The

Fabric of Change
Corporate Responsibility Report FY2023

| INTRODUCTION

Contents

03

08

POWER OF OUR PEOPLESUSTAIN THE PL ANETCREATE PRODUCTS WITH CARE

03 CEO Letter

10 Possibilities for Everyone

25 Engaging Our Suppliers

04 Our Evolved Framework

19 Futures with Tapestry

26 Climate Change

36 Material Traceability andResponsible Sourcing

05 Awards and Recognition

29 Water

37 Environmentally Preferred Materials

06 Our Brands

31 Biodiversity

40 Circularity

33 Operational Waste and Recycling

43 Packaging

INTRODUCTION

23

34

44 Product Performance

45

65

70

77

47 The Tapestry Foundation

68 Materiality Assessment andStakeholder Engagement

71 Ethnic and Gender Diversity
Breakdown

78 Task Force on Climate-related
Financial Disclosures (TCFD)

73 Progress Against Our 2025 Goals
and Beyond

79 Sustainability AccountingStandards Board (SASB)UPLIFT OUR COMMUNITIES
50 Our Global Impact throughVolunteering
53 Our Brands’ Social Impact
64 Supporting Workers
in 0ur Supply Chain

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FY2023 CORPORATE RESPONSIBILITY REPORTGOVERNANCE

APPENDIXFRAMEWORKS

80 Global Reporting Initiative (GRI)| INTRODUCTION

Chief Executive Officer LetterAt Tapestry, we are passionate about building
a global house of enduring brands throughsuperior design and craftsmanship andan unwavering focus on our customers.
We have designed our organization and prepared ourbrands to move at the speed of the consumer while
delivering innovation and staying agile and responsive
to change – this is what we call Futurespeed.
Central to this strategy is our belief that we cancreate exceptional products and manage risk for our
stakeholders while making meaningful progress
across our environmental, social impact and diversity
commitments. The Fabric of Change is our purpose-led
blueprint for our accelerated ambition to make every
beautiful choice a responsible choice. We aim tocontribute to a culture of change that will help us
realize a better-made future.
The fashion industry has a vital role to play in finding
solutions to critical global issues that impact ourconsumers, employees, communities and shareholders
around the world. Climate change, resource scarcity
and rising global inequality are just a few of the material
issues that the world is watching.

We launched Coachtopia, Coach’s flagship circular
sub-brand, with global success. Tapestry is taking thelearnings from building this line and scaling circularity
through our brands. Additionally, our culture of service
took center stage this past year with associatescompleting 82,300 volunteer hours globally with over
900 community organizations, a 59% increase overlast year. Equity, inclusion and diversity (EI&D) plays
a significant role in our business and as such, our
Employee Business Resource Group network now
stands at six formal groups and three taskforces,
which serve to bring employee voices together into
the channels where they contribute to all four pillarsof our EI&D framework – talent, culture, community
and marketplace.
Tapestry’s purpose is enduring: we Stretch What’s
Possible every day, through our values as well as
through our business ambitions. We’ll continue to forge
ahead with this philosophy, driving positive impact
in a world that’s evolving faster than ever. I am proudof the work our teams are doing to build a future thatis both beautiful and responsible and look forward
to welcoming the Capri Holdings brands next year.

At Tapestry, we believe that sustainability is a business
imperative and we are taking action. Customers told usthat they want to feel good about the products they’repurchasing and we know employees want to be proudof their employers.
In FY2023, we added a fourth pillar to our corporate
responsibility framework, “Create Products with Care”,
focused on advancing innovation, keeping products
in use and making more responsible finished goods.

03

FY2023 CORPORATE RESPONSIBILITY REPORTJOANNE C. CREVOISERATTAPESTRY, INC. CHIEF EXECUTIVE OFFICER“We believe that sustainability
is a business imperative and weare taking action.”

| INTRODUCTION

Our Evolved Framework
AM
BI
TI
ON

POWER OF OUR PEOPLE
We aim to foster a cultureof purpose and fulfillment
at Tapestry by embedding
equity, inclusion and diversity
throughout our organization, andattracting and retaining talent
with a compelling and engaging
employee experience.

SUSTAIN THE PLANET
We aim to preserve and restore
our planet through continuous
investments into solutions that
improve biodiversity and reducethe impacts of climate change.

:M
AK
E
EV
ER
AU
TI
FU
L
CH
OI
CE

OF OUR PEOPLE

BE

Power

Y

Over the last year, Tapestry has continued to work
toward a future that is both beautiful and responsible
through our corporate responsibility strategy,
the Fabric of Change. In FY2023, we refined ourapproach in key ways, including the addition of afourth pillar that focuses on responsible materials,
manufacturing and creating products with care.

A
RE
SP
ON
SI
BL
E
CH
OI

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FY2023 CORPORATE RESPONSIBILITY REPORT

SustainPRODUCTS WITH CARE

THE PLANET

UpliftOUR COMMUNITIESCECREATE PRODUCTS WITH CARE
We aim to increase the use ofinnovative materials and focus on
production methods that design
out waste and pollution, keep
products in use and restore
natural systems.

CreateUPLIFT OUR COMMUNITIESWe aim to empower thecommunities where our
employees live and work, andprovide the resources andcapacity needed to support
supply chain partners in theregions where we operate.

| INTRODUCTION

Awards and Recognition
HR Asia Best Companies
to Work for in Asia 2023 –Malaysia, Singapore,
Vietnam andGreater China.

Joanne Crevoiserat,
CEO of Tapestry, named
one of Fortune’s 2023
Most Powerful Women.

05

FY2023 CORPORATE RESPONSIBILITY REPORTDavid Casey, Chief
Inclusion and Social Impact
Officer, named one of
Savoy’s 50 Most Influential
Black Executives.

| INTRODUCTION

We use our collective strengths
to help make the fashion industry
more sustainable and to build
a company that’s equitable,
inclusive and diverse. Individually,
our brands are iconic. Together,
they weave the Fabric of Change

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FY2023 CORPORATE RESPONSIBILITY REPORT

18,000+Over 18,000 employees
across Tapestry, Coach,kate spade new york
and Stuart Weitzman.

70+
Operating in over
70 countries.

$6.6bnGenerating $6.6 billion
in annual revenues
in FY2023.

e years
h
t
r
e
v
o
s
e
n
o
t
s
e
l
i
m
y
t
i
l
i
b
Our corporate responsi

Our brands unite the power ofluxury and authenticity within
an array of distinctive products
and vibrant customer experiences
across the globe.

2013● Launch of Coach’s first
Sustainability Report2017● Conducted our first ESG
materiality assessment

2019● Developed Our Social Fabricand set 2025 ESG Goals

2020● Initiated our Acceleration
Program● Launch of our first Employee
Business Resource Groups(EBRG)

2021● Committed to Science-Based
Targets● Conducted an updated ESG
materiality assessment2022● Founded the Tapestry
Foundation

2023● Launched the Fabric of Change
and celebrated the 10th
anniversary of our annual
Corporate Responsibility
Report2024● Addition of the Create Productswith Care pillar

| INTRODUCTION

Coach

Stuart Weitzman

kate spade new york

Coach is a global fashion house founded in New
York in 1941. Inspired by our vision of Expressive
Luxury and the inclusive and courageous spiritof our hometown, we make beautiful things,
crafted to last – for you to be yourself in.

Since 1986, Stuart Weitzman has been inspiredby women who are confident, bold — and,above all, strong. The New York City-based
global luxury footwear brand combines its
roots in artisanal Spanish craftsmanship with
its precisely engineered fit to create shoesthat empower every woman to stand strong.

Since its launch in 1993 with a collection of
six essential handbags, kate spade new york
has always been colorful, bold and optimistic.
As a defining global lifestyle brand, it offers
a distinctive point of view and celebrates
communities of women around the globe wholive their perfectly imperfect lifestyles.

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FY2023
FY2023 CORPORATECORPORATE RESPONSIBILITYRESPONSIBILITY REPORTREPORT

| POWER OF OUR PEOPLE

Power of Our People
We aim to foster a culture of purpose andfulfillment at Tapestry by embedding equity,
inclusion and diversity throughout
our organization, and attracting andretaining talent with a compellingand engaging employee experience.
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FY2023 CORPORATE RESPONSIBILITY REPORT

| POWER OF OUR PEOPLE

Power of Our PeopleW

e strive to create a work environment
where employees feel empowered tocontribute, develop and grow. We seek
to build deep engagement with our talentthrough fulfilling work, purpose-specific tools anda strong focus on professional development.
2025 POWER OF OUR PEOPLE GOALSȻ Build diversity in North America (NA) Tapestry andbrand leadership teams by increasing the number ofNA-based racial and ethnic minority leaders to betterreflect our general corporate population.

DRIVING PROGRESS FOR OUR PEOPLE

Joined a coalition of more than 100
Disability:IN corporate partners tofurther our journey of understanding
and meeting the needs of ourassociates, consumers and community
members with disabilities.

Ȼ Reduce differences in our Employee Inclusion Indexscores based on gender and ethnicity.
Ȼ Demonstrate a focus on career progression,development and mobility by filling 60% of leadershiproles (VP+) internally.
Ȼ Enable all employees to manage both their workand personal life balance by achieving a global core
benefit standard for self-care, parental care andfamily care leave policies.

UN SUSTAINABLE DEVELOPMENT GOALS
POWER OF OUR PEOPLE WORK SUPPORTS:

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FY2023 CORPORATE RESPONSIBILITY REPORT

Introduced new and enhanced U.S.
parental and family care policies,
advancing our broader commitment
to foster a more innovative, inclusive,
diverse and people-centered work
environment.

Significantly enhanced our vendor
diversity strategy through internal
data and reporting, governance andindustry collaborations.

| POWER OF OUR PEOPLE

Possibilities for Everyone
EI&D – A BUSINESSCOMPETENCY AND ENABLER

EQUITY, INCLUSION AND DIVERSITY (EI&D)

T
EN

Y
M
M
UN
IT

CE
LA
Embracing our responsibility in themarketplace as a global fashion company.
We are committed to affecting positivechange for our industry and deliveringon our value proposition to
stakeholders – consumers,
investors, employees andvendor partners.

EMBRACING GENDER DIVERSITY AT TAPESTRYOur immense pride in our steadfast dedication to genderinclusion comes to life as we recognize and celebrate
the pivotal role that women play in shaping our businessand driving our success across the globe. And ourcommitment extends far beyond statistics; it is ingrainedin our corporate culture and values. From mentorshipprograms to leadership development, we actively
cultivate gender diversity and equality at every levelof the organization. We firmly believe that by fosteringa gender-inclusive workplace where all voices are heard
and valued, we are not only advancing our company but
also contributing to a more equitable and prosperous
future for all.
Please see the Appendix for our full ethnic and gender
diversity breakdown for FY2023.

COTP

FY2023 CORPORATE RESPONSIBILITY REPORT

KE

10

AR

	DAVID CASEY,
Chief Inclusion and Social Impact Officer

Stretch What’s Possible
through our purpose
and values to unlock thepower of our people
M“As our company name suggests, we strive
to weave together diverse people and ideas.
Tapestry is committed to fostering equity,
inclusion and diversity in the fashion industry
across the globe, ensuring that our workforce
reflects our customers and our communities.
It is incumbent upon us to create spaces where
difference can thrive and we are improving
the ways we engage our employees, our brands
and ourselves every day.”

Fostering a culture of inclusion, where
people and ideas from everywhere canbe seen and heard for who they are.

E
UR
LT
CU

As such, we aim to cultivate possibilities
for everyone through four interconnectedprinciples: talent, culture, community
and marketplace.

Attracting, retaining and growing
top talent with diverse perspectives
and backgrounds – making us an
employer of choice in a rapidly
evolving talent marketplace.

TA
L

At Tapestry we believe that difference
sparks brilliance. Equity, inclusion anddiversity pave the way for unlocking thepotential of our people, our businessand our communities.

EMBRACING ETHNIC DIVERSITY AT TAPESTRY
To expand the perspectives of our corporate
population, we continued our efforts to diversify
the racial and cultural makeup of our leadershipteams situated in North America. We made progress
in FY2023 in broadening the racial and cultural
diversity of our workforce in the U.S. by expanding
our talent recruitment, focusing on internal mobility
and building partnerships with Historically Black
Colleges and Universities.

Nurturing the vibrancy of thecommunities in which we live
and work to advance equity,
opportunity and dignity for all.

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUEDTALENTIn FY2023, we rolled out our updated approachto talent acquisition at the corporate level within our
retail stores. Our Talent Acquisition team began helping
stores integrate more inclusive recruitment practices
as part of an enterprise-wide effort that will continue
into FY2024. We anticipate this will help diversify
our workforce in the retail setting and link morecandidates with potential pathways to transition into
corporate positions.
Further, our Talent Acquisition team piloted an
Inclusive Hiring Workshop, which fostered dialoguethat re-enforced recruiting and interviewing bestpractices and helped build processes to ensure
access to opportunities by diverse applicants. We
initially presented this to the kate spade new yorkbrand in FY2023 and it is set for organization-wide
implementation in FY2024, focusing on commercialgroups first. The workshop highlights behavioral
shifts that help support inclusivity and emphasizes
management’s role in assessing talent.

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FY2023 CORPORATE RESPONSIBILITY REPORT

Across Tapestry, hiring managers are required tointerview two or more candidates who identify asBlack, Indigenous and other people of color (BIPOC) for
each open position. This effort represents a significant
increase in the number of candidates we previouslyinterviewed from historically underrepresented
demographics, helping us strengthen the quality anddiversity of our talent pool. We leverage our brandled partnerships with Historically Black Colleges andUniversities (HBCUs), the Fashion Institute of Technology’s
Social Justice Center and Harlem’s Fashion Row,
to connect us with more candidates in more places.
To build diversity in other key areas of the business,
in FY2023 we worked with a third-party recruitment
partner, Essenta, to enhance recruitment strategies
to ensure a dependable and resilient pipeline of top
digital talent.
We are also working with NSITE to better understandopportunities to engage with and hire candidates whoare blind or visually impaired.

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUEDSUPPORTING THE NEW GENERATIONOF TALENTIn August 2022, the Coach Foundation
awarded 15 scholarships as part ofa new CFDA x Coach Dream It Real
Circular Design Scholarship. Thesescholarships provide opportunities forstudents to work with Coach and offer
students the chance to gain real-world
skills relevant in a new era of appareland accessory design.

Lydia, CFDA x Coach Dream It Real Circular Design Scholarship winner.
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FY2023 CORPORATE RESPONSIBILITY REPORT

Keanu, CFDA x Coach Dream It Real Circular Design Scholarship winner.

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUEDCELEBRATING OUR NEW EMPLOYEESIN JAPANIn April, our Tapestry teams in Japancame together to hold their annual
new-hire initiation ceremony for recent
university graduates, welcoming a totalof 66 new employees to Coach andkate spade new york. Formally called“Nyushashiki” in Japan, these events
mark an important milestone for all
the new associates, and emphasize
economic independence and personaladvancement. At Tapestry, this was thefirst fully in-person induction ceremony
since the COVID-19 pandemic – and thefirst multi-brand ceremony held by our
team. The ceremony builds camaraderie
across new-hires, brands and functions
while helping our employees understandopportunities for internal mobility,
support and overall professional
development.

New employees gather for a group photo at the Tapestry Japan New Hire Ceremony.

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FY2023 CORPORATE RESPONSIBILITY REPORT

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUEDCULTURE
Tapestry is seeing substantive progress in the depth
and reach of the internal culture across each of ourbrands. Employee feedback is telling us that employees
feel more seen and heard, and that’s in part due to thesuccess of our Employee Business Resource Groups(EBRGs). There is a heightened level of accountability
and engagement that belongs to our employees,
and it is driving real, positive change throughout
our organization.
We also celebrate all the individual groups andperspectives that help make Tapestry whole. In FY2023
the Asian Heritage Alliance, Black Alliance, Junto Unidos
and Prouder Together EBRGs all held month-longevents including cultural moments. Activations included
Unscripted speaker series, dance events, an author-led
book club meeting, fireside chats and participation in
the NYC and London Pride Parades. These and otherevents served to promote our diverse cultures andcommitment to inclusivity.
In FY2023, we continued our journey of cross-functional
employee education and empowerment. Our Global
People Organizational Development team is currently inthe process of building online EI&D learning pathways,
accessible in over 20 languages, for our global teams
on LinkedIn. Additionally, our employees have accessto curated content from leading diversity organizations
we partner with, including Disability:IN, Catalyst,
Seramount, Open To All, CDO Power Circle and LinkedIn
Learning. Through these social learning platforms,
our employees have an opportunity to dive deeper intoa wide range of EI&D topics.

14

FY2023 CORPORATE RESPONSIBILITY REPORTFOSTERING AN INCLUSIVE CULTURE

We are improving how we empower
our applicants and employees withdisabilities by listening to their needs
and taking concrete action to remove
more obstacles and barriers in theirprofessional journeys. Last year,
Tapestry formally joined Disability:IN’s
Inclusion Works program, which allows
all our employees globally to tap into
the collective knowledge and resourcesof more than 450 partner organizations,
to better understand and promote
disability inclusion within Tapestry.
Participation in their comprehensive
Disability Inclusion Benchmark Studyhas helped us improve disability
inclusion around recruitment, hiring,
retention and vendor diversity.

Tapestry Chief Diversity and Social Impact Officer and Disability:IN Board member, David Casey, speaks at the Disability:IN conference.

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUED

EBRGs ACTIVE AS OF JANUARY 2024:
PUTTING THE ‘B’ IN EBRGIn FY2023, we added the word “business”
to our employee resource groups because
the important decisions and communitybuilding these groups participate in havea direct impact on Tapestry’s ability toadapt to the speed of a constantly evolving
consumer base. These nine groups(six EBRGs and three taskforces) bring
employee voices together into the channels
where they contribute to all four pillarsof our EI&D framework – talent, culture,community and marketplace.
We leverage EBRG insights into thework of our Inclusion Milestone Review
Committee (IMRC), a cross-functionalgroup of employees who review selected
creative elements for design, language andpotential cultural sensitivities. This can
include marketing campaigns, product andvisual merchandising, talent/ambassador
partnerships and more. Overall, the IMRC
provides an important, independent lensto help us ensure that our EI&D values
are reflected within our products.

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FY2023 CORPORATE RESPONSIBILITY REPORT

Building a legacy of inclusion, equity andrecognition through the advancement andsupport of Black employees at Tapestry andour brands.

Our first global EBRG, this group supports
those who identify as women and their allies
with leadership from around the world.

Building a culture in which working parents
and caregivers can access the support,
resources and community to make the mostof life’s big moments.

Celebrating LGBTQIA+ employees andallies by building an inclusive community;
encouraging, supporting and mentoringothers within Tapestry and our brands.

Fostering cultural awareness of thediversity of the Asian community,
contributing to the development,
empowerment and success of Asiancolleagues, partners and allies.

Celebrating the rich and diverse cultures
within the Hispanic/Latinx community and at
Tapestry.

Raising awareness about the history andtraditions of the Jewish community througheducation on the Jewish experience, in allits forms.

Increasing awareness about the culturalexperiences and historical significanceof the Indigenous community throughstorytelling, education and meaningfulconnections with our colleagues.

TASKFORCES ACTIVE AS OF JANUARY 2024:

Bettering our collective understanding of
the experiences of those with disabilities
and removing barriers to disability inclusion.

