and corrective action.

Employees, suppliers and contractors are expected to act with integrity and to raise concerns promptly. We expect business partners to prohibit forced labour, bonded labour, servitude, human trafficking, child labour and other exploitation, and to comply with employment and labour laws in the countries where they operate.

3. Risk assessment and management

We recognise that modern slavery risk can arise from the location, sector, workforce model and complexity of a supplier's operations. Our risk-based approach considers factors including:

• Geographic risk: countries or regions where labour protections, enforcement or transparency may be weaker.

• Sector risk: furniture and component manufacturing, textiles, logistics, warehousing and contracted labour.

• Workforce risk: migrant, agency, temporary or low-paid workers who may be more vulnerable to coercion or exploitation.

• Supply-chain complexity: subcontracting, multiple tiers and limited visibility beyond direct suppliers.

• Supplier-specific indicators: reported concerns, unexplained resistance to due diligence, weak policies, unusual recruitment practices or failures to take corrective action.

We prioritise our engagement and monitoring according to the nature and level of risk. Our assessment is kept under review as our supplier base, sourcing arrangements and external risk environment change.

4. Supplier due diligence and monitoring

During the year, Sofa Club continued to apply proportionate due diligence to help identify and manage modern slavery risks. Depending on the relationship and risk profile, this may include:

• collecting and reviewing information about the supplier, its ownership, operations and workforce;

• considering the nature and location of the goods or services supplied;

• requesting confirmations of compliance with applicable law and Sofa Club's standards;

• reviewing relevant policies, certifications or supporting information;

• communicating our expectations and discussing areas of concern; and

• increasing monitoring or requesting corrective action where a higher risk or potential issue is identified.

Due diligence is proportionate and risk-based. It is not a guarantee that every instance of exploitation will be identified, particularly beyond our direct suppliers. We seek to improve visibility and use our commercial relationships to promote responsible working practices.

5. Responding to concerns and remediation

Actual or suspected modern slavery concerns must be escalated through the appropriate management, HR or compliance channels. We assess the available information and determine a proportionate response. This may include further investigation, engagement with the supplier, a corrective-action plan, increased monitoring, specialist or legal advice, referral to an appropriate authority, or review of the commercial relationship.

Where it is safe and appropriate, our aim is to protect affected workers and support effective remediation. We recognise that immediately ending a relationship may sometimes increase harm to workers, so decisions are made case by case. We will not continue a relationship where a supplier refuses to address a serious concern or cannot meet the standards we require.

6. Training, awareness and governance

Senior management oversees Sofa Club's approach to modern slavery, with Board-level approval of this annual statement. Teams involved in procurement, supplier management, logistics, retail operations, HR and compliance are expected to understand the warning signs relevant to their roles and escalate concerns.

We support awareness through internal guidance, communication and proportionate training. Our objective is to strengthen role-based understanding so that relevant employees can recognise indicators of forced labour and exploitation, follow due-diligence processes and respond appropriately when concerns arise.

7. Measuring effectiveness

During the financial year, we assessed effectiveness primarily through management oversight, supplier engagement, review of due-diligence information and escalation of identified concerns. We recognise that more consistent measurement will improve accountability and year-on-year reporting.

The indicators we use, or are developing for the next reporting period, include:

• the proportion of relevant employees completing modern slavery awareness or role-based training;

• the proportion of new and higher-risk suppliers subject to documented due diligence;

• supplier acknowledgement of our conduct and human-rights expectations;

• the number and nature of concerns raised, investigated and resolved;

• corrective actions agreed and completed within target timescales; and

• material changes in the risk profile of our supply chain.

We will review the quality and availability of this information and refine the measures where necessary. Future statements will report progress and explain material changes to our approach.

8. Priorities for 2026/27

In the financial year ending 31 March 2027, we intend to continue strengthening our controls by:

• formalising baseline modern slavery metrics and management reporting;

• reviewing and, where appropriate, updating supplier standards and due-diligence questions;

• improving the identification and documentation of higher-risk suppliers and services;

• developing proportionate role-based training and guidance for relevant teams;

• monitoring corrective actions and supplier engagement more consistently; and

• reviewing this programme annually and reporting transparently on progress.

9. Board approval and sign-off

This Modern Slavery Statement was approved by the Board of Directors of Sofa Club Limited on 10 July 2026 and has been signed on behalf of the Board by:

Tom O'Neill

Chief Executive Officer and Director

Sofa Club Limited

10 July 2026