partners
Doing things properly has always mattered to us. An important part of that is building partnerships based on honesty, care and trust, whether with suppliers we’ve worked with for decades or customers who rely on us every day. As our sustainability ambitions grow, we’re working with our partners to deliver meaningful, practical change.
Fair, transparent supply chain
We want our supply chain to reflect the same honesty and practicality that guides the rest of the business. That means understanding where our products come from, setting clear expectations, and working with suppliers to lift standards across the board.
We value our partnerships with our suppliers across the world, many of whom we’ve worked with for as long as we can remember. This year, we’ve been refreshing our Supplier Code of Conduct to provide greater clarity around our expectations for how suppliers operate ethically, socially, and environmentally.
We have a supplier auditing programme in place and use a third-party provider, Intertek, to give us independent oversight of working conditions in our supply chain. This process helps us to identify risks and areas for improvement and enables us to work more closely with our suppliers to ensure they meet our expectations. You can read more about our work in this area in the case study below.
Supporting customers to buy better
Our customers rely on us to offer products that last and information they can trust. By sharing more about how our pieces are made and the choices behind them, we hope to inspire customers to make decisions that are both environmentally and socially conscious, while being commercially sensible.
We’re making sustainability a clearer and more honest part of how we talk to our customers. By saying things as they are, we’re committed to being open and straightforward about our journey and the qualities of our products. Our first step this year has been refreshing the sustainability section of our website, creating a space to share our new Sustainability Strategy and the progress we’ve made to date. We’re also developing a quarterly customer newsletter that will feature sustainability-focused content to help our customers make informed, confident choices.
Building relationships built on care and trust
Improving customer satisfaction
We’re committed to delivering a reliable, trusted and friendly experience for every customer, and to using feedback and performance data to continuously improve our products and service. By strengthening satisfaction today, we’re building the brand loyalty and long-term trust that will underpin Coach House’s future success.
This year we introduced our first customer survey to hear directly from the people who know our business best. The survey will run for a full year, giving us time to build a clear picture of what matters most to our customers. Once complete, we’ll analyse the results in depth, and we plan to repeat the survey each year to keep the conversation going and ensure our customers’ voices continue to shape our approach. We’ve already loved hearing from our customers and the positive feedback we’ve received reiterates the importance of working in the way we do. From the 221 responses we’ve received so far, 91% said they would recommend Coach House as a supplier, reflecting the care we put into quality, service and building long-term relationships.
We’ve also enhanced our customer data tracking capabilities to better understand behaviour and to help us identify opportunities to improve our service. We’re now capturing data on returns, new account openings, and customer relationship length. Since we began capturing this data, we’ve already seen positive signs, with our returns rate falling to 2% in January 2026 – the lowest it has ever been.
Improving working conditions in our supply chain
Our suppliers directly shape who we are as a business. Many of these relationships go back decades, built on trust, honesty, friendship and craft. As we’ve grown, so has our responsibility to understand our supply chain in more detail, making sure we’re supporting the people we work with and keeping standards high across the board.
To help us do that, we’ve partnered with Intertek, an independent global expert in supply chain auditing. They review supplier documentation and carry out on-site factory visits, giving us clear, detailed reports that highlight what’s working well and where improvements are needed.
Suppliers are expected to achieve a minimum score of 70% to pass. Those needing to make improvements receive a follow-up audit eight weeks later, while suppliers scoring below 50 go through a full re-audit. For suppliers who don’t yet meet our standards, we take a supportive approach, working with them to understand the issues and put the right improvements in place. Long-standing relationships matter to us, and we want them to succeed with us. So far, where corrective plans have been established, we’ve seen significant improvements in supplier practices, demonstrating how collaboration and targeted support can drive meaningful change.
When audits highlight areas for improvement, we roll up our sleeves and work with suppliers to put things right. These examples illustrate how this approach is delivering genuine improvements in working conditions across our supply chain.