INTERIM RESULTSfor the six months ended 30 September 200818 November 2008

3

H1 2008 REVIEW

SOLID FIRST HALFRevenue up 20%Profit up 3%Executing on strategies

TRADING ENVIRONMENT MORE DIFFICULT SINCE START OF H2

COST EFFICIENCY PROGRAMMEEnabled by investments in supply chain and systems

WELL-POSITIONED FOR LONG-TERM GROWTH

AUTUMN/WINTER 2008 CAMPAIGN

Stacey CartwrightChief Financial Officer

6

FINANCIAL HIGHLIGHTS

2008 2007SIX MONTHS TO 30 SEPTEMBER £M £M GROWTH

REVENUE 539 449 20%ADJUSTED OPERATING PROFIT* 98.4 95.1 3%REPORTED OPERATING PROFIT 100.1 97.3 3%ADJUSTED DILUTED EPS* 15.3p 14.8p 3%DIVIDEND PER SHARE 3.35p 3.35p -

* Before profit from BME negative goodwill of £1.7m in 2008; and before Atlas costs of £12.9m and HQ relocation profit of £15.1m in 2007. Adjusted diluted EPS excludes prior year tax adjustment in 2008

7

REVENUE UP 13%*

RETAIL45% of sales14% underlying growth

WHOLESALE47% of sales15% underlying growth

LICENSING8% of salesDown 3% underlying

H1 2007 Exchangerates

Retail Wholesale Licensing H1 2008

£449m£31m

£31m (£1m)£29m

£539m

* Underlying

REVENUE£M

8

RETAIL SALES UP 14%*

COMPARABLE STORE SALES UP 3.4%Increasing volatilityLower proportion of full price salesGrowth in all regions except SpainDriven by innovation in iconic outerwear and accessories

OPENED NET5 mainline stores19 concessions4 outlets13% new space

12% NEW SPACE PLANNED FOR H2#

H1 2007 Exchangerates

Comparablestore growth

New space H1 2008

£202m£14m

£22m£7m

£245m

* Underlying# Excluding Burberry Middle East

REVENUE£M

9

WHOLESALE REVENUE UP 15%*

CONTINUED MOMENTUMStrong Autumn/Winter collectionSupply chain improvements led toon-time deliveriesNorth America and Europe strongEmerging Markets up over 50%

H1 2007 Exchange rates Underlyinggrowth

H1 2008

* Underlying

£207m£16m

£254m£31m

REVENUE£M

10

LICENSING REVENUE DOWN 3%*

JAPANESE VOLUMES MARGINALLY DOWNBoth apparel and non-apparel

ONGOING NON-RENEWAL OF MENSWEAR LICENCES

GROWTH FROM GLOBAL PRODUCT LICENCES

FULL YEAR REVENUE EXPECTED TO BE SLIGHTLY DOWN UNDERLYING

H1 2007 Exchangerates

Underlyinggrowth

Non-renewals

H1 2008

£39.5m£1.5m (£0.7m)

£39.7m

Japan

Global products

* Underlying

(£0.6m)

REVENUE£M

11

REVENUE BY DESTINATION

DOUBLE-DIGIT GROWTH INAmericasEuropeAsia PacificRest of World

SPAIN CHALLENGINGPoor economic environment Low consumer confidencePremium positioningOngoing contraction of domestic independent retailers

AMERICAS SLOWED SINCESTART OF H2

H1 2008 retail/wholesale revenue by destination

Asia Pacific+23%

Europe*+19%

Spain(20)%

Americas+23%

Rest of World+44%

* Excluding Spain

GROWTH ON UNDERLYING BASIS%

12

ADJUSTED OPERATING PROFIT UP 3%

ADJUSTED OPERATING PROFIT OF £98.4M, UP 3%

£94.9M AT CONSTANT FX

OPERATING MARGIN OF 18.3%

LOWER PROPORTION OF REVENUE FROM LICENSING

RETAIL/WHOLESALE MARGIN DOWNSpainLower gross margin Offset by tight cost control

H1 2007 Exchangerates

Retail/wholesale

Licensing H1 2008

£95.1m £3.5m (£0.5m)£0.3m £98.4m

ADJUSTED OPERATING PROFIT£M

13

REVENUE 39.7 39.5 (1.3)

GROSS MARGIN AT 100% 39.7 39.5 (1.3)OPERATING EXPENSES (5.7) (6.5) 0.8ADJUSTED OPERATING PROFIT 34.0 33.0 (0.5)ADJUSTED OPERATING MARGIN 85.6% 83.5%