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUEDOUR EBRGs IN ACTION: SUPPORTING
THE LGBTQIA+ COMMUNITY

In June 2023, more than 80 associatesfrom Tapestry and its brands returned
to celebrate the NYC Pride March.
Tapestry is a proud sponsor of
Heritage of Pride, a nonprofit
that works toward a future without
discrimination where all people haveequal rights under the law.
The following month, 24 of Tapestry’s
Europe retail and corporate employees
took to the streets of London for thecity’s annual Pride Parade, participatingin the event for the first time as acompany. Further, Pride in London
launched a new campaign,#NeverMarchAlone, to highlightthe power, beauty and celebrationof standing together with theTransgender community.

Tapestry employees at London’s Pride Parade.

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FY2023 CORPORATE RESPONSIBILITY REPORT

Tapestry employees at New York City’s Heritage of Pride Parade.

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUEDNONPROFITS AND COMMUNITY-BASED ORGANIZATIONS SUPPORTED BY TAPESTRY’S EBRGs DURING FY2023
COMMUNITY
Our employees are empowered to make a differencein ways that go beyond our organization and into
their local communities. Whether through our global
volunteerism program, Tapestry Gives, or other channels,
giving back is a core part of what it means to workat Tapestry. Here is a snapshot of the nonprofits andcommunity-based organizations that Tapestry’s EBRGs
supported during FY2023.
For more information on how employees support theirlocal communities, read the Uplift Our Communties
section of this report.

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FY2023 CORPORATE RESPONSIBILITY REPORT

| POWER OF OUR PEOPLE

POSSIBILITIES FOR EVERYONE CONTINUED

MARKETPLACE
Creating a more diverse and inclusive marketplace
will help to level the playing field for our suppliers,
our employees and our consumers. We are leveraging
our scale and reach to create positive change that
also makes sense for our business.
Looking ahead, we are exploring areas where we cancontinuously improve inclusive experiences for our
consumers and vendor partners.

COLLABORATION MATTERS
Working toward a more responsible fashion industry
requires meaningful partnerships. Tapestry is proud
to participate in several organizations that share ourenvironmental and social values.
Tapestry’s CEO continues to support efforts for equal
access to leadership roles for women through Catalyst’s
CEO Champions for Change initiative, as well as
contributing representation data to Catalyst’s annual
benchmark report. We are also a proud member ofOpen To All’s Mitigate Racial Bias in Retail charter,
in which we’ve committed to a multi-year effort of
implementing training, actions and accountability
metrics in our stores to create an inclusive environment
for our customers and employees. Our EI&D values
anchor our decision-making and actions across all we
do, especially in how our brands use their platforms
to advocate on key social issues. Read more about
our social impact work in the Uplift Our Communities
section of this report.
In FY2022, we began tying a percentage of ourleadership team’s annual incentive compensation
to specific benchmarks in EI&D. Progress toward
this goal is measured through quarterly updates tocompany leadership and the annual EI&D scorecard,
which is ultimately assessed by the Human Resources
Committee of the Board of Directors.

VENDOR DIVERSITY
Doing business with a diverse range of vendorsserves to enhance the strength of Tapestry as awhole. In an effort to ensure we include a varietyof vendor groups, we identified five main categories
for vendor classification:
Ȼ Minority.
Ȼ Women.
Ȼ Veteran.
Ȼ Disabled.
Ȼ LGBTQIA+.
Last year we promoted a full-time employee to leadour vendor diversity initiatives. We have increased
our spending with diverse vendors by more than 55%
compared to FY2022. We are progressing our efforts
through a “maturity matrix,” which will ultimately help
create a long-term, robust and enterprise-wide vendor
diversity strategy.
We have a five-step roadmap to mark the evolutionof diverse vendor inclusion:
Ȼ Develop internal tools to effectively measure theprogress of diverse vendor inclusion.
Ȼ Educate, influence and evaluate the inclusion of
new vendors.
Ȼ Join industry associations and leverage othernetworking opportunities to expand the adoptionof scalable vendor inclusivity practices.
Ȼ Host a vendor diversity business development forumat our North American headquarters.
Ȼ Measure annual growth of our spend with diverse
vendors and evaluate potential impacts andopportunities.

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FY2023 CORPORATE RESPONSIBILITY REPORT

| POWER OF OUR PEOPLE

Futures with Tapestry
EMPLOYEE GROWTH AND WELLBEING
Tapestry prioritizes listening to our employees
and providing ample opportunities for learning anddevelopment throughout the company.
INTERNAL MOBILITY
We are committed to ensuring every employee at
Tapestry has an equal opportunity to grow and progress.
In FY2023, we saw measurable progress in our efforts
to connect employees with advancement opportunities
across the enterprise. To provide transparency andencourage professional development, we proactively
communicate about open Senior Manager and aboveroles internally. For early-career roles, we leverage
our Internship Program as one of many critical talentbridges from our retail stores into corporate positions.
In FY2023, Tapestry also held a virtual career fair forour retail stores to help employees understand andaccess corporate advancement opportunities.
While finding motivated and high-achieving employees
is critical to our business, it is also important that we
identify and open our outreach to as wide of a talentpool as we can.
BUILDING THE NEXT GENERATION OF LEADERSHIP
Since 2016, we have focused on building our next
generation of leaders with the Emerging Leaders
Program, a global, year-long blended learning program
focused on accelerating Directors and Senior Directors
who have the potential to become future senior leaders.
Initially nomination-based, in FY2022 we changed theprogram to include an application process to increase
visibility of talent and gain greater commitment
and support from leaders. Participants are selectedbased on a combination of performance, potential
and leadership development needs.

19

FY2023 CORPORATE RESPONSIBILITY REPORTWe also continue to focus on enterprise leadershipin response to the leadership needs assessment we
conducted in FY2021-FY2022. Most recently, we held
our third session of Leading the Enterprise in Asia,
a business simulation designed to bolster enterpriseagility, for our VP+ leaders.
In FY2023, we designed a top talent development pilot
program focused on store managers in Coach North
America. The program was kicked-off in September
2023 and will continue through June 2024. This yearlong program aims to elevate top talent store managers.
For the pilot, participants were selected througha nomination process by senior leadership.
Our Design Apprenticeship Program continues to be an
important bridge for Graduate and Masters candidates
who can benefit from additional experience between
the end of their education and their first professional
design role. This 11-month program gives apprentices
a chance to freelance as design assistants within oneof our brands to gain corporate design experience.
Most of our apprentices who complete the program
accept full-time roles within Tapestry.
The Tapestry Internship Program is another way
emerging talent can identify strengths and weaknesses
as they explore potential career paths. Our robust,
paid program places 70 interns into roles across thebusiness (except for design where the Apprenticeship
Program takes its place), and interns are offered realworld experience through mentoring, impactful projects,
educational sessions and activities, performance
evaluations and more. The Internship Program has
become another important element of how we welcome
new, full-time talent into early careers at Tapestry.

EMPLOYEE SPOTLIGHT
VICTORIA SCHAFF
Victoria Schaff is an example of how
ambition leads to advancement within
Tapestry. She began as a sales associate
in our stores and earned opportunities tobecome a member of the store management
team. She then joined our intern program,which led to her being offered a full-time
staff position at Tapestry’s North American
HQ in New York City. Victoria has sinceearned two additional promotions incorporate and is currently an Assistant
Buyer at kate spade new york.

APPRENTICE SPOTLIGHT
NARI AHN“My experience as a Design Apprentice at Coachhas altered my standard regarding workplace,about how inclusive and welcoming it could
and should be. Every day the apprentices are
given opportunities to participate and assist
in a design process that helps us envisiona future of ourselves as a designer.”
Nari Ahn, hired as a Print Design Assistantat Coach in 2023.

| POWER OF OUR PEOPLE

FUTURES WITH TAPESTRY CONTINUED

TAPESTRY AND HBCUs

Tapestry announced a three-year partnership with
Harlem’s Fashion Row’s annual HBCU Fashion Summit
with the goal of offering insights on developing a morerobust and relevant design program at Bowie State
University, Maryland’s oldest Historically Black
University. The first year will include guidance fromleaders from kate spade new york, year two will include
Coach leaders, and Stuart Weitzman leaders will join inyear three. Tapestry will also sponsor the university’s
Senior Capstone Fashion Show and offer industry
experience to students through internship opportunities
across all three brands.

Dinner guests at kate spade new york’s Harlem Fashion Row dinner.

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FY2023 CORPORATE RESPONSIBILITY REPORT

| POWER OF OUR PEOPLE

FUTURES WITH TAPESTRY CONTINUEDLISTENING TO OUR EMPLOYEESOne of the ways we stay connected to our talentis through regular internal surveys. We carefully
consider how we craft these surveys and adjust our
strategy as our needs change. The goal is to be able torespond quicker to employees’ needs and provide more
effective resources.

COMPENSATION AND BENEFITS
Tapestry believes in recognizing and rewarding
employees for their talent and work and provides
comprehensive and industry-competitive benefits.
Maintaining a competitive program helps us attract,
motivate and retain the talent we need to remain anindustry leader.

Corporate employees receive an onboarding survey
within their first 120 days at Tapestry so we can better
understand the onboarding experience and its impact
on employee engagement.

We are proud of our paid parental leave policies
supporting our employees and their families. In FY2023,
we expanded our policies in the U.S. and, no matter how
you welcome a child into your family or your relationshipto your child, all full-time employees will receive eightweeks of fully-paid bonding leave. With this change,birth mothers will generally be eligible for at least 17
weeks of paid time off and non-birth parents will be
eligible for eight weeks of paid bonding time.

Our employees complete our surveys three times eachyear: once for corporate and retail employees combined
and two additional times for our corporate employees.
We monitor the employee response rate as well as theemployee engagement score.
The employee engagement score provides insights
regarding employee experience and is calculated
on a scale from 0-100 by averaging the score of the
responses to the questions asking employees how
happy they are to work at their company, and whether
they would recommend their company as a great place
to work. In FY2023, our corporate employee survey
had a 64% response rate, with a median score of 75.

We also increased our support for adoption, increasing
reimbursement for eligible adoption expenses from$3,000 to $10,000. In the U.S., we introduced services
through a third-party family planning platform to help
expecting parents and families navigate the complexities
of family planning.
We regularly evaluate our parental and family careleave policies across all our geographic regions
to ensure flexibility, fairness and equity across thecompany and may institute revisions as needed. Thisevaluation takes local market standards into account.
Our benefits are designed to be competitive andcomprehensive, although they vary by location andjurisdiction. In FY2023, we began to publicly disclose
the hiring ranges, including a benefits overview for all
our U.S.-based Corporate and Store jobs, linked here.

21

FY2023 CORPORATE RESPONSIBILITY REPORT

| POWER OF OUR PEOPLE

FUTURES WITH TAPESTRY CONTINUEDLEARNING AND DEVELOPMENT
We are committed to helping our employees develop
the knowledge, skills and abilities needed for continued
success, and encourage professional development at
all levels and stages. Tapestry offers career growth andlearning opportunities through both in-house platforms
and third-party resources like LinkedIn Learning,
Blinkist, Disability:IN and other platforms, alongsidecurated learning courses for professionals and managers.
To supplement broader learning and development
needs, we rolled out LinkedIn Learning to all corporate
employees and store managers and above globallyand are seeing early positive feedback toward targeted
development needs (e.g., transitioning to new roles orbrushing up on skills).
We also run targeted cohort programs to support
leadership development and transition, including theEmerging Leaders Program (targeted to Directors andSenior Directors, global cohort of 26 per fiscal year)
and Leader Transition Acceleration Program (for new
VP+ hires). In addition to our global programs, our APAC
team runs learning programs targeted to local needs.
As part of Tapestry’s policies, many employees are
required to complete a variety of compliance training
including anti-harassment, information security, privacy,business ethics, code of conduct.
In FY2024, we will continue to refine our learning anddevelopment programs based on employee feedback
and look to ensure employees are aware of and use all
our resources.

22

FY2023 CORPORATE RESPONSIBILITY REPORTOCCUPATIONAL HEALTH AND SAFETY
The health and safety of our employees is a toppriority. We follow all local, state, regional and national
requirements in the jurisdictions where we operate. We
look to provide a safe and healthy workplace designed
and maintained to prevent accidents, illness and injury
attributable to the work performed or the operation of
the facility and equipment. We offer several ways for
employees to report issues and concerns in a timely
manner. Not only does this allow us to promptly address
potential issues, but it also allows the company to avoid
potential future issues. For example, in our stores andfulfillment centers employees are provided with training
to help them understand what and where risks exist andhow to work safely.
Our employees and suppliers are encouraged,
empowered and expected to think and act in a safemanner and follow laws, safety procedures andrelevant Occupational Safety and Health Administration(OSHA) and other standards.

| SUSTAIN THE PLANET

Sustain the Planet
We aim to preserve and restore ourplanet through continuous investments insolutions that improve biodiversity andreduce the impacts of climate change.

23

FY2023 CORPORATE RESPONSIBILITY REPORT

Photo by Ana Caroline de Lima, 2023 Textile Exchange Field Trip, Brazil.

| SUSTAIN THE PLANET

Sustain the PlanetC

ombating climate change will require
investment and innovation in scalable
solutions. We are working on finding andimplementing these solutions to help reduce
our overall impact on the natural environment.
SUSTAIN THE PLANET GOALS FOR 2025 AND BEYOND
Ȼ Reduce absolute Scope 1 and 2 greenhouse gas(GHG) emissions 64%, Scope 3 emissions 42%,and Scope 3 FLAG emissions 30% by FY2030 froma FY2021 baseline.
Ȼ Reach net-zero GHG emissions across the value chain
by 2050.
Ȼ Procure 100% renewable energy in Tapestry-operated
stores, offices and fulfillment centers by 2025.
Ȼ Reduce water usage by 10% within our own
operations below FY2018 levels by 2025.
Ȼ Reduce water usage by 10% within our supply chain
below 2020 levels by 2025.

UN SUSTAINABLE DEVELOPMENT GOALSSUSTAIN THE PLANET WORK SUPPORTS:

24

FY2023 CORPORATE RESPONSIBILITY REPORTDRIVING PROGRESS FOR OUR PLANET

Aligned our emissions reduction
targets with the Science Based Targets
initiative’s (SBTi’s) FLAG guidance.

Announced a new Environmental
Sustainability Framework, which will
streamline our sustainability strategy
and provide more direct support toour supply chain partners, to help
them improve their environmental
performance.

Signed on to a 15-year agreement with
Pivot Energy in Illinois to help fund a
Renewable Energy Certificate-basedsolar energy project.

| SUSTAIN THE PLANETEngaging Our Suppliers
Our suppliers play a critical role in helping
us realize our environmental and social ambitions.
We consistently partner with stakeholders across ourvalue chain to work toward more responsible practices
that their businesses can incorporate, especiallythrough increased implementation of environmentally
preferred manufacturing practices and the use ofpreferred materials.
All of our suppliers must comply with our Tapestry
Supplier Code of Conduct (SCOC), which covers
social, ethical and minimum environmental business
requirements. Tapestry conducts social compliance
audits for its Tier 1 direct1 suppliers and strategic
Tier 2 suppliers to help confirm that they are adhering
to applicable laws and regulations and uses corrective
action plan management to ensure that identified
issues are addressed. Tapestry also conducts biennial
compliance-related training for its Tier 1 direct andstrategic Tier 2 suppliers, including, most recently, anin-person training in Southeast Asia in November 2023.
As part of our efforts to increase transparency andadvance a responsible supply chain, twice a year
we update our publicly disclosed Tier 1 Supplier
List on our website. This list can also be found on
Open Supply Hub (OS Hub), a third-party nonprofit
organization that promotes greater supply chain
disclosure. The list includes Tier 1 facilities’ names,
locations, parent organizations, number of workers,
percentage of male and female workers and the
product categories produced.
We continue to host training courses to support
strategic direct suppliers to better engage with the
Higg Facility Environmental Module (FEM) platform,
prepare for the rollout of Higg FEM 4.0 and improvetheir impact to meet platform requirements. Of the
84 suppliers that completed the Higg FEM, 100% have25

FY2023 CORPORATE RESPONSIBILITY REPORT

had their responses verified by third parties. Marking
progress from the last three years, this represents
a 30% improvement (from an initial 70% verification rate
in 2020).
Our tanneries, which are members of the Leather Working
Group (LWG), must meet a specific set of environmental
and social requirements. In addition to the data collected
through the Higg FEM, more than 30 of our LWGaudited suppliers individually provided us with theirdata regarding waste, water, energy, wastewater andchemical management in FY2023.
In FY2024, we will roll out a new Environmental
Sustainability Framework that will evolve ourenvironmental expectations for direct suppliers moving
forward. This four-part framework includes:
Ȼ Environmental Policy: Clarifying our expectations
toward our suppliers with a set of environmental
requirements covering all key impact areas, providing
a clear framework for setting objectives and targets
to measure their performance.
Ȼ Targets & Scoring: Scoring suppliers against
identified targets, both per impact area and against
Higg FEM levels, to measure their performance.
We anticipate integrating scoring into our overall
supplier scorecard.
Ȼ Capability Building: Developing implementation
guidelines and providing trainings to our internalteams and to our direct suppliers to help them
improve their environmental performance in all
impact areas.
Ȼ Decarbonization Program: In FY2024, we aresupporting 18 suppliers with high energy andcarbon emissions to help build and implementa decarbonization roadmap for their facilities.
1 “Direct” suppliers provide finished goods, materials, components,
or services for Tapestry brands’ products.

Coach Design and Product Development Team reviewing new hardware innovations with core hardware supplier, Wagon.

| SUSTAIN THE PLANET

Climate Change
As the impacts of climate change intensify, we must
adapt to the new normal, while working toward ways of
doing business more responsibly. This goes beyond the
products we sell.
We look to leverage the scale of our business andinnovation to contribute viable solutions that mitigate
risks to our company, and more broadly, the planet.
GREENHOUSE GAS (GHG) EMISSIONSIn the time since we submitted our goals to the SBTi
for validation, we reviewed the draft Forest, Land andAgriculture (FLAG) guidance and deemed it relevant for
Tapestry’s GHG emissions targets. As a result, we haveupdated the set of targets we announced last year andhope to receive verification from the SBTi in early 2024.
The FLAG guidance includes more stringent thresholds
related to GHG emissions reductions tied to companies
in land-intensive industries, and we are among the firstin the fashion industry to align with these standards.
Tapestry is currently in the process of developing
decarbonization roadmaps with a group of 18 suppliers
who have been identified as the highest emittersof Tapestry’s supply chain. We plan to extend this
support to additional suppliers after the first rollout
has been completed. Further, Tapestry’s Environmental
Sustainability Framework requires that suppliers
adhere to a coal phase-out program.

26

FY2023 CORPORATE RESPONSIBILITY REPORTAs a part of the launch of Coachtopia, we purchasedcarbon offsets for the upstream and downstreamshipping emissions of these products. In total, wepurchased 5,015 MT CO2e of offsets through two key
partners. Through our partnership with GoodShipping,
we offset the emissions from Coachtopia products
shipped via ocean freight from our suppliers tofulfillment centers by investing in cleaner biofuel
alternatives. Through our partnership with 3Degrees,
we offset emissions from air freight and from thetransportation of Coachtopia products from fulfillment
centers to our stores and every e-commerce shipment.
These carbon offsets were not included in Tapestry’s
total GHG emissions footprint.
Tapestry continues to assess potential climate-relatedrisks and opportunities with a direct impact on ourbusiness and supply chain. For more information on
our scenario analysis and our climate-related risks
and opportunities, please refer to our CDP Climate
Change Response.
Tapestry is also funding and supporting Life Cycle
Assessment (LCA) work to assist in accurately estimating
emissions from raw material sourcing. Read more
about this in the Create Products with Care sectionof the report.

