FY2021

Corporate Responsibility Report

Photo courtesy of Friends of the High LineOUR R E P OR T

Table ofContents3

OUR C OMMUNI T IE S

42

CEO Letter .............................................................................. 4

Highlights................................................................................. 42

About Tapestry...................................................................... 52025 Our Communities Goals....................................... 42

About Our Social Fabric and Our Report................ 6

United Nations Sustainable
Development Goals............................................................ 42

Stakeholder Engagement and2021 Materiality Assessment Matrix......................... 7
Highlights and Awards .................................................... 10

Guided by Our Values:
Driving Collective Impact................................................ 432025 Goals Snapshot and Progress:........................ 11

The Power of Our Brands............................................... 50

A Look Forward: Driving Positive Change
for People, Planet and Communities........................ 15

Protecting the Workers in
Our Supply Chain................................................................. 53

Our Partners.......................................................................... 16

GOV E R N A NCE

55

17

ESG Oversight....................................................................... 56

Highlights................................................................................. 17

Business Ethics and Compliance............................... 57

OUR P EOP L E

2025 Our People Goals..................................................... 17
United Nations Sustainable
Development Goals............................................................ 17
Equity, Inclusion and Diversity..................................... 18
Employee Growth and Wellbeing............................... 21
OUR P L A NE T

24

Highlights................................................................................. 242025 Our Planet Goals...................................................... 24
United Nations Sustainable
Development Goals............................................................ 24
Engaging Our Suppliers.................................................. 25
Climate Change.................................................................... 30
Biodiversity............................................................................. 32
Water.......................................................................................... 33
Material Traceability andResponsible Sourcing....................................................... 35
Waste and Recycling......................................................... 39

FR A ME WOR KS

58

Task Force on Climate-related Financial
Disclosures (TCFD)............................................................. 59
Sustainability AccountingStandards Board (SASB)................................................. 63
Global Reporting Initiative (GRI).................................. 65

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CEO LETTER
Fiscal Year 2021 was another year marked bysignificant global disruption. As we continued
to navigate the ongoing effects of COVID-19, we
remained focused on executing our Acceleration
Program, transforming into a more agile andresponsive organization, empowering our teams,
and using consumer insights to better meet ourcustomers’ needs. Through it all, we remained
steadfast in our commitment to operate as a
purpose-led, people-centered business.
Our corporate responsibility strategy, Our Social
Fabric, is guided by our purpose to Stretch What’s
Possible for our people, our planet and ourcommunities. Through this framework, we arefocused on driving real, measurable change toward
a more sustainable, equitable and inclusive world.

“ Tapestry and our brands
are here to make adifference and care for eachother, the planet and ourcommunities.

”

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Our People

Our Planet

We made great strides in Fiscal Year 2021. Our
global teams gave back to our communities
virtually and in person, and at the end of Fiscal Year
2021, we were nearly halfway to achieving our goalof providing 100,000 volunteer service hours by
2025. In addition, we utilized 21% renewable energy
across our operations in North America, and wehave been recognized again this year by Forbes
and the Human Rights Campaign for our workplace
diversity and practices.
Even with this progress, we understand the need to
do more. In July 2021, we expanded our 2025 goals
with new bold commitments. We announced that
10% of leadership’s incentive compensation will betied to equity, inclusion and diversity (EI&D) goals
starting in Fiscal Year 2022. We also continued
to invest in our people, and, among other steps,

Our Communities

Governance

Frameworks

announced a $15 an hour minimum wage for U.S.
hourly employees. We believe our people are
our greatest competitive differentiator, and theseinvestments help us continue to unlock the powerof our people and strengthen our business.
Additionally, confronted with the realities of climatechange, in September 2021, Tapestry signed theScience Based Targets initiative (SBTi) Business
Ambition for 1.5°C. The commitment will alignTapestry’s climate mitigation targets with the mostambitious aim of the Paris Agreement and adhere
to SBTi’s most rigorous guidelines to reduce thedestructive impacts of climate change in the shortand long term.
With the world continuing to adjust to the lasting
implications of COVID-19, the impact of climatechange becoming more evident, and the continued
need for social reform, it is critical that we takeaction to create a better world. Tapestry and ourbrands are here to make a difference for eachother, the planet and our communities. I invite you
to explore our recent efforts in this Fiscal Year
2021 Corporate Responsibility Report, as we work
together to Stretch What’s Possible.

Joanne C. Crevoiserat
Tapestry, Inc. Chief Executive Officer

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ABOUT TAPESTRYOur global house of brands unites the magic of
Coach, kate spade new york and Stuart Weitzman.
Each of our brands is unique and independent,
while sharing a commitment to innovation andauthenticity defined by distinctive products anddifferentiated customer experiences acrosschannels and geographies. We use our collective
strengths to engage our customers and empower
our communities, to make the fashion industry
more sustainable, and to build a company that’s
equitable, inclusive and diverse. Individually, ourbrands are iconic. Together, we can Stretch What’s
Possible.
Tapestry’s common stock is traded on the New York
Stock Exchange under the symbol TPR. We operate
in over 70 countries, with 16,400 employees acrossTapestry, Coach, kate spade new york and Stuart
Weitzman, generating $5.7B in annual revenues in
FY2021.

16,400EMPLOYEES ACROSSTAPESTRY AND OUR BRANDSOur Report

Our People

Our Planet

Our Communities

Governance

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ABOUT OUR SOCIAL FABRIC AND OUR REPORTOur Social Fabric, Tapestry’s corporate
responsibility strategy, brings together teams
across our business to meet common goals and ashared objective: to create a purpose-led, peoplecentered company that balances true fashionauthority with meaningful, positive change. Our
strategy is focused on three pillars: Our People, Our
Planet and Our Communities.

This is our ninth annual Corporate Responsibility
Report, which highlights efforts in this areaand focuses on the environmental, social andgovernance (ESG) issues of greatest importance toour stakeholders. We provide updates on progress
towards our ESG goals as well as performancedata for FY2021 (June 28, 2020 to July 3, 2021). The
structure of this report and its disclosures alignwith leading sustainability reporting frameworks,
including the Global Reporting Initiative (GRI), Task
Force on Climate-related Financial Disclosures(TCFD) and Sustainability Accounting Standards
Board (SASB) frameworks.
Our determination of relevant topics is influenced
by ongoing engagement with our stakeholders. In
2021, we conducted a materiality assessment1 to
update our last assessment, fielded in 2017. Please
see the Stakeholder Engagement and 2021 Materiality
Assessment Matrix section of this report for more
information on how we are using this materiality
assessment to inform our reporting and ESG work.
To increase transparency in our supply chain, in
2021, Tapestry completed the Sustainable Apparel
Coalition’s Higg Brand & Retail Module (BRM). This
module provides a holistic picture of our brands’
value chain sustainability and social responsibility.
Our responses to the Higg BRM have been verified
by a third-party agency. To read more about our
Sustainable Apparel Coalition (SAC) membership andour use of the Higg Index, please see the Engaging
Our Suppliers and Protecting the Workers in Our
Supply Chain sections of this report.
For more information on our corporate
responsibility strategy, Our Social Fabric, please
see www.tapestry.com/responsibility where we sharenews, announcements and program highlights,
as well as comprehensive information about ouroverall strategy.

A Coach craftsperson at the Coach (Re)Loved & Repair Workshop, matching leathers for customer repairs

1

In this Corporate Responsibility Report and our other reports, communications and statements regarding corporate responsibility and ESG, we use the terms “material,” “materiality” and similar terms to refer to ESG topics that are most significant
to Tapestry’s business and stakeholders. We are not using these terms as they have been defined or construed in accordance with the securities laws or any other laws of the U.S. or any other jurisdiction, or as these terms are used in the context offinancial statements and financial reporting, and nothing in this report or other ESG communications or statements should be construed to indicate otherwise.

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STAKEHOLDER ENGAGEMENT AND 2021 MATERIALITY ASSESSMENT MATRIX
Tapestry engages with a range of stakeholders
to solicit ideas, feedback and dialogue on sharedpriorities and other important issues. Our
stakeholders include customers, employees,
communities, nonprofits/NGOs, suppliers,
academics and investors.
In 2021, we conducted a comprehensive materiality
assessment to identify and prioritize theenvironmental, social, governance and economic
issues that are most important to our business and

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our stakeholders. Working with a third party, we
created a list of potential issues using secondary
research and peer analysis. We then surveyed
external stakeholders as well as Tapestry’s
business leadership, including our Board of
Directors, Executive Committee, and Tapestry’s ESG
Task Force, a cross-functional group of employeesthat are involved in Tapestry’s ESG activities.
Respondents ranked the issues on a scale ofimportance from low to high.

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Tapestry’s 2021 Materiality Assessment Matrix isthe result of this stakeholder engagement. The
vertical axis reflects how our business leadershipranked issues; the horizontal axis reflects how
stakeholders ranked issues. While we consider all
issues on the matrix to be a priority, issues thatranked the highest priority for both stakeholders
and our business leadership can be seen in theupper righthand corner and are key areas of focus.

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STAKEHOLDER ENGAGEMENT AND 2021 MATERIALITY ASSESSMENT MATRIX, CONTINUEDOur Report

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STAKEHOLDER ENGAGEMENT AND 2021 MATERIALITY ASSESSMENT MATRIX, CONTINUED
We are using these results to inform and reinforce our corporate responsibility strategy and reporting. We also periodically collect stakeholder input and feedback outsideof our formal stakeholder engagement process to better understand the issues most important to the stakeholder groups and to our business.
ENGAGEMENT TYPESTAKEHOLDER
Customers••••

In-store interactions with sales associates
Company and brand websites
Social media and email
Brand-distributed surveys sent directly to customers

Employees••••

Internal intranet (The Loop)
Internal communications
Employee Engagement Survey
Meetings (Store Manager conferences, company Town Hall, department Town Hall)

Communities, nonprofits/NGOs• Giving time and resources through our brands and company Foundations• Team and individual volunteer activities• Direct engagement on corporate responsibility objectives, including our matching gift program, grants and productdonations• Focused feedback on corporate responsibility activities

Suppliers• Supplier summits• Adherence to the Supplier Code of Conduct, Global Operating Principles, Animal Welfare Policy and Anti-Corruption
Policy• Environmental strategy meetings• Supplier training for business ethics and anti-corruption• Audits

Academics• University-led sustainability projects and partnerships

Investors

•
•
•
•
•
•

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Regular financial reporting (SEC filings)
Press releases
Meetings and briefings
Quarterly earnings calls
Annual stockholder meeting
Stakeholder engagement discussions

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Highlights
and Awards

HR Asia Magazine– “Best Companies
to Work For in Asia”
in 2021 for China,
Korea, Malaysia andVietnam

The Most Caring
Company Award“WeCare” in 2021
for China

Our People

Human Rights
Campaign Corporate
Equality Index(CEI) “Best Place
to Work for LGBTQ
Equality” in 2021 (7thconsecutive year)

Forbes Best
Employers for
Diversity (4thconsecutive year)

Forbes Best
Employers for Women

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Newsweek –America’s Most
Responsible
Companies 2021

Our Planet

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Governance

Joanne Crevoiserat
named to 2021’s#TopWomenInRetailby Women in Retail
Leadership Circle

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2025 GOALS SNAPSHOT AND PROGRESS

Our People
2025 GOAL

FY2019Build diversity in North
America (NA) Tapestry
and brand leadershipteams by increasing thenumber of NA-based
ethnic minority leaders
to better reflect ourgeneral corporate
population

For FY2019 data,
please refer to our
FY2019 Corporate
Responsibility Report.

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Our Planet

FY2020

FY2021U.S.
Leadership(VP+)

All U.S.
Corporate

White (Not Latinx)

76%

57%

White (Not Latinx)

78%

53%

Latinx2%

12%Latinx1%

13%

Asian (Not Latinx)

13%

17%

Asian (Not Latinx)

15%

17%

Black or African American(Not Latinx)

4%7%Black or African American(Not Latinx)

4%

10%

Native American or Alaska Native(Not Latinx)0%0%Native American or Alaska Native(Not Latinx)0%0%Native Hawaiian or Other PacificIslander (Not Latinx)

1%

1%

Native Hawaiian or Other PacificIslander (Not Latinx)

1%

1%

Two or More Races (Not Latinx)2%2%

Two or More Races (Not Latinx)

1%

3%

Undeclared/Did Not Disclose3%3%

Undeclared/Did Not Disclose

0%3%

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U.S.
Leadership(VP+)

All U.S.
Corporate

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2025 GOALS SNAPSHOT AND PROGRESS, CONTINUED

Our People
2025 GOAL

FY2019FY2020

FY2021

Reduce differencesin our Employee
Inclusion Indexscores based on
gender and ethnicity• Developed 3 in-person
inclusion training programs,
one of which was customized
for creative teams; piloted
with 60 leaders• Launched North America & Europe Inclusion Council• Broadened our Inclusion Index questions in the Oct.
2020 employee engagement survey• eLearning inclusion training completed by:• 92% of store managers• 97% of leadership• 96% of U.S. corporate• Differences remain in our Employee Inclusion Index scores, and to
close this gap, Tapestry is leaning in to our core value of Standing
Taller Together• Holding leaders accountable by aligning 10% of leadership bonus
targets with progress against EI&D scorecard measures• Continued focus on building leadership capability• Employee engagement through EI&D training, programming,communications, new cultural celebrations, 4 empowered ERGs andInclusion Councils in Europe and Asia

Demonstrate
focus on career
progression,development andmobility by filling
60% of leadershiproles (VP+) internally• 70% (44) VP+ open positions
filled internally• 82% (59) VP+ open positions filled internally• 80% (35) VP+ open positions filled internally

Enable all employees
to manage both theirwork and personal
life by setting a
global core benefit
standard for selfcare, parental andfamily care leave
policies• Conducted Wellness focus
groups• Hosted Wellness speaker
series• Launched PRIORITY: YOU, aninternal quarterly WellBeing
Speaker Series for our
employees featuring inspiring
leaders who share theirstrategies and practical tips
for employee wellness• Analyzed feedback and data collected from wellness
focus groups• Established virtual Wellness Center of Excellence• Established Working Parents, Caregivers and Allies
ERG• Started mindfulness sessions and employee accessto Headspace

In addition to the activities established in previous years:• Established Caregiver benefit, which provides the entire U.S.
workforce with 10 days emergency back-up care and access todiscounted family support programs (i.e., tutoring, child support, etc.)

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2025 GOALS SNAPSHOT AND PROGRESS, CONTINUED

Our Planet
2025 GOAL

FY2019Reduce Scope 1 and Scope 2
emissions 20% below 2017 levels(63,272.51 MT C02e)

57,944 MT C02e

Reduce Scope 3 emissions fromfreight shipping 20% below 2017
levels (94,632.87 MT CO2e)

89,391 MT C02e

Reduce water 10% below 2018
levels across Tapestry and our
supply chain

10,706,873 gallons

FY202027,077 MT C02e

FY2021
59,367 MT C02e2

PROGRESS
6% decrease from 2017 levels
See the GHG Emissions section of this report for more
information

47,151 MT C02e

68,370 MT C02e3

28% decrease from 2017 levels
See the GHG Emissions section of this report for more
information

10,230,381 gallons

9,515,042 gallons

In FY2021, we reduced water consumption by 15.2% at our
corporate and retail locations in North America, compared toour 2018 baseline, and we’re now working towards reducing
water 10% across our supply chain
See the Water section of this report for more information

Ensure 90% of leather comesfrom Silver- and Gold-rated
Leather Working Group (LWG)
tanneries

63% sourced

67% sourced

60.3% sourced

Ensure 75% recycled content inpackaging

Packaging made with 5080% recycled content

Packaging made with 5080% recycled content

Packaging made with 4075% recycled content

Formed a Packaging Task Force, focused on sustainability, costand innovation in our packaging

25% reduction in North America
corporate distribution center
waste below 2018 levels

4,207.9 tons of waste, which
is a 6.3% increase from2018

4,199.73 tons of waste,
which is a 0.2% decrease
from 2019

4,079 tons of waste, which
is a 2.9% decrease from
2020

Since 2018, our waste increased 3%; however, it decreased by
2.9% from 2020 levels

95% traceability and mappingof our raw materials to ensurea transparent and responsible
supply chain

Established 2025
traceability goal

Initiated traceability pilot

Completed traceability
pilot; working to identify
low-, medium- and high-risk
impacts to biodiversity
across our supply chain

Continued traceability programs to address supply chain risk
and map supply chain

Procure 100% renewable energy
in Tapestry’s stores, offices andfulfillment centers

2,218 MWH

3,944 MWH

12,528 MWH

9% of our global energy, including 21% of our energy in North
America, is procured from renewable sources

to COVID-19. As a result, this percentage decreased for FY2021
We believe we are on track to achieve our goal by 2025

2

In FY2021, Scope 2 emissions increased from FY2020 as our business activities returned to normal following the impacts originally caused by COVID-19

3

In FY2021, Scope 3 emissions increased from FY2020 as our business activities returned to normal following the impacts originally caused by COVID-19

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LWG certifications and recertification audits were delayed due

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2025 GOALS SNAPSHOT AND PROGRESS, CONTINUEDOur Communities
FY2021PROGRESS

100,000 volunteer service hours completed
by our employees around the world

2025 GOAL

More than 5,750 hours

FY2019More than 4,400 hours

FY2020More than 32,000 hours

Almost halfway to our goal with more than 42,150 hours$75,000,000 in financial and productdonations to nonprofit organizations
globally$22 million$28 million$160 million

In FY2021 we met our goal of providing $75,000,000 in
financial and product donations

100,000 people working in the factories
crafting our products will have accessto empowerment programs during the
workday – doubling our initial 2025 goal

N/A

We will continue our strategic focus on supporting ourcommunities through financial and product donations

Launch delay due to
COVID-19

Launched empowerment
training to 12,500 workers
in Vietnam through BSR’s
HERprojectIn FY2022, we expect to continue working with BSR’s
HERproject, aiming to reach a total of 30,000 workers

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS (UN SDGS) AND THE UNITED NATIONS GLOBAL COMPACT (UNGC)At Tapestry, we believe in doing our part to achieve the UN SDGs. We identified 15
specific goals, as indicated in the Our Social Fabric sections of the report, where
we believe our business can contribute most significantly, and we have aligned
our corporate responsibility strategy to these objectives. Our participation inand efforts towards this global mission are a critical part of how we show ourcommitment to being a responsible and sustainable business.