LICENSING PROFIT

CHANGE ATCONSTANT

2008 2007 CURRENCYSIX MONTHS TO 30 SEPTEMBER £M £M £M

14

RETAIL/WHOLESALE PROFIT

2008 2007SIX MONTHS TO 30 SEPTEMBER £M £M CHANGE

REVENUE 499.4 409.6 22%

GROSS MARGIN 283.4 246.4 15%AS % OF REVENUE 56.8% 60.2% (340)BP

HORSEFERRY/SAP COSTS (3.8) -OTHER OPERATING EXPENSES (215.2) (184.3) (17%)

AS % OF REVENUE (43.1%) (45.0%) +190BPADJUSTED OPERATING PROFIT 64.4 62.1 4%

AS % OF REVENUE 12.9% 15.2% (230)BP

EXCLUDING SPAIN, ADJUSTED OPERATING MARGIN BROADLY UNCHANGED

15

RETAIL/WHOLESALEGROSS MARGIN DOWN 340BP

BENEFITS FROMSourcing gainsNon-apparel mix

MAINLINE MARKDOWN ACTIVITY BROADLY UNCHANGED

HIGHER PROPORTION OF SALES THROUGH OUTLETSCustomer sentimentMore fashion merchandiseNew and refurbished outlets

OUTLETS ARE KEY STRATEGY FOR CLEARING EXCESS INVENTORY

16

RETAIL/WHOLESALEOPERATING EXPENSES/REVENUE DOWN 190BP

OPERATING EXPENSES UP 17%; BELOW REVENUE GROWTH OF 22%

FULL YEAR IMPACT OF 2007/08 INVESTMENTS Supply chain, IT and distribution

MARKETING AND OTHER CORPORATE COSTS TIGHTLY CONTROLLED

COST EFFICIENCY PROGRAMME

17

INCOME STATEMENT

2008 2007SIX MONTHS TO 30 SEPTEMBER £M £M

ADJUSTED OPERATING PROFIT 98.4 95.1ATLAS COSTS - (12.9)RELOCATION OF HQ - 15.1NEGATIVE GOODWILL 1.7 -REPORTED OPERATING PROFIT 100.1 97.3NET FINANCE CHARGE (3.1) (1.5)PROFIT BEFORE TAXATION 97.0 95.8TAXATION (22.2) (29.7)ATTRIBUTABLE PROFIT 74.8 66.1

18

CASH FLOW FROM OPERATIONS

2008 2007SIX MONTHS TO 30 SEPTEMBER £M £M

ADJUSTED OPERATING PROFIT 98.4 95.1ATLAS COSTS - (12.9)DEPRECIATION AND AMORTISATION 19.5 15.9EMPLOYEE SHARE SCHEME COSTS 1.3 7.1INCREASE IN STOCKS (43.8) (68.7)INCREASE IN DEBTORS (23.9) (22.5)DECREASE IN CREDITORS (8.1) (3.7)CASH INFLOW FROM OPERATIONS 43.4 10.3

19

STOCK

INVENTORY OF £331M; INCREASE DUE TOFXAcquisitionsSales below planBusiness modelGrowth

FOCUSED ON REDUCING STOCKSOutletsConservative buy for Autumn/Winter 2009Facilitated by integrated planning/SAP

20

FREE CASH FLOW

2008 2007SIX MONTHS TO 30 SEPTEMBER £M £M

CASH INFLOW FROM OPERATIONS 43.4 10.3CAPITAL EXPENDITURE (40.3) (20.9)ACQUISITION-RELATED PAYMENTS (1.7) (10.0)NET INTEREST (3.3) (2.4)TAX PAID (7.6) (18.8)PROCEEDS FROM FIXED ASSET SALES 0.2 29.0OTHER NON-CASH ITEMS 2.3 (4.5)FREE CASH FLOW (7.0) (17.3)

21

CAPITAL EXPENDITURE

NORMALISED SPEND OF C.£60M

2008/09 CAPEX CUT TO C.£90MAbout £5m for Burberry Middle EastReduced H2 spend£23m for Horseferry House

PRELIMINARY PLAN FOR 2009/10 IS BROADLY IN LINE WITH ONGOING DEPRECIATION*High single-digit % increase in retail spaceRenegotiating dealsStore refurbishments rephased