SCIENCE-BASED TARGETS

64%

2019

Set Scope 1, 2 and 3 (transportation)
GHG emissions targets

Reduce absolute Scope 1
and 2 GHG emissions by
64% and Scope 3 GHG
emissions 42% by FY2030
from a FY2021 baseline.

2021

Committed to the Science Based
Targets initiative (SBTi) Business
Ambition for 1.5°C

30%

2022

Submitted targets to SBTi forvalidation for Scope 1, 2 and 3 GHG
emissions

2023

Submitted Forest, Land andAgriculture (FLAG) aligned targets

2024

Expecting validation of FLAGaligned SBTi targets

Reduce absolute Scope 3 FLAGGHG emissions 30% by FY2030
from a FY2021 baseline.

net-zero

GHG emissions across the value
chain by 2050.

| SUSTAIN THE PLANET

CLIMATE CHANGE CONTINUEDSCOPE 1 AND 2 GHG EMISSIONS (MT CO2e)

TOTAL FY2023 GHG EMISSIONS (MT CO2e)2Progress Against Our
Commitments

SCOPE 3 GHG EMISSIONS (MT CO2e)
797,249

40,76837,245

738,750
693,079

Decrease in our Scope 1 and 2
GHG emissions compared to
our FY2021 baseline throughincreased procurementof renewable energy in ourown operations.

22,996
16,396
17,338
11,779

6,600

<1%

5,559

3,523
SCOPE 1

5,559

<1%

FY2021 BASELINESCOPE 23

11,7791.7%

SCOPE 1

PG&S (non-FLAG)59%

SCOPE 3

693,07998%

SCOPE 2

PG&S (FLAG)

20%

710,417

100%

Upstream Transportation

6%

Waste in Operations

4%

Employee Commuting

3%

2	FY2023 Scope 1, 2 & 3 (non-FLAG) GHG emissions have been verified
by a third-party against a limited level of assurance. FLAG emissions
are not included in the verified numbers as the GHG Protocol’s Land
Sector and Removals Guidance has not yet been finalized at the timeof this report’s publication.

FERA

2%

End-of-Life

2%

Business Travel

1.1%

3 Market-based emissions.

Capital Goods<1%

Downstream Transportation<1%

Franchises<1%

Investments

<1%

TOTAL

27

FY2023 CORPORATE RESPONSIBILITY REPORTFY2022

FY2023-57%

FY2021 BASELINEFY2022

FY2023

Decrease in our Scope 3 industry
GHG emissions compared to
our FY2021 baseline, due tosignificantly less air freight andoptimized shipping routes by
opening our new West Coast
Fulfillment Center.

-24%

Decrease in our Scope 3 FLAGGHG emissions compared to our
FY2021 baseline.4

4	The FY2021 baseline for Scope 3 FLAG
emissions amounts to 177,917 MT CO2e.

| SUSTAIN THE PLANET

CLIMATE CHANGE CONTINUEDRENEWABLE ENERGY
We are committed to procuring 100% renewableelectricity in Tapestry-operated stores, offices andfulfillment centers globally by 2025. To achieve this goal,
we look at our operating geographies regionally to makethe best energy sourcing and purchasing decisions.
We are working with a third-party energy procurement
team to source renewable energy for our retail stores inderegulated electricity markets using green e-certified
Renewable Energy Credits (RECs).
We joined The Fashion Pact’s Collective Virtual Power
Purchase Agreement (CVPPA), which commits us, alongwith 11 other fashion brands, to accelerate renewableelectricity adoption by investing in new clean energy
infrastructure. The solar portfolio in Spain is expectedto add more than 160,000 MWh of new renewableelectricity generation annually to Europe’s power grid.

80%

SUPPORTING COMMUNITYSOLAR IN ILLINOISof Tapestry’s global operations
covered by renewableelectricity in FY2023.

We signed a 15-year agreement with
Pivot Energy to purchase Impact
RECs through the development of six
community solar projects in Illinois.

TOTAL RENEWABLE ENERGY PROCUREMENT (MWh)79,03069,254Through the Higg FEM and survey responses from LWG
audits, our suppliers reported that 11% of their total
electricity consumption came from renewable energy
sources, an increase from 9% in the previous year.
We plan to engage directly with key suppliers to support
their transition to renewable energy sources, including
financing rooftop solar assessments.

We project that more than half of ourlong-term energy procurement needs
will be covered between our CVPPA
commitment in Europe and the newcommunity solar effort in Illinois.

12,5283,944
FY202028

FY2023 CORPORATE RESPONSIBILITY REPORTFY2021

What makes this project unique is that,
unlike traditional REC purchases,
Impact RECs provide additional clean
energy in areas with lower solar
resources and provides direct
investment in local communities.
These projects are expected to go livein 2025 and generate over 50,000 MWhof new electricity per year, equivalent
to powering over 6,000 average
households annually. Additionally,$2,000 per MW of built solar will
be donated to local nonprofit
organizations dedicated to equitable
workforce development within the
renewable energy sector.

FY2022

FY2023

| SUSTAIN THE PLANET

Water
WATER IN OUR OPERATIONS
We continue to track water usage at our corporate
locations – including our offices and fulfillment centers– and acquire data for most of our U.S. store locations.
We continue to utilize low-flow filters and implement
other measures to reduce and regulate water usage
over time.

WATER USAGE IN OPERATIONS (m3)542,472
4,218

39,3293,790

38,25436,01538,206
4,681

35,53933,5259,700

10%Reduction in water usage fromour Tapestry-owned retail stores,
corporate offices and fulfillment
centers in North America in FY2023
compared to our FY2018 baseline.

We continue to utilize the World Resources Institute’sAqueduct Tool to assess water stress and water risk
as well. For more information, please refer to our
CDP Water Response.
FY2018BASELINE

FY2021CORPORATE   FY2022

5,152,468

TOTAL SUPPLY CHAIN WATER BY SOURCE (m3)67%

4,749,568

25%

3,859,524

WATER IN OUR SUPPLY CHAIN
We encourage our suppliers to implement water-saving
processes and reduce their overall water usage. As aresult of increased data visibility, we recalculated our2020 baseline to include suppliers audited by the LWG.
For the 119 suppliers that reported using the Higg
FEM and through the LWG, we saw a 25% decreasein water usage compared to our 2020 baseline fromthese suppliers.
We are engaging directly with these suppliers to help
provide education about water reduction practices,such as water efficiency technologies, better on-site
tracking of water usage and increasing on-site recycled
or reused water. Our new Environmental Sustainability
Framework will also have specific guidelines related
to water use.

22,908WATER USAGE IN SUPPLY CHAIN (m3)6

2020

2021

2022

Municipal Water

2,380,697

62%

Groundwater

513,898

13%

Recycled

440,49311%

Externally Sourced Wastewater

418,60611%

Surface Water

48,495

1.2%

Unknown

47,369

1.2%

Rainwater

10,966<1%

3,859,524

100%

Total

FY2023RETAIL5	Our corporate locations include our fulfillment center, facilities andoffices within the U.S., and retail locations.
Retail locations cover municipal water consumed by stores acrossall three brands where utility data is available.

29

FY2023 CORPORATE RESPONSIBILITY REPORT

6	Based on data collected from 119 suppliers through verified Higg
FEM responses and data submitted by our LWG tanneries.

| SUSTAIN THE PLANETWATER CONTINUEDWASTEWATER AND EFFLUENTS IN THE SUPPLY CHAIN
As part of Tapestry’s Supplier Code of Conduct, we
require all of our suppliers to adhere to all applicablelaws and regulations of the regions in which they
operate. This includes compliance with laws governing
wastewater discharge. If a supplier is identified as beingout of compliance, we expect them to promptly remedy
any issues. Remediation includes root cause analysis,corrective action planning and follow-up, and goalsetting. If a supplier fails to remediate a non-complianceissue in a timely and satisfactory manner, we will initiate
a responsible exit strategy.
Our 84 suppliers who submitted verified Higg FEM 2022
responses have reported a total quantity of 1,942,636 m3
of wastewater, which is a 4% reduction in wastewaterfrom the previous year. As part of our third-party
verified water and carbon assessment, we found that
11% of these reporting supplier sites currently reuse or
recycle at least some of their wastewater.
Read more about our work to help suppliers improvetheir environmental performance in the Engaging Our
Suppliers section of this report.

30

FY2023 CORPORATE RESPONSIBILITY REPORTImage from Generation Phoenix demonstrating their hydro-entanglement process. Generation Phoenix has an on-site water treatment plant that enables them to recycle 95% of the waterused to fuel the process.

| SUSTAIN THE PLANET

Biodiversity
Biodiversity and climate change are intertwined, andwe understand the importance of natural resource
protection and restoration. We know our business andthe materials we use in our products have an impact
on natural environments and we have an elevatedresponsibility to reduce that impact.
Tapestry’s biodiversity strategy aims to minimize our
impact on natural resources by promoting initiatives
in the ecosystems in which we operate, and has four
key components:
Ȼ Measure and Map: We start by mapping our
supply chain and raw material sourcing regions.
We then measure the environmental impact of our
supply chain and procurement practices to help us
understand where our products may be affecting
specific areas of biodiversity.

We have signed onto the Deforestation-Free Call to Action
for Leather organized by Textile Exchange, LWG, andWorld Wildlife Fund. The Call to Action unites leading
fashion brands in their commitment to collaborate and be
held accountable for preserving natural ecosystems andimproving the environmental impact of leather supply
chains. Tapestry is working towards no deforestation
by 2025 across our primary commodities that could belinked to deforestation, as part of SBTi’s FLAG guidance.
Please refer to our CDP Forests Response.

Conserve & Restore

Further, Tapestry set a goal to achieve 95% traceability
and mapping of our raw materials to ensure atransparent and responsible supply chain by FY2025.
For more information, please read the Create Productswith Care section of this report.

Tapestry
Biodiversity
Strategy

Ȼ Avoid and Reduce: We aim to avoid operations in
key biodiversity areas and endeavor to significantly
decrease our impact when we must operate inthose areas.
Ȼ Regenerate and Support: We focus on theregeneration of ecosystems by using moreenvironmentally preferred raw materials and support
initiatives that bring together stakeholders to createa more sustainable and responsible fashion industry.

Measure & Map

Minimize our impact on natural
resources by promoting initiatives in theecosystems in which we operateȻ Conserve and Restore: We aim to leverage
partnerships and take action to conserve andrestore biodiversity.

Regenerate & Support

31

FY2023 CORPORATE RESPONSIBILITY REPORT

Avoid & Reduce

| SUSTAIN THE PLANET

BIODIVERSITY CONTINUEDREGENERATIVE AGRICULTUREIn FY2023 we announced a target to source 10% of
our leather from farms using regenerative agriculture
practices, made with recycled inputs, or made with
next-generation materials by 2030. Regenerative
agriculture helps to maintain and rejuvenate grasslands,
increase biological diversity, soil health and productivity,and could lead to increased carbon absorption.
We continue to partner with Other Half Processing,to purchase verified and traceable materials thathave been procured from farmers and ranchers
using regenerative farming and rearing practices.
This partnership is key in helping Tapestry
increase material sourced from regenerative
agriculture practices.

32

FY2023 CORPORATE RESPONSIBILITY REPORTLAND TO MARKET
We also continue to engage with Land to Market, a Public
Benefit Corporation started by the Savory Institute. In FY2023,
we hosted a training for more than 100 of our employees
across several departments including design, merchandising,product development, legal, and more. The training was
to familiarize them with the concept of Ecological Outcome
Verification™ (EOV™), a scientific protocol that measuresland health and verifies whether a farmland is in a stateof regeneration or degeneration. It is the first outcomebased and contextually relevant method for monitoring land
regeneration and ecosystem health.

Coach’s Heart Bag is made with leather that is sourced from farms that use regenerative
agricultural practices.

| SUSTAIN THE PLANET

Operational Waste and Recycling
Waste management and reduction is a critical part ofdecreasing the footprint of our direct operations and our
supply chain. In FY2023, we have made great strides toreduce waste sent to landfills across our own operationsin North America. As Tapestry’s business has evolved,
we have realized that the original target to reduce waste
by 25% by 2025 from a 2018 baseline which was set
in 2019 is not best suited to drive meaningful change
throughout our operations. Moving forward, we willcontinue to focus on maintaining landfill diversion
across our corporate locations in North America7,
aiming to achieve zero waste8 at these locations.
In FY2023, we diverted around 4,200 tons of waste fromlandfills at our corporate North America locations, whichequals an 83% landfill diversion rate. This is an increase
from a 73% landfill diversion rate in FY2022. Our efforts
toward this achievement include:Ȼ Installation of two new recycling bailers at ourJacksonville fulfillment center to support paper
and plastic recycling.
Ȼ Diverted around 3,000 lbs of thin film plastic fromlandfill at our Jacksonville fulfillment center bypartnering with ReCircled for a pilot program tolearn how plastic from our own operations can beincorporated into our product.

In addition to the initiatives regarding waste in ouroperations, we continue to evolve the end-of-life
approach to sample materials, finished goods, or otherdamaged and scrap products. While our first goal is
to sell all products through retail, we aim to repair,redesign or resell products through Coach (Re)Loved
and other channels. When resale is not possible, we
work with donation partners to find the best end-of-life
solutions for our products. We are also proud of ourinitiatives to design waste into our products by investingin Generation Phoenix and design into Coachtopia.
Read more about how we minimize waste output within
our products in the Create Products with Care sectionof this report.

83%

of waste at our North America
corporate locations diverted fromlandfills in FY2023.

Ȼ Pursuing TRUE Zero Waste Certification at our
Coach (Re)Loved & Repair Workshop in New Jersey.
We are aiming to be certified in early 2024.
Ȼ Tapestry’s new fulfillment center in Las Vegas opened
during FY2023 and is already achieving a greater than
90% landfill diversion rate.
7	Our corporate locations include our fulfillment centers andoffices within the U.S.
8	Zero waste is defined as diverting more than 90% of the waste
generated from landfills.

33

FY2023 CORPORATE RESPONSIBILITY REPORT

Coachtopia’s pop-up store at Selfridges in London using furniture made from Upcrushed Upcrafted leather andrecycled neon LED lights.

| CREATE PRODUCTS WITH CARE

Create Productswith Care
We aim to increase the use of innovative
materials and focus on production methods
that design out waste and pollution,
keep products in use and restore natural systems.
34

FY2023 CORPORATE RESPONSIBILITY REPORT

| CREATE PRODUCTS WITH CARE

Create Products with CareWe are focused on crafting the bestproducts while continuously challenging
ourselves to create more with less.
When thinking about the materials we use,
we are always aiming to be on the leading edge ofinnovation, collaborating widely to create more durable
finished goods.
CREATE PRODUCTS WITH CARE GOALS FOR
2025 AND BEYOND
Ȼ 95% traceability and mapping of our raw materials
by 2025.
Ȼ 90% of leather used in our products comes fromSilver- and Gold-rated LWG tanneries by 2025.
Ȼ 95% of polyamide (nylon) will be from pre- or postconsumer recycled sources by 2025.
Ȼ 90% of cotton will be organic- or regenerativecertified by 2025.

DRIVING PROGRESS FOR OUR PRODUCTS

Tapestry has achieved its 2025 goal,
sourcing 97% of its leather fromGold- and Silver-rated LWG tanneries.

Invested £1,000,000 in Generation
Phoenix, putting further support
behind the development of viable
and responsible alternatives toconventional leather.

Ȼ 75% recycled content in consumer packaging by 2025.
Ȼ 95% of polyester will be from pre- or post-consumer
recycled sources by 2027.
Ȼ 10% of leather will be from farms using regenerative
agriculture practices, made with recycled inputs ormade with “next-generation” materials by 2030.
UN SUSTAINABLE DEVELOPMENT GOALSOUR CREATE PRODUCTS WITH CARE WORK SUPPORTS:

Launched an entirely new sub-brand,
Coachtopia, with a mission toaccelerate the transition toward
a circular economy.

Joined the Ellen MacArthur Foundation
as a Network Partner, to support wider
adoption of circular business models
across the fashion industry.

kate spade new york’s iconic Sam bag made with a 100% recycled nylon shell and 100% recycled polyester lining.
35

FY2023 CORPORATE RESPONSIBILITY REPORT

| CREATE PRODUCTS WITH CARE

Material Traceability and Responsible Sourcing
As part of Tapestry’s efforts to ensure a more responsible
and transparent supply chain, we know it is critical tomap our supply chains and the relationships between
our suppliers.
Our vendor compliance team in FY2023, undertook
an expansive effort to verify and update our supplierrecords for all nominated Tier 1 and Tier 2 suppliersin Tapestry supply chains. As this work wrapped
up, we began the process of onboarding pilots for
suppliers to join TrusTrace where Tapestry intends to
conduct more upstream supply chain mapping and thecollection of documentation to establish material andproduct traceability.
Onboarding of our suppliers onto this platform iscurrently underway and will continue through FY2024.
Tapestry suppliers will use TrusTrace free of charge andaccess will be extended to manufacturers and suppliersof all Tapestry brands, categories and materials soon.
Over time, we envision the TrusTrace platform to be
the central data hub for Tapestry’s traceability andresponsible sourcing program.
“Supply chain traceability is a central tenet ofsustainable transformation. Through TrusTrace’s
partnership with Tapestry, we have seen theirdemonstrated commitment to adopt scalable
ESG and sustainability solutions across their
supply chain while also making contributions to
the industry’s overall approach to mapping andtraceability. We recognize Tapestry’s progress
as a responsible business through their strategic
use of systems to measure, manage, and mitigate
their impacts.”
	SHAMEEK GHOSH,
Co-Founder and CEO, TrusTrace
36

FY2023 CORPORATE RESPONSIBILITY REPORT

TrusTrace is a cloud-based web platform forsustainability that we envision will become thecentral hub for much of Tapestry’s work to measure,manage and bring together supply chain impact data.
We envision the platform will help Tapestry to meetenterprise-wide sustainability commitments andgoals, and help us align with upcoming regulatory
requirements and industry best practices.
Key FY2023 Traceability Pilots and Projects:
As part of Tapestry’s commitment to supply chain
mapping and traceability, we undertook andcompleted several pilots and initiatives intended totest technologies and expand our understanding of
our supply chains. Below is a selection of those pilots
and initiatives:

TAPESTRY’S SUPPLY CHAIN ESG AND SUSTAINABILITY HUBSYSTEMIZING EXISTINGPROCESSES

TAPESTRY SUPPLYCHAIN PLATFORMS

SUPPORTING NEW
SUPPLY CHAIN
PROCESSES

INDUSTRY STANDARDS& DATAȻ Completed a leather traceability pilot in partnershipwith the United Nations Economic Commission
for Europe.
Ȼ Partnered with Applied DNA Sciences (ADNAS) andtannery partner ISA Nextgenmaterials on a pilot
exploring tagging of leather products. Read more
about this in the Leather section of this report.
Ȼ Engaged with the cotton mills in our supply chain
to update our mapping of these supply chains. Thiseffort built upon previous supply chain mapping workand learnings will be implemented in TrusTrace where
we plan to continue to expand our mapping to othermaterials within our supply chain.
Ȼ Improved downstream traceability by launchinga digital product passport program, most notably
through Coachtopia products. Customers can holdtheir smartphones against the cloud emblem on
their Coachtopia product until the pop-up appears,
and then learn the total environmental impact ofthe product, along with all the potential avenues
to extend its useful life under the sub-brand’s
circular principles.

| CREATE PRODUCTS WITH CARE

Environmentally Preferred Materials

MATERIAL SUBSTANTIATION FOR
MARKETING CLAIMS
Tapestry maintains its Environmentally PreferredMaterials Guidelines to provide guidance to company
employees to help them source environmentally
preferred materials and production processes.
The Guidelines also note requirements anddocumentation needed to procure raw materials
or to make environmental marketing claims abouta material or product.