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GovernanceWe also utilized the Ten Principles of the UNGC to guide our strategies andoperations. By reporting annually on our efforts to uphold human and labor rights,
safeguard the environment, and work against all forms of corruption, we aim toprovide transparency and accountability for how we uphold the UNGC. This reportconstitutes our annual Communication on Progress to the UNGC.

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A LOOK FORWARD:DRIVING POSITIVE CHANGE FOR PEOPLE, PLANET AND COMMUNITIESIn July 2021, Tapestry announced four bold ESG commitments to support and reinforce our people-centered,purpose-led corporate responsibility strategy. These goals are in addition to our 2025 Our Social Fabric goals
and are meant to accelerate and amplify our equity efforts and community impact and combat climate change.

THESE BOLD COMMITMENTS ARE:I.

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Beginning in FY2022, on a
global level, 10% of leadership’s
annual incentive compensation
will be tied to equity, inclusionand diversity goals. This willfurther incentivize leaders tocreate a diverse and inclusive
workplace and hold themaccountable for supporting
inclusive behaviors

II. Tapestry is giving all global
employees – whether corporate,
retail or in the company’s
fulfillment centers – one
paid volunteer day per year,
reinforcing our ambition to
support our communities andsurpass our goal of 100,000
volunteer service hours by 2025

III. Tapestry is doubling the reachof our 2025 goal to give workers
in factories across our supply
chain access to empowerment
programs, increasing ouraspiration to reach 100,000
peopleIV. Tapestry is strengthening its
dedication to combat climatechange by committing toprocure 100% renewableelectricity in our stores, offices
and fulfillment centers by 2025

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Our Partners

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OUR EMPLOYEES CONTRIBUTE THEIR DIVERSE PERSPECTIVES, EXPERIENCES ANDBACKGROUNDS TO ENRICH AND STRENGTHEN OUR COMPANY. THEY ARE ESSENTIALTO OUR SUCCESS.
We aim to provide a work environment where our employees can grow in their careers and thrive as individuals.
By enabling work-life integration and providing resources for wellbeing, we are building a culture that supportsa sustainable future for our company.

HIGHLIGHTS:

I.

Named to Forbes’ “Best Employers for Diversity” and “Best Employers for
Women” 2021 lists and “2021 Best Place to Work for LGBTQ Equality” by the
Human Rights Campaign Corporate Equality Index (CEI)

II. Provided inclusion training to 80% of North America and Europe employees
III. Introduced a Supplier Diversity Program to close the opportunity gap by helping
minority business owners grow and develop their own businesses
2025 OUR PEOPLE GOALS• Build diversity in North America (NA) Tapestry and brand leadership teams by increasing the number of NAbased ethnic minority leaders to better reflect our general corporate population• Reduce differences in our Employee Inclusion Index scores based on gender and ethnicity• Demonstrate focus on career progression, development and mobility by filling 60% of leadership roles (VP+)
internally• Enable all employees to manage both their work and personal life balance by achieving a global core benefit
standard for self-care, parental and family care leave policies

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS
Our People work supported:

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EQUITY, INCLUSION AND DIVERSITY
We believe that difference sparks brilliance andare building a culture where all our employees are
empowered to bring their whole selves to work. We
know that we do our best work when we embracedifference by design, hold ourselves to higher
standards and champion diversity at all levels of
our company.
Our equity, inclusion and diversity (EI&D) strategy
is grounded in our values and is comprised offour pillars – Talent, Culture, Community andMarketplace. Through this strategy, we are focusedon attracting, retaining and developing diverse
talent. To support these actions, we:• Develop and educate our workforce• Stand Taller Together as we serve ourcommunities• Develop standards and solutions for integrity
and global citizenship throughout our brands

In FY2021, we evolved our U.S. Inclusion Council
through new membership, enhanced accountability
and global expansion. We now have Inclusion
Councils in the U.S., Europe and Asia, to ensure ourstrategic roadmaps are locally relevant and aligned
to our 2025 goals.
We introduced a supplier diversity strategy androadmap and identified potential partners thatwill help us establish practices to track, supportand develop minority suppliers in our indirect
procurement work. This strategy also includes aholistic approach to closing the opportunity gap
by helping minority business owners grow anddevelop their own businesses.

Recognitions and Commitments:• Business Coalition for the Equality Act• CEO Action Pledge for Diversity and Inclusion• Forbes Best Employers
for Diversity and Inclusion• Forbes Best Employers for Women• HR Asia Magazine “Best Companies to Work For
in Asia” Awards• Human Rights Campaign Corporate
Equality Index

In FY2021, we reviewed our processes and policies
and continued to build a truly inclusive environment
where all employees thrive. By bringing EI&D to theforefront of leadership conversations and including
it as a topic in our global town halls and major
events, we grew our employees’ fluency around
EI&D practices and increased their level of comfort
in having courageous, and sometimes difficult,conversations. For our leadership, we launched an
Inclusive Conversations Guide that provides tools tonavigate these complex topics.

The steps we took in FY2021 to operationalize
our renewed EI&D strategy and build a strong
framework around these important issues arefoundational to sustainable progress.

• United Nations Women’s Empowerment
Principles

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ENGAGING EMPLOYEES IN EI&D
In FY2021, we launched EI&D Central, our internal
website destination for EI&D resources. This
platform empowers employees to share theirstories, engage in discussion with each other andprovide ideas and feedback to accelerate our EI&D
work.

Tapestry UNSCRIPTED is aninternal bi-monthly speaker series
that is open to all employees
and designed to bring our values
to life. External leaders share
their inspiring stories via live
conversations hosted by our
Tapestry leaders. In FY2021, in
partnership with the American
Society for Yad Vashem, we hosted
an UNSCRIPTED session with
Holocaust survivor Toby Levy on
Holocaust Remembrance Day.
Honest conversations like theseabout our values provide an
opportunity for our employees tobe inspired, understand each othermore deeply and ignite personalpassions.

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EQUITY, INCLUSION AND DIVERSITY, CONTINUEDIn FY2021, we welcomed new observances andcelebrations such as Holocaust Remembrance,
Asian American Pacific Islander History Month, andHispanic Heritage Month.

We celebrated International
Women’s Day with a companywide virtual event hosted by ourCEO, Joanne Crevoiserat. We
welcomed our new board member,
Pam Lifford, and Michelle Stuntz,
a Senior Client Partner at Korn
Ferry, to discuss the impact of bias
and the pandemic on women in
the workforce. This event shareddata and insights with employees
about the challenges that womenface in the workplace, includingbalancing caretaking with careeradvancement, burnout andchallenges unique to women ofcolor.

We have a number of Employee Resource Groups(ERGs) and Task Forces to support and engage our
employees:• Black Alliance & Allies ERG: Builds a legacy ofequity and inclusion through the advancement
and promotion of Black employees at Tapestry• Working Parents, Caregivers & Allies ERG:
Supports families of all types through allphases by providing resources, guidance andencouragement to assist in home-work balance• Prouder Together ERG: Celebrates LGBTQ+
employees and allies by building an inclusive
community; encouraging, supporting andmentoring others within Tapestry and ourbrands; connecting our identity with brandproducts that speak to us; and supporting
our local communities through philanthropic
volunteering• Jewish Community & Allies Task Force: Spreads
awareness about the long history of thepersecution of the Jewish community throughsessions and educational resources• Asian Community & Allies Task Force: Fosters
cultural awareness of the diversity of the Asian
community, contributes to the development
and success of its members, and facilitates
empowerment in the Asian community• Latinx Community & Allies Task Force:
Celebrates the rich and diverse cultures within
the Hispanic/Latinx community serving as aresource to empower members to reach theirfull potential and contribute to our business andcommunities in a meaningful way

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EQUITY, INCLUSION AND DIVERSITY, CONTINUED
DIVERSITY SNAPSHOT3

Global Gender Snapshot

Our goal is to increase the ethnic diversity of our
North America-based leaders to better reflect
our general corporate population. In FY2021, wewere unable to significantly increase our diversity
rates, due to challenges from the COVID-19
pandemic and a reduction in our overall workforce.
However, we are continuing to work towards thisgoal by reviewing policies and processes that
help support BIPOC talent representation in thecorporate environment and by incorporating EI&D
best practices into talent acquisition, development
and leadership talent reviews. We are continuing
to monitor these metrics and adjust our strategy
accordingly. In addition, we are diversifying
our talent pipeline through partnerships with
Historically Black Colleges and Universities andorganizations such as the Black in Fashion Council.

All Global
All Global

79%

Fulfillment
Fulfillment

21%

57%

42%

RetailAssociates
RetailAssociates

81%

19%

RetailManagement
RetailManagement

80%

20%

All Corporate
All Corporate

72%

Leadership(VP+)
Leadership
(VP+)

28%

62%

Board
of Directors
Boardof Directors

38%

50%

0%

50%

25%

FemaleMale

Others*50%
Undeclared*75%

Unknown*

100%*Accounts for less than 1 percent of reporting

U.S. Diversity Snapshot
All U.S.
All U.S.

43%

Fullfillment
Fulfillment

12%

Associates
RetailRetail
Associates

12%

7%

14%
8%

53%

24%
17%

13%

78%

of Directors
BoardBoardof Directors

20%

25%

White (Not Latinx)

Asian (Not Latinx)

LatinxNative Hawaiian or Other Pacific Islander (Not Latinx)

50%Black or African American (Not Latinx)
Native American (Not Latinx)

** *

9%

*

* **

10%

3% * * *
*

15%

60%
0%

4%

15%

31%

51%

Leadership(VP+)
Leadership
(VP+)

* ***

51%

34%

All Corporate
All Corporate* * 2%

3%

13%

28%

Management
RetailRetailManagement325%

Two or More Races (Not Latinx)

4%

**

20%
75%

100%
* Accounts for less than 2 percent of reporting

Did Not Disclose

Global Gender Snapshot and U.S. Diversity Snapshot represent data at the end of FY2021

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FY2021 CORPORATE RESPONSIBILITY REPORT20

EMPLOYEE GROWTH AND WELLBEING
We want our employees to love where they work. To create this positive environment, we uphold a culturethat strives to improve work-life balance and the wellbeing of our employees. By investing in learning anddevelopment, we are strengthening our company and building and supporting future leaders.

LISTENING TO OUR EMPLOYEESLEARNING AND DEVELOPMENT

Our approach to employee listening is focused on
helping us become more agile, data driven andcustomer-centric around employee surveys. Thisevolved approach includes a shift from a single
annual comprehensive engagement survey within-depth action planning, towards multiple, smaller
surveys and continuous action-taking. Our goal
is to understand our employees’ experiences andneeds by checking in with them more frequently.
In addition, we aim to empower People Managers
to make more responsive, meaningful decisions fortheir teams. We also include our EI&D index in all
our surveys, providing leaders and managers withreal-time, up-to-date feedback. With these insights,
our leadership can identify areas for improvement
and target ways to increase a sense of belonging on
their teams.

In FY2021, we adapted our learning anddevelopment strategy to better fit the needs andexpectations of our leadership and employee
groups. We found that real-time and relevant
development support is critical to employee
growth.

We are implementing more frequent surveys withvaried content, and by doing so, we are able todraw connections between behaviors and drive andsustain positive change. We use survey insights
to refresh our development programming andoffer targeted skill-building, business learning andexposure for employees at all career stages. We
also use surveys to measure critical moments in an
employee’s life cycle such as onboarding and exit.

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Key FY2021 Learning and Development highlights
include:• Change and Transition Support: To help ourleaders and team members navigate the rapidlychanging external and internal environment,
we offered large-scale, virtual open-enrollment
workshops covering 2 topics:- Leading Through Adversity: Equipped
leadership with tools to navigate
uncertainty and change in the workplace- Navigating Change: Supported leadership,
corporate and store team members in
the disruptive business environment by
providing tools and resources to optimize
productivity• Better Conversations Every Day: Facilitated by
the Center for Creative Leadership, this workshop
focused on leadership coaching behaviors
applied to real workplace challenges to help
build trust, fuel collaboration and support
better business outcomes. As a follow-up to theworkshop, participants also engaged in 30-6090-day check-ins to support their development.
Nearly 90% of our global senior leadership teamparticipated.

Our Communities

Governance

Frameworks• Coaching Culture in China: All Directors andSenior Leaders in Greater China attended ‘leader
as coach’ training. We provided opportunities toapply this training to the employees’ daily work.
All participants then attended a coaching fair tomatch each senior leader with a mentee within
Tapestry. In the future, we aim to expand thesetrainings throughout our operations in Asia.
• ESG/Sustainability Learning Sessions:Tapestry’s ESG and Sustainability Team
partnered with the Design Studio Management
Team to host weekly learning sessions on
various climate-related topics, including:climate change, waste, circularity, design for
the environment (DFE), plastics and recycling,sustainability philosophy, UN SDGs, materials,
systems thinking, and regenerative agriculture.
These sessions took place over 11 weeks andwere offered to our product and materials
development teams. The recorded sessions werethen circulated to our employee base throughour internal intranet.

FY2021 CORPORATE RESPONSIBILITY REPORT21

EMPLOYEE GROWTH AND WELLBEING, CONTINUED• Emerging Leaders Program: We launched ourfourth cohort of this one-year development
program that aims to accelerate the growth of
our global mid-level leaders. Historically, thisprogram was nomination-based. In FY2021,
we changed our approach by opening the
program to applications from Directors andSenior Directors. By doing so, we intended toincrease the program’s visibility and encourage
people to have career and development
conversations with their managers. We received
positive feedback on this approach. During
reunion meetings, past participants shared theenduring impact of their program experienceand highlighted their improved self-awareness,relationship-building and leadership skills.
• Senior Leader Transition Accelerator: We
designed and launched this program in FY2020
to help senior leaders who are transitioning
into new roles navigate the responsibilities andexpectations of their new positions. Based on
positive feedback from the first 3 cohorts wecontinue to offer this program to our teams.
• The Common Thread: The Common Thread is
Tapestry’s global People Manager development
program that teaches proven leadership
techniques. It is founded on the belief that
great leadership has a multiplying effect. In
FY2021, we launched new topics for virtual
learning, including Emotional Intelligenceand Strategic Thinking, and for our corporate
teams, Empowering Innovation. These 3 topics
emphasize our focus on remaining agile as
an organization, developing strong teamrelationships and employing strategic thinking
in all areas of our business. We also developed
a supplemental tool called the Roadmap to help

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INCLUSION@TAPESTRY

Inclusion@Tapestry aims to build inclusive teams and environments through live
and virtual trainings. In FY2021, we launched our Inclusion@Tapestry programfor our EU workforce and initiated inclusion trainings for our Asia employees.
• Inclusion@Tapestry in the EU: We hosted live, instructor-led trainings as well as eLearning
opportunities that included participation from 85% of corporate People Managers and 97% ofStore Managers.
• Inclusion@Tapestry in Asia: We focused on generating EI&D support from executive andsenior leaders in Asia and initiated inclusion education with all employees at the Director level
and above. In FY2022, we plan to introduce our Asia Inclusion Council and implement inclusion
training, workshops and initiatives for corporate and Asia store employees.

employees navigate and employ The Common
Thread resources to achieve their individual
goals and desired outcomes. In addition, we
introduced resources to help equip new People
Managers with foundational skill building as theytransition from being individual contributors toleaders. This included an Introduction to People
Management learning session, an onboarding
guide for new People Managers, and selfdevelopment tools around topics like Delegation,
Building Relationships, Growth Mindset, Giving
Feedback and Prioritization.