NEED TO INVEST IN FUTURE WHILE MAINTAINING RETURN ON INVESTMENT

HORSEFERRY HOUSE* Excluding Japanese JV

22

TOTAL CASH FLOW

2008 2007SIX MONTHS TO 30 SEPTEMBER £M £M

FREE CASH FLOW (7.0) (17.3)DIVIDENDS (37.2) (32.9)SHARE BUYBACK - (39.5)OTHER SHARE CAPITAL (5.3) 4.7EXCHANGE DIFFERENCES (0.6) (1.4)TOTAL CASH FLOW (50.1) (86.4) NET DEBT AT 31 MARCH (64.2) (2.8)NET DEBT AT 30 SEPTEMBER (114.3) (89.2)

TWO BANKING FACILITIES TOTALLING £260M WHICH EXPIRE IN 2010 AND 2011

23

CURRENT TRADING

TRADING ENVIRONMENT MORE DIFFICULT SINCE START OF H2

EUROPE, ASIA AND EMERGING MARKETS STILL POSITIVE COMPS

SPAIN REMAINS WEAK Both retail and wholesale

US MARKET MORE CHALLENGINGHigher proportion of retail sales through outletsAnticipating lower department store reorders

GROUP COMPARABLE STORE SALES DOWN MID SINGLE-DIGIT % H2 TO DATE

GROUP UNDERLYING WHOLESALE REVENUE EXPECTED DOWN MID TO HIGH SINGLE-DIGIT % IN H2

IF INITIAL TRENDS CONTINUE, ADJUSTED PBT IN MID TO LOWER HALF OFCURRENT RANGE OF MARKET EXPECTATIONSPeak season trading to come

24

OUTLOOK2008/9

RETAIL 12% AVERAGE SPACE INCREASE IN H2

WHOLESALE MID TO HIGH SINGLE-DIGIT % UNDERLYING DECLINE IN H2

LICENSING UNDERLYING REVENUE SLIGHTLY DOWN IN FY 2009

BURBERRY MIDDLE EAST C.£2M EXPECTED CONTRIBUTION TO EARNINGS IN H2

CAPITAL EXPENDITURE C.£90M IN FY 2009 INCLUDING £23M ON HORSEFERRY HOUSE AND £5M IN BURBERRY MIDDLE EAST

UNDERLYING TAX RATE C.29.5% IN FY 2009

FX EURO AND $ TRANSLATION BENEFIT

Angela AhrendtsChief Executive Officer

26

LEVERAGING THE FRANCHISE

INTENSIFYING NON-APPAREL DEVELOPMENT

ACCELERATING RETAIL-LED GROWTH

INVESTING IN UNDER-PENETRATED MARKETS

PURSUING OPERATIONAL EXCELLENCE

H1 2008CONTINUED PROGRESS ON STRATEGIC INITIATIVES

AUTUMN/WINTER 2008 CAMPAIGN

27AUTUMN/WINTER 2008 CHILDREN’S CAMPAIGN

LEVERAGING THE FRANCHISEONE COMPANY, ONE BRAND

DOUBLE-DIGIT REVENUE GROWTH IN ALL PRODUCT CATEGORIES*Womens: +13%Mens: +10%Non-apparel: +20%Childrens: up over 50%

AUTUMN/WINTER MARKETING STRATEGYCore outerwear and check non-apparelNew menswear, childrenswear and shoesIncreased entertainment for digital

PR STRATEGYLeverage all content digitally Elevate celebrity focus

* Underlying AUTUMN/WINTER 2008 SHOE BROCHUREKATE BECKINSALE IN BURBERRY - LA STORE REOPENINGMISCHA BARTON IN BURBERRY - LA STORE REOPENING

28

INTENSIFYING NON-APPAREL DEVELOPMENTINNOVATION IN CHECK

20% UNDERLYING GROWTH31% of revenue

HANDBAGS 40% OF ACCESSORY SALES: INNOVATION IN CHECKRevitalised core

Linked to runwayLaunched new check, The Beat

With fragrance

SHOES: GROWING DISTRIBUTIONExpanded product rangeBroadened department store distributionIntroduced exclusive marketing tools

PROCESS IMPROVEMENTSReplenishment programmeSourcing scale

29

INTENSIFYING NON-APPAREL DEVELOPMENTJAPAN JOINT VENTURE

FINALISING JOINT VENTURE AGREEMENT With Sanyo Shokai and Mitsui & Co.Majority-owned by Burberry

GLOBAL NON-APPAREL PRODUCTSLargest luxury accessories market in worldShop-in-shops and free-standing stores

OPERATIONAL IN CALENDAR 2009

ORGANISATIONNew Managing Director

30

ACCELERATING RETAIL-LED GROWTHFOCUS INVESTMENT

RETAIL REVENUE UP 14%*; OPENED NET13% more spaceFive mainline storesFive franchise stores