FY2023 TOTAL MATERIALS BY WEIGHT

Leather
90% of leather used in our products comesfrom Silver- and Gold-rated LWG tanneries

80% 90% 97%

Nylon
95% of polyamide (nylon) will be frompre- or post-consumer recycled source

Leather

53%

Synthetics (i.e., PET, rPET, polyamide)

14.7%

PVC & PU

14.1%

Metals (i.e., brass, copper, steel, zinc)

13.9%

Cotton (i.e., organic, conventional)

3.2%

Cellulosic (i.e., viscose, TENCEL™, lyocell, rayon)<1%

Wool (i.e., wool, cashmere)

<1%

Misc

<1%

95%

Cotton90% of cotton will be organicor regenerative-certified

26%

42%

90%

BY 2027

Polyester
95% of polyester will be from preor post-consumer recycled sources

21%

BY 2030

10% of leather will be from farms
using regenerative agriculture
practices, made from recycled
inputs or made with “nextgeneration” materials

FY2023 CORPORATE RESPONSIBILITY REPORT

63%

26%

Leather

37

2023

BY 2025TARGETPROGRESS AGAINST OUR ENVIRONMENTALLY
PREFERRED MATERIALS TARGETS
2022

In FY2023, we made substantial progress in sourcing
environmentally preferred materials throughprocurement and investing in innovative solutions.
We take a holistic approach to creating greater productresponsibility through leather, such as our goals
around using LWG-rated tanneries, recycled leather
and more. We also have set targets to increase theuse of other environmentally preferred raw materials,
such as organic cotton, recycled polyester and recycled
nylon within our products.

<1%

10%

67%

95%

| CREATE PRODUCTS WITH CAREENVIRONMENTALLY PREFERRED MATERIALS CONTINUED

LEATHER
Leather makes up over 50% of Tapestry’s raw materials
by weight, and is one of the key focus areas in our
strategy to reduce our impact on the environment.
We are pleased to report having already achieved andsurpassed our target to source 90% of our leather fromGold- and Silver-rated LWG tanneries, reaching 97%
in FY2023.
We are engaging with both internal stakeholders,
to prioritize sourcing leather in the most responsible
manner, and external stakeholders, to influence anaccountable leather value chain. This work comes tolife through our participation in LWG sub-committees
and several industry initiatives.
In FY2023, we completed a traceability pilot with ISA
TanTec (ISA), a long-time Tapestry tannery partner,
alongside technology provider ADNAS. The pilot
evaluated the efficacy of using an applied tracer inleather to establish a verifiable way to substantiate
the origin of leather used in footwear.
To establish a leather that would be fully traceable fromfarm to finished goods, ISA first sourced hides that are
traceable, through upstream supply chain mapping anddocument collection back to the farm-level through their
Greener Pastures program. ISA then applied an ADNASfurnished tracer in the finish of the leather.
The leather that received the tracer was tested toverify and detect the presence of the applied tracer.
Tapestry then designated this leather to be used in
the uppers of two specific Coach shoe styles. Shoesin those styles, produced with the tagged leather, werethen subsequently re-tested and the tracer was verified.
Tapestry is currently evaluating learnings from this pilot
for possible wider implementation in leather or othermaterial supply chains.
38

FY2023 CORPORATE RESPONSIBILITY REPORTON THE FARM
– Deforestation-Free Call to Action
for Leather– Investment in WWF Brazil– Regenerative agriculture(OHP & Savory Institute)

Tapestry is taking a holistic approach to building amore responsible leather value chain by engaging with
suppliers. Over the long term, we envision an end-toend approach to leather that reflects how we leveragevarious programs within our biodiversity, climate
and supply strategies. Tapestry is addressing carbon
emissions in the leather supply chain by not only helping
suppliers reduce emissions in the leather manufacturing
process, but also collaborating with partners to reduce
emissions resulting from animal rearing.

PILOTING BLOCKCHAIN IN THE LEATHERVALUE CHAIN

Tapestry participated in a traceability
pilot with the United Nations Economic
Commission for Europe (UNECE).
The focus was to use blockchain
technology to support and substantiate
sustainability claims throughtraceability in leather value chains.
We were able to leverage leather
supply chain mapping and theblockchain technology to track a
specific leather used in footwear
uppers from the original leather
supplier through the supply chain,and to distribution. Learnings are
improving how we implement similar
approaches within TrusTrace.

Recyclingtannery scraps
with Generation
Phoenix

Reusing
cutting room
floor scraps

TANNERIES– LWG Gold- and Silver-rated tanneries– Traceability initiatives & DNA tracing

PRODUCT MANUFACTURING– Environmentally Sustainable
Framework

Unrepairable
products
repurposed into
new productProduct take-back programs
through Coach (Re)Loved,
ksny x thredUp & Coachtopia

CUSTOMER– Customer services to extend the productlife (repair, cleaning, etc.)

| CREATE PRODUCTS WITH CAREENVIRONMENTALLY PREFERRED MATERIALS CONTINUEDSPOTLIGHT

Coach Runway Spring 2024
REPURPOSING LEATHER
Leather blazers, jackets andmoto skirts artfully reimagined
and repurposed from vintage
leather garments and scraps
sourced from vintage andsecond-hand shops.

We also introduced a patchwork,
quilted iteration of the iconic Tabby
bag, crafted with repurposed andCoach (Re)Loved leather scraps,
and 100% recycled polyester filler.
39

FY2023 CORPORATE RESPONSIBILITY REPORTRECYCLED MATERIALSThe Coach Bow bag features
recycled threads and fillers– we call these “Invisibles” –as part of our commitment
to reimagining the smallest
details.

REGENERATIVE MATERIALS
We expanded our exploration
into regenerative leather andcotton materials sourced fromfarms that use regenerative
practices – those that help
maintain and rejuvenate theland and increase biologicaldiversity and soil health.

REPURPOSED DENIM
Repurposed denim essentials
crafted from post-consumer
denim garments that weresourced from second-handstores. Artfully dissembled,reassembled and reimagined
into patchwork designs,
they reflect our ongoingcommitment to helping
reduce our impact on theplanet while exploring ourheritage of craft in playful
and imaginative new ways.

| CREATE PRODUCTS WITH CARE

Circularity
In FY2023, Tapestry became a Network Partner of theEllen MacArthur Foundation, an international charitythat develops and promotes the idea of a circular
economy. We recognize the importance of transitioning
to a circular economy based on the Foundation’s three
key principles, all driven by design: eliminating waste
and pollution, circulating products and materials, andregenerating nature. Through joining the Network,
we built on our brands’ commitment to innovating andscaling circular business models. The Foundation’s
Fashion Initiative seeks to drive the transition toward
a circular economy for fashion to create a resilient
and thriving industry. This will involve reimagining
how materials are sourced, produced and consumed,with a focus on reducing waste and circulating products
and materials to keep them in use.
Education about circularity is also central to the successof our work. Through each of our brands, we are
putting a focus on helping employees understand how
to extend the life of their favorite products – whether
through initiatives like conducting handbag disassembly
and repairability trials or conducting employee tours of
our repair and reuse facilities. For example, more than
140 Coach employees took an in-person “Circularity
101” course to better understand circular economy
principles and how their product development choices
can influence end-of-life opportunities like disassembly
for repair or recycling.
We are working toward a goal that 10% of leather usedin Tapestry products will be sourced from farms using
regenerative agriculture practices, made with recycled
inputs, or made with next-generation materials by 2030.
Our investment into Generation Phoenix puts us on thepath to meeting this goal and helps us to further tackle
the planet’s waste problem.

40

FY2023 CORPORATE RESPONSIBILITY REPORTSCALING NEXT-GEN MATERIAL INNOVATION

Our investment in Generation Phoenix
promises to further push the potential of
alternative materials to drive circularity.
The U.K.-based company uses wet blue
leather offcuts to create a new and durable
material. In April 2023, we made asignificant investment in the company
alongside Dr. Martens, InMotion Ventures(the venture capital arm of Jaguar Land
Rover) and venture capital firm Material
Impact, in support of a long-term visionusing recycled leather and achieving
science-based targets. The investment will
fuel Generation Phoenix’s ability to expand
into the luxury footwear and apparelmarkets, and accelerate innovation in new
ways of applying the company’s technology
to create circular material solutions.
Today, Generation Phoenix can produce
up to six million square meters of materials
each year at its U.K. factory.

| CREATE PRODUCTS WITH CARE

CIRCULARITY CONTINUEDCIRCULAR PRODUCT DESIGN: COACHTOPIA
Coachtopia is Coach’s flagship sub-brand focused on
circular craft. Coachtopia is fueled by innovation andspeaks to younger consumers who do not want tocompromise their love of style and fashion for productsthat have a negative impact on the environment.
Coachtopia is building a community with the next
generation through multiple educational partnerships
and a collaborative working ethos.
The success of the first releases from Coachtopia
signals a broader demand for products that push
past baseline sustainability and are actively building
a circular future. In FY2023, we began to scale
Coachtopia, leveraging materials, innovation andtechnology wherever possible to bring a truly circular
sub-brand to life, and as a more important part of the
Coach business overall.
The core ethos of Coachtopia is the concept of actively
prototyping in order to test and learn. Coachtopia
engages with our suppliers in new ways with much
more intentionality and more opportunities for feedback.
Coachtopia products are among the first that can
provide customers with a calculation of its cradle-tograve carbon footprint.

Coachtopia is also an opportunity to think about material
impact beyond the final product. Coachtopia partners
with ReCircled to repurpose as much excess material
as possible during the production process. For example,
packaging waste and materials from unrepairable Coachproducts have been reimagined into new Coachtopia
materials, such as the filling for the Coachtopia furniture
ottomans in select stores. Coachtopia’s first pop-up also
showed how retail displays can be created and easily
broken down to repurpose elsewhere.
Internally, Coach’s design team created a learning guideon the disassembly and repair of Coach bags, based on
findings from ReCircled and our repair teams, to serve
as a resource when making new products. Our key
learnings included:Ȼ Where to avoid adding in certain design features onleather bags so as to inhibit repairability.
Ȼ How to make changes to handbag hardware that
could increase durability.
Ȼ Which kinds of linings stain more easily and are
tougher to remove.
Ȼ Rate of wearing of different materials over time.

We are just beginning to leverage a digital passporttechnology that can amplify consumer education before
and at the point of purchase. This level of transparency
will show the carbon footprint of the bag, any repair
product timelines and if a product has been granted
a second life. Customers with a Coach account will
be able to review the overall environmental impactof their purchases compared with those made with
virgin materials for Coachtopia products connected totheir account.

41

FY2023 CORPORATE RESPONSIBILITY REPORT

Coachtopia’s Loop Puffy Tote is crafted with 100% recycled PET (rPET) made from post-consumer waste and designed witha monomaterial approach - meaning it can be recycled multiple times as part of our Coachtopia closed loop system.

| CREATE PRODUCTS WITH CARE

CIRCULARITY CONTINUEDKEEPING PRODUCTS AND MATERIALSIN CIRCULATION: COACH (RE)LOVED
As part of our Coach (Re)Loved ecosystem, products
are assessed through four pillars that send aparticular item to the most appropriate pathway for
its next life. Whether restored, transformed into a newfinished product or preserved through Coach Vintage.
Coach (Re)Loved prioritizes keeping Coach items in
use longer. Coach (Re)Loved processes also influence
design across the brand: designers learn from products
returned and restored, and those lessons translate into
more durable products along with items that are easierto recycle when they can no longer be sold or donated.

COACH (RE)LOVED AND
REPAIR IN FY2023

63,000+Coach products repaired
globally.

11,000+Coach products given a second
life through Coach (Re)Loved.

In addition to our takeback in the United States, werolled out takeback programs in Canada, Germany,
Malaysia, Singapore, China, Japan and the U.K. as we
continue to increase the amount of inbound productcoming back to Coach (Re)Loved. We have improved
many of our internal processes, so based on thecondition and quality of a specific product, we keep
previously used products in use and circulation at theirhighest value. This is reflected in product lines such as
Coach Upcrafted, Coach Restored and Coach Remade.

kate spade new york pre-loved

4,000+
items recirculated sincelaunch in January 2023 ofkate spade new york’s
partnership with thredUP
through Clean Out Kits
and sold through thekate spade new york
resale shop.

These efforts are getting us closer to our planned
achievement of TRUE Zero Waste certification for the
Coach (Re)Loved and Repair Workshop, which we areon track to meet in early 2024.

Coach Remade Rexy is a one-of-a-kind puzzle crafted ofraw materials salvaged from pre-owned bags at our Coach
Repair Workshop.
42

FY2023 CORPORATE RESPONSIBILITY REPORT

kate spade new york pre-loved

Another piece of the circular economy
includes keeping existing products in themarket longer, which makes kate spade
new york’s trade-in partnership withthredUP a valuable opportunity.
Consumers can send in gently used
women’s and kids items from eligible
brands to thredUP (with a free shippinglabel) and earn credit to shop with kate
spade new york.

| CREATE PRODUCTS WITH CARE

Packaging
We continue to work on reducing or eliminating
materials in our packaging and increasing the use ofrecycled content wherever possible. Through in-store
and social media outreach, we encourage consumers torecycle or reuse the packaging they receive and aim tohave our packaging be recyclable where facilities exist.
We kicked off FY2023 with a packaging scoping andmapping exercise with the goal of better understanding
the volume of and types of packaging used acrossTapestry’s operations to help build out a formal
packaging strategy. We performed a deep diveassessment to identify which kinds of packaging wereused for product quality and transportation, as wellas the final packaging received by the customer.

IMPROVEMENTS IN PACKAGINGȻ kate spade new york: Implementation of a reusable
shopping tote in North America, Europe and Japan.

Ȼ Coachtopia: Using clay desiccants, an easy-to-use
material to reduce humidity in packaging boxes
instead of silica gel packets.

Ȼ Coach: Testing paper air mailer instead of plasticin Coach Retail. Coach Outlet’s shoebox was
re-engineered to use less materials. This shoebox
was selected after an analysis demonstrated there-engineered box had a lower environmental impact
compared to the previous box.

Ȼ Stuart Weitzman: Replaced plastic and foam
packaging items with paper and removed packaging
items where possible.

73%

in FY2023, our consumer
packaging contained 73%
recycled content by weightacross all our brands.9

FY2023 PACKAGING MATERIALS BY WEIGHT (lbs)
12,026,128
74%
CONVENTIONAL
COTTONThe percentage of recycled content by weight decreased
from 75% since FY2022 due to an increased scopeof packaging that is included in the total. We have
expanded our scope to include garment bags for outlet
and retail and polybags. However, we are still on track
to have at least 75% recycled content by weight inconsumer packaging by 2025.

71%
RECYCLED
C0NTENT

3,001,875
79%
RECYCLED
C0NTENT

PAPER

kate spade new york shoppers, boxes and garment bags are either reusable or recyclable where facilities exist.
43

FY2023 CORPORATE RESPONSIBILITY REPORT

PLASTIC

9	Including retail shoppers and boxes, outlet
shoppers and boxes, shoe boxes, hang tags/
stickers, dust bags, ribbon, outlet and retailgarment bags, and polybags.

| CREATE PRODUCTS WITH CARE

Product Performance
At Tapestry, every product should meet both ourcustomers’ expectations and our PerformanceStandards for Raw Materials and Finished Products.
These aim to ensure products can withstand harshenvironmental conditions and avoid adverse reactions
during the manufacturing process.
We follow an internal framework known as “Style,
Performance and Impact.” This ensures all Tapestry
products meet our high standards of craftsmanship.
The framework also guides our decision-making aroundenvironmentally preferred materials and material
innovation investments.
Ȼ Style: Does it meet design needs or the intended
design function of the product?
Ȼ Performance: Does it meet expectations of quality
and cost?
Ȼ Impact: Does the material or decision have ameasurable reduction in environmental impact?
Our Quality Assurance program requires that, at aminimum, any manufacturer or supplier of materials to
be used in our products must be able to demonstratethat it employs a comprehensive internal quality
assurance program and supporting programs, including
in-line audits and finished goods inspection. In addition,
our manufacturers and suppliers must demonstrate
access to an approved testing laboratory.
Our Global Product Compliance, Material Management
and Sourcing and Operations teams work crossfunctionally to ensure vendor compliance. If a supplier
is non-compliant with any of our standards at any
stage, we communicate with the responsible party forcorrective actions.

44

FY2023 CORPORATE RESPONSIBILITY REPORTCHEMICALS MANAGEMENT
We take pride in operating our business in anenvironmentally sustainable and safe manner, fostering
a culture of protecting our consumers, workers, theenvironment and our brands. The Tapestry Product
Safety Compliance Manual guides our commitments,
and we require each supplier to understand, agree
to, comply with and declare that the raw materials,
component parts, chemicals and sundries used andsupplied or otherwise delivered to Tapestry comply
with the prohibitions, limitations and other provisions
described in the Manual.

MEASURING PRODUCT IMPACTS
Technology will play an important role in how wemeet our ESG goals and ambitions going forward.
Most notably, technology is helping us measureenvironmental performance of our products
and suppliers, increase traceability and improvetransparency within our supply chain.

The Tapestry Product Safety Program requires all
vendors who supply materials or finished goods to ourcompany to comply with local and international laws,
as well as our Restricted Substances List (RSL). This
program is reinforced through three key activities:

The evolution of how we leverage technology will also
serve to improve governance, reporting and how webuild more efficiency throughout the business. We are
actively learning which platforms and pathways are
best for us and how they can ultimately create a better
Tapestry for our stakeholders.

Ȼ Certificate of Compliance: We require all vendors
who supply materials or finished goods to ourcompany to annually certify that all materials,
products, components and packaging materials
comply with applicable laws and our restricted
substances list. We have also updated our vendor
certification and product testing program to cover
PFAS in connection with the new requirements.
Ȼ X-Ray Fluorescence (XRF): We scan all materials for
restricted substances at the Tapestry Lab or a lab
approved by Tapestry.
Ȼ 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 a third-party lab at thematerial stage.

All products of our Coachtopia product line contain an
NFC chip and code, which customers can scan using
their mobile phones, to learn the environmental impactof their purchase.