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EMPLOYEE GROWTH AND WELLBEING, CONTINUEDEMPLOYEE BENEFITSINVESTING IN OUR TALENT

Tapestry believes in recognizing and rewarding employees for their talent and provides comprehensive andindustry competitive benefits. We understand that the home and work lives of our employees are inextricably
linked. Therefore, when possible, we also aim to provide support outside the workplace.
The ongoing COVID-19 pandemic has caused many families to struggle with finding reliable childcare and family
support services. Our Working Parents, Caregivers & Allies ERG provided feedback, and in response, Tapestry
established a partnership with Bright Horizons to offer emergency child and elder care to our North America
employees.
We also believe in protecting our employees’ mental health, and when many employees expressed burnout
and “Zoom fatigue,” we expanded Flexible Fridays from a summer benefit to a year-round benefit. We also offer
employees in North America and Europe membership in Headspace, a meditation app. To help our employees
manage stress and anxiety, we are working in partnership with Humana to provide therapist-led discussions,and we established an online community called the Wellbeing Ambassador Group to further support mental
health in our workplaces.
Our current list of comprehensive benefits also includes the following for our directly hired Corporate and Storeeligible full- and part-time employees:

In July 2021, we announced all
U.S.-based hourly employees will
earn a minimum hourly wageof $15, effective September 5th,2021. Our people are the face ofour brands, and they play a vitalrole in our company’s success andour customer relations. This is an
important investment in continuing
to build great teams and reinforces
our ongoing commitment to unlock
the power of our people.

• Paid time off• Medical benefits and paid sick leave, in accordance with local policies and jurisdictions• Retirement benefits with company matched contributions, in accordance with local policies and jurisdictions• Voluntary benefits such as disability and life insurance, in accordance with local policies and jurisdictions• Access to learning opportunities on personal finance education through various platforms as available basedon location• Employee stock purchase plan for U.S. employees
We also continued to financially support employees throughout the COVID-19 pandemic. In FY2020, we decided
to invest in our people by continuing payments to retail employees while stores were closed for several months.
In continued recognition of our store employees’ efforts during FY2021, we awarded global store associates andstore managers who do not otherwise participate in our annual incentive plans a one-time appreciation bonus of$500 and $1,000, respectively.

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FY2021 CORPORATE RESPONSIBILITY REPORT23

Our Planet
WE ARE TAKING BOLD ACTIONS EVERY DAY TO PROTECT OUR PLANET AND BUILD A
MORE SUSTAINABLE INDUSTRY.
We aim to address our environmental impacts – from reducing emissions, water use and waste to landfill, toincreasing our focus on renewable energy and the resilience of our supply chain. As our world is changing, Tapestry
is working to meet the challenge by adapting to the new world and contributing to a better fashion industry.

HIGHLIGHTS:
I.

Gained insight into our supply chain by joining the Sustainable Apparel Coalition and asking
suppliers that represent 85% of our purchased volume for handbags and footwear tocomplete the Higg Facility Environmental Module

II.

Procured 21% of renewable energy across our own operations in North America, which isequal to 9% of our global operations

III. Launched Coach (Re)Loved circularity initiative and partnered with graduate students as part ofa course at Columbia University to complete a life cycle assessment of the Coach Swinger Bag
2025 OUR PLANET GOALS• Reduce Scope 1 and Scope 2 emissions 20% below
2017 levels• Reduce Scope 3 emissions from freight shipping 20%
below 2017 levels• Reduce water 10% below 2018 levels across Tapestry
and our supply chain• Ensure 90% of leather comes from Silver- and Goldrated Leather Working Group tanneries• Ensure 75% recycled content in packaging• 25% reduction in North America corporate anddistribution center waste• 95% traceability and mapping of our raw materials toensure a transparent and responsible supply chain• Procure 100% renewable energy in Tapestry’s stores,
offices and fulfillment centers

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS
Our Planet work supported:

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FY2021 CORPORATE RESPONSIBILITY REPORT24

ENGAGING OUR SUPPLIERS
We are working with our suppliers to integrate
environmentally sustainable practices throughout
our supply chain and are committed to increasing
the use of environmentally preferred materials andmanufacturing processes throughout our company.
All our suppliers are required to comply with our
Supplier Code of Conduct (SCOC), which includes
expectations on environmental and social issues.
Tapestry monitors suppliers’ adherence to local
rules and regulations through a combination ofregular social compliance audits, corrective action
plan management and biennial topic-specifictraining.
To track, manage and reduce environmental
impacts across our supply chain, we joined theSustainable Apparel Coalition (SAC) in FY2020 andrequested over 100 of our raw material suppliers
to complete the SAC’s Higg Facility Environmental
Module (Higg FEM). Suppliers are asked to reportto 7 sections (Environmental Management System(EMS), Energy & Greenhouse Gas Emissions,
Air Emissions, Water, Wastewater, Waste andChemicals). They achieve Levels 0-3 based on thequality of disclosure that they provide and theirlevel of management of the sections. The Higg
FEM is not a pass/fail assessment. Rather, it isdesigned to drive improvements to sustainability
management practices and identify opportunities
to improve sustainability performance over time.
Of the 90 suppliers that completed the Higg FEM,
654 have had their responses verified by thirdparty agencies and more continue to complete
verification.
4

A pre-loved bag, re-worked and re-imagined as part of the Coach (Re)Loved program

As of November 2021

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25

ENGAGING OUR SUPPLIERS, CONTINUED
Please see the table below for data regarding supplier ratings and the relevant topic sections of the report for additional supply chain information.

SECTION OF HIGG FEM
Energy & GHG

AVERAGE SECTION SCORES FOR VERIFIEDTAPESTRY SUPPLIER FACILITIESRATING LEVELS AND CRITERIA FOR LEVEL SCORING
Level 1:
• Identify and disclose all energy sources, energy use, unit of measure, and tracking methods

74

Level 2 (must meet all requirements for Level 1):• Establish baselines for energy use• Understand processes and operations which consume the most energy• Set targets for improving energy use or GHG emissions• Develop an implementation plan to improve energy use or GHG emissions• Compare against its baseline year-over-year
Level 3 (must meet all requirements for Level 1 and Level 2):• Calculate and disclose annual Scope 3 GHG emissions
Water

Level 1:
• Identify and track the facility’s water sources, quantities and unit of measure

63

Level 2 (must meet all requirements for Level 1):• Set a normalized baseline for water use• Identify processes which require the most water use• Establish normalized targets for annualized water reduction• Develop an action plan to achieve these targets• Show water reductions against a baseline year-over-year
Level 3 (must meet all requirements for Level 1 and Level 2):• Implement a water balance or other analysis to evaluate traceability of water intake vs. usage andoutputOur Report

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26

ENGAGING OUR SUPPLIERS, CONTINUEDSECTION OF HIGG FEM
Wastewater

AVERAGE SECTION SCORES FOR VERIFIEDTAPESTRY SUPPLIER FACILITIESRATING LEVELS AND CRITERIA FOR LEVEL SCORING
Level 1:
• Track the facility’s wastewater volume• Provide name and contact information of off-site wastewater treatment plant• Establish emergency plans related to wastewater• Proper disposal of hazardous and non-hazardous sludge• Treat septic wastewater before discharge

54

Level 2 (must meet all requirements included in Level 1):• Disclose any alignment with verified wastewater standards (Zero Discharge of Hazardous
Chemicals (ZDHC), Business for Social Responsibility, etc.)• Request wastewater quality test from the off-site wastewater treatment plant
Level 3 (must meet all requirements for Level 1 and Level 2):• Have a closed-loop reuse and/or recycle process for wastewater
Waste

Level 1:
• Identify hazardous and non-hazardous waste streams and identify where the facility generates
on-site waste, the type and quantity of waste• Identify how waste is managed and disposed of• Segregate all waste streams and store hazardous and non-hazardous waste separately, in wellmarked and designated waste storage areas• Avoid open burning and dumping on-site• Train all employees involved with hazardous waste handling

30

Level 2 (must meet all requirements included in Level 1):• Set a baseline for solid waste and waste disposal methods• Set formal targets to reduce waste quantity and improve waste disposal methods• Establish an implementation plan to reduce waste quantity and improve waste disposal methods• Reduce waste quantity or improve waste disposal methods compared to an established baseline
Level 3 (must meet all requirements for Level 1 and Level 2):• Validate final disposal and treatment of all hazardous waste• Divert at least 90% of all discarded materials from landfills, incinerators and the environment• Upcycle some waste and/or insert it into a circular economy system

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FY2021 CORPORATE RESPONSIBILITY REPORT27

ENGAGING OUR SUPPLIERS, CONTINUEDSECTION OF HIGG FEM
Chemicals

AVERAGE SECTION SCORES FOR VERIFIEDTAPESTRY SUPPLIER FACILITIESRATING LEVELS AND CRITERIA FOR LEVEL SCORING
Level 1:
• Keep a full chemical inventory list including the supplier’s name• Have safety data sheets (SDS) available to all employees• Train all employees in case of hazards/risk and train employees in Manufacturing Restricted
Substance List (MRSL) and Restricted Substances List (RSL)• Establish proper emergency plans in case of hazards/risk• Provide appropriate and operable safety equipment to employees• Have visible and proper hazard signage• Requirements on chemicals purchased in compliance with RSLs
• Establish an environmental and occupational health and safety program• Provide well-marked, designated chemical storage areas• Document processes to identify, monitor and verify compliance with all RSL/MRSLs• Visibility into traceability of chemicals from manufacturing process into inventory

22

Level 2 (must meet all requirements included in Level 1):• Establish an implementation plan to improve chemical management• Establish an implementation plan to reduce use of hazardous chemicals beyond regulations or
MRSL/RSLs• Source from approved/preferred chemical positive lists beyond regulations or MRSL/RSLs
Level 3 (must meet all requirements for Level 1 and Level 2):• Collaborate with brands and/or chemical suppliers for chemical alternatives• Contribute to chemical analysis against human and environmental hazards• Contribute to a Life Cycle Assessment (LCA) for chemical alternatives• Ability to trade chemicals from product lot number to chemical lot number• Set a documented Quality Assurance (QA) program including performance of chemicals• Ensure contractors and/or subcontractors source from approved/preferred chemical lists

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FY2021 CORPORATE RESPONSIBILITY REPORT28

ENGAGING OUR SUPPLIERS, CONTINUEDSECTION OF HIGG FEM
Air Emissions

AVERAGE SECTION SCORES FOR VERIFIEDTAPESTRY SUPPLIER FACILITIESRATING LEVELS AND CRITERIA FOR LEVEL SCORING
Level 1:
• Identify an inventory of all sources of on-site emissions• Ability to track and measure all sources of production air emissions and have an abatement planin place• If refrigerants are in use and if there are any leaks, have an established action plan to improve• Install operating control devices for all operating emission sources and production processsources and ensure they are being managed and that there is an abatement plan in place

28

Level 2 (must meet all requirements included in Level 1):• Go beyond permit requirements for nitrous oxide and sulphur oxide
Level 3 (must meet all requirements for Level 1 and Level 2):• Establish a strategic plan to upgrade equipment and to reduce and/or eliminate air emissions andimprove indoor air quality
Environmental
Management System (EMS)

Level 1:
• Identify EMS responsible staff• Establish EMS strategy that guides long-term decision making• Ability to identify significant environmental impacts of the facility• Establish a program or system to review and monitor environmental permit statuses and renew
dates• Monitor local laws, regulations and standards• Establish a process and schedule to maintain all equipment

54

Level 2 (must meet all requirements included in Level 1):• Review of the environmental management strategy by top management at least annually• Staff includes competent technicians, training and engagement of EMS to all workers
Level 3 (must meet all requirements for Level 1 and Level 2):• Promote awareness of environmental strategies to all employees• Engage and monitor subcontractors on EMS using the Higg Index• Engage with local organizations and stakeholders in environmental improvement• Engage and monitor upstream suppliers on EMS using the Higg Index

Our Leather Working Group (LWG) suppliers must already meet a certain set of environmental and social requirements. They individually provide us with their responses
regarding waste, water, energy, wastewater and chemical management. Accordingly, for those suppliers, we did not ask them to submit data to the Higg FEM. As indicatedthroughout the report, we have aggregated the data we received from LWG-audited tanneries with the data we received from our suppliers through the Higg FEM to present
a comprehensive overview of the environmental impacts of our supply chain.

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29

CLIMATE CHANGE
As one of the world’s greatest challenges andglobal disrupters, climate change impacts us
all. It exacerbates natural disasters, threatens
supply chains and disproportionately harms
marginalized communities, contributing to socioeconomic inequalities. Tapestry and our brands are
responding to the urgent call for collective action
and doing our part to mitigate climate-related risks
to our business, our people and the communities
where we live and work.

By doing so, we have committed to set sciencebased emissions reduction targets across all partsof our business by the end of 2022, in line with SBTi
criteria and 1.5°C emissions scenarios. We havealso committed to establishing a long-term sciencebased target to reach net-zero value chain GHG
emissions by no later than 2050.
Read more about our management of climaterelated risks and opportunities in our Task Force on
Climate-related Financial Disclosures.

participation of our business, our brands and our
supply chain partners. In FY2022, we aim to hosttrainings for our suppliers on establishing GHG
emissions reduction goals in line with SBTi for theiroperations.

Greenhouse Gas Emissions5 (MT CO2e)
Scope 1

Scope 2

Scope 3

Total: 147,335
89,391

GREENHOUSE GAS (GHG) EMISSIONS

We are aligning our businessstrategies with the international
consensus – outlined in the Paris
Agreement – that we must limit
global warming to below 1.5°C,
compared to pre-industrial levels.
In early FY2022, we signed onto
the Science Based Targets initiative(SBTi) Business Ambition for 1.5°C.
5We aim to reduce our GHG emissions as part ofour efforts to address climate change. In 2019,
Tapestry set goals to reduce our Scope 1 and2 emissions 20% below 2017 levels and reduce
Scope 3 emissions from freight shipping 20%
below 2017 levels, both by 2025. As of FY2021, we
have reduced Scope 1 and 2 emissions by 6% andScope 3 emissions from upstream freight shippingby 28%. We are currently working on setting
increased targets for Scope 3 emissions and are
expanding our Scope 3 emissions inventory to likely
include upstream and downstream transportation,business travel, emissions from purchased goods
and services, and other relevant categories as
outlined by the GHG protocol.
Tapestry’s emissions across Scope 2 and 3
increased from FY2020 to FY2021 as our businessactivities started to return to normal following theinitial impacts of COVID-19. As we work towards
achieving our GHG emissions reduction goals anda net-zero value chain, we know it will take the full

Total: 127,737
68,370Total: 74,229
47,15258,41457,00825,901

936

1,176

953

FY2019FY2020

FY2021

Scope 1 emissions are based on data available in North America and Scope 3 emissions include emissions only from freight shipping

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CLIMATE CHANGE, CONTINUEDENERGY AND RENEWABLES

Renewable Energy in Our Supply Chain

Tapestry is committed to procuring 100% renewable electricity in our stores, offices and fulfillment centers by
2025. We work with a third-party energy procurement team to source renewable energy in our retail stores inderegulated electricity markets using green-e certified renewable energy credits (RECs). In FY2021, our RECs
covered 21% of our electricity consumption across our operations in North America, which is equivalent to 9%
renewable electricity globally. Our total REC purchases from 2017 to 2021 were 20,522 MWH.

We seek to promote renewable energy
consumption across our supply chain. 78% of our
suppliers who completed the Higg FEM energy
module and had their data verified by a third-party
agency achieved a Level 1 rating in the Energy and
GHG module, and 22% achieved a Level 2 rating.8
The data provided through the Higg FEM, combinedwith data we received from tanneries audited by the
LWG, allowed us to analyze our supply chain energy
consumption data broken down by source andusage and provided us with a baseline to measure
our supply chain improvements year-over-year.
In early FY2022, we began engaging with our
suppliers one-on-one to help set energy reduction
targets and increase adoption of renewable energy.
As we work to set a science-based target, we plan
to include additional Scope 3 categories in our GHG
footprint and plan to report on that information in
future reports.

In addition to purchasing renewable energy, we are working to improve energy efficiency and reduce overall
electricity usage wherever possible. Our global headquarters at Hudson Yards is LEED Platinum certified andour kate spade new york office and Jacksonville distribution center both earned LEED Silver certifications.

Total REC Purchase (MWH)2,218

FY20193,944

FY202012,528FY2021ENERGY CONSUMPTION
Non-renewable electricity

GLOBAL 6
136,227 MWH

Read more about Higg FEM and our work to help
suppliers improve environmental performance inthe Engaging Our Suppliers section of this report.