FOCUS INVESTMENT IN HIGH DEMOGRAPHIC MARKETSLos Angeles as example

FlagshipMainlineSmall format

CONTROLLING CAPITAL EXPENDITUREDelaying large refurbishmentsRenegotiating existing leasesStrict adherence to high ROI hurdles

* Underlying BEVERLY HILLS, LOS ANGELES

31

INVESTING IN UNDER-PENETRATED MARKETSEMERGING MARKETS

EMERGING MARKETS WERE6% OF REVENUE IN FY 2008ChinaMiddle EastRussiaEastern Europe/TurkeySouth AmericaOther Asia/India

50%+ GROWTH IN FY 2007/08 AND IN H1 2008

OPERATED UNDER FRANCHISEWholesale revenue

FY 2008% OF RETAIL/WHOLESALE REVENUE

Asia Pacific18%

Spain18%

Europe32%

Americas26%

Emerging Markets6%

32

EMERGING MARKETS CONSISTENT BRAND IMAGE

EKATERINBURG, RUSSIADELHI

MACAUCAPE TOWN

33

EMERGING MARKETSGROWING STORE PORTFOLIO

CHINA 35

OTHER ASIA 17

MIDDLE EAST * 9

RUSSIA 6

EASTERN EUROPE / TURKEY 9

SOUTH AMERICA 5

INDIA / SOUTH AFRICA 3Mar-07 Mar-08 Sep-08 Mar-09 F

84

c.95-100

* Includes stores now operated by BME# Reclassification of 11 wholesale accounts to franchise stores H2 2007/08

79

58

11#

LOCATION OF STORES – SEPTEMBER 2008 NUMBER OF FRANCHISE STORES*

34

EMERGING MARKETSLONG-TERM GROWTH OPPORTUNITIES

0% 5% 10% 15% 20% 25%

US

Russia

UAE

SouthKorea

Brazil

China

India

HNWI POPULATION GROWTH 2006-2007NUMBER OF HNWIs* BY REGION

US

Asia Pacific

Africa

Europe

* High net worth individuals who hold at least $1m of assets, excluding collectibles, consumables, consumer durables and primary residences

SOURCE: Capgemini World Wealth Report 2008

Middle EastLatin America

35

BURBERRY MIDDLE EASTNEW JOINT VENTURE

BURBERRY/JASHANMAL JVEstablished September 2008Burberry has 59% economic interest

WORKED WITH JASHANMAL SINCE 1997Highly respected management

CURRENTLY EIGHT STORES*

RETAIL SALES IN FY 2008 Retail sales over £15mComps up over 40% year to date

MARINA MALL, KUWAIT

* Six stores as at 30 September 2008

36

Licensed

Prorsum

BURBERRY MIDDLE EASTGROWTH OPPORTUNITIES

NEW STORESTwo opened recently

One flagshipOne mainline

Four more planned in H2Two mainlineTwo childrenswear

RETAIL MINDSETReplenishment programmeMonthly flow of deliveries

LAUNCH WHOLESALE/CONCESSION STRATEGYUS and European department store branchesLocal specialty retailers

% REVENUE BY PRODUCT CATEGORY

Womens

Non-apparel

Mens

Childrens

37

EMERGING MARKETSOTHER OPPORTUNITIES

CHINAStrengthening our presence and partnership in marketRenovation programme underwayStore opening programme on plan with potential for 100 stores in five years time

“UNTOUCHED” REGIONSMexico and South America integrated into US teamFirst stores in South Africa and IndiaNew markets

MAXIMISE EXISTING PARTNERSHIPSTop to top meetingsApplying global strategies

NEW SVP EMERGING MARKETS JOINED NOVEMBER 2008

GOAL: EXCEED 10% OF SALES IN FIVE YEARS TIME

38

PURSUING OPERATIONAL EXCELLENCEPROGRESS TO DATE

SUPPLY CHAIN IMPROVEMENT

SAP

REGIONAL REORGANISATION

INTEGRATED PLANNING FUNCTION

39

PURSUING OPERATIONAL EXCELLENCESUPPLY CHAIN BENEFITS

NEW MARKET CALENDAREarlier shipments year-on-year 40%+ earlierOrder fulfilment rates up up 5bpNormalised flow

GLOBAL TRANSPORT31 carriers to three Saving £2mMoving from air to sea freight 1/3 by sea by 2009/10Direct deliveries from suppliers Volumes more than doubled

SUPPLIER RATIONALISATIONReduction in suppliers 14% downLifestyle initiative 80%+ FOB

DISTRIBUTION CENTRE CONSOLIDATIONFrom 24 warehouses to 15 Nine warehouses closingHong Kong hub opened August 2008European DC review ongoing