The Tapestry Environmental Product Impact Calculator(T-EPIC) is our tool that we developed with our consultant,
WSP, to compare the carbon and waste impacts of
Coachtopia products to that of baseline products madefrom virgin materials. The tool is currently being used
only for Coachtopia products with the opportunity andgoal to assess products from other Tapestry brands
in the future.
In FY2024, we are planning on conducting six LCAs tobetter understand the impact of specific kinds of leather
and leather finishing, repurposed denim and materials
or techniques used in Coachtopia products. The results
will be folded into T-EPIC and other environmental
impact calculations. Additionally, we plan to submit someof the results to World’s Higg MSI to help build out theirindustry tool with more precise data. Conducting these
LCA’s will help us more accurately calculate productlevel impact with T-EPIC and our Scope 3 emissions.

| UPLIFT OUR COMMUNITIES

Uplift Our
Communities
As a purpose-led organization, weempower the communities where our
employees live and work, and provide
the resources and capacity needed tosupport supply chain partners in theregions where we operate.
45

FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIES

Uplift Our Communities

T

apestry is committed to driving change onpressing global social issues through strategic
investment. Our approach to social impact is toinvest where we believe our brands and people
can create the most impact, in line with the brand’s
distinct purposes. We collectively champion causes thatare important to Tapestry, our people and our values.
UPLIFT OUR COMMUNITIES GOALS
FOR 2025 AND BEYOND
Ȼ 500,000 volunteer service hours completed by our
employees around the world by FY2030.
Ȼ $75 million in financial and product donations to
nonprofit organizations globally by FY2025.
Ȼ 100,000 people working in the factories crafting our
products will have access to empowerment programs
during the workday by FY2025.

$7m+

in financial contributions to strategic causes
across Tapestry, Coach and kate spade
Foundations in FY2023.
UN SUSTAINABLE DEVELOPMENT GOALSUPLIFT OUR COMMUNITIES WORK SUPPORTS:

DRIVING PROGRESS FOR OUR COMMUNITIES

Tapestry’s foundations and brands
achieved their goal early of donating$75 million in product and financial
considerations globally by FY2025.

Coach5,000 scholarships provided to students,
in advance of our 2025 target.

kate spade new york
Celebrating a decade of On Purpose– our platform for women and girls’
mental health and empowerment.

Stuart Weitzman
Introduced Bold Movers: Investingin Women Working Toward Gender
Equity, in continued partnershipwith Vital Voices.

46

FY2023 CORPORATE RESPONSIBILITY REPORT

Tapestry’s Hudson Yards employees partnered with Materials for the Arts (MFTA) to create tote bags repurposed out of T-shirts
for teachers in the NYC area.

| UPLIFT OUR COMMUNITIESThe Tapestry Foundation
Tapestry Foundation
progress to date

$500,000in funding from the Tapestry
Foundation in FY2023 to support
our employee giving programs
including matching gifts,
volunteering and taking careof our people in times of needthrough our Associate Relief Fund.

The Tapestry Foundation supports social andenvironmental programs dedicated to access andopportunity while nurturing the vibrancy of our global
communities through priority areas on equity andclimate. Within Tapestry’s Power of Our People pillar,
the Tapestry Foundation also powers employee
volunteering, matching gifts, the Associate Relief Fundand our EBRG Grant Program. We are proud to say that
the Foundation has a strong reputation for investing insolutions that can transform livelihoods and support
the passions of our employees. The Foundation funds
innovative work driven by hyper-local, communityactivated solutions and facilitates employee engagementon multiple levels.

11,000acres of pasture and riparian areas
restored in the first year of the grant
to WWF. Additionally, WWF has held
seven training courses to initiate seedcollection community projects with
125 rural participants, 65% of whomwere women.

Tapestry’s CEO, Joanne C. Crevoiserat, volunteering at an event for Holy Apostles Soup Kitchen.

47

FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIESTHE TAPESTRY FOUNDATION CONTINUEDSUPPORTING OUR PEOPLE WHEN THEY
NEED IT MOSTEMPOWERING OUR EBRGs TO CHAMPION
COMMUNITIES THEY CARE ABOUT

Hardship can strike at any time, and weknow how important community andassistance are in the toughest moments.
In 2023, we launched the Tapestry
Associate Relief Fund, facilitated throughthe Tapestry Foundation, to provide
immediate and critical financial
assistance to eligible global associates
across the company who are facing
financial hardships resulting from
qualifying natural and humanitariandisasters. Qualifying events can include
hurricanes, wildfires, geopolitical conflictand certain personal hardships.

One of the most important programs of
the Tapestry Foundation is our Employee
Business Resource Group Community
Grant Program, first established in 2022.
We believe in supporting the passionsof our people and employee groups,
and this program allows us to support
organizations nominated by our people
and serve diverse EBRG communities.
In FY2023, we donated over $140,000
to support 16 global organizations, andpowered volunteering and community
events around the world.
For more information about our EBRGs,
please read the Power Of Our People
section of this report.

Tapestry employees packing meal kits for Holy Apostles Soup Kitchen.
48

FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIESTHE TAPESTRY FOUNDATION CONTINUED

TAPESTRY FOUNDATION STRATEGIC GRANTMAKINGJULIA FURNARI, EXECUTIVE DIRECTOR
OF THE TAPESTRY FOUNDATION“In Brazil, the Tapestry Foundation is supporting
the development of industry systems to
support traceability and combat deforestation,a significant contributor to climate change,
while also providing opportunity and accessfor local residents who are most affected by
the impacts of climate change. We believe thistandem approach is the most effective andlasting way to drive change.”

VERONICA MAIOLI, RESTORATIONSPECIALIST, LEADER OF THE PANTANALHEADWATERS, WWF BRAZIL“Restoring the Cerrado is especially important
for women. A lot of women depend on thenative vegetation for seed collection and sale,and it´s so amazing to see them increasing
their income by using their knowledgeof the land. They can raise their families
just by valuing their own culture. We havehundreds of traditional communities livingin the Cerrado, like indigenous and African
descendants. This landscape is their backyard,
and they depend on it for their livelihood.”49

FY2023 CORPORATE RESPONSIBILITY REPORTINVESTING IN A DEFORESTATION-FREE
LEATHER VALUE CHAIN

Our four-year, $3 million multi-faceted
partnership with WWF continues to help
accelerate the development of deforestationand conversion-free leather supply chainsin Brazil, a leading actor in the global
leather market. The key focus area of the
grant is on supporting social enterprisemodels and fostering the local communityand environment. In its first year, the grant
helped to restore nearly 11,000 acres of
pasture and riparian areas. Additionally,
WWF has held seven training courses toinitiate seed collection community projects
with 125 rural participants, 65% of whomwere women. It was observed that mostof the women who completed the courses
were able to substantially increase theirhousehold income. While this grant aligns
with our ambition to ensure women’s
empowerment and transparency in thevalue chain, it also supports progressin the fashion industry to increase raw
material traceability and mapping, as thispartnership will ultimately inform a better
understanding of the impacts of certain
raw materials we use.

The Tapestry Foundation team in Brazil in April 2023.

| UPLIFT OUR COMMUNITIESOur Global Impact through Volunteering
TAPESTRY GIVESAt Tapestry, volunteering is part of our DNA. We knowthat when we support the communities where we live,
work and make our products, we live up to our promise
to build a future that is both beautiful and responsible.
Through Tapestry Gives, our global volunteerism
program, all employees including part- and full-time
corporate, field and fulfillment center, receive up to one
paid day a year of Volunteer Time Off to support the
local causes they care about most.
FY2023 was full of meaningful volunteering activities,
and we are well on our way to reaching our 500,000
volunteer hour goal by FY2030. In FY2023 alone, ourteams served over 82,500 hours through individual
and team volunteer events. These results wouldn’t
be possible without the leadership of our 260+ global
employee volunteer ambassadors who champion our
culture of service and bring Tapestry Gives to life intheir local communities.
Our team members’ commitment to making a difference
and the dedication of their time, talent and resources
show how they truly Stretch What’s Possible forour communities.

In FY2023, our employees were involved in several
volunteering initiatives, including:Ȼ Conducted various professional development sessions
throughout the year for high school and college
students supported by the Coach Foundation’s DreamIt Real program.
Ȼ In India, Tapestry teamed up with the India Vision
Institute (IVI) for an eye-screening camp for school
kids. Volunteers spent a day at the governmentrun Higher Secondary Schools in Chennai, where
employees helped conduct a vision-screening
campaign for underprivileged schoolchildren.
Ȼ In honor of National Military Spouse Appreciation Day,
Coach partnered with Blue Star Families to invite
100 military spouses for a private shopping day at
Coach’s Jacksonville Fulfillment Center. Volunteers,
including veterans, served as personal shoppers
to assist the military spouses while they selectedfrom gifted Coach items at the “Pop-Up” shop. The
military spouses also had the opportunity to tour thefulfillment center.

Tapestry Gives by numbers

82,500+completed volunteer hours
in FY2023.

5,200+
employee volunteers.

1,200+

individual volunteering eventslogged in Tapestry Gives.

980+

charities supported.
In London, Tapestry volunteers partnered with
OasisPlay and Art4Space to shape clay, glaze anddo ceramic work to help create a stunning mosaic
for a playground in London. The playground itself
was designed to prioritize the needs of children
with disabilities and create an insightful andartistic entrance that could inspire the children
who use the playground.

50

FY2023 CORPORATE RESPONSIBILITY REPORT

900+

team volunteer events.

| UPLIFT OUR COMMUNITIESVOLUNTEERING CONTINUEDINTRODUCING THE TAPESTRY GIVES IMPACT AWARDS

To recognize our teams in North America for theircommunity contributions, we established our first-everannual volunteer recognition program, the Tapestry
Gives Impact Awards.
The program recognizes team and individuals from our
North America store, corporate and fulfillment center
populations. Team members are recognized across three
categories: Individual, Team and Champion. Team award
winners are selected based on the highest averagevolunteer hours achieved in the Fiscal Year, while
Individual/Champion award winners are selected
through leadership/social impact team nominations.
In addition to being recognized through internal
communications and at our annual Store Manager/Leader
conferences, Champion award winners are provided with$500 grant from the Tapestry Foundation to nominate
toward a charity of their choice.
To further encourage employee involvement and recognize
their contributions to their communities, The Tapestry
In London, Tapestry volunteers partnered withFoundation matches the personal charitable giving of
OasisPlay and Art4Space to shape clay, glaze andeligible employees in North America up to $10,000 eachdo ceramic work to help create a stunning mosaic
year, with up to $1,000 matched 2:1.
for a playground in London. The playground itself
was designed to prioritize the needs of children
Since the program’s inception in 2010, we have donatedwith disabilities and create an insightful and$5.2 million toward employee matching gifts, including
artistic entrance that could inspire the children
more than $422,000 in FY2023 alone.
who use the playground.

51

FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIESVOLUNTEERING CONTINUEDNORTH AMERICA
In celebration of our 100,000 volunteer hourachievement, more than 200 volunteers acrossall brands and departments came together toserve at our Hudson Yards office in support ofTapestry’s nonprofit partner, Holy Apostles Soup
Kitchen (HASK). HASK is the largest soup kitchen
in New York and the second largest in the U.S.
In 2023, HASK served more than 2 million meals
across all of our meal programs. Volunteers split
into three teams to make sandwiches, pack mealbags and assemble toiletry kits for individuals andfamilies in need.

EMEA
Tapestry volunteers spent a day at Stepney City
Farm, a four and a half-acre working farm andrural oasis in the heart of East London dedicatedto providing the local community with a chance
to experience rural life and learn environmentally
sustainable farming practices. Our volunteering
efforts supported the farm’s timely needs, allowing
them to maintain regular operations and do major
improvement works, which would otherwise
not be financially or practically viable.

APAC
In Vietnam, our Tapestry volunteers came together
to “Make A Chain Of Helping Others” through amulti-stop trip allowing the group to maximize theirimpact. Their volunteering journey began at Vinh
Chanh B Primary School, an educational instituteattended by many children who live in remoteareas. Financial donations from the team helped
supply much-needed uniforms, books and food forprimary school students from grades 1-3. Lastly,
the team volunteered at The An Giang ProvinceSocial Protection Center, a large family-run center
that cares for and supports more than 200 people
in extremely difficult and extreme circumstances.
The communities they serve include the elderly,
the lonely, the disabled, the mentally ill, abandoned
children and those with complex special illnesses.
Our teams in Shandong, China, completed theconstruction of a brand-new “Tapestry WishClass” reading room to foster the love of learningand spark the imaginations of young minds. In
partnership with the Shanghai Charity Foundation’s
Smile Reading Project, our China teams havesupported local schools through fundraisersand product donations since 2021. The money
raised through these events helped to fund the“Wish Class” reading room’s library and décor,hand painted by Tapestry volunteers. The project
culminated with the opening of the “Wish Class,”with 15 Tapestry employees joining students fora creative, collaborative day of book-sharing,reading, arts and crafts and outdoor sports games
to encourage team spirit and camaraderie.

52

FY2023 CORPORATE RESPONSIBILITY REPORTTeam members from Tapestry Cambodia organizeda “Homemade Food Day” in partnership with Les
Restaurant Des Enfant, a local nonprofit with themission to “fill the hunger of poor children who do
not have enough food to eat, beg on the street andwork and sell things to support their family.” Our
volunteers made nutritious meals that included
beef, egg, rice, fries, fruits, milk, yogurt and waterin “home food portions” for more than 100 children.

| UPLIFT OUR COMMUNITIESCoach Social Impact
Coach launched the Coach Foundation in 2008 as thephilanthropic arm of the brand. Since its creation in
2008, we have aimed to increase the impact of the
Coach Foundation and refine our focus to support thenext generation. This has led to donating more than
$75 million from Coach and the Coach Foundation tocauses and communities around the globe.
The Coach Foundation aims to create opportunities andremove barriers for the next generation of young people
who have the courage to dream it real.
Our journey started close to home, in New York City,
with an investment of over $20 million in culturalenrichment for the beloved city that ignited our global
brand. As we assessed our philanthropic giving, wesought to amplify our impact and provide a more
focused support within our communities. The result?
The birth of Dream It Real, our signature initiative
focused on helping young people pursue their paths
and purpose.
For more information on the Coach Foundation, please see
the inaugural Coach Foundation Social Impact Report.

53

FY2023 CORPORATE RESPONSIBILITY REPORTDREAM IT REAL
Coach and the Coach Foundation launched DreamIt Real in 2018 as a direct response to address thechallenges and barriers faced by young people
from under-resourced communities. Dream It Realis our opportunity to provide pivotal resources foryoung people inclusive of scholarships, professional
mentorship, non-traditional pathway programs and acommunity they can belong to. It reflects Coach’s own
journey, demonstrating the unwavering belief to be
our true selves all while pursuing our ambitions andencouraging others to do the same. Dream It Real is anextension of this belief and a representation of Coach’s
legacy. Through our Dream It Real programs, we havewitnessed the power that opportunity and education canhave to change lives, and create an equitable future for all.

TODD KAHN, COACH CEO AND
BRAND PRESIDENT“We believe in the power of community andunderstand that we can go farther and achieve
more when we have the resources and people
to help guide us. As we celebrate five yearsof our Dream It Real impact program, we’rereminded to continue centering the voices ofyoung people - to preserve our curiosity ofwhat could be and assist the next generationin creating a more equitable tomorrow.”

SINCE THE LAUNCH OF
DREAM IT REAL IN 2018:

170,000+
young people reached.

5,279

scholarships funded.

250

college students paired with Tapestry
employee mentors through the DreamIt Real Mentor Program.

8

active Dream It Real programs globally,
including China, Japan and North America.

| UPLIFT OUR COMMUNITIESCOACH SOCIAL IMPACT CONTINUEDCELEBRATING FIVE YEARS OF DREAM IT REALIn FY2024, we will be celebrating five years of ourDream It Real program along with the achievementof our original goal of funding 5,000 scholarships tostudents around the world.
To thoughtfully approach this work, we prioritized
speaking with nonprofit leaders, experts in education
and advocates in this space. The result was a holistic
strategy where our support encompassed education
programming, mentorship opportunities, scholarships
and mental health resources. While a college degree
can be considered a key factor for success andopportunity, we know it is not the only path and solution
available to the next generation of youth. We engage
with nonprofit partners who provide students with theability and access to attend and pay for college, while
offering alternative opportunities and nontraditional
pathways to ensure all students pursue theirpostsecondary dreams.
We seek to dismantle barriers and enable equitable
access to post-secondary opportunity for young
individuals and foster a vibrant community of dreamers,
thereby catalyzing long-lasting social change andcreating a pathway to limitless opportunities.
Foundational elements of the Dream It Real program:Ȼ ScholarshipȻ MentorshipȻ Belonging and wrap-around support
Ȼ Partnership
We provide integrated support to ensure the young
people in our programs have the tools to go throughcollege, a fair chance at graduation, meaningful career
opportunities, and most importantly, reach their fullpotential by achieving their dreams.
54

FY2023 CORPORATE RESPONSIBILITY REPORTSCHOLARSHIP
Together, with The Opportunity Network and Bottom
Line, we established the Dream It Real Scholarshipprogram, a four-year initiative with a goal of students
in the cohort to graduate debt-free.

DREAM IT REAL X COACHTOPIASCHOLARSHIP FOR CIRCULARITY
AND SUSTAINABILITY

In 2022, with the launch of Coachtopia,
we redesigned the scholarshipprogram to support 15 students
from historically underrepresented
communities at fashion design schools
with resources to craft a moresustainable future for the fashionindustry. Students who were partof the program participated in a
Coachtopia Waste Contest where
two participants were selected to
produce a limited run of their design
available for sale on Coachtopia’schannels. All students received theopportunity to pitch their designs to
Coach employees and Coach Creative
Director Stuart Vevers.
For more information about our CFDA
partnership, please read the Power Of
Our People section of this report.

MENTORSHIP
With roughly 90% of students in our U.S. signature
program identifying as first-generation college students,
mentorship helps illuminate these students’ own paths.
We developed our Dream It Real Mentor Program toprovide invaluable one-on-one support for students atfour nonprofit partners. At Coach, everyone is involvedin championing the next generation, from the C-Suite toemployees in our stores.

FOOTWEAR DESIGN EDUCATION WITHINDREAM IT REALIn February, the Coach Foundation
announced a new partnership with
Detroit’s PLC, launching a six-weekprogram for aspiring accessories
and footwear designers looking forreal-world experience within a storied
fashion house. The Coach Dream It
Real x PLC Masterclass puts students
in the heart of Coach’s New York City
design studio for an accelerated
program focusing on innovation
through the reuse of Coach material
scraps and other reimagined design
opportunities. This program createsa new pathway for underrepresented
designers to gain valuable, real-world
experience.

| UPLIFT OUR COMMUNITIESCOACH SOCIAL IMPACT CONTINUEDBELONGING AND WRAP-AROUND SUPPORTCOACH DREAM IT REAL CLOSETS
Coach Dream It Real Closets are our opportunity tosupply both students and teachers with handbags,
ready-to-wear outfits and footwear so they can feel
focused and confident in a job interview or in theirchosen paths. We have established six Dream It Real
Closets at HBCUs across the U.S., and hosted a pop-up
Dream It Real Closet during our annual Dream Day lastyear, which offered students free Coach items. To date,
we have donated more than $40 million (retail value)
million in products through the Closet campaign toDream It Real Partners.

55

FY2023 CORPORATE RESPONSIBILITY REPORTDREAM DAY: ENCOURAGING OVER
150 FIRST-GEN STUDENTS TO ACHIEVE
THEIR DREAMS:

Coach global brand ambassador Lil
Nas X made a surprise appearance
at Coach’s annual Dream Day in June,
surprising 150 students during a dayof professional development andcollaborating on career-ready styles.