NORTH AMERICA

Renewable vs. Non-renewable Energy Usage in
Our Supply Chain (GJ)961,180 MWH

Renewable electricity consumption

12,528 MWH

12,628 MWH

Non-renewable fuel consumption7

N/A

180,025 therms

7%

RENEWABLENON-RENEWABLE
93%

6

Estimated based on global square footage

7

Data only available in North America

8

As of November 2021

9

Represents data collected from Higg FEM and LWG-audited tanneries

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BIODIVERSITY
Preserving and restoring biodiversity helps
to combat climate change and protect vital
ecosystems. We’re committed to minimizing our
impact on biodiversity by continually monitoring
and reducing natural resource depletion while
supporting restoration initiatives in the ecosystems
in which we operate.

Regenerative agricultural practices can aid theprotection and restoration of biodiversity. We
started an effort to source regeneratively grazed
hides and are working with suppliers and partners

Tapestry is a signatory of The Fashion Pact, acoalition of fashion and textile companies working
to address global warming, restore biodiversity
and protect the oceans. Through this partnership,
we are working to achieve umbrella actions forbiodiversity, including supporting zero deforestationand sustainable forest management by 2025. We
developed an initial biodiversity strategy alignedwith recommendations from the Science-Based
Targets for Nature and the Accountability Framework.
Our goal is to achieve 95% traceability and mappingof our raw materials by 2025, and we are working
to identify all low-, medium- and high-risk impacts
to biodiversity across our supply chain. We are also
working to source more environmentally preferredmaterials, which will reduce our impact on thenatural systems we source from.

Measure & Map

Conserve & Restore

Our People

Our Planet

Tapestry
Biodiversity
Strategy:

Avoid & Reduce

Minimize our impact on natural
resources by promoting biodiversity
initiatives in the ecosystems inwhich we operate

In early FY2022, we became a member of the
Textile Exchange, which brings together brands,
suppliers and companies to create a moresustainable and responsible textile industry. We
also completed the Textile Exchange’s Biodiversity
Benchmark for the first time in FY2021, giving us
a baseline to track our year-over-year progressin biodiversity. We aim to report further on our
biodiversity strategies and progress in our FY2022
Corporate Responsibility Report.

Our Reportto support soil health and responsible land
management practices and aid in the developmentof regenerative agricultural supply chains.

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FY2021 CORPORATE RESPONSIBILITY REPORT32

WATER
Access to clean, safe water is a fundamental humanright. The apparel industry uses a significant
amount of water at each stage of the production
process, and we are making efforts to protect
water resources in our sourcing countries while
reducing water use across our business. Our goal
is to reduce water usage by 10% across our supply
chain and direct operations by 2025.
In FY2021, we exceeded a 10% reduction at ourowned North America operations, achieving a 15.2%

reduction from our 2018 baseline. We are now
working towards reducing water by 10% acrossour supply chain by 2025 from a 2020 baseline andwe’ve begun working with our suppliers to help set
water reduction targets.
We continue to track water usage at our corporate
locations – including our offices and distribution
centers – and acquire data for most of our U.S.
store locations. At our corporate locations, we
utilize low flow filters and implement irrigation

measures to reduce water use and regulate water
usage over time.
Annually, we use the WRI Aqueduct Tool to conduct
a water risk assessment of our stores and direct
operations within North America to determine if any
are located within areas that may be considered“water stressed.” We are looking to expand thisassessment beyond our North America stores anddirect operations.

Water Usage (Gallons) by Type10

Corporate:
8,916,008

Corporate:
9,237,313

Corporate:
6,952,257

FY2019FY2020

FY2021

10,706,873

10,230,381

9,515,042

Retail:1,469,560

Retail:1,314,373

Retail:2,562,785

Percentage Change in Water Usage from 2018 Baseline

FY2019FY2020

FY2021

4.6%
8.8%
15.2%
10

Our corporate locations include our distribution centers, facilities and offices within the U.S., and retail locations. Covers municipal water consumed by stores across all three brands where utility data is available.

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WATER, CONTINUED
Water in Our Supply Chain

Wastewater and Effluents in Our Supply Chain

67% percent of our suppliers who completed theHigg FEM water module and had their data verified
by a third-party agency achieved a Level 1 rating,
11% achieved a Level 2 rating and 22% achieveda Level 3 rating.11 Through the Higg FEM, we now
have access to water data in our supply chain andcan track and measure progress towards our 2025
goal. Based on Tapestry’s allocated volume atthese verified facilities combined with our tanneries
audited by the LWG, the suppliers disclosed using
2,508,706 m3, of which 17% comes from recycledwater sources.

All Tapestry suppliers are required to adhere to allapplicable laws and regulations of the regions inwhich they operate, including local laws regarding
wastewater discharge permits. If a supplier does
not operate in accordance with these regulations,
we expect them to promptly develop and implement
measures to correct issues of non-compliance.
We work closely with our suppliers through theremediation process, including root cause analysis,
goal setting, corrective action planning and followup.

41% of our suppliers who completed the Higg FEM
wastewater module and had their data verified bya third-party agency achieved a Level 1 rating,
14% achieved a Level 2, and 2% achieved a Level
3 rating.12 In FY2022, we aim to support our
suppliers in setting sustainability goals to increase
responsible wastewater management within theiroperations.

Read more about Higg FEM and our work to help suppliers improve environmental performance in the Engaging Our Suppliers section of this report.

11

As of November 2021

12

As of November 2021

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MATERIAL TRACEABILITY AND RESPONSIBLE SOURCING
We seek to develop quality products that contain responsibly sourced materials, factoring in social andenvironmental considerations. Tracing and disclosing where and how our raw materials are produced is a focus
for our company.
In FY2019 Tapestry launched a commitment to achieve 95% traceability and mapping of our raw materials toensure a transparent and responsible supply chain by 2025. Since then, we have engaged with a variety ofNGOs and third-party solutions to map our suppliers’ core raw materials back to their origin. Working with the
National Wildlife Federation, we focused on mapping materials of high risk of deforestation across our supply
chain. We are also working with the LWG Traceability Working Group to support the development of a system
to substantiate claims of deforestation-free leather supply chains. This work follows on our long-standing
expectation and supplier requirement to not use leather sourced from deforested land.
2021 MATERIAL CONSUMPTION BY TYPE13
MATERIAL TYPECONSUMPTION

MATERIALS MANAGEMENT
We endeavor to increase our use of environmentally
preferred materials – such as recycled polyesterand organic cotton. In FY2021, we developed
Environmentally Preferred Materials Guidelines, aninternal resource to provide guidance to Tapestry
employees on how to adopt more environmentally
preferred materials and production processes.
The Guidelines also outline requirements anddocumentation needed to make raw material orenvironmental benefit marketing claims about amaterial or product.

UNIT

Leather

85,300,000

Square Feet

Fabric-Shell

4,087,000

MetersFabric-Lining

6,824,000

MetersFabric-Webbing

4,500,513

MetersHardware294,500,000

PiecesZipper

60,431,000

Pieces

A digital measuring machine at one of Tapestry’s tanneries measuring products before shipment to a finished goods provider
13

Consumption data is based on the raw materials that supported our sales in FY2021, and as a result have decreased from FY2020 due to the COVID-19 pandemic

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MATERIAL TRACEABILITY AND RESPONSIBLE SOURCING, CONTINUED
Leather
We are a member of the Leather Working Group(LWG), a nonprofit membership organization
responsible for the world’s premier leather
manufacturing certification. The LWG assesses
environmental compliance and performancecapabilities of leather manufacturers and promotes
sustainable and responsible environmental andsocial business practices within the leather
industry. Our Senior Director of Materials Planningsits on the Technical Subgroup (TSG) of the
LWG, helping with development and continuous
improvement of the LWG Audit Standards. The TSG
is also responsible for incorporating emerging
sustainability and environmental best practices inthe LWG protocol to keep it current.

Since the launch of Upwoven™ leather, Coach has
repurposed 3,228 lbs. of scrap leather which isequivalent to 732 yards of woven leather.

LWG Rating

We have a goal to source 90% of our leather fromGold- or Silver-rated LWG tanneries by 2025. In
FY2021, 60.3% of the leather we sourced wasfrom Gold- or Silver-rated tanneries. This number
decreased from the previous year due to audit
scheduling constraints as a result of COVID-19.
However, we believe we are still on track towards
increasing the percentage of Gold- and Silver-rated
tanneries by 2025.
In FY2021, we also began using leathers that are retanned and finished using bio-based chemicals. This
reduces the amount of non-renewable, petroleumbased chemicals used in product development. In
FY2021, Coach launched products using Upwoven™
leather, which is made from salvaged leather
scraps that are used to create a new woven leather.

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Bronze

3.7%

No Audit
Gold

15%

17.4%

Pass

Silver21%

42.9%

WE HAVE A GOAL TO SOURCE90%

OF OUR LEATHER FROM
GOLD- OR SILVER-RATED LWG
TANNERIES BY 2025

Coach Upwoven™ products made from salvaged leather scraps

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MATERIAL TRACEABILITY AND RESPONSIBLE SOURCING, CONTINUED
Textiles & Hardware
In FY2021, we successfully implemented the Higg
FEM at many of our Tier 1 and Tier 2 suppliers,
making up 85% of Tapestry’s purchased volume
for handbags and footwear. We developed 100%
recycled polyester linings, switched zipper coil torecycled materials, and are continuing to work on
finding closed-loop circular recycling solutions.
In addition, Coach adopted rPET blend linings in
its products. By reducing our reliance on virginmaterials and transitioning to recycled polyester,
recycled nylon and organic cotton, we were able
to reduce the total GHG emissions of our materials
sourcing by 2,337.94 MT CO2e in FY2021.

A kate spade new york mini tote from the nylon shop collection, with a shell made from 40% recycled nylon

Recycled and Environmentally Preferred Textiles
Virgin Nylon
7%
6%
Conventional Cotton:
2%
3%
PVC/PU:
18% 14%

Recycled Hardware

Others:5% 12%

14%

Recycled Poly:
3%
7%

HARDWARE

Organic Cotton:
0%
1%

ZIPPER SLIDERZIPPER RECYCLED
POLY

Virgin Poly:
66% 57%

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80%

FY2021

FY2020

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6%

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FY2021 CORPORATE RESPONSIBILITY REPORT37

MATERIAL TRACEABILITY AND RESPONSIBLE SOURCING, CONTINUEDPRODUCT SAFETY AND CHEMICALMANAGEMENT
Operating our business in an environmentally
sustainable and safe manner is importantto protecting our consumers, workers, theenvironment and our brands. The Tapestry
Product Safety Compliance Manual guides
our commitments. Each supplier is required tounderstand, agree to, comply with, and declare thatthe raw materials, component parts, chemicals, andsundries used and supplied or otherwise delivered
to Tapestry comply with the prohibitions, limitations
and other provisions described in the Manual.
The Tapestry Product Safety Program works to
confirm that all vendors who supply materials
or finished goods to our company comply withregulatory local and international laws, as wellas our Restricted Substances List (RSL). This isreinforced through three key activities:
1.

2.

3.

14

Our Global Product Compliance, Material
Management, and Sourcing and Operations teams
are responsible for ensuring our vendors comply
with the program. If a supplier is non-compliant
with our RSL at any stage, we communicate withthe responsible party for corrective actions. Failed
materials are not shipped or included in any of
Tapestry’s products.

programs, including in-line audits and finishedgoods inspection. In addition, our manufacturers
and suppliers must demonstrate access to an
approved testing laboratory.

Of our suppliers who completed the Higg FEM
chemicals module and had their data verified by athird-party agency, 9% achieved a Level 1 rating
and 8% achieved a Level 2 rating.14 In FY2022,
we aim to work with these suppliers to increase
responsible chemical management within theiroperations.
Read more about Higg FEM and our work to help
suppliers improve environmental performance inthe Engaging Our Suppliers section of this report.
Product Performance

Certificate of Compliance: We require all
vendors who supply materials or finishedgoods to our company to annually renew
their Certificate of Compliance, which certifies
that all materials, products, components andpackaging materials comply with applicablelaws and our RSL.
X-Ray Fluorescence (XRF): We scan allmaterials for restricted substances at theTapestry Lab or a lab approved by Tapestry.
Quarterly Material Safety Audit Testing (MSAT):
We conduct quarterly testing to confirm
all materials used in our products are RSL
approved. Our RSL testing is conducted by athird-party lab at the material stage.

We believe that any Tapestry product should meetboth our customers’ expectations and our own highstandards of craftmanship, regardless of where, orby whom, it is produced. We align our products with
our Performance Standards for Raw Material andFinished Products, which aim to ensure products
can withstand harsh environmental conditions andavoid adverse reactions during the manufacturing
process.
Our Quality Assurance program requires that,at a minimum, any manufacturer or supplier ofmaterials to be used in our products must be able
to demonstrate that it employs a comprehensive
internal quality assurance program and supporting

A customer’s pre-loved product, in the beginning stages of repair at the Coach (Re)Loved & Repair
Workshop

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WASTE AND RECYCLING
To help protect the environment, we are addressing
and reducing waste from our direct operations andour supply chain. We are innovating and re-thinking
historical fashion industry norms by reusing,recycling and repurposing, which ultimately resultin less waste to landfill. These efforts extend
the life of our products and contribute to a moresustainable circular economy.

OPERATIONAL WASTEIn FY2021, our total municipal waste consumption
across our distribution centers and offices was
4,079 tons. We recycled or diverted 86% of wastefrom landfills. To continue to make progress, we set
a goal to reduce waste from our North American
corporate offices and distribution centers by 25%
by 2025. Our waste increased 3% from 2018 levels;
however, it decreased by 2.8% since the previous
year.
We participate in recycling programs to keepmaterials out of landfills and minimize ourenvironmental impact. Where our teams havea surplus of sample materials, such as fabrics
or leathers, we aim to donate these materials toorganizations that donate or recycle them. For
example, in FY2021, we donated 3,489 lbs. of
textiles to FabScrap.

Coach Tote 42 made from polyester canvas sourced from 100% recycled plastic bottles

Waste in Our Supply Chain

We also seek to reduce waste across our retaillocations. In FY2021, our Global Environments teamrecycled 585 tons of materials from unused store
fixtures.

15

40% of our suppliers who completed the Higg FEM
waste management module and had their data
verified by a third-party agency achieved a Level
1 rating, and 2% achieved a Level 2 rating.15 Basedon Tapestry’s allocated volume at these facilities
combined with our tanneries audited by the LWG,
the suppliers disclosed a total of 13,134 MT with a

65% landfill diversion rate through recycling, reuse,composting or recovery methods.
Read more about Higg FEM and our work to help
suppliers improve environmental performance inthe Engaging Our Suppliers section of this report.

As of November 2021

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WASTE AND RECYCLING, CONTINUED
PACKAGING
We strive to reduce or eliminate materials in our packaging when possible and use recycled content when we
can’t. Our goal is for all packaging to include 75% recycled content by 2025. See the table below for a breakdownof our progress across key packaging categories. We also encourage consumers to recycle and enable them todo so by ensuring that our packaging is recyclable in most municipal facilities.
Percent Recycled Content in Consumer Packaging
Coachkate spade

Stuart Weitzman

Retail Shopping Bags

85%

40%

40-75%16

Retail Boxes

75%

60%

75%

Outlet Shopping Bags

90%

80%

40-75%

Outlet Boxes

75%

75%

75%

17

In FY2021, we formed a Packaging Task Forcewhich includes cross-functional business leadersfrom our Procurement Teams. The Task Forceis focused on innovating our packaging throughsustainable design. Our brands are working
towards improving the environmental criteria of
their packaging through the following examples:
Coach:• Reducing paper use by transitioning multiplepage, product care booklets to a QR code18• Moving towards at least 75% recycled content inall customer-facing and in-store collateral19
kate spade new york:• Launching 100% recycled content dust bags
made from recycled plastic bottles20
Stuart Weitzman:• In the U.S. and EU, exhausting existing
packaging inventories before fully transitioning
to packaging made up of at least 75% recycledcontent

16

Packaging within the U.S. and EU is at least 40% recycled content. Packaging within China is at least 75% recycled content

17

Packaging within the U.S. and EU is at least 40% recycled content. Packaging within China is at least 75% recycled content

18This initiative will launch in stores in FY2022

19

By the end of FY2022

20

This initiative will launch in FY2022

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40

WASTE AND RECYCLING, CONTINUEDCIRCULARITY: SUSTAINABLE PRODUCTDESIGN, LIFE CYCLE ASSESSMENT, REUSE
AND REPAIR
We imagine a future where all products can bereused, repurposed or recycled, and cause minimal
negative environmental impact. To achieve thisambition, we are rethinking product life cycle, reuse
and repair, and through innovative design, we areworking towards a sustainable, circular economy.
In April 2021, Coach launched (Re)Loved, a programthat gives bags a second life by allowing customers
the opportunity to trade pre-owned Coach bags forstore credit. These bags are then reimagined aspart of the Coach (Re)Loved collection. Coach (Re)
Loved consists of Coach’s Upcrafted collection, oneof-a-kind products reimagined by Coach designers
and craftspeople, and Coach Restored bags,

which are carefully brought back to their original
condition. When a bag is beyond repair, the CoachRemade collection deconstructs those pre-owned
bags to repurpose them as small, playful objects.
Coach (Re)Loved is paving the way for new circularmodels and is reimagining the idea of a bag’s endof life.
In FY2021, we continued to offer free leather care to
our customers, and our Repair Workshops helped
customers maintain and repair their own bags. Our
Coach (Re)Loved & Repair Workshop in New Jersey
repaired more than 9,058 bags. Though significantly
down due to COVID-19, this makes up 76% of
products returned to Coach in the U.S. Additionally,
our Global Customer Experience Team tracked andmanaged over 61,000 repairs by local Coach oroutsourced repair specialists across Europe, Asia,
and Australia and New Zealand. Over the last three

years, our teams have managed approximately
266,000 repairs for our customers.
Tapestry’s ESG & Sustainability Team partneredwith graduate students as part of a course atColumbia University’s M.S. Sustainability Management
program to evaluate the life cycle impacts of asingle Coach product, the Swinger bag, acrossdifferent lifetime uses. It was found that reimagining
the Coach Swinger bag under Coach Upcrafted can
reduce annualized emissions by 76% compared to atypical Coach bag life cycle. We also gained insight
into our product’s environmental impact along the
supply chain stages and are using these findings totarget areas for improvement. We worked with athird-party organization to externally verify this life
cycle assessment and confirm its accuracy. Moving
forward, we hope to scale this work with future
product life cycle assessments.