40

PURSUING OPERATIONAL EXCELLENCESPAIN - EVOLVING THE SUPPLY CHAIN

LEGACY SUPPLY CHAINOver 50 suppliers, mainly in SpainHistoric way of working (CMT)

RATIONALISING SUPPLIER BASE IN LINE WITH BUSINESS TREND15-20 key Spanish suppliersLarger global vertical FOB suppliers

Key corporate suppliersNew childrenswear partners

DISTRIBUTIONApplying corporate standards and best practicesRepurposing for global capabilitiesDirect deliveries and hubs

41

PURSUING OPERATIONAL EXCELLENCESAP IMPLEMENTATION

IMPLEMENTATIONS COMPLETED IN 2007/08Corporate treasury and UK/Europe/US financeUK/Europe/US non-stock procurementUK manufacturingGlobal Spring/Summer 2008

Sales orders bookedOrders procuredInbound deliveries to warehousesOutbound shipping to customers

Europe retail

COMPLETED IN H1Hong Kong finance and non-stock procurementHong Kong supply chain hubHong Kong retail

2009US and rest of Asia

42

PURSUING OPERATIONAL EXCELLENCEREGIONAL REORGANISATION

EUROPENew CFORetail and wholesale consolidation

AMERICASWholesale organisation strengthenedIntegrating Mexico and South AmericaCanada retail expansion

ASIARationalised regional infrastructureNew MD of JapanNon-apparel JV in Japan

EMERGING MARKETSNew SVPBurberry Middle East JV

COSTA MESA

43

PURSUING OPERATIONAL EXCELLENCEINTEGRATED PLANNING MODEL FUNCTION

LEVERAGE SAP

BUILT GLOBAL INTEGRATED PLANNING STRUCTURE

GOALSLeverage dataReduce style countIncrease productivity of stylesOptimise global replenishmentPlan monthly product flowDecrease inventory

IMPROVED VISIBILITY FROM CONCEPT TO CONSUMER

44

COST EFFICIENCY PROGRAMME

ACCELERATING BENEFITS FROM INVESTMENTS MADE IN SUPPLY CHAIN, IT AND INFRASTRUCTURE

DELIVERING SAVINGS OF SOME £15-20M IN 2009/10

REVIEWING POTENTIAL FOR FURTHER CONSOLIDATION AND RATIONALISATION ACROSS GROUP

FOCUSED CAPITAL EXPENDITURE

45

LOOKING FORWARD

BRAND MOMENTUM STRONG

STRATEGIES PROVENProductRegionChannel

ACCELERATING EFFICIENCIES REALISATION

SEASONED MANAGEMENT TEAM

Appendix

48

CURRENCY IMPACT

* Spot rate as at 10 November 2008Yen hedged 12 months forward

EXCHANGE RATE SPOT RATE£1 = IMPACT ON

H1 2008AVERAGE CHANGE EBIT

H1 2008 SPOT* % £M

US DOLLAR 1.93 1.57 (19) 4

EURO 1.26 1.22 (3) 1

HONG KONG DOLLAR 15.05 12.17 (19) 2

49

EXCHANGE RATES

SIX MONTHS TO 30 SEPTEMBER 2008 2007

EURO 1.26 1.47US DOLLAR 1.93 2.00HONG KONG DOLLAR 15.05 15.67KOREAN WON 2,008 1,861YEN – HEDGED RATE 223.2 220.7

Average

AS AT 30 SEPTEMBER 2008 2007

EURO 1.26 1.43US DOLLAR 1.78 2.05HONG KONG DOLLAR 13.83 15.92KOREAN WON 2,149 1,873

Closing

50

DISCLAIMER

Certain statements made in this presentation are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future results in forward-looking statements.

This presentation does not constitute an invitation to underwrite, subscribe for or otherwise acquire or dispose of any Burberry Group plc shares. Past performance is not a guide to future performance and persons needing advice should consult an independent financial adviser.

51

CONTACTS

Kim WarrenInvestor Relations Associatekim.warren@burberry.com

Fay DoddsDirector of Investor Relationsfay.dodds@burberry.com

Charlotte CowleyInvestor Relations Managercharlotte.cowley@burberry.com

18-22 HaymarketLondonSW1Y 4DQTel: +44 (0)20 7968 5919Fax: +44 (0)20 7980 2927

Please note new contact detailsfrom 1 December 2008Horseferry HouseHorseferry RoadLondonSW1P 2AWTel: +44 (0)20 3367 3524Fax: +44 (0)20 3367 4904