A DAY IN ISLINGTON

Coach hosted its first Dream Day event in the
U.K. with singer/songwriter Bree Runway
and YouTube influencer Amelia Dimoldenberg.
The informal conversation was an opportunity
for the young students in attendance to gain
meaningful insight from two current cultural
leaders. These types of events are helping
us establish a broader vision for the futureof Dream It Real.

| UPLIFT OUR COMMUNITIESCOACH SOCIAL IMPACT CONTINUEDSPOTLIGHT

Every year, Dream It Real’s Mentor Program
matches 250+ employees from across Tapestry andits brands with Dream It Real students, to support
their exploration and endeavors throughout college.
RUTH, DREAM IT REAL SCHOLAR“The Coach Foundation has supported me inremoving barriers and achieving my dreams
by providing me with unique resources that I’munable to find in my other networking spaces.
For example, mentorship shows how importantthe people are that you surround yourself with.
I was also able to be more aware of opportunitiesof learning, shadowing and interning that trulyaligned with my career goals. My dream forthe future is to merge my interests of financeand music.”
SONAL SHARAN, DIRECTOR, UNIFIEDCOMMERCE OPERATIONS, TAPESTRY“The personal success I derived from thementoring program extends beyond the tangible
outcomes. Witnessing my mentee’s achievements,
overcoming challenges and surpassing their goals
has been incredibly gratifying. This experiencehas reaffirmed my passion for supporting others’
growth and has fostered my own personal growth,
including increased empathy, adaptability anda greater sense of purpose in my own career.”

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FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIESCOACH SOCIAL IMPACT CONTINUED

CHINA
We began our global expansion of Dream It Realby partnering with the China Youth Development
Foundation via a $1 million donation. Since then,the Coach Foundation has funded over 3,000
scholarships through grants of $3.5 million to rural
youth across China to allow them to attend university.
What began in Shanghai has now scaled to support
five universities across China. In 2023, the CoachChina team held our first-ever four-day Dream
Week in Shanghai with 35 Dream It Real scholarship
recipients from our five university partners in China.
JAPANWe were motivated to support young people in Japan to
improve youth mental health and aid them in cultivating
their creativity and paths for their future. We havepartnered with Katariba, Japan’s largest education
nonprofit organization, to help young people develop
self-esteem, feel valued and have better self-affirmation.
Katariba helps address these challenges by providing
access to mentoring to aid thousands of Japaneseyoung people in developing skills towards achieving
their dreams. In FY2023, we donated to support
Katariba’s programs focused on highest need Japaneseyoung people.

57

FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIESCOACH SOCIAL IMPACT CONTINUEDPARTNERSHIPS
We partner with a dynamic range of nonprofit
organizations to ensure our support reaches students
from all backgrounds pursuing postsecondary pathwaysof various lengths. Some of our key partners include:​

Hetrick-Martin Institite (HMI)​
In our 10th year of partnership with the Hetrick-Martin
Institute, we are supporting the College Access andPersistence program for LGBTQIA+ youth as well as
HMI’s mental health resources.​

Council of Fashion Designers of America (CFDA)​
Coach and CFDA partnered to create the new CFDA x
Coach Dream It Real Circular Design Scholarship tohelp a new generation of students gain skills relevant
in a new era of apparel and accessory design. These
15 scholarships provide real-world opportunities forthese students to work with Coach, and open additional
potential gateways to full-time positions once they havecompleted their studies.

Point Foundation
To date, we have funded 80+ scholarships to Point
Foundation Scholars and each student is matchedwith a mentor from Coach to support them as
they pursue their own pathways.​

Thurgood Marshall College Fund
The Thurgood Marshall College Fund is the nation’slargest ​organization exclusively representing theBlack College Community.​Together, we have provided
100+ scholarships to support students at member
schools, predominantly those attending HistoricallyBlack Colleges and Universities.
​ LC DetroitP
Our scholarship program with PLC Detroit enables
aspiring design students to attend a six-week custom
design course and create a capsule collection ​focusedon Coach footwear and accessories. At the end of the
program, one student is accepted into an apprenticeshipwith the Coach brand.​​58

FY2023 CORPORATE RESPONSIBILITY REPORT

CenterLink: The community of LGBTQIA+ centers​
Our support of CenterLink helped to provide resources
to rural LGBTQIA+ young people who lack accessto safe spaces, LGBTQIA+ Community Centers ordigital resources. ​Hispanic Scholarship Fund (​ HSF)​
In partnership with HSF, we’ve funded 89 scholarships
to Hispanic students through our partnership with HSF.​
Communities in Schools of Jacksonville (CIS)​
For a decade we have partnered with CIS of Jacksonville,
and for the past two years, we have provided 25 highschool students each year with the opportunity to
explore career paths and learn from employees
working at Coach at our main fulfillment center inJacksonville, Florida. During the school year, students
receive guidance on financial literacy, vocational
training, and workforce skills including the areasof logistics and transportation.​

Coach Creative Director, Stuart Vevers, with Dream It Real scholars.

| UPLIFT OUR COMMUNITIESkate spade new york Social Impact
At kate spade new york and its Foundation, we believethat a woman’s mental health is foundational to her
achieving sustainable long-term empowerment. For overa decade, we have been providing women and girls withaccess to mental health resources, globally advocatingon the issue and using our platform to help destigmatize
mental health issues. FY2023 marks 10 years of kate
spade new york’s On Purpose initiative, while we also
work with impact-focused partners from around theworld who have long track records of supporting andempowering women and girls’ mental health.
Good mental health is a fundamental human right foreveryone and at kate spade new york, we believe that
we are uniquely positioned to make positive societal
change and impact for women’s and girls’ mental
health. It is through our social impact work that we areable to address the fuller spectrum of a woman’s joy
by putting mental health at the heart of our women’s
empowerment work. To date, the brand and its
foundation have invested $25 million in women’s mental
health and empowerment globally.

100,000
We aim to offer 100,000 womenand girls globally access toempowerment and mental
health resources by 2025.

LIZ FRASER, kate spade new york
CEO AND BRAND PRESIDENT“At kate spade new york, we believe thatmental health is foundational to women’s
empowerment, and recognize that it has long
been underacknowledged, underfunded andstigmatized. We are committed to increasing
accessibility of mental health resources towomen and girls around the globe throughour social impact work and trusted partners
in this space.”

In 2022, kate spade new york launched its Social
Impact Council. The Social Impact Council, comprisedof female identifying leaders in the mental healthand empowerment spaces, continues to champion
the importance of these topics globally, throughadvocacy and supporting the brand’s goal of reaching
100,000 women with mental health and empowerment
support. Members of the Council speak regularly
inside and outside of kate spade new york, opening
more channels so that more women and girls feel
comfortable sharing their own journeys. Each memberof the Council also speaks to a unique audience thatfurther connects the work of kate spade new york
and its foundation to Tapestry’s broader philanthropy
and empowerment objectives.
For more on the impact and reach of kate spade
new york and its foundation, please read the 2022
Social Impact Report.

59

FY2023 CORPORATE RESPONSIBILITY REPORTMembers of the ksny Social Impact Council: Elisha London, Founder & CEO, Prospira Global; Jazz Thornton, Mental Health
Advocate; Norette Turimuci, Gender Advisor and Founder & CEO, Naya Consulting; Taraji P. Henson, Actor, Filmmaker & Founder,
Boris Lawrence Henson Foundation; Catherine Tinsley, Raffini Family Professor of Management, Georgetown University;
Latham Thomas, Founder, Mama Glow & Mama Glow Foundation.

| UPLIFT OUR COMMUNITIESKATE SPADE NEW YORK SOCIAL IMPACT CONTINUEDMENTAL HEALTH ON A GLOBAL STAGE

In September 2022, kate spade new york
and its Social Impact Council hosted an
event at the Rockefeller Center Storein New York City. This was the first event
held by the Social Impact Council andtimed to coincide with the United Nations
General Assembly Meeting. At the event,the brand made a commitment toembark on research on women’s mental
health globally, which was debuted at
the Women Deliver Conference in Kigali,
Rwanda in July 2023.

60

FY2023 CORPORATE RESPONSIBILITY REPORTDIVYA KAUSHAL AREA LEADER,
kate spade new york“Social impact is important as it empowers
us to be powerful, progressive and sensitive
leaders by embracing everyone’s true
potential and authenticity.”

EASING CLIMATE ANXIETY

kate spade new york began apartnership with the Good Grief
Network to help women and girls
through the very real challengesof eco-distress and climate anxiety.
This partnership will work to provide
healthy ways to reinvest that energy
toward meaningful efforts against
climate change.

BORIS LAWRENCE HENSON FOUNDATIONIn April, kate spade new york embarked
on a partnership with Social Impact
Council member Taraji P. Henson andher foundation, the Boris Lawrence
Henson Foundation, to create moreaccessible mental health resources for
women and girls. Together, we announced
the launch of “She Care Wellness Pods,”
a program that aims to reach over 25,000Black women on Historically Black Collegesand Universities campuses with culturallycompetent mental health and wellness
care, with the first pod at Alabama State
University. Students have access to freemental health therapy sessions (virtualand in-person), psychoeducation groupsessions, yoga, meditation, dance andmore. The goal of this new partnershipis to create more accessible andapproachable mental health resources
for women and girls at HBCUs, meetingthe students where they are.

| UPLIFT OUR COMMUNITIESKATE SPADE NEW YORK SOCIAL IMPACT CONTINUEDA DECADE OF ON PURPOSE
kate spade new york’s women’s empowerment andmental health journey started in 2013 in Rwanda with its
On Purpose initiative. Ten years ago, we set out to use
our supply chain to empower women and encouragesustainable practices in their community. kate spade
new york is the client and social impact investor of
Abahizi CBC, an employee-owned business locatedin Masoro, Rwanda.
Since then, kate spade new york has championed therole that women’s and girls’ mental health plays inwomen and girls achieving long-term empowerment.
On Purpose remains an example of how brands
can use their supply chains to empower women
holistically and with a culturally competent and locallydriven partnership.

265,000+
Handbags manufactured at
Abahizi CBC to date.

IN 2022, SUPPLIER AND COMMUNITYPROGRAMMING AT ABAHIZI CBC
CONTRIBUTED TO:

250+

full-time jobs for women89%

of employees reporting feelingself-empowered95%

of workforce attending
empowerment andmental health training

90%

of women feeling they canmake a decision regarding
family planning by themselves
or jointly with their partner

42%
61

FY2023 CORPORATE RESPONSIBILITY REPORTof Masoro residents accessing
community programs

Abahizi CBC opens. For mostemployees, this is their firstformal job​

2013

Abahizi CBC offers classes inhealth, finance, counseling,
leadership and English to
all employees​

2015

Abahizi CBC partners with five
local nonprofits to expand its
life skills program​

2016

Abahizi CBC completes its first
B-Corp certification​

2019

Abahizi CBC wins two B-Corp
awards for its impact onworkers and the community​2022

| UPLIFT OUR COMMUNITIESStuart Weitzman Social Impact
Stuart Weitzman celebrates the strength of women andgirls, inspiring their confidence and empowering them to
be bold – through authentic partnerships and programs– to create meaningful change in their communities.
Stuart Weitzman’s core social impact purpose is toelevate women and girls at every opportunity, and thebrand works to achieve this in tandem with Tapestry’s
larger goals of global female empowerment.
Stuart Weitzman expanded our partnership, on behalfof the Tapestry Foundation, with nonprofit Vital Voices
to launch the Bold Movers Program. This initiative
will invest in women advancing inclusive workplace
initiatives, with an emphasis on solving challenges forworking mothers and caregivers.

VITAL VOICES GLOBAL PARTNERSHIP
Stuart Weitzman is proud to introduce Bold Movers:
Investing in Women Working Toward Gender Equity,
in continued partnership with Vital Voices Global
Partnership. This new, seven-week leadership training
and mentoring program is dedicated to investing
in women advancing inclusive workplace initiatives,
specifically to address challenges for working mothers
and caregivers. Participants will be eligible to receive
a grant to help further their missions.
This program was built in response to the fact thatwomen often face several challenges while trying
to advance their careers – especially for those whobalance their work with caregiving.

“ IORGIO SARNÉ, STUART WEITZMAN,GCEO AND BRAND PRESIDENT“At Stuart Weitzman, we are dedicated tocelebrating the strength of women andempowering them through local volunteer
opportunities and our hero philanthropic
partnership with Vital Voices, which began in
2020. Together with Vital Voices, I look forward
to further uplifting women working toward
gender equity by advancing inclusive workplace
initiatives in the coming year.”

Stuart Weitzman associates volunteering at a Soles4Souls for Teacher Appreciation Week event.
62

FY2023 CORPORATE RESPONSIBILITY REPORT

| UPLIFT OUR COMMUNITIESSTUART WEITZMAN SOCIAL IMPACT CONTINUEDADDITIONAL WAYS WE SUPPORT OUR COMMUNITIESCollege for Creative Studies
In FY2023, Stuart Weitzman continued its partnershipwith the College for Creative Studies, an art and design
school based in Detroit, with a semester-long course
focused on Gen-Z and Millennial consumers, with thegoal of creating a collection lookbook and two shoe
design prototypes. In February 2023, the brand invited
students taking the course to visit its headquarters in
New York City for their midterm review. There, theypresented their work for feedback from SW brandleaders, including CEO and Brand President Giorgio
Sarné and SVP, Head of HR, Jennifer Houck. The brandis also proud to be continuing its partnership with theCollege for Creative Studies in FY2024.

STUART WEITZMAN PRODUCT DONATIONS:The Mayor’s Fund to Advance NYC Asylum
Seeker Relief Effort
In December 2022, SW donated more than 1,100 pairsof shoes in partnership with the Mayor’s Fund tosupport asylum seekers who arrived in New York City
since October 2022. This donation was intended toassist asylum seekers as they seek safety and otheropportunities for themselves and their families.

InHerShoes Movement
In celebration of Women’s History Month and thetheme, “Celebrating Women Who Tell Our Stories”,
the brand continued its partnership with InHerShoes
Movement, a nonprofit dedicated to catalyzing womenand girls to live their lives more courageously. Together
with InHerShoes, SW welcomed 40 students from
Princeton University’s Women in EntrepreneurshipClub to New York for a series of fun and engaging
activities and discussions designed to help thestudents apply practical skillsets to solve real-world
business challenges.

FY2023 CORPORATE RESPONSIBILITY REPORT

Mercado Global
In March 2023, Stuart Weitzman partnered with
Mercado Global on a special capsule for the Spring
2024 season. Mercado Global is a nonprofit dedicatedto empowering Indigenous women artisans acrossrural Latin America to transform their lives throughentrepreneurship. Together, SW and Mercado Global
partner artisans created a handwoven ikat jacquard
fabric that will be seen throughout the Spring
2024 Collection.
Soles4Souls
In May 2023, Stuart Weitzman donated more than 550
pairs of shoes in celebration of Teacher Appreciation
Week. Through Soles4Souls’ 4EveryTeacher program,
there were three Teacher Appreciation donation events
for school districts in Los Angeles, Dallas, and Atlanta,
serving over 1500 teachers overall. The Los Angeles
event alone supported more than 500 teachers.

Students from Princeton University’s Women in EntrepreneurshipClub join Stuart Weitzman and InHerShoes for a day of engaging
activities and discussions designed to help the students apply
practical skillsets to solve real-world business challenges.

63

The Alexandria HouseOver the 2022 holiday season, SW partnered withSpring 2023 brand ambassador Kim Kardashian, as
well as Kris Jenner and Khloe Kardashian, to support
this Los Angeles-based nonprofit that provides
safe supportive housing for women and children
in the process of moving from emergency shelterto economic stability.

The High School of Fashion Industries
In June 2023, Stuart Weitzman donated shoes to theHigh School of Fashion Industries, the only Career
and Technical Education public school in New York City
dedicated to fashion. The shoes donated were featured
in the students’ annual runway show.

Stuart Weitzman associates volunteering at a Soles4Souls for
Teacher Appreciation Week event.

| UPLIFT OUR COMMUNITIESSupporting Workers in Our Supply Chain
We recognize our responsibility to respect and upholdhuman rights throughout our entire supply chain,including our manufacturing partners. We continue
to develop strong relationships with our supply chain
partners through clearly defined standards andexpectations, open communication and zero tolerance
for human rights violations.
We require suppliers to sign and comply with our
Supplier Code of Conduct (SCOC). Our SCOC prohibits
the use of child or forced labor, and we maintain policies
on modern-day slavery and human trafficking incompliance with the California Transparency in Supply
Chains Act (SB 657) and the 2015 U.K. Modern Slavery
Act. When onboarding direct, Tier 1 finished goods
suppliers who make our branded products, we require
these suppliers to have undergone a social compliance
audit by an approved third-party auditor within six monthsof the date of onboarding. Suppliers that fail to complete
the audit and attain a threshold score are not approved
until this is completed. We regularly update the SCOC
as conditions and global regulations require.
Tier 1 finished goods suppliers and certain of ourTier 2 raw material suppliers undergo semi-announced,
annual audits by independent third-party audit firms.
When a factory is found in violation, we work with themto support remediation and develop a corrective action
plan based on the audit findings and reserve the rightto develop exit plans or terminate our relationship with
suppliers based on compliance issues. We also provide
our suppliers with onboarding and biennial topicspecific training.

64

FY2023 CORPORATE RESPONSIBILITY REPORT

53,000+

Tapestry’s Chief Supply Chain Officer holds a quarterly
responsible sourcing meeting to review recent audits,
trends in audit findings and propose solutions toaddress any sourcing issues and to evolve our strategy.

workers reached withempowerment programs
through RISE (previously
BSR HERproject) to date.

Tapestry is a partner of Better Work, which advises
on worker rights and wellbeing, and helps suppliersin certain countries and governments uphold theInternational Labour Organization’s (ILO) core labor
standards and national labor laws.
In FY2023, we conducted approximately 185 audits; 80%of the audits were of our Tier 1 suppliers and 20% were
facilities beyond Tier 1. Of these audits, 100% were semiannounced. More than 3,400 workers were interviewed
throughout this year’s audit process, and around 46% of
the audits performed included an interview with a tradeunion representative.
WORKER EMPOWERMENT
Our 2025 goals include a commitment to provide
100,000 people working in the factories, crafting our
products, access to empowerment programs by 2025.
Our partnership with BSR’s HERproject has been an
important piece of this journey, and HERproject’s merger
into RISE: Reimagining Industry to Support Equality
will only serve to accelerate our efforts. RISE brings
together the apparel industry’s four largest women’s
empowerment programs to build from what works andscale positive impact. The initiative continues to use
HERproject’s successful data-driven, “peer-to-peer”
approach to help understand and analyze the impactof particular programs. Due to the transitional period
from BSR HERproject to RISE, in FY2023 we maintained
our achievement of reaching 53,000 workers, however
we will be extending RISE to additional workers at our
suppliers in FY2024.
Employees at Pungkook Ben Tre One Member Co Ltd. participating in RISE’s
HERhealth initiative.

| GOVERNANCE

Governance65

FY2023 CORPORATE RESPONSIBILITY REPORT| GOVERNANCE

Governance
ESG OVERSIGHT
ur ESG and sustainability strategy, including
oversight, management and identificationof risks, including climate-related risks, isultimately governed by the Board of Directors
and driven by an ESG Task Force.

O

We have a diverse Board of Directors based on gender,
ethnicity and national origin. For more information,please see our most recent Proxy Statement. Tapestry’s
leadership team, comprised of more than 140 members,
have a percentage of their annual compensation tied to
EI&D, a critical component of our ESG ambitions.

Tapestry’s Board of Directors receives updates atleast annually and approves long-term sustainability
goals, strategy and key initiatives. The Governanceand Nominations (GN) Committee of the Board
receives quarterly updates on these matters from ourVice President of ESG. The Human Resources (HR)Committee receives regular updates on the Powerof Our People pillar of our renewed ESG framework.

Tapestry leadership, including our CEO, oversees andapproves the Tapestry social impact strategy. The
Tapestry Foundation has its own Board of Directors,
as do the Coach and kate spade new york Foundations.

The GN Committee receives quarterly updates on matters of ESG strategy, compliance and risk,
with updates to the full Board at least annually and Audit and HR Committees as appropriate.

RISK MANAGEMENT
On an annual basis, the Executive Committee evaluatesenterprise risks to determine risk prioritization, which
are discussed at the Risk Committee and shared with
the Board of Directors. The Board of Directors is
involved in our ERM program, as they are interviewed
every alternate year to gather perspectives on top
risks to the organization. The Board-identified risks
are then compared to the Executive Committee’s risk
prioritization results to ensure alignment and confirm
the plan for the year ahead.

Comprised of members of Tapestry’s Executive Committee, meets quarterly and is
responsible for strategy recommendations and supporting execution and final decision-makingof ESG-related opportunities.

In addition, the Audit Committee of the Board
periodically reviews risk management regarding thesematters to confirm it is consistent with the company’s
corporate strategy. The Board considers whether ourrisk programs adequately identify material risks weface with respect to these matters in a timely fashion,
implement appropriate responsive risk management
strategies and adequately transmit necessary
information with respect to material risks within
the organization.
The Board views effective risk management of ESG
and other matters as a key priority and approaches
this work as an integrated part of our strategicplanning process.

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FY2023 CORPORATE RESPONSIBILITY REPORT

These annual risk prioritization results are presented
to the Board in the first quarter of each year. Basedon the prioritization results, the top risks arereported/discussed in the Legal, Risk, Compliance& Safety Committee, as well as Audit Committee,
on a quarterly basis.

BOARD OF DIRECTORSOUR GN COMMITTEEOUR ESG STEERING COMMITTEEOUR ESG TASK FORCE
Comprised of senior leaders and cross-functional members from major business functionsat Tapestry, meets quarterly to set and drive company-wide ESG strategy.

Power

CreateSustainUpliftOF OUR PEOPLEPRODUCTS WITH
CARE

THE PLANETOUR COMMUNITIES| GOVERNANCE

GOVERNANCE CONTINUED

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 procedures tohold ourselves, our employees and our partners to thehighest ethical and legal standards. These principles
and philosophies are not only based on laws andregulations 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, comprisedof senior executives, oversees this program. Our GeneralCounsel and Secretary has primary oversight ofBusiness Ethics and Compliance. Our General Counsel
also has oversight of the risk function, which applies tomany compliance and ethics areas. We are guided by
the following five documents, which we share publicly
on the Global Business Integrity Program page of
our website:Ȼ Code of ConductȻ Global Operating Principles
Ȼ Supplier Code of Conduct (SCOC)
Ȼ Anti-Corruption Policy
Ȼ 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
and philosophies.

67

FY2023 CORPORATE RESPONSIBILITY REPORTETHICS AND ANTI-CORRUPTION TRAINING
We issue our Code of Conduct to all employees.
It outlines the significant legal and ethical issues
that frequently arise in the course of business, andappropriate measures to avoid and mitigate conflicts ofinterest. Tapestry requires all employees to immediately
report any situation that may be viewed as a conflictof interest, per the Code of Conduct. The Code alsodetails key responsibilities all employees, directors
and officers are expected to uphold and comply with inconjunction with our values and policies. All corporate
employees and store managers receive anti-corruption
training as part of our biannual business ethics training.
This training includes a section on anti-corruption
compliance. In addition, select corporate employees
from higher-risk groups take additional anti-corruption
training annually. All employees also take more in-depth
training on the topics covered in the Code of Conduct at
onboarding and every other year. Over 1,600 employees
received additional standalone anti-corruption training
in FY2023.
Our SCOC sets guidelines and requirements for doing
business with us for firms from whom we procure
products and services, including contractors, joint
venture partners and suppliers. Suppliers must 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. Workers in the
supply chain are also provided information on how toaccess the hotline, as part of the grievance mechanisms
in place, and are reminded of these mechanisms
during audits visits. For more information, please see
Supporting the Workers in Our Supply Chain.

DATA PRIVACY AND PROTECTION ANDCYBERSECURITY
Cybersecurity is a critical component of risk management
at Tapestry, consisting of global information security
and privacy compliance programs focused on thecompany’s information systems, cybersecurity practices
and protection of consumer and employee personal
data and confidential information. The Audit Committee
receives quarterly updates from the company’s Chief
Information Officer and Chief Information Security
Officer on information security and privacy risk andcompliance, with periodic updates to the full Board(no less than annually).
We maintain the trust of our customers, employees andbusiness partners by safeguarding their information.
Our data-privacy management approach revolves
around several core functions administered by acentral privacy office and is overseen by the Board of
Directors and senior business and legal management.
Tapestry and our family of brands provide transparency
on data processing through our privacy policies, andeach business unit that processes personal data ofcustomers and employees is accountable for legitimate
and ethical data use.
Through annual cybersecurity and data protection
trainings, our corporate and retail employees andindependent contractors learn key concepts of notice,consent, privacy by design, data breach notification
duties and the importance of training to build customer
trust and engagement.

In accordance with two major privacy laws, the General
Data Protection Regulation and California Consumer
Privacy Act, we developed a comprehensive privacy
statement that is available on each of our brandwebsites. It empowers our customers to exercise theirindividual rights by reaching out to our central privacy
office, customer care or retail stores. Read more about
our commitment to data privacy and protection in our
Terms of Use & Privacy Statement.

| GOVERNANCE

Materiality Assessment and Stakeholder Engagement
Our determination of relevant material topics
is influenced by ongoing engagement with our
stakeholders. In 2023, we conducted a double
materiality assessment to update our last assessment,
fielded in 2021.
Our 2023 assessment is taking the approach of a“double materiality” assessment, meaning it takes
into consideration the relevance of an ESG matterfrom two perspectives – outside-in (how the business
is affected by ESG issues), and inside-out (how thebusiness’ activities affect society, the economy andthe environment).
Compared with our last assessment, this year’s
approach allowed us to consider topics differently,
and to include elements we had previously not fully
considered. Tapestry’s ESG & Sustainability Team
worked closely with our Internal Audit, Legal andEnterprise Risk Management Teams to ensure therisk perspective was included in our assessment of
the topics.

METHODOLOGY
Step 1 – Identifying the issues most material
to Tapestry
We created a list of issues by conducting desktop
research, looking at many sources, including but
not limited to ESG standards and frameworks (i.e.,
GRI, TCFD and SASB), the SDGs, peer & industry
benchmarking, industry and wider ESG trends,
ESG rankings and ratings, and upcoming andemerging regulations.
Step 2 – Stakeholder engagement
We conducted interviews and surveys with bothinternal and external stakeholders to gather both theoutward and inward perspective of Tapestry’s impacts.
Tapestry stakeholders engaged in this assessment
included our employees, suppliers, customers,
nonprofit organizations, academics, industry groups
and investors.
Step 3 – Significance-scoring
To identify the significance of each topic, we lookedat the likelihood, scope, scale and ability to resolve
impacts, as well as the likelihood and magnitude of risks
and opportunities. This resulted in a topic prioritization
list that we tested with Tapestry subject-matter experts
and adjusted accordingly.
We added a third stakeholder lens which included
insights from customers, members of our Board of
Directors, employees and external stakeholders inorder to further incorporate the strategic perspectiveof Tapestry’s stakeholders.
Step 4 – Analysis and recommendations
We analyzed our impact and financial results to builda prioritized list of topics on a scale of low importanceto very high importance.

68

FY2023 CORPORATE RESPONSIBILITY REPORTSCORING RATIONALE
VERY HIGH
Climate Change

GHG Emissions and Energy Use

Human Rights• Topics with very high impact potential and risks
to the business that are systemic/global in scaleand scope

Biodiversity and Natural
Resource Management

EI&D

Supply Chain Traceability• Topics with high impact potential andinterconnections but less scope to have systemic
impact based on business model

Waste Management andPackaging

Responsible Supply Chain

Technology and Innovation

Chemicals Use and Management

Employee Attraction, Retention
and Development

Animal Welfare

Water Use and StewardshipTransparency

Responsible Marketingand Labeling

Employee Health, Safety
and Wellbeing

Business Ethics and ComplianceCorporate Governance

HIGH

Circularity

MEDIUM• Emerging topics that can be categorized asenablers to advancing Very High and High priority
topicsData Privacy and Protection

LOW
Public Policy, Lobbying
and Advocacy Practices

Community Engagement
and Investment• More foundational topics that are expected tobe addressed as part of responsible businesspractices

In this Corporate Responsibility Report and our other reports, communications and statements regarding corporate responsibility and ESG, we use theterms “material,” “materiality” and similar terms to refer to ESG topics that are most significant to Tapestry’s business and stakeholders. We are notusing 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 of financial statements and financial reporting, and nothing in this report or other ESG communications orstatements should be construed to indicate otherwise.

| GOVERNANCE

Tapestry, its brands andfoundations continue to work
together to respond to the urgent
challenges of today, whilebuilding community resilience
for tomorrow.
Through our corporate responsibility goals, we willcontinue to unite teams across our business tobalance true fashion authority with meaningful,positive change. Together, we will continue to drive
forward our corporate responsibility strategies
and create long-term sustainable value for allof our stakeholders.
“Tapestry and our brands are driven by a sharedpurpose to stretch what’s possible for our people,
our planet and our communities. We believe thatby working to address some of the most pressing
issues facing our communities and planet – including
empowering diverse voices and talent, providing
resources around mental health and wellbeing, andimproving sustainability in the fashion industry –we can build a better-made future for all.”	JOANNE CREVOISERAT CHIEF EXECUTIVEOFFICER OF TAPESTRY, INC

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FY2023 CORPORATE RESPONSIBILITY REPORT

| APPENDIX

Appendix70

FY2023 CORPORATE RESPONSIBILITY REPORT

| APPENDIX

Ethnic and Gender Diversity Breakdown
We respect and value diversity and accordingly are an equal opportunity employer that does not discriminate on the basis of age, sex, race, color, religion, creed, national origin, disability, veteran or military status, pregnancy, sexual
orientation, gender identity or expression, marital or partnership status, alienage, or citizenship status, genetic predisposition, or any other characteristic protected by applicable federal, state or local laws. The Company expressly
prohibits discrimination based on any such protected characteristics, and our management team is dedicated to ensuring the fulfillment of this policy, including with respect to recruitment, hiring, promotion, transfer, training, compensation,
benefits, termination and other terms and conditions of employment. You can access our consolidated EEO-1 report here.

FY2023 U.S. RACE & ETHNICITYAS OF JUNE 30 2023

37%

All U.S.

Fulfillment

13%

RetailAssociates

12%

7%

Leadership
(VP+)

14.5%
14%

60%
WHITE (NOT LATINX)BLACK OR AFRICAN AMERICAN (NOT LATINX)NATIVE AMERICAN OR ALASKA NATIVE (NOT LATINX)

71

17%

76%

Board ofDirectors

FY2023 CORPORATE RESPONSIBILITY REPORTASIAN (NOT LATINX)TWO OR MORE RACES (NOT LATINX}CHOOSE NOT TO DISCLOSE

** **

28%
18%

64%

Senior Directors

36%
8%

48%

3% * *2%

43%

12%
46%

All Corporate

15%

33%

29%

RetailManagement

29%

20%
LATINXNATIVE HAWAIIAN OR OTHER PACIFIC ISLANDER (NOT LATINX)*ACCOUNTS FOR LESS THAN 2% OF REPORTING

3% ** 2%11%

3% * *2%13%

3% **2%

11%3% 3% * 4%17%2% 3% 2%20%

| APPENDIXETHNIC AND GENDER DIVERSITY BREAKDOWN CONTINUEDFY2023 GENDER DIVERSITY: TAPESTRY OVERALL (GLOBAL)
AS OF JUNE 30 2023

80%

All Global

60%

Fulfillment

40%

RetailAssociates

83%

RetailManagement

17%

80%

19%

72%

All Corporate

27%

Senior Directors

62%

38%

Leadership
(VP+)

61%

39%

Board ofDirectors

50%
FEMALEUNDECLARED*

72

20%

FY2023 CORPORATE RESPONSIBILITY REPORTMALE
UNKNOWN*

50%
OTHERS**ACCOUNTS FOR LESS THAN 1% OF REPORTING

| APPENDIX

Progress Against Our 2025 Goals and Beyond – Power of Our People
GOAL

FY2021

FY2022

FY2023

Build diversity in North America (NA) Tapestry andbrand leadership teams by increasing the numberof NA-based ethnic minority leaders to better reflect
our general corporate population.

FY2021 Corporate Responsibility Report.

FY2022 Corporate Responsibility Report.

FY2023 U.S. RACE & ETHNICITY.

Reduce differences in our Employee Inclusion Indexscores based on gender and ethnicity.

Ȼ Differences remain in our Employee Inclusion Indexscores, and to close this gap, Tapestry is leaning in to
our core value of Standing Taller Together.

Ȼ We continue to close the gap in our Employee
Inclusion Index scores in the U.S. and we havemade progress for Black/African American andAsian inclusion.

Ȼ Grew membership in our EBRGs by 30%. Each of
our six EBRGs develops and executes an annual
plan outlining their impact on each of our four
EI&D strategic pillars of Talent, Culture, Communityand Marketplace.

Ȼ Holding leaders accountable by aligning 10% of
leadership bonus targets with progress against EI&D
scorecard measures.
Ȼ Continued focus on building leadershipcapability.
Ȼ Employee engagement through EI&D training,
programming, communications, new culturalcelebrations, 4 empowered EBRGs and Inclusion
Councils in Europe and Asia.

Ȼ Tied 10% of our leadership team’s annual incentive
compensation to specific benchmarks in EI&D.
Ȼ Continued to engage our employees through aseries of learning and development, programs,
communications and celebrations to live up to our
inclusive culture.

Ȼ Launched a global women’s Task Force as a meansof assessing the viability and potential impact of
evolving into a formal global EBRG, with the remitof supporting all of our workforce who identify
as female.

Ȼ Five EBRGs, two task forces and global inclusion
councils to support and engage our employees.

Ȼ Held our leadership accountable by way of 10% AIP
bonus modifier for driving progress against a set of
EI&D benchmarks.

Demonstrate focus on career progression, development
and mobility by filling 60% of leadership roles (VP+)
internally.

Ȼ 80% VP+ open positions filled internally.

Ȼ 61% VP+ open positions filled internally.

Ȼ 89% VP+ open positions filled internally.

Enable all employees to manage both their work andpersonal life by setting a global core benefit standard
for self-care, parental and family care leave policies.

In addition to the activities established in previous years:
Ȼ Established Caregiver benefit, which provides theentire U.S. workforce with 10 days’ emergency backup care and access to discounted family support
programs (i.e., tutoring, child support, etc.).

Evaluated our parental and family care leave policies
across all our geographic regions to ensure flexibility,
fairness and equity across the company and may
institute expansions. Explored the integration of a
new healthcare platform in the U.S. to broaden ourcurrent reproductive healthcare services offerings for
eligible employees.

Ȼ Enhanced U.S. paid parental leave policy allowing
parents regardless of gender or how they welcome
child to have up to 8 weeks paid time off. Birthmothers are eligible for up to additional 9 weeks
short term disability.
Ȼ Implemented new 3rd party platform in the U.S.
broadening reproductive healthcare services offerings.
Ȼ Kicked off global evaluation of family and leave
policies to address any potential gaps within Tapestry
or to local practice.

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FY2023 CORPORATE RESPONSIBILITY REPORT

| APPENDIX

Progress Against Our 2025 Goals and Beyond – Sustain the Planet
GOAL

FY2021

FY2022

FY2023

Reduce absolute Scope 1 and 2 GHG emissions 64%
by FY2030 from a FY2021 baseline.10

40,768 MT CO2e22,996 MT CO2e17,338 MT CO2e

Reduce absolute Scope 3 Industry GHG emissions 42%
by FY2030 from a FY2021 baseline.10

560,833 MT CO2e

Reduce absolute Scope 3 FLAG GHG emissions 30%
by FY2030 from a FY2021 baseline.

177,917 MT CO2e

Procure 100% renewable energy in Tapestry-operated
stores, offices and fulfillment centers by 2025.

21%

67%

80%

Reduce water usage within our own operations 10%
by 2025 from a FY2018 baseline.

15% decrease

7% decrease

10% decrease

Reduce water usage across our supply chain 10%
by 2025 from a 2020 baseline.11

Baseline calculated during calendar year 2020.

8% decrease

25% decrease

10	F Y2023 Scope 1, 2 & 3 (non-FLAG) GHG emissions have been verified
by a third-party against a limited level of assurance. FLAG emissions
are not included in the verified numbers as the GHG Protocol’s Land
Sector and Removals Guidance has not yet been finalized at the timeof this report’s publication.
11	This goal is tracked on a calendar year basis.

74

FY2023 CORPORATE RESPONSIBILITY REPORT

Progress: 57% decrease since FY2021
644,490 MT CO2e557,848 MT CO2e
Progress: <1% decrease since FY2021

152,759 MT CO2e

135,230 MT CO2e
Progress: 24% decrease since FY2021

| APPENDIX

Progress Against Our 2025 Goals and Beyond – Create Products with CareGOAL

FY2022

FY2023

95% traceability and mapping of our raw materials
by 2025.

Material Traceability and Responsible Sourcing.

Material Traceability and Responsible Sourcing.

90% of leather used in our products comes fromSilver- and Gold-rated LWG tanneries by 2025.

80%

97%

95% of polyamide (nylon) will be from pre- or postconsumer recycled sources by 2025.

26%

63%

90% of cotton will be organic- or regenerative-certified
by 2025.

26%

42%

75% recycled content in consumer packaging by 2025.

75%

73%

95% of polyester will be from pre- or post-consumer
recycled sources by 2027.

21%

67%

10% of leather will be from farms using regenerative
agriculture practices, made from recycled inputs ormade with “next-generation” materials by 2030.

Not tracked in FY2022.

<1%

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FY2023 CORPORATE RESPONSIBILITY REPORT

| APPENDIX

Progress Against Our 2025 Goals and Beyond – Uplift Our CommunitiesGOAL

FY2022

FY2023100,000 people working in the factories crafting our
products will have access to empowerment programs
during the workday by FY2025.

53,000 workers reached.

53,000 workers reached – due to the transitional period to RISE.

$75 million in financial and product donations to
nonprofit organizations globally by FY2025.

Achieved.

Achieved.

500,000 volunteer service hours completed by our
employees around the world by FY2030.

90,000 hours.

181,000 hours.

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 sections of the report, where we believe
our business can contribute most significantly, andwe have aligned our corporate responsibility strategy
to these objectives. Our participation in and efforts
toward this global mission are a critical part of how
we show our commitment to being a responsible andsustainable business.

76

FY2023 CORPORATE RESPONSIBILITY REPORTWe also utilized the Ten Principles of the UNGC to guideour strategies and operations. By reporting annuallyon our efforts to uphold human and labor rights,
safeguard the environment, and work against all formsof corruption, we aim to provide transparency andaccountability for how we uphold the UNGC.

| FRAMEWORKS

Frameworks
Tapestry’s FY2023 Corporate Responsibility Reportprovides detailed progress against the company’s ESG
objectives utilizing industry frameworks including the Task
Force on Climate-related Financial Disclosures (TCFD),
Sustainability Accounting Standards Board (SASB) andGlobal Reporting Initiative (GRI).

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FY2023 CORPORATE RESPONSIBILITY REPORT

| FRAMEWORKS

Task Force on Climate-related Financial Disclosures (TCFD)TOPIC

ACCOUNTING METRICTAPESTRY FY2023 RESPONSE

Governancea) Describe the board’s oversight of climate-related risks and opportunities.

ESG Oversight
CDP Climate C1.1b) Describe management’s role in assessing and managing climate-relatedrisks and opportunities.

ESG Oversight
CDP Climate C1.2a) Describe the climate-related risks and opportunities the organization has
identified over the short, medium, and long term.

Climate Change
CDP Climate C2.1, C2.3, C2.4b) Describe the impact of climate-related risks and opportunities on theorganization’s businesses, strategy and financial planning.

Climate Change
CDP Climate C2.3 and C2.4, C3.1, C3.2, C3.3, C3.4c) Describe the resilience of the organization’s strategy, taking into
consideration different climate-related scenarios, including a 2°C or
lower scenario.

Climate Change
CDP Climate C3.2a) Describe the organization’s processes for identifying and assessing
climate-related risks.

CDP Climate C2.1, C2.2b) Describe the organization’s processes for managing climate-related risks.

CDP Climate C2.1, C2.2c) Describe how processes for identifying, assessing, and managing climaterelated risks are integrated into the organization’s overall risk management.

CDP Climate C2.2a) Disclose the metrics used by the organization to assess climate-relatedrisks and opportunities in line with its strategy and risk management process.

Sustain the Planet
CDP Climate C4.2, C9.1b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas(GHG) emissions, and the related risks.

GHG emissions
CDP Climate C6.1, C6.3, C6.5c) Describe the targets used by the organization to manage climate-relatedrisks and opportunities and performance against targets.

CDP Climate C4.1, C4.2

Strategy

Risk Management

Metrics and Targets

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FY2023 CORPORATE RESPONSIBILITY REPORT

| FRAMEWORKS

Sustainability Accounting Standards Board (SASB)TOPICACCOUNTING METRICTAPESTRY FY2023 RESPONSEManagement of Chemicals
in Products

Discussion of processes to maintain compliance with restricted substances
regulations.

Create Products with Care

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

Create Products with Care

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

Wastewater and Effluents in Our Supply Chain

Percentage of (1) Tier 1 supplier facilities and (2) supplier facilities beyond
Tier 1 that have completed the Sustainable Apparel Coalition’s Higg
Facility Environmental Module (Higg FEM) assessment or an equivalentenvironmental data assessment.

Engaging Our Suppliers

Percentage of (1) Tier 1 supplier facilities and (2) supplier facilities beyond
Tier 1 that have been audited to a labor code of conduct; (3) percentage of
total audits conducted by a third-party auditor.

Supporting Workers in our Supply Chain

Priority non-conformance rate and associated corrective action rate forsuppliers’ labor code of conduct audits.

Supporting Workers in our Supply Chain

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

Materiality Assessment and Stakeholder Engagement(1) List of priority raw materials; for each priority raw material:(2) environmental and/or social factor(s) most likely to threaten sourcing,(3) discussion on business risks and/or opportunities associated withenvironmental and/or social factors, and (4) management strategy foraddressing business risks and opportunities.

Material Traceability and Responsible Sourcing(1) Amount of priority raw materials purchased, by material, and (2) amountof each priority raw material that is certified to a third-party environmental
and/or social standard, by standard.

Material Traceability and Responsible Sourcing

Environmental Impacts in the
Supply Chain

Labor Conditions in the
Supply Chain

Raw Materials Sourcing

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FY2023 CORPORATE RESPONSIBILITY REPORTCDP Climate

| FRAMEWORKS

Global Reporting Initiative (GRI)
Tapestry has reported the information cited in this GRI content index for the period July 3 2022 – July 1 2023 with reference to the GRI Standards.
GENERAL DISCLOSURESDISCLOSURE NUMBERDISCLOSURE

TAPESTRY FY2023 RESPONSE

2-1

Organizational details

Tapestry Inc. is a publicly traded company listed on the New York Stock Exchange. The Company is headquartered at
10 Hudson Yards, New York, NY 10001. Tapestry owns the Coach, kate spade new york, and Stuart Weitzman brands
and markets a variety of goods under these nationally and internationally known and licensed brands.
The list of our operations can be found on page 30 of our Form 10-K.

2-2

Entities included in the organization’s sustainability reporting

Throughout the report, Tapestry discloses data that refers to the performance of Tapestry and its brands. See thelist of subsidiaries considered in the development of our sustainability reporting in exhibit 21.1 of our Form 10-K.

2-3

Reporting period, frequency and contact point

Tapestry publishes a corporate responsibility report annually. This report covers fiscal year 2023, starting on
July 3 2022, and ending on July 1 2023.
Key contact points:
Andrea Shaw Resnick, Chief Communication Officer
aresnick@tapestry.com
Christina Colone, Global Head of Investor Relations
cccolone@tapestry.com
Logan Duran, VP, ESG & Sustainability
lduran@tapestry.com
Jessie Wasser, Manager, ESG & Sustainability
jwasser@tapestry.com

2-4

Restatements of information

This year, Tapestry amended our original science-based commitments toward reduction targets for Scope 1, 2
and 3 emissions, following the publication of the SBTi’s Forest, Land and Agriculture (FLAG) guidance. Our Net-Zeroambition, and targets were readjusted and submitted to the SBTi and verification is expected during FY2024.
Read more about our revised targets in the Climate Change section of this report.
In addition we have increased data visibility into our suppliers’ information and have recalculated our 2020 baseline forour supply chain water usage to include suppliers audited by the LWG. For more information please see the Water section.
Lastly, we reevaluated our waste in our own operations target. For more information see the Operational Waste andRecycling section.

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2-5

External assurance

FY2023 Scope 1, 2 & 3 (non-FLAG) GHG emissions verification statement can be found here.

2-6

Activities, value chain and other business relationships

Information on Tapestry and its brands can be found on pages 2-15 of our Form 10-K. Also, you can visit
www.tapestry.com, www.coach.com, www.katespade.com, www.stuartweitzman.com.
The list of markets we operate in can be found on page 99 of our Form 10-K.
See the Engaging Our Suppliers section of this report on page 28 for more information on our involvementwith our suppliers.

2-7

Employees

Power of Our People and Ethinicy and Gender Diversity breakdown.

2-8Workers who are not employees

Tapestry conducts annual audits of our Tier 1 finished goods suppliers and certain of our Tier 2 raw material
suppliers. For a list of our Tier 1 suppliers and the number of workers at each facility, please see our Supplier List.

2-9

Governance structure and composition

See pages 9-13 of our 2023 proxy statement.

2-10

Nomination and selection of the highest governance bodySee page 12 of our 2023 proxy statement.

2-11

Chair of the highest governance bodyAnne Gates, Chair of the Board of Directors.

2-12Role of the highest governance body in overseeing the managementof impacts

See pages 14-15 of our 2023 proxy statement.

2-13

Delegation of responsibility for managing impacts

See pages 14-15 of our 2023 proxy statement.

2-14

Role of the highest governance body in sustainability reportingESG Oversight.

2-15

Conflicts of interest

See page 3 of our Code of Conduct policy.

2-16

Communication of critical concerns

See pages 17-18 of our 2023 proxy statement.

2-17

Collective knowledge of the highest governance bodySee page 22 of our 2023 proxy statement.

2-18

Evaluation of the performance of the highest governance bodySee page 11 of our 2023 proxy statement.

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2-19

Remuneration policies

See pages 39-43 of our 2023 proxy statement.

2-20

Process to determine remuneration

See pages 53-56 of our 2023 proxy statement.

2-21

Annual total compensation ratio

See page 71 of our 2023 proxy statement.

2-22

Statement on sustainable development strategy

CEO’s statement.
See page 14 of our 2023 proxy statement.

2-23

Policy commitments

Our policies can be found on our website.

2-24

Embedding policy commitments

We require our employees, suppliers and other partners to respect our policies and comply with our Code of
Conducts. For more information please see the Engaging Our Suppliers section.
Our supplier code of conduct (SCOC) can be found here.
Our Code of Conduct can be found here.

2-25

Processes to remediate negative impacts

Ethics and Compliance Reporting System.

2-26

Mechanisms for seeking advice and raising concerns

Ethics and Compliance Reporting System.

2-27

Compliance with laws and regulations

Tapestry has not experienced any significant instances of non-compliance with laws and regulations during thereporting period.

2-28

Membership associations

United Nations Global Compact, American Apparel and Footwear Association, Retail Industry Leaders Association,
Leather Working Group, Complex Leadership Forum, Sustainable Apparel Coalition, The Fashion Pact, Textile Exchange,
CECP: Chief Executives for Corporate Purpose, Catalyst CEO Champions For Change.

2-29

Approach to stakeholder engagement

Materiality Assessment and Stakeholder Engagement.

2-30

Collective bargaining agreements

Tapestry is not party to any collective bargaining agreements.

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MATERIAL TOPICSDISCLOSURE NUMBERDISCLOSURE

TAPESTRY FY2023 RESPONSE

3-1

Process to determine material topics

Materiality Assessment and Stakeholder Engagement.

3-2

List of material topics

Materiality Assessment and Stakeholder Engagement.

3-3Management approach

See pages 2-17 of our Form 10-K.

201-1

Direct economic value generated and distributed

See pages 1-17, 33-56 and 64-68 of our Form 10-K.

201-2

Financial implications and other risks and opportunities due toclimate change

See page 16 of our Form 10-K.

TOPIC-SPECIFIC DISCLOSURES
201: ECONOMICPERFORMANCE 2016

See our 2023 CDP Climate Change response here.
Task Force on Climate-related Financial Disclosures (TCFD) Index.

205: ANTI-CORRUPTION 2016
3-3

Management approach

Ethics and Anti-Corruption Training.

205-1

Operations assessed for risks related to corruption

Ethics and Anti-Corruption Training.

205-2

Communications and training about anti-corruption policies and procedures

Ethics and Anti-Corruption Training.

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301: MATERIALS 2016
3-3

Management approach

Material Traceability and Responsible Sourcing.
Packaging.

301-1

Materials used by weight or volume

Material Traceability and Responsible Sourcing.

301-2

Recycled input materials used

Material Traceability and Responsible Sourcing.
Packaging.

302: ENERGY 2016
3-3

Management approach

Renewable Energy.

302-1

Energy consumption within the organization

Renewable Energy.

3-3Management Approach

Water and Wastewater and Effluents in the Supply Chain.

303-1

Interactions with water as a shared resource

See our 2023 CDP Water response here.

303-2

Management of water discharge-related impacts

Water and Wastewater and Effluents in the Supply Chain.

303: WATER AND EFFLUENTS 201884

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305: EMISSIONS 2016
3-3

Management Approach

Climate Change.

305-1

Direct (Scope 1) GHG emissions

Climate Change.

305-2

Energy indirect (Scope 2) GHG emissions

Climate Change.

305-3

Other indirect (Scope 3) GHG emissions

Climate Change.

3-3Management Approach

Operational Waste and Recycling.

306-1

Waste generation and significant waste-related impacts

Operational Waste and Recycling.

306-2

Management of significant waste-related impacts

Operational Waste and Recycling.

3-3Management Approach

Engaging our Suppliers.

308-2

Negative environmental impacts in the supply chain and actions taken

Engaging our Suppliers.

306: WASTE 2020

308: SUPPLIER ENVIRONMENTALASSESSMENT 201685

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401: EMPLOYMENT 2016
3-3

Management Approach

Power of Our People.

401-2

Benefits provided to full-time employees that are not provided topart-time employees

Compensation and Benefits.

3-3Management Approach

Occupational Health and Safety.

403-1

Occupational health and safety management system

Our workplace health and safety policies have been tailored for Tapestry’s various work environments. To ensurecompliance with our policies, we conduct assessments of these standards and create action plans to address any
gaps. We monitor workplace incidents to identify risks and systematically work to eliminate root causes and related
hazards.

403-7

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

Supporting Workers in Our Supply Chain.

403-9

Work-related injuries

In the calendar year 2022 we reported:– Total # of safety/injury incidents reported: 702– Rate of injury per 200,000 hours worked: 0.66

403-10Work-related ill health

No work-related ill-health reports were made.

403: O CCUPATIONAL HEALTHAND SAFETY 2018

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404: T RAINING AND
EDUCATION 2016
3-3

Management Approach

Learning and Development.

404-2

Programs for upgrading employee skills and transition assistance programs

Learning and Development.

404-3

Percentage of employees receiving regular performance and careerdevelopment reviews

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

3-3Management Approach

Equity, Inclusion and Diversity.

405-1

Diversity of governance bodies and employees

Equity, Inclusion and Diversity.

Management Approach

We strive to continue hiring and developing our employees and ensure employees and suppliers adhere to ourequal opportunities policy. Employment decisions – including recruitment, hiring, promotion, compensation, mobility,
training, discipline and termination – are based on factors like the individual’s qualifications and business needs as
they relate to the requirements of the position.

405: D
 IVERSITY AND EQUALOPPORTUNITIES 2016

406: NON-DISCRIMINATION 2016
3-3

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 by applicable law.
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.
406-1

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Incidents of discrimination and corrective actions taken

FY2023 CORPORATE RESPONSIBILITY REPORTNo incidents of discrimination across our employee base have been reported

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407: F REEDOM OF ASSOCIATIONAND COLLECTIVEBARGAINING 2016
3-3

Management Approach

Our SCOC requires suppliers to support workers’ rights to freedom of association. As part of our monitoring process,we assess whether Tier 1 suppliers are upholding these requirements through our social audit program.

407-1

Operations and suppliers in which the right to freedom of association andcollective bargaining may be at risk

Tapestry’s SCOC includes Freedom of Association and Collective Bargaining and covers all suppliers. Our finishedgoods providers undergo labor and human rights audits against our Supplier Code of Conduct.

3-3Management Approach

Our SCOC, prohibits the use of suppliers who use child labor.

408-1

Operations and suppliers at significant risk for incidents of child labor

Our SCOC includes prohibitions on child labor and covers all suppliers. We prohibit, not restrict, when it comes tochild labor. Our Tier 1 providers undergo labor and human rights audits against our Supplier Code of Conduct.

3-3Management Approach

Our SCOC, prohibits the use of suppliers who use forced labor.

409-1

Operations and suppliers at significant risk for incidents of forced orcompulsory labor

Our SCOC includes prohibitions on forced labor and covers all suppliers. Our Tier 1 providers undergo labor andhuman rights audits against our Supplier Code of Conduct.

Management Approach

Uplift Our Communities.

408: CHILD LABOR 2016

409: F ORCED AND COMPULSORYLABOR 2016

413: LOCAL COMMUNITIES 2016
3-3

ESG Oversight.
413-1

88

Operations with local community engagement, impact assessments anddevelopment programs

FY2023 CORPORATE RESPONSIBILITY REPORT

Uplift Our Communities.
ESG Oversight.

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414: SUPPLIER SOCIALASSESSMENT 2016
3-3

Management Approach

Supporting Workers in Our Supply Chain.

414-1

New suppliers that were screened using social criteria

Supporting Workers in Our Supply Chain.

412-2

Negative social impacts in the supply chain and actions taken

Supporting Workers in Our Supply Chain.
SASB response.

415: PUBLIC POLICY 2016
3-3

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 or otherquestion, 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 fundraising tickets, contributionof products, volunteer work by Company employees within normal business hours and the use of Company facilities
for fundraising or political purposes. This is overseen by the Legal Department. Individual employees remain free tomake political contributions to candidates or parties of their choice.

415-1

Political contributions

In FY2023, Tapestry made no political contributions, in line with its Political Activities and Contributions Policy.

3-3Management Approach

Data Privacy and Protection and Cybersecurity.

418-2

Substantiated complaints concerning breaches of customer privacy andlosses of customer data

Tapestry (or any of its brands) has not identified any substantiated complaints concerning breaches of customer
privacy or losses of customer data in FY2023.

418: CUSTOMER PRIVACY 201689

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Report Disclaimer
The boundaries of this report vary from section tosection and are a function of the accessibility of relevant
data. Tapestry is a global organization with locationsin Asia, Australia, Europe and North America. We also
have a global store network. We endeavor to provide
performance data for Tapestry owned, operated andleased office and distribution facilities, as well as ourleased North America stores. In some instances, weare able to share 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 associated time
period that the data represents. At a minimum, data will
represent the most recent full fiscal year, fiscal year
2023 (July 3 2022 – July 1 2023).
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.
Questions, comments or feedback regarding this report,
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
GRI’s In Accordance, Core, a recognized global standard
for sustainability and corporate responsibility reporting.
The SASB and TCFD also inform our reporting.
This report was the subject of a limited assurance
engagement by SGS in relation to our Scope 1, 2 and3 (non-FLAG) GHG emissions. The details of the scopeof the assurance can be found here.

90

FY2023 CORPORATE RESPONSIBILITY REPORTIn this Corporate Responsibility Report and our otherreports, 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 theseterms as they have been defined or construed inaccordance with the securities laws or any other laws of
the U.S. or any other jurisdiction, or as these terms areused in the context of financial statements and financial
reporting, and nothing 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 and governancedocuments, as well as information on our Global
Business Integrity Program, please visit our website:
www.tapestry.com. This report and the data contained
herein cover Tapestry as a whole; however, certain
information may be brand-specific and will be
designated as such. The information made available inthis Report may contain forward-looking statements
based on management’s current expectations. Forwardlooking statements include but are not limited to,statements regarding the company’s 2025 Goals andthe Fabric of Change strategy, our Futurespeed strategy,
our Bold Commitments, our commitment to establish along-term science-based target to reach net-zero value
chain GHG emissions by no later than 2050, as well asstatements that can be identified by the use of forwardlooking terminology such as “may,” “will,” “can,” “should,”“expect,” “intend,” “estimate,” “continue,” “project,”“anticipate,” “moving,” “leveraging,” “developing,”“drive,” “targeting,” “assume,” “plan,” “build,” “pursue,”“maintain,” “on track,” “well positioned to,” “look forward
to,” “to acquire,” “achieve,” “strategic vision,” “growth
opportunities” or comparable terms.

Future results may differ materially from management’s
current expectations due to a number of factors,
including, but not limited to the impact of economic
conditions, recession and inflationary measures; the
COVID-19 pandemic; risks associated with operating ininternational markets, including currency fluctuations
and changes in economic or political conditions in themarkets where we sell or source our products; ourability to retain the value of our brands and to respondto changing fashion and retail trends in a timely manner,
including our ability to execute on our e-commerce anddigital strategies; our ability to successfully implement
the initiatives under our 2025 growth strategy; the effectof existing and new competition in the marketplace;
our ability to control costs and successfully execute ourgrowth strategies; our ability to anticipate consumer
preferences; the risk of cybersecurity threats and privacy
or data security breaches; our ability to protect against