Gently used, pre-loved bags, reimagined by Coach craftspeople as one-of-a-kind circular Coach products

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41

Our Communities
AS A PURPOSE-LED ORGANIZATION, WE LIVE OUR VALUES BY SUPPORTING THE
COMMUNITIES WHERE WE LIVE, WORK AND MAKE OUR PRODUCTS.
This ongoing commitment to giving back is supported by our employees’ passion for volunteerism and ourstrong relationships with community partners across the globe. We unlock our greatest potential for collective
impact by uniting the resources of the Tapestry house of brands and their Foundations.

HIGHLIGHTS:

I.

Across our brands and Foundations, contributed $7.9 million in financial donations
to nonprofits around the world

II. Launched the $50 million Tapestry Foundation to advance access and equity
initiatives and to combat climate changeIII. Employees volunteered more than 32,000 hours, supporting our goal of completing
100,000 volunteer hours by 2025
2025 OUR COMMUNITIES GOALS• 100,000 volunteer service hours completed by our employees around the world• $75 million in financial and product donations to nonprofit organizations globally• 100,000 people working in the factories crafting our products will have access to empowerment programs
during the workday

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALSOur Communities work supported:

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GUIDED BY OUR VALUES: DRIVING COLLECTIVE IMPACT
We believe that when we stand together as a house of brands we can reach further and give more. AcrossTapestry, we are supporting our global communities by improving access to education, tackling inequity andempowering women and girls. This collective work aligns to the SDGs and heeds the United Nations’ urgent callfor global action.

In order to effect real and“ lastingchange, The Tapestry
Foundation will address someof the complex challenges ourglobal communities are facing,notably equity, inclusion andthe climate crisis.

In July 2021, we launched the Tapestry Foundation, to aid social and environmental programs focused on equity
and opportunity and to combat climate change. Going forward, the Tapestry Foundation will power the Tapestry
Gives global employee volunteerism program and matching gifts program in North America.

ANNE GATES, BOARD CHAIR, TAPESTRY, INC.
AND DIRECTOR OF THE TAPESTRY FOUNDATION”

Tapestry’s FY2021 Collective Impact
Social and Racial Equity$6 million to programming to reduce inequalities
for women, BIPOC, LGBTQIA+ and marginalized
communities, including:Community Response and Relief

Access to Education and Opportunity$3.6 million towards Coach Foundation’s
Dream It Real program for underrepresented
youth globally
Women’s Empowerment$1.8 million towards kate spade new york’s
women’s empowerment and mental healthprograms$7.9M
IN TOTAL FINANCIAL DONATIONSACROSS OUR BRANDS AND
FOUNDATIONS$200,000 from Stuart Weitzman to create the
Bold Moves Grant with Vital Voices

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Employee Engagement
More than $500,000 in Tapestry Gives volunteering
grants and gift matching to 570 organizations

Community Partners
Direct financial grants to more than 75 global
nonprofits from Tapestry, our brands andFoundations

LGBTQIA+ Causes
More than $300,000 donated across ourbrands and Foundations to support LGBTQIA+
causesOur Report$1.3 million towards COVID-19 response anddisaster relief

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TAPESTRY GIVES: EMPLOYEE VOLUNTEERISM• More Than 32,000 Volunteer Hours• 260 Global Employee Volunteer
Ambassadors• 12 Global Volunteer Committees• 550 Nonprofits Served
In FY2021, we amplified our commitment to service
through the launch of our signature employee
volunteer program, Tapestry Gives. Tapestry
Gives provides our employees with the tools andresources they need to serve in the communities
where they live and work.
We aim to make volunteering simple and accessible
and want our employees to give their time andtalent to causes they are passionate about. The
new Tapestry Gives program includes an internal
platform where all global employees can find,record and join volunteer events in their local
community. This allows us to track our volunteering
efforts and measure their impact on a global scale.
In North America, we also introduced a Volunteer
Match tool, which connects employee interest
areas to more than 65,000 local volunteering
opportunities. After the onset of the COVID-19
pandemic curtailed many of our volunteering
options in 2020, new virtual volunteering, flexible
scheduling and our new Volunteer Match tool
provided employees with the opportunity to giveback in ways that were safe, meaningful andworked best for them.
Building on our previous corporate volunteer
program, we also announced Volunteer Time Off

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Tapestry teams volunteer around the world to serve causes including meal preparation and youth education(VTO), which provides up to one paid volunteer
day per year for all global employees, including
part- and full-time corporate, field and distribution
center employees. This new benefit reinforces ourambition to reach 100,000 volunteer hours by 2025.

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In FY2021, Tapestry employees volunteered over
32,000 hours, bringing our total hours to 42,150,
nearly halfway to the 2025 goal Tapestry set
in 2019.

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TAPESTRY GIVES: EMPLOYEE VOLUNTEERISM, CONTINUEDGLOBAL VOLUNTEER AMBASSADORS
Through our Tapestry Gives program and support
from our global volunteer ambassadors, our teams
showed their commitment to volunteerism in avariety of ways including:with Thai Binh Shoes’ employees, we delivered
school supplies and classroom furniture to
improve the learning environment for more than
400 students.

• Tapestry corporate and store employees from allbrands participated in nine events with SuitUp,a nonprofit that increases career readiness forstudents of all backgrounds through businesscompetitions. Tapestry volunteers mentored
these underserved students over the course of
three sessions for each event and helped themto create innovative solutions to address modern
day corporate challenges. Through this initiative,
we reached over 260 students and achieved
more than 230 volunteer hours.

• In honor of National Mentoring Month, the CoachFoundation launched a volunteering campaign
tied to its signature program, Dream It Real. 100
volunteers mentored 250 students through nine
virtual events across five cities.

• In FY2021 our store teams showed an
exceptional commitment to service, going overand beyond in their local efforts including:- Hosted drives to collect nonperishable
food, canned goods, toiletries and toys for
women, children and families in need
- Protected the environment through beach,parking lot and park clean ups- Collected blankets, towels and pet supplies
for humane societies also volunteering at
shelters to improve the health of homelessanimals- Wrote ‘Thinking of You’ letters and cards for
hospice patients, children in hospitals andseniors experiencing isolation• Employees from our Tapestry Asia Team
traveled to a local school called Vinh Chanh A in
An Giang province, Vietnam where our service
provider, Thai Binh Shoes, is located. Together

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Looking forward, we plan to continue to growour employee volunteering by implementing acompany-wide day of service, expanding skillsbased volunteering options and recognizing
and celebrating our employees’ efforts throughemployee volunteer awards.

“

From the moment I heard about the
Coach Cares Volunteer Ambassador
Program I knew I needed to be
involved. Not only is it a very
rewarding feeling for me knowing I’m
helping my community but to see thestore teams come together to support
our local community is very special. It
helps the community know that we are
more than just a business — we want
to help those most important to us andthat is those around us.
NICOLE ST. PIERRE, COACH CARES AMBASSADOR,ASSISTANT STORE MANAGER”At Tapestry, volunteering is supported by employee Volunteer Ambassadors who areresponsible for leading their teams in our community programs, fostering a culture of service
and driving localized community engagement. Our Volunteer Ambassadors are selected throughan application process, nominated by leadership and serve in addition to their core roles at
Tapestry.
In FY2021, we scaled our volunteering program through two major expansions: establishinga first-ever field Volunteer Ambassador program across all of our brands and expanding our
Volunteer Ambassador Program globally.
Each of the Tapestry brands now has a designated program to help its field employees engage
in their local communities: Coach Cares Ambassadors, kate spade new york: Give in Spades andStuart Weitzman: Shine Brighter.

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FY2021 CORPORATE RESPONSIBILITY REPORT45

SOCIAL AND RACIAL EQUITY
Tapestry, our brands and Foundations continue
working together with our partners to help
communities around the world achieve a more
equitable society by advancing opportunity anddignity for all. Since 2020, we’ve provided morethan $1 million in contributions to organizations thatchampion racial and social justice. In FY2021, we
donated:• $150,000 to the Equal Justice Initiative to help
fight discrimination in the criminal justicesystem.
• $175,000 to the NAACP Legal Defense Fund tofight for structural changes that achieve racialequality.
• $225,000 to the Thurgood Marshall College Fundto support education equity and scholarships
for students at Historically Black Colleges andUniversities.
• kate spade new york and its Foundation
supported and established partnerships with the
National Council for Mental Wellbeing, Black Girls
Smile and the Lower Eastside Girls Club.
The Company Foundation also contributed to our
support of social and racial equity by donating$100,000 to Asian Americans Advancing Justice(AAJC) as part of their Stop Asian Hate action planand supporting the American Society for Yad Vashemin honor of Holocaust Remembrance Day.

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SOCIAL AND RACIAL EQUITY, CONTINUEDSUPPORTING LGBTQIA+ RIGHTSFY2021 marked our largest ever Pride activation
and a pivotal moment in a year-long program tocelebrate the history and heritage of LGBTQIA+
people and communities. Our brands celebrated
Pride Month with capsule collections, partnerships
with CenterLink Network and The Trevor Project, andmonth-long in-store and virtual events.
• The Coach Foundation donated over $250,000
to advance causes for LGBTQIA+ youth. Support
went to The Point Foundation, the Albert Kennedy
Trust, and for the 9th year in a row, the HetrickMartin Institute. In FY2021, a grant of $100,000
provided seed funding for their educational
programs helping LGBTQIA+ young people.

The Foundation also supported more than 270
LGBTQIA+ Centerlink Centers around the world,
funding a new digital platform providing young
people with essential services such as peer
support and connectivity in their communities.
• kate spade new york continued supporting The
Trevor Project for a second year as its LGBTQ+
partner. The brand gave more than $200,000 to
help fund their crisis intervention services for
LGBTQ+ youth. It also hosted a first-ever thanka-thon in partnership with the organization
where employees wrote letters of gratitude
to more than 500 volunteers that form the
backbone of The Trevor Project’s crisis services.
• Stuart Weitzman launched the limited-edition

To celebrate Pride Month, Stuart Weitzman team members came together in the New York showroom to share what Pride means to them

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PRIDE SNEAKERS as part of its partnership with
the It Gets Better Project, a nonprofit dedicatedto uplifting and empowering LGBTQIA+ youth
around the globe. The brand donated 100% of
net profits from the sale of the sneakers ­­– atotal of $28,011 – to the organization. Stuart
Weitzman team members also shared theirpersonal connection to Pride through a LinkedIn
and Instagram campaign.

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In support of Pride Month and in partnership with The Trevor Project,kate spade new york hosted a thank-a-thon event

FY2021 CORPORATE RESPONSIBILITY REPORT47

COMMUNITY RESPONSE AND RELIEF
COVID-19 PANDEMIC

EMPLOYEE MATCHING GIFTS

Tapestry continued to support our communities
during FY2021 in response to the COVID-19
pandemic. We took strategic actions to protect thehealth and safety of employees and customers andto comply with local regulations. Our brands andFoundations made a number of relief grants andprovided support to communities most severely
impacted by the ongoing pandemic.

To encourage employee involvement and recognize
their contributions to their communities, Tapestry’s
brand Foundations match the personal charitablegiving of eligible employees in North America up
to $10,000 each year, with up to $1,000 double
matched.
Since the program’s inception in 2010, we havedonated $4,481,000 through the matching gift
program, including $448,000 in FY2021.

• Coach contributed to several organizations on
the front lines including $1 million to the World
Food Programme and Feeding America.
• The Coach Foundation donated $75,000 to Direct
Relief, India, as well as $25,000 to Restaurants
Organizing, Advocating, & Rebuilding (ROAR), an
organization creating a path to a sustainable
future for workers in the restaurant industry.
The Coach Foundation’s support of ROAR
was part of the company’s larger $3 million
commitment to support New York resilience inthe face of the pandemic.
• kate spade new york supported women andgirls through the mental health challenges
they disproportionately face as a result of thepandemic.
• The Coach Foundation, through its Dream It
Real program, supported low-income students
with essential virtual education resources tosupport continued education as they navigatedthe pandemic.
• All of our brands donated product to healthcare
facilities and frontline workers, including Stuart
Weitzman’s donation of 1,679 pairs of sneakers
to the staff and medical workers on the front
lines at NYU Langone Health.

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In addition, we double match employee donations
to key focus areas such as social and racial equity
causes. In FY2021 we made double matches
totaling $76,534.

PRODUCT DONATIONS
Our nonprofit partners put our products to gooduse in the communities they serve, bringing joy
to the people who receive them. Giving back tocommunities through product donations works tosupport community organizations while finding thebest end-of-life solutions for our products.
In FY2021, Tapestry brands donated more than$152 million in product (retail value and samples).
This increase reflects our concerted effort toexpand global donation programs to find a second
life for excess inventory. As a result, we havesurpassed our initial goal to donate more than $75
million in financial and product donations by 2025.
Going forward, we will continue to support ourcommunities with product donations as one of ourstrategic priorities.
Coach donated professional outfitting to Year Up students in the Coach Foundation’s Dream It
Real program

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COMMUNITY RESPONSE AND RELIEF, CONTINUEDAs the world adapts to the pandemic and begins torecover, we expect excess inventory to decrease
and future years’ product donation amounts tostabilize. Tapestry brands donated various styles
of apparel, footwear, accessories and home goods
items to organizations that align with each brand’ssocial impact mission.
• Coach donated more than $10 million in productto nonprofits in its Dream It Real network
to provide interview and job-ready clothing,handbags, and footwear to underrepresented
students participating in education and job
readiness programs. Through its partnershipwith the Thurgood Marshall College Fund, Coachestablished six ‘Coach Closets’ at HistoricallyBlack Colleges and Universities to provide freeprofessional clothing at on-campus student
centers. In Canada, the brand also partneredwith Soles4Souls benefitting the Boys and GirlsClub of Toronto that recycles shoes and clothing
and creates job opportunities to help break thecycle of poverty.

donations to creating specific products wherea portion of the proceeds supports nonprofitsaligned to the company’s brand values. The
brand also partnered with Dress for Success,a global nonprofit organization that provides
professional attire for low-income women to
help support them as they navigate the world ofwork. Approximately 4,300 pairs of shoes were
donated across the organization’s 145 offices
located in 23 countries with the goal of inspiring
women with style, comfort and confidence
through their footwear to make bold moves in
the workplace and beyond.

“This donation meant so muchto so many people. During atime of so much uncertainty,
to be able to receive a donationof beautiful things, things
that they may never have beenable to access before, was awonderful gift.
BOYS & GIRLS CLUB OF CANADA”• kate spade new york worked with over 15
partners to donate over 480,000 units ofinventory. Delivering Good coordinated amajority of the donations, directing them toorganizations investing in women and girls.
Strategic donations also included upcycling
damaged handbags to two local New York
City organizations that reused the product for
gardening, art and school projects and donatingproducts to a local women’s shelter.
• Guided by its purpose of inspiring others to
Let Their Strength Shine Through, Stuart
Weitzman made a number of charitable
contributions in FY2021, ranging from product

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Store teams across all of Tapestry’s brands came together to fight food insecurity for children in developing countries

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THE POWER OF OUR BRANDS
Our brands and their Foundations use their uniquecapabilities and creativity to drive positive impact in
the areas most important to them, their customers
and their communities.

COACH AND THE COACH FOUNDATION:PROVIDING ACCESS TO EDUCATION
Since its founding in 2008, the Coach Foundation
has given more than $60 million to nonprofit
partners all over the world. Inspired by the spiritof New York, Coach’s hometown since 1941, theFoundation partners with nonprofits that support
local and global communities. In FY2021, Coach andthe Coach Foundation donated over $6 million tomore than 40 nonprofit organizations around theworld.
Dream It RealFounded in 1941 in New York City, Coach is theresult of an immigrant’s dream made real. Our
Foundation stays true to our brand’s founding andour shared belief that everyone should have thefreedom to dream, live authentically, and thrive.

Dream It Real continued its global expansion in FY2021 through more than
$2 million in international grants. This included $1 million to the China Youth
Development Foundation, providing more than 1,000 scholarships to rural Chinese
students from low-income families to attend university.
In Japan, the Foundation continued its partnership with Katariba by supportingthe “Opportunity” program for high-need students to have access to virtual
programming, mentoring, family counseling and scholarship assistance in thewake of the COVID-19 pandemic.
In the United Kingdom, the Foundation funded a second year of the U.K. Youth X
Dream It Real curriculum, a 3-month development course led by expert youth
workers across the U.K. reaching over 900 students with a focus on Black, Asianand minority studies.

combating the educational gap exacerbated by
COVID-19, which disproportionally affected studentsof color and from low-income communities. By
providing emergency response funding for criticalvirtual education technology, access to mental
health resources and student scholarships to its
trusted nonprofit partners including Bottom Line,The Opportunity Network and Year Up, the CoachFoundation reduced barriers to educational accessand opportunity for BIPOC students.

Dream It Real is the Coach Foundation’s signature
program with a mission to help break cycles ofinequality by empowering the next generation toreach their full potential through higher education.
Dream It Real helps underrepresented young
people around the world pursue their paths andpurpose through grants focused on educational
access and opportunity for all.

through its partnership with the Point Foundationand Hetrick Martin Institute, and partnered with
the Thurgood Marshall College Fund to provide
scholarships to students at Historically Black
Colleges and Universities. 25 students wereselected to receive a scholarship of up to $5,000($2,500 per semester) for the 2021-2022 academic
school year.22

As part of its focus on students fromunderrepresented communities, Dream It Realsupported members of the LGBTQIA+ community

In FY2021, Dream It Real supported over 20,000
young people around the world and focused on
22

DREAM IT REAL AROUND THE GLOBE

Funds covered verifiable costs associated with average tuition and usual fees

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THE POWER OF OUR BRANDS, CONTINUEDKATE SPADE NEW YORK AND THE KATESPADE NEW YORK FOUNDATION:EMPOWERING WOMEN AND GIRLS
As a brand for and by women, kate spade newyork, along with its Foundation, has focused its
social impact mission on empowering womenand girls with a focus on mental health for overa decade. Together, the brand and Foundation
supported more than 20 organizations reaching
more than 12,000 women and girls in FY2021. kate
spade new york has made a commitment to reach
100,000 women and girls by 2025 with access toempowerment and mental health resources, as wellas to decrease mental health stigma and increaseawareness. To reach this commitment, in FY2021,
kate spade new york participated in the Born ThisWay Foundation‘s annual #bekind21 campaign
which practices 21 days of kindness to foster
mental wellness. 8,443 people participated from thebrand’s kindness team, offering a total of 178,000
acts of kindness.

To support women and girls’ empowerment, kate spade new york created a mural at the Lower East Side Girls ClubOur Report

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THE POWER OF OUR BRANDS, CONTINUED
on purpose
Now in its eighth year, on purpose is the kate spade new york brand’s social enterprise initiative that works
to empower women and invest in their families and communities through its supply chain. kate spade newyork partners with a women-owned, certified B Corp handbag manufacturer, Abahizi Rwanda, to create the on
purpose collection. Based in Masoro, Rwanda, Abahizi Rwanda works to empower employees through full-time
employment and life skills programming including counseling, health education, financial literacy and healthcare
for themselves and their families. In FY2021, Abahizi Rwanda employed 230 women (90% of its workforce) andproduced 20,000 handbags.
The kate spade new york Foundation provides grants to women and girls’ empowerment organizations suchas The Grace Institute, Per Scholas and Rising Tide Capital to provide women with technical training and mental
health and resiliency tools and resources.

Partnering with the Lower East Side Girls ClubSTUART WEITZMAN: SUPPORTINGWOMEN LEADERSIn FY2021, the kate spade newyork Foundation gave a grant to
the Lower East Side Girls Club’s
Lower East Side Girls Club Center for
Wellness and Happiness. This center
provides wellness services to the
local community and the families of
the girls they serve. In March 2021,
the kate spade new york brandcelebrated International Women’sDay by partnering to create a “SheIs” mural featuring the girls’ words.
This mural was painted at the school,
shared across our social media
channels and also shared throughout
New York City.
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In FY2021, Stuart Weitzman built upon its signature
partnership with Vital Voices by creating theBold Moves Grant. Stuart Weitzman’s $200,000
donation will fund grants to help women leadersachieve their bold ideas to drive change in theircommunities.
Stuart Weitzman’s social impact goals are guided
by the Shine Brighter Charter, a group of Stuart
Weitzman employee ambassadors who collaborate
with Tapestry volunteers to drive social impact,
employee engagement and brand activations.
The Charter’s purpose is to support the brand’scommunity priorities including:• Building social impact partnerships andprograms that bring Stuart Weitzman’s purpose
and values to life and help the world shine
brighter

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A worker at kate spade new york’s partner facility Abahizi Rwanda, creating a
product for the brand’s on purpose collection• Providing meaningful opportunities for
employees to engage and connect with eachother outside of daily work, while giving back to
local communities• Meaningfully connecting with consumers andinspiring them to make a difference
In FY2021, Stuart Weitzman launched several
limited-edition designs in support of its
philanthropic partnerships. These include the 5050
VOTE boot, which was created to raise awarenessabout voting during a pivotal point in history. It was
launched in support of the brand’s partnership with
I am a voter.®, a nonpartisan, nonprofit organization
dedicated to increasing voter participation andcivic engagement. Stuart Weitzman donated 100%of net profits from the sale of the limited-editionstyle, totaling $46,637 to support the organization’s
mission.

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PROTECTING THE WORKERS IN OUR SUPPLY CHAIN
We recognize our responsibility to respect anduphold human rights throughout our entire value
chain. This includes the rights of Tapestry’s own
employees as well as those of the workers whomake our products. We develop and continue
to nurture strong relationships with our supply
chain partners through clearly defined standards
and expectations, open communication and zerotolerance for human rights violations.

HUMAN RIGHTS AND SUPPLY CHAINLABOR PRACTICES
We hold our suppliers to our own high standards
and require them to sign and comply with
our Supplier Code of Conduct. Our SCOC prohibits theuse of child or forced labor, and we maintain policies
on slavery and human trafficking in compliance with
the California Transparency in Supply Chains Act (SB657) and the UK Modern Slavery Act of 2015.
When onboarding direct suppliers that wecontract to make our branded products, werequest a credible social compliance audit
report that was conducted within six months ofthe date of submission. Suppliers that fail to meet
our standards are not approved until an acceptable
audit report is provided.

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Tapestry’s Social Compliance Program implements
the requirements for health and safety, labor, andenvironmental practices in our global supply chain
factories. This program maintains its effectivenessthrough regular program review.

Audits by Country

FY2019FY202023

160

FY202124 25

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117

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FY2020
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Tier 1 finished goods suppliers and a portion of
our Tier 2 raw material suppliers undergo semiannounced, annual audits by independent
third-party audit firms. When a factory is foundin violation, we work with them to support
remediation and develop a corrective action plan
based on the audit findings and reserve the rightto develop exit plans or terminate our relationship

In FY2021, we conducted approximately
150 audits; 60% of the audits were of our Tier 1
suppliers and 40% were facilities beyond Tier
1. Of these audits, approximately 85% were semiannounced, 10% were announced and 5% had priorregistration. Over 2,200 workers were interviewed
throughout this year’s audit process, and 9% of theaudits performed included an interview of a tradeunion representative. In addition to the audits weordered or conducted, our teams reviewed audits
through verified Higg Facility Social & Labor Module
responses and other parties to ensure they meet
our standards.

with suppliers based on compliance issues. We
also provide our suppliers with onboarding andbiennial topic-specific training. In addition, Tapestry
holds a quarterly meeting to report on suppliersocial compliance with our Chief Operations Officer.
Tapestry is a partner of ILO Better Work, whichtakes an advisory approach to monitoring andprotecting worker rights and wellbeing, helping
companies and governments uphold the ILO’s corelabor standards and national labor laws.

FY2020 and FY2021 decrease was due to COVID-19 limitations

24

FY2020 and FY2021 decrease was due to COVID-19 limitations

25

These numbers do not include reviews of information reported and verified through the FSLM

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PROTECTING THE WORKERS IN OUR SUPPLY CHAIN, CONTINUED
To track, manage and reduce social and labor
impacts across our supply chain, we joined
the Sustainable Apparel Coalition (SAC) in
FY2020 and requested that 65 of our
suppliers complete the SAC’s Higg Facility Social& Labor Module (FSLM). Suppliers were asked toreport to eight sections related to social and labor
impacts, including Recruitment & Hiring, Working
Hours, Wages & Benefits, Employee Treatment,
Employee Involvement, Health & Safety, Termination& Retrenchment and overall Management. 59%26 of
the suppliers we requested to complete the Higg
FSLM had their responses verified, which allows us
further insight into the social and labor practices
within our partner factories.

WORKER EMPOWERMENT IN OUR SUPPLY
CHAIN
Tapestry’s 2025 Our Social Fabric goals included
a commitment to provide 50,000 people working
in the factories crafting our products accessto empowerment programs by 2025. In July
2021, Tapestry doubled this goal to reach 100,000
people working in the factories that craft our
products.
To help us reach this goal, we partnered with
BSR’s HERproject, a collaborative initiativethat looks to empower low-income women inglobal supply chains through workplace-based
programs. Herproject brings together global
brands, factories and local NGOs to support

programs on health, financial inclusion andgender equality. The initiative uses a datadriven approach to help understand and analyze
the impact of its programs, including throughbaseline and end-line assessment surveys. Its
forward-looking model uses a “peer-to-peer
methodology” and by doing so, creates a platform
for longevity.
We initially launched this partnership in May 2021
at two of our supplier facilities in Vietnam, reaching
12,500 workers. COVID-19 caused unexpected
delays in rolling out in-person activities at more
facilities, but we are on target to reach a total of
30,000 workers during FY2022.

Trained quality inspectors measuring leather thickness, one of the many quality checks on leather, before shipping to one of Tapestry’s handbag factories
26

As of November 2021

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Governance

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ESG OVERSIGHT
Tapestry’s Board of Directors has ultimate
oversight over our ESG and sustainability strategy
and initiatives. The full Board receives updates
annually and approves long-term sustainability
goals, strategy and key initiatives. The Governanceand Nominations Committee of the Board receives
quarterly updates on these matters. In addition,
the Audit Committee of the Board periodicallyreviews risk management regarding these mattersto confirm it is consistent with the Company’s
corporate strategy. The Board considers whether
our risk programs adequately identify material
risks we face with respect to these matters in atimely fashion, implement appropriate responsive
risk management strategies, and adequatelytransmit necessary information with respect tomaterial risks within the organization. The Board
views effective risk management of ESG and othermatters as a key priority and approaches this work
as an integrated part of our strategic planning
process.
Tapestry’s Chief Executive Officer, General Counsel
and Chief Operations Officer oversee our corporate
responsibility strategy. Tapestry’s ESG and
Sustainability Team members have annual goals
tied to the sustainability-related performance ofour company, and beginning in FY2022, 10% of
leadership’s annual incentive compensation will betied to equity, inclusion and diversity goals (EI&D), a
critical component of our ESG ambitions.
Our ESG Task Force, comprised of senior leadersand cross-functional members from major business
functions at Tapestry, meets monthly to set anddrive company-wide ESG strategy. Our SeniorDirector of ESG and Sustainability has direct day-Our Report

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Board of Directors
Governance and Nominations
Tapestry Executive Committee
ESG Steering Committee
ESG Task ForceOur People

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Employee
Resource Groups

Own Operations

Our Communities
Giving Platforms

Supply Chain

Equity, Inclusion,
Diversity

Volunteering

Product & Materials
Cultural Moments Action Committee

to-day responsibility for managing our program,including leadership of the ESG Task Force.
Additionally, in support of Our Social Fabric, we
created several additional working groups including
a Cultural Moments Action Committee, an Inclusion
Council, and several Employee Resource Groups(ERGs).
Read more about our management of climaterelated risks and opportunities in the Task Force on
Climate-related Financial Disclosures section of thisreport.
Tapestry leadership, including CEO Joanne
Crevoiserat, oversees and approves the Tapestry

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community impact strategy. The Tapestry
Foundation has its own Board of Directors, as do
the Coach Foundation and the kate spade new york
Foundation.
Tapestry has a policy on international productdonations. Product donations primarily comefrom three sources: excess inventory, damaged
inventory, and samples. Once excess inventory
is identified, the social impact team brings theopportunity to legal for review and potential nonprofit partners are selected. The Chief Financial
Officer of the brand then signs off to confirm best fit
and highest-need use.

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BUSINESS ETHICS AND COMPLIANCE
Integrity is at the heart of who we are. Our Global
Business Integrity Program governs how we dobusiness and consists of policies and proceduresto hold ourselves, our employees and our partners
to the highest ethical and legal standards. These
principles and philosophies are not only basedon laws and regulations but are also founded on
dignity and respect for the individual, a strong
commitment to common sense, fairness, diversity,and ethical business practices and policies.
Our Global Business Standards Committee,
comprised of senior executives, oversees thisprogram. Our General Counsel and Secretary
has primary oversight of Business Ethics andCompliance. Our Chief Financial Officer also has
oversight of the risk function, which applies to many
compliance and ethics areas.
We are guided by the following 5 documents, which
we share publicly on the Global Business Integrity
Program page of our website:
·
·
·
·
·

Code of Conduct
Global Operating Principles
Supplier Code of Conduct
Anti-Corruption Policy
Animal Welfare Policy

To monitor adherence to these principles, we also
have an Ethics and Compliance Reporting System(www.tapestry.ethicspoint.com or 1-800-396-1807)
through which employees and others can reportissues with and deviations from our principles andphilosophies.

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ETHICS AND ANTI-CORRUPTION TRAININGDATA PRIVACY AND PROTECTION

Our Code of Conduct is issued to our employees
worldwide and outlines the significant legal andethical issues that frequently arise in the courseof business. It describes the key responsibilities
all employees, directors and officers are expected
to uphold and comply with in conjunction with ourvalues and policies. All corporate employees andstore managers receive anti-corruption training
as part of our bi-annual business ethics training.
This training contains a section on anti-corruption
compliance. In addition, select corporate employees
from higher risk groups take an annual focusedanti-corruption training. All employees also takemore in-depth training on the topics covered in the
Code of Conduct at onboarding and every otheryear. Approximately 1,560 employees received an
additional standalone anti-corruption training in
FY2021.

We maintain the trust of our customers, employees
and business partners by safeguarding theirinformation. Our data-privacy management
approach revolves around several core functions
administered by a central privacy office and isoverseen by the Board of Directors and seniorbusiness and legal management. Tapestry andour family of brands provide transparency ondata processing through our privacy policies, andeach business unit that processes personal dataof customers and employees is accountable for
legitimate and ethical data use.

Our Supplier Code of Conduct (SCOC) sets guidelines
and requirements for doing business with us
for firms from whom we procure products andservices, including contractors, joint venture
partners and suppliers of goods and services.
Suppliers certify the SCOC at onboarding. The
majority of our factory partners receive live and/or virtual training on areas covered in the SCOC
every other year. For more information, please see
Protecting the Workers in Our Supply Chain.

In accordance with two major privacy laws,
the General Data Protection Regulation andCalifornia Consumer Privacy Act, we developed acomprehensive privacy statement that is available
on our websites. It empowers our customers to
exercise their individual rights by reaching out toour central privacy office, customer care or retailstores. Read more about our commitment to data
privacy and protection in our Terms of Use & Privacy
Statement.

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Through annual cybersecurity and data-protection
trainings, our corporate and retail employees andindependent contractors learn key concepts ofnotice, consent, privacy by design, data breach
notification duties, and the importance of training tobuild customer trust and engagement.

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Frameworks

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TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD)
CORE ELEMENTS

RECOMMENDED DISCLOSURE

Governancea) Describe the board’s oversightof climate-related risks andopportunities.

RESPONSE
Tapestry’s Board of Directors has ultimate oversight over all sustainability initiatives and the strategy and program. The Board
approves long-term sustainability goals, strategic moves or major plans of action and receives updates at least annually. The
Governance and Nominations Committee of the Board receives quarterly updates on ESG strategy, including climate-related
topics.
In addition, the Audit Committee of the Board periodically reviews the Company’s risk management, including climate-related
risk and policies to confirm it’s consistent with the Company’s corporate strategy. The Board considers whether the Company’srisk programs adequately identify material risks facing the Company in a timely fashion, implement appropriate responsive risk
management strategies, and adequately transmit necessary information with respect to material risks within the organization.

b) Describe management’s role inassessing and managing climaterelated risks and opportunities.

Tapestry’s Chief Executive Officer, General Counsel and Chief Operations Officer have general oversight of our sustainability
program, and approve all material recommended to the Board of Directors for our climate-related strategy. Our Sr. Director,
ESG and Sustainability has direct day-to-day responsibility for managing our program, including the ESG Task Force, andassessing risks to report to Tapestry’s Executive Committee and to the Board of Directors.
Tapestry’s ESG Task Force meets monthly to set and drive Company-wide ESG strategy, including our climate-related goals.
The ESG Task Force includes members of Tapestry’s Executive Committee and cross-functional membership from major
business functions at Tapestry, including sustainability, legal, marketing & communications, digital & customer experience,
human resources, product & materials development, investor relations, and employees devoted to philanthropy, social impact,
and equity, diversity and inclusion. Beginning in FY2022, Tapestry’s ESG Steering Committee will meet quarterly and will
be comprised of members of Tapestry’s Executive Committee, including our Chief Executive Officer, General Counsel, Chief
Operations Officer, Chief Communications Officer and Chief Financial Officer and will be led by our Sr. Director of ESG and
Sustainability. The ESG Steering Committee will be responsible for strategy recommendations and supporting execution andfinal decision-making of ESG-related opportunities. See FY2021 Corporate Responsibility Report, Governance: ESG Oversight,
for more information.
Tapestry’s Enterprise Risk Management program annually assesses risk – including climate and ESG risk – to our business.
Tapestry’s Enterprise Risk Management program is reviewed quarterly with the management and the Audit Committee of theBoard and at least annually with the full Board.

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FY2021 CORPORATE RESPONSIBILITY REPORT59TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD), CONTINUED
CORE ELEMENTS

RECOMMENDED DISCLOSURERESPONSE

Strategya) Describe the climate-related risks
and opportunities the organization
has identified over the short,medium, and long term

Tapestry has identified climate-related risks and opportunities across the short term (0-2 years), medium term (2-5 years), andlong term (5-10 years). Tapestry’s climate-related risks include:
Transition Risks:• Potential of emerging regulation (short-term)• Carbon pricing (short-term)• Increased stakeholder concern or negative feedback (short-term)
Physical Risks:• Changes in precipitation patterns (short- and medium-term)• Extreme variability in weather patterns (short- and medium-term)• Rising sea levels (long-term)• Disruption of supply chain impacting production, distribution, and material pricing (short-, medium-, and long-term)
Tapestry’s climate-related opportunities include:• Participation in renewable energy programs (short-term)• Adoption of energy efficiency measures (short-term)• Using more efficient production and distribution processes (short-term)• Shifting in consumer preferences (medium-term)• Engaging with supply chain partners in development of low environmental-impact goods (short-, medium-, and long-term)
Tapestry identifies risks that may have substantive financial or strategic impacts according to the risk’s expected impact offinancial loss, potential negative reputational harm, and likelihood of causing a compliance aberration or failure.
See Tapestry’s Fiscal 2021 Form 10-K, pages 17-29

Our Reportb) Describe the impact of climaterelated risks and opportunities
on the organization’s businesses,
strategy, and financial planning

Tapestry evaluates sustainability and climate-related risks associated with operations, including, but not limited to, productsafety and material compliance requirements, disruptions to the supply chain from adverse weather, and material scarcity.
The identified risks and opportunities have potential to impact Tapestry’s operations, products and services, supply chain,
adaptation and mitigation activities, and investment in innovation.

c) Describe the resilience of theorganization’s strategy, taking into
consideration different climaterelated scenarios, including a 2°C or
lower scenario.

In early FY2022, Tapestry committed to the Science Based Targets initiative’s (SBTi) Business Ambition for 1.5°C. This includes
a commitment to setting both long-term and interim science-based targets across all relevant scopes to reach net-zero value
chain GHG emissions by 2050. We aim to have more details on this commitment and our targets in our FY2022 Corporate
Responsibility Report.

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Tapestry currently does not use a climate-related scenario analysis to inform its strategy; however, we believe committing to
the Business Ambition for 1.5°C is on the right path to transitioning to a lower carbon economy and increasing our resilienceagainst physical climate-related risks. We are conducting exploratory research to understand the best way to apply a climaterelated scenario analysis to inform our business strategy. We continue to evaluate and find ways to introduce quantitative
metrics around environmental impacts and climate change into our scenario planning.

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TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD), CONTINUED
CORE ELEMENTS

RECOMMENDED DISCLOSURE

Risk Managementa) Describe the organization’s
processes for identifying andassessing climate-related risks

RESPONSE
Tapestry’s Enterprise Risk Management program annually assesses risks, including fraud risk, sustainability, corporate
governance and ESG. As part of this process, Tapestry develops an Internal Audit Plan to identify risk and exposures andevaluates management’s mitigation strategy. The enterprise risk management program is updated and reported to the Board
at least annually and the Board works with senior management, as well as Tapestry’s independent and internal auditors toincorporate into the corporate strategy and business operations.
Additionally, we conducted a geo-political risk deep-dive within our supply chain that reviews the potential impacts of climatechange across our operations. Tapestry considers changes in legal and regulatory requirements in relation to climate change
when assessing risks.
Tapestry’s audit plan identifies risks and exposures and evaluates management’s risk mitigation strategy. In evaluatingrisk, the Board and its committees consider whether the Company’s risk programs adequately identify material risks facing
the Company in a timely fashion, implement appropriate responsive risk management strategies, and adequately transmit
necessary information with respect to material risks within the organization. Tapestry defines substantive financial or strategic
impacts on its business according to the risk’s expected impact of financial loss, potential negative reputational harm, andlikelihood of causing a compliance aberration or failure.

b) Describe the organization’s
processes for managing climate
related risks

In FY2020, Tapestry joined the Sustainable Apparel Coalition and is using the Higg Index tools to track, measure, and manage
our sustainability performance across our supply chain. Throughout FY2021, we began reviewing the environmental footprintof our suppliers through the Higg FEM.
See FY2021 Corporate Responsibility Report, Our Planet: Engaging Our Suppliers for more information.
c) Describe the processes for
identifying, assessing, and managing
climate-related risks are integrated
into the organization’s overall risk
management

The Board has overall responsibility for risk oversight, with a focus on the most significant risks facing the Company. Tapestry’s
climate-related strategy, including management and identification of risks, is driven by our ESG Task Force which is comprisedof cross-functional members from major business functions at Tapestry to ensure that our strategy is integrated throughout
the organization. In FY2022 Tapestry’s ESG Steering Committee will begin to have general oversight of the ESG Task Force andwill be responsible for decision-making on ESG and climate-related opportunities.
Individuals across our management teams also evaluate current events and expectations regarding any future developments.
Tapestry assesses various climate-related factors across the Company’s products and services, supply chain, and operations.
For example, our design teams look for ways to transition current materials to environmentally preferred materials.

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TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD), CONTINUED
CORE ELEMENTS

RECOMMENDED DISCLOSURERESPONSE

Metrics and Targetsa) Disclose the metrics used by
the organization to assess climaterelated risks and opportunities
in line with its strategy and risk
management process

Tapestry tracks climate-related metrics related to direct and indirect GHG emissions, raw materials, water usage, and waste.
For more information on Tapestry’s climate-related metrics, go to the Our Planet section within this report.

b) Disclose Scope 1, Scope 2, and,if appropriate, Scope 3 greenhousegas (GHG) emissions, and the related
risks

See FY2021 Corporate Responsibility Report, Our Planet: Greenhouse Gas Emissionsc) Describe the targets used by theorganization to manage climaterelated risks and opportunities andperformance against targets

As a part of our 2025 Corporate Responsibility goals, we aim to reach climate-related targets that can be found on page 13 ofthis report. In early FY2022 Tapestry committed to the Science-Based Targets initiative’s Business Ambition for 1.5°C.

Our Report

Our People

Our Planet

Although Tapestry does not currently have any climate-related metrics incorporated into our remuneration for our Executive
Committee, we recently announced that 10% of leadership’s annual incentive compensation will be tied to equity, inclusion anddiversity (EI&D) goals starting in FY2022.

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SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB)ACCOUNTING METRICTAPESTRY FY2021 RESPONSE

Discussion of processes to maintain compliancewith restricted substances regulations

The Tapestry Product Safety Program requires that all vendors who supply materials and/or finished goods must
annually renew their Certificate of Compliance (CoC) certifying that they are in compliance with all regulatory local
and international laws and Tapestry’s Restricted Substance List (RSL). Tapestry scans all materials for restricted
substances, and we conduct quarterly Material Safety Audit Testing (MSAT) to confirm all materials used in Tapestry
products are RSL approved. Tapestry’s RSL testing is conducted by a third-party lab at a material stage. If a supplier
is non-compliant with our RSL, we communicate with the responsible businessperson for corrective actions, andfailed materials cannot be included in any of Tapestry’s products.

Discussion of processes to assess and manage
risks and/or hazards associated with chemicals
in products

Tapestry’s process to assess and manage risks and/or hazards associated with chemicals is the same in our

Percentage of (1) Tier 1 supplier facilities and (2)supplier facilities beyond Tier 1 in compliancewith wastewater discharge permits and/or
contractual agreement

All of Tapestry’s suppliers are required to adhere to all applicable laws and regulations of the regions in which
they operate. Suppliers are expected to promptly develop and implement plans and programs to correct any
non-compliant environmental practices. Our supplier facilities are influenced by local laws regarding wastewater
discharge permits and if the supplier is not in accordance with local regulatory requirements then they will be citedas an issue. Tapestry works closely with suppliers on the remediation process which includes root cause analysis,
goal setting, corrective action planning, and follow-up to ensure they are in line with local laws and regulations.

TOPIC
Managementof Chemicals in
Products

Environmental
Impacts in the
Supply Chainmaterials and our finished products. The process is outlined in the above response.
See FY2021 Corporate Responsibility Report, Our Planet: Product Safety and Chemical Management for more
information on how these facilities scored in terms of chemical management.

See FY2021 Corporate Responsibility Report, Our Planet: Wastewater and Effluents in Our Supply Chain for more
information on how these facilities scored in terms of wastewater management.
Percentage of (1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 that havecompleted the Sustainable Apparel Coalition’s
Higg Facility Environmental Module (Higg FEM)
assessment or an equivalent environmental
data assessment

In FY2020 we requested responses to the Higg FEM from 122 of our leather goods, textiles and metal suppliers. As
of FY2021, 90 have completed the Higg FEM module, and by November 2021, 6527 have had their responses verified
by a third-party agency, and more are in the process of getting their responses verified.
In an effort to not duplicate work, we have not requested for our leather suppliers to complete the Higg FEM as
they are audited by the Leather Working Group (LWG) and must already meet a certain set of environmental andsocial requirements, including energy, GHG emissions, water, wastewater, waste, air emissions and chemicals
management. In FY2021, 85% of our tanneries were audited by the LWG, in which 60.3% received a Gold- or Silverrating.28

27

As of November 2021

28

The number of audits conducted in FY2021 decreased from FY2020 due to scheduling conflicts and factory closures related to COVID-19. We are on the path of increasing these audits for FY2022

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SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB), CONTINUED
TAPESTRY FY2021 RESPONSETOPIC

ACCOUNTING METRIC

Labor Conditions in
the Supply Chain

Percentage of (1) Tier 1 supplier facilities and(2) supplier facilities beyond Tier 1 that havebeen audited to a labor code of conduct; (3)percentage of total audits conducted by a thirdparty auditor

In FY2021, Tapestry conducted approximately 150 social facility audits of our suppliers with 76% of those audits
conducted by a third-party auditor.

Priority non-conformance rate and associatedcorrective action rate for suppliers’ labor codeof conduct audits

In FY2021, Tapestry undertook approximately 150 social compliance audits, the top three categories ofnonconformance were health and safety, working hours and non-compliance with legal requirements. Each nonconformance generates a corrective action plan. All corrective action plans are time bound and are later verified.

Description of the greatest (1) labor and (2)environmental, health, and safety risks in the
supply chain

See FY2021 Corporate Responsibility Report, Our Report: Stakeholder Engagement and 2021 Materiality Assessment
MatrixDescription of environmental and social risks
associated with sourcing priority raw materials

See FY2021 Corporate Responsibility Report, Our Report: Stakeholder Engagement and 2021 Materiality Assessment
Matrix

Percentage of raw materials third-party
certified to an environmental and/or social
sustainability standard, by standard

See FY2021 Corporate Responsibility Report, Our Planet: Material Traceability and Responsible Sourcing

Raw Materials
Sourcing

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Our People

Our Planet

See FY2021 Corporate Responsibility Report, Our Communities: Protecting the Workers in Our Supply Chain for more
information on our social auditing program.

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GLOBAL REPORTING INITIATIVE (GRI)DISCLOSUREDISCLOSURE TITLE

NUMBER

TAPESTRY FY2021 RESPONSE

ORGANIZATIONAL PROFILE
102-1

Name of organization

Tapestry, Inc.

102-2

Activities, brands, products and services

We own the Coach, kate spade new york and Stuart Weitzman brands and market a variety of goods underthese nationally and internationally known and licensed brands. More information is available at www.tapestry.
com, www.coach.com, www.katespade.com, www.stuartweitzman.com.

102-3

Location of headquarters

10 Hudson Yards, New York, NY 10001

102-4

Location of Operations

Fiscal 2021 Form 10-K (“Form 10-K”) page 30
www.coach.com/stores, www.katespade.com/stores and www.stuartweitzman.com/stores

102-5

Ownership and legal form

Tapestry, Inc. is a publicly traded company listed on the New York Stock Exchange under ticker symbol “TPR.”

102-6

Markets served

Form 10-K, pages 2-16

102-7

Scale of the organization

Form 10-K, pages 2-16

102-8

Information on employees and other workers

See FY2021 Corporate Responsibility Report, About Tapestry, Our People & Protecting the Workers in Our Supply
Chain

102-9

Supply Chain

See FY2021 Corporate Responsibility Report, Our Planet, Our Communities: Engaging Our Suppliers &Protecting the Workers in Our Supply Chain

102-10Significant changes to the organization and its supply
chain

No significant changes

102-11

Precautionary principle or approach

We consider the precautionary principle a key component of Tapestry’s risks related to Our People, Our
Planet and Our Communities. This is particularly notable in the development and maintenance of our
Restricted Substances List and our work with the Leather Working Group.

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUED
102-12External initiatives

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

102-13

Membership of associations

United Nations Global Compact, American Apparel and Footwear Association Product Safety andEnvironmental Committee, Retail Industry Leaders Association, Leather Working Group, Complex Leadership
Forum, Sustainable Apparel Coalition, The Fashion Pact, Textile Exchange, CECP: Chief Executives for
Corporate Purpose

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Our People

Our Planet

Our Communities

UN Global Compact
UN Women’s Empowerment Principles
American Apparel & Footwear Association
Leather Working Group
Human Rights Campaign Foundation
McKinsey’s Lean In Study
Business for Social Responsibility (BSR)’s HERProject
Business for Social Responsibility (BSR)’s Southeast Asian Reptile Conservation Alliance (SARCA)
Sustainable Apparel Coalition (SAC)The Fashion Pact
Textile Exchange
CDP
CEO Action Pledge
Black in Fashion Council
Open to All
Fashion Makes Change
CECP: Chief Executives for Corporate Purpose
The Conference Board
The Business Roundtable
Science Based Targets initiative’s Business Ambition for 1.5°C

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUEDSTRATEGY102-14

Statement from senior decision makerSee FY2021 Corporate Responsibility Report, Our Report: CEO Letter102-15Key impacts, risks and opportunities

Form 10-K, pages 17-29
See FY2021 Corporate Responsibility Report, About Our Social Fabric and Our Report, ESG Oversight & TCFD

102-16

Values, principles, standards and norms of behavior

tapestry.com/company/
Tapestry’s Supplier Code of Conduct

ETHICS & INTEGRITY

Tapestry’s Code of Conduct
Tapestry’s Anti-Corruption Policy
Tapestry’s Global Business Integrity Program’s policies and documents can be found at www.tapestry.com/
investors/
102-17

Mechanisms for advice and concerns about ethics

In order to monitor adherence to our corporate policies, Tapestry maintains an Ethics and Compliance
Reporting System (www.tapestry.ethicspoint.com) as a forum for employees, business partners, suppliers andtheir employees, and members of the general public to report concerns of misconduct. These reports canbe made confidentially. All reports submitted are received by our third-party provider, EthicsPoint, and thenrouted to the appropriate persons within Tapestry who will review and handle each report in a professionalmanner. Any reports relating to accounting violations or other matters specified in the Sarbanes-Oxley Act of2002 or other items required by applicable law will also be reported directly to the appropriate members of
our Board. Additionally, reports can be made by calling 1-800-396-1807. International numbers can be found at
www.tapestry.ethicspoint.com

102-18Governance Structure

Form 10-K, page 13

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUEDSTAKEHOLDER ENGAGEMENT
102-40

List of stakeholder groups

See FY2021 Corporate Responsibility Report, Our Report: Stakeholder Engagement and 2021 Materiality
Assessment Matrix

102-41

Collective bargaining agreements

Tapestry has no collective bargaining agreements.

102-42

Identifying and selecting stakeholders

See FY2021 Corporate Responsibility Report, Our Report: Stakeholder Engagement and 2021 Materiality
Assessment Matrix

102-43

Approach to stakeholder engagement

See FY2021 Corporate Responsibility Report, Our Report: Stakeholder Engagement and 2021 Materiality
Assessment Matrix

REPORTING PRACTICE
102-45

Entities included in the
consolidated financial
statements

See consolidated financial statements.

102-46

Defining report content andtopic boundaries

Tapestry is a global organization with offices in Asia, Australia, Europe, and North America and a global store
network. Wherever possible, this Corporate Responsibility Report provides performance data for Tapestry
owned, operated, and leased office and distribution facilities, as well as stores in North America and Europe.
This report also includes information from facilities in our supply chain. The scope of quantitative values
reported as well as the associated time period that the data represents have been defined throughout the
Corporate Responsibility Report. At a minimum, data will represent the most recent full fiscal year, fiscal year
2021, which ended on July 3, 2021.
Tapestry uses data-collecting methodologies based on specific criteria, procedures, and processes outlinedby business needs. These include, but are not limited to, computer software applications (e.g., SAP, Energy
Management Systems, and Building Management Systems), surveys, GAAP (Generally Accepted Accounting
Principles), and manual data collection.

102-47

List of material topics

See FY2021 Corporate Responsibility Report, Our Report: Stakeholder Engagement and 2021 Materiality
Assessment Matrix

102-48

Restatements of information

No restatements have been made.

102-49Changes in reporting

There are no changes in reporting from previous years.

102-50

Reporting period

FY2021 – June 28, 2020 through July 3, 2021

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUED
102-51

Date of most recent report

June 11, 2021

102-52

Reporting cycle

Annual102-53

Contact point for questions
regarding the report

Andrea Shaw Resnick
Chief Communications Officer
aresnick@tapestry.com
Christina Colone
Global Head of Investor Relations
ccolone@tapestry.com
Sustainability:
Logan DuranSr. Director, ESG & Sustainability
lduran@tapestry.com
Jessie Wasser
ESG & Sustainability Coordinatorjwasser@tapestry.com

102-54Claims of reporting in accordance with GRI Standards

In accordance with “Core”

102-55GRI Content Index

This document is organized by the GRI Standards and serves as our GRI Content Index.

102-56External AssuranceThis report has not received external assurance; however, some data has received third-party verification andis identified throughout the report.

IDENTIFIED MATERIAL ASPECTS & BOUNDARIESECONOMIC PERFORMANCE
103 (Parts 1, 2
and 3)

Management Approach

Form 10-K, pages 2-16

201-1

Direct economic value generated and distributed

Form 10-K, pages 1-16, 33-55, 65-69

201-2

Financial implications and other risks and opportunities
due to climate change

Form 10-K, pages 17-29
See Task Force on Climate-related Financial Disclosures (TCFD)

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUED
ANTI-CORRUPTION
103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Governance: Ethics and Anti-Corruption Training

205-1

Operations assessed for risks related to corruption

See FY2021 Corporate Responsibility Report, Governance: Ethics and Anti-Corruption Training

205-2

Communications and training about anti-corruption
policies and procedures

See FY2021 Corporate Responsibility Report, Governance: Ethics and Anti-Corruption Training

103 (parts 1, 2
and 3)

Management Approach - materials

See FY2021 Corporate Responsibility Report, Our Planet: Material Traceability and Responsible Sourcing

301-1

Materials used by weight or volume

See FY2021 Corporate Responsibility Report, Our Planet: Material Traceability and Responsible Sourcing

301-2

Recycled input materials used

See FY2021 Corporate Responsibility Report, Our Planet: Material Traceability and Responsible Sourcing &Packaging

MATERIALS

ENERGY103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Planet: Energy and Renewables

302-1

Energy consumption within the organization

See FY2021 Corporate Responsibility Report, Our Planet: Energy and Renewables

WATER & EFFLUENTS
103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Planet: Water & Wastewater and Effluents in Our Supply Chain

303-1

Interactions with water as a shared resource

CDP Water Response

303-2

Management of water discharge-related impacts

See FY2021 Corporate Responsibility Report, Our Planet: Wastewater and Effluents in Our Supply Chain

103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Planet: Climate Change & Greenhouse Gas Emissions

305-1

Direct (Scope 1) GHG emissions

See FY2021 Corporate Responsibility Report, Our Planet: Greenhouse Gas Emissions

305-2

Energy indirect (Scope 2) GHG emissions

See FY2021 Corporate Responsibility Report, Our Planet: Greenhouse Gas Emissions

305-3

Other indirect (Scope 3) GHG emissions

See FY2021 Corporate Responsibility Report, Our Planet: Greenhouse Gas Emissions

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Governance

EMISSIONSOur Planet

Our Communities

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUED
WASTE
103 (Parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Planet: Waste and Recycling

306-1

Waste generation and significant waste-related impacts

See FY2021 Corporate Responsibility Report, Our Planet: Waste and Recycling

306-2

Management of significant waste-related impacts

See FY2021 Corporate Responsibility Report, Our Planet: Waste and Recycling

ENVIRONMENTAL COMPLIANCE
103 (Parts 1, 2
and 3)

Management Approach

Tapestry’s Global Operating Principles, Code of Conduct and Supplier Code of Conduct require that all Tapestry
employees, business partners and suppliers remain in compliance with all environmental rules, regulations
and standards that apply to our operations.

307-1

Non-compliance with environmental laws and regulations

To our knowledge, Tapestry is in full compliance with all environmental laws and regulations.

EMPLOYMENT
103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our People: Employee Growth and Wellbeing

401-2

Benefits provided to full-time employees that are notprovided to part-time employees

See FY2021 Corporate Responsibility Report, Our People: Employee Benefits

OCCUPATIONAL HEALTH & SAFETY
103 (parts 1, 2
and 3)

Management Approach

We aspire to eliminate workplace hazards, accidents and incidents. We focus on the health and safety of ouremployees in our repair shops, distribution centers and our corporate offices. In our retail locations, we seek
to provide a workplace and store environment free from health and safety hazards for both our employees
and customers. We strive to integrate health and safety programming throughout the organization.

403-1

Occupational health and safety management system

We have developed workplace health and safety policies customized for Tapestry’s various work
environments. To monitor compliance, we conduct assessments of these standards and develop action plansto address any gaps. We monitor workplace incidents to identify and systematically work to eliminate root
causes and related hazards.

403-7

Prevention and mitigation of occupational health andsafety impacts directly linked by business relationships

To track, manage and reduce health and safety issues across our supply chain, we also conduct reviews ofcertain suppliers. For example, we review audits and also have independent auditors conduct audits as partof our social compliance program. These include reviews of health and safety issues. (See the Protecting theWorkers in Our Supply Chain section.) In addition, approximately 40 of our suppliers completed the SAC’s Higg
Facility Social & Labor Module (FSLM), reported on the Health & Safety section and had their results verified,giving us deeper insight into the health and safety of our partner factories.

403-9

Work-related injuries

Please See FY2020 Corporate Responsibility Report for FY2020 data. Occupational Health and Safety data was
not available for FY2021 at the time this report was published403-10Work-related ill health

No work-related ill-health reports were madeOur Report

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUEDTRAINING & EDUCATION
103 (Parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our People: Learning and Development

404-2

Programs for upgrading employee skills and transition

See FY2021 Corporate Responsibility Report, Our People: Learning and Development

assistance programs

404-3

Percentage of employees receiving regular performanceand career development reviews

100% of corporate, distribution center employees
100% of full-time retail employees
100% of part-time retail employees

103 (Parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our People: Equity, Inclusion and Diversity

405-1

Diversity of governance bodies and employees

See FY2021 Corporate Responsibility Report, Our People: Equity, Inclusion and Diversity

103 (Parts 1, 2
and 3)

Management Approach

We are committed to a policy of equal opportunity and are an affirmative action employer. We pride ourselves
on hiring and developing our employees. All employment decisions—including recruitment, hiring, promotion,compensation, mobility, training, discipline and termination—are based on the individual’s qualifications as
they relate to the requirements of the position.

DIVERSITY AND EQUAL OPPORTUNITY

NON-DISCRIMINATION

These decisions are made without regard to age, sex, race, color, creed, religion, ethnicity, national origin,sexual orientation, gender identity and expression, alienage, citizenship status, disability, marital status,
genetic characteristics, military status, pregnancy, or other legally recognized protected basis prohibited byapplicable law.
Additionally, we investigate all complaints of discrimination, harassment and retaliation, and take appropriate
action, which may include disciplinary action up to and including termination of employment.
Our efforts in this area support United Nations SDGs 5 and 10, achieving gender equality and reducing
inequalities.

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GLOBAL REPORTING INITIATIVE (GRI), CONTINUEDFREEDOM OF ASSOCIATION & COLLECTIVE BARGAINING
103 (parts 1, 2
and 3)

Management Approach

We require our suppliers to support workers’ rights to freedom of association through our Supplier Code of
Conduct. This is also assessed in our social audit program.

407-1

Operations and suppliers in which the right to freedomof association and collective bargaining may be at risk

The Tapestry Supplier Code of Conduct includes Freedom of Association and Collective Bargaining and covers
all suppliers. Our finished goods providers undergo labor and human rights audits against our Supplier Codeof Conduct.

CHILD LABOR
103 (Parts 1, 2
and 3)

Management Approach

Under our Supplier Code of Conduct, we will not knowingly use suppliers who use child labor.

408-1

Operations and suppliers at significant risk for incidents ofchild labor

Our Supplier Code of Conduct includes child labor restrictions and covers all suppliers. Our finished goods
providers undergo labor and human rights audits against our Supplier Code of Conduct.

FORCED OR COMPULSORY LABOR
103 (Parts 1, 2
and 3)

Management Approach

Under our Supplier Code of Conduct, we will not knowingly use suppliers who use forced labor.

409-1

Operations and suppliers at significant risk for incidents offorced or compulsory labor

Our Supplier Code of Conduct includes forced labor restrictions and covers all suppliers. Our finished goods
providers undergo labor and human rights audits against our Supplier Code of Conduct.

103 (Parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Communities: Human Rights and Supply Chain Labor
Practices

412-1

Operations that have been subject to human rights
reviews or assessments

See FY2021 Corporate Responsibility Report, Our Communities: Human Rights and Supply Chain Labor
Practices

HUMAN RIGHTS ASSESSMENT

LOCAL COMMUNITIES
103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Communities & ESG Oversight

413-1

Operations with local community engagement, impact
assessments and development programs

See FY2021 Corporate Responsibility Report, Our Communities

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SUPPLIER SOCIAL ASSESSMENT
103 (parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report, Our Communities: Human Rights and Supply Chain Labor
Practices414-1

New suppliers that were screened using social criteria

See FY2021 Corporate Responsibility Report, Our Communities: Human Rights and Supply Chain Labor
Practices

414-2

Negative social impacts in the supply chain and actions
taken

See FY2021 Corporate Responsibility Report, SASB Index & Our Communities: Human Rights and Supply Chain
Labor Practices

PUBLIC POLICY
103 (Parts 1, 2
and 3)

Management Approach

Tapestry has a Political Activities and Contributions Policy. The Company does not make political contributions,and no funds or assets of the company may be used for contributions to any ballot initiative, referendum orother question, political action committee (PAC), political party, or candidate. A political contribution includes
both direct (i.e., money) and in-kind contributions. In-kind contributions include the purchase of fundraisingtickets, contribution of products, volunteer work by Company employees within normal business hours andthe use of Company facilities for fundraising or political purposes. This is overseen by the Law Department.
Individual employees remain free to make political contributions to candidates or parties of their choice.

415-1

Political contributions

Tapestry made no political contributions, in line with its Political Activities and Contributions Policy.

103 (Parts 1, 2
and 3)

Management Approach

See FY2021 Corporate Responsibility Report: Data Privacy and Protection

418-1

Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data

Tapestry (or any of its brands) has not identified any substantiated complaints concerning breaches ofcustomer privacy or losses of customer data in FY2021.

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Governance

CUSTOMER PRIVACY

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FY2021 CORPORATE RESPONSIBILITY REPORT74

REPORT DISCLAIMER
The boundaries of this report vary from section
to section and are a function of the accessibilityof relevant data. Tapestry is a global organization
with offices in Asia, Australia, Europe, and North
America. We also have a global store network.
We endeavor to provide performance data for
Tapestry owned, operated, and leased office anddistribution facilities, as well as our leased North
America stores. In some instances, we are able toshare performance data from certain of our larger
office facilities in Asia. Where possible, we define
the scope of any quantitative values reported
throughout this report as well as the associatedtime period that the data represents. At a minimum,
data will represent the most recent full fiscal year,
fiscal year 2021 (June 28, 2020 to July 3, 2021).
Tapestry uses data-collecting methodologies basedon specific criteria, procedures, and processes
outlined by business needs. These include, but are
not limited to, computer software applications (e.g.,
SAP, Energy Management Systems, and Building
Management Systems), surveys, GAAP (Generally
Accepted Accounting Principles), and manual datacollection.
In our ninth year of reporting, we made no restatements of information. Changes in scopeinclude the inclusion of new offices and stores.
Questions, comments, or feedback regarding thisreport, or any of Tapestry’s corporate responsibility
programs, should be directed to sustainability@
tapestry.com. We prepared this report using
the GRI Standards of the Global Reporting
Initiative’s (GRI) In Accordance, Core, a recognizedglobal standard for sustainability and corporate

Our Report

Our People

Our Planet

responsibility reporting. The Sustainability
Accounting Standards Board and Task Force on
Climate-related Financial Disclosure also informour reporting.
This Report is not externally assured.
In this Corporate Responsibility Report and ourother reports, communications and statements
regarding corporate responsibility and ESG, we use
the terms “material,” “materiality” and similar terms
to refer to ESG topics that are most significant toTapestry’s business and stakeholders. We are notusing these terms as they have been defined orconstrued in accordance with the securities laws or
any other laws of the U.S. or any other jurisdiction,or as these terms are used in the context offinancial statements and financial reporting, andnothing in this report or other ESG communications
or statements should be construed to indicate
otherwise.
For additional information about Tapestry,including our Annual Report on Form 10-K andgovernance documents, as well as informationon our Global Business Integrity Program, please
visit our website: www.tapestry.com. This report
and the data contained herein covers Tapestry
as a whole; however, certain information may bebrand specific and will be designated as such. This
information to be made available in this Report
may contain forward-looking statements basedon management’s current expectations. Forwardlooking statements include, but are not limited
to, statements regarding the Company’s 2025
Goals and Our Social Fabric strategy, our Bold
Commitments, our commitment to establish a

Our Communities

Governance

Frameworks

long-term science-based target to reach net-zerovalue chain GHG emissions by no later than 2050,
as well as statements that can be identified by theuse of forward looking terminology such as “may,”“will,” “can,” “should,” “expect,” “intend,” “estimate,”“continue,” “project,” “anticipate,” “moving,”“leveraging,” “developing,” “drive,” “targeting,”“assume,” “plan,” “build,” “pursue,” “maintain,” “ontrack,” “well positioned to,” “look forward to,” “toacquire,” “achieve,” “strategic vision,” “growth
opportunities” or comparable terms. Future results
may differ materially from management’s current
expectations, based upon a number of importantfactors, including risks and uncertainties such as
the impact of the COVID-19 pandemic, the ability
to control costs and successfully execute ourgrowth strategies, expected economic trends, theability to anticipate consumer preferences, risks
associated with operating in international markets,
our ability to achieve intended benefits, costsavings and synergies from acquisitions, the risk ofcybersecurity threats and privacy or data security
breaches, the impact of pending and potential
future legal proceedings, and the impact oflegislation, etc. Please refer to the Company’s latest
Annual Report on Form 10-K, quarterly report on
10-Q and its other filings with the Securities andExchange Commission for a complete list of risks
and important factors. The Company assumes noobligation to revise or update any such forward
looking statements for any reason, except as
required by law.

FY2021 CORPORATE RESPONSIBILITY REPORT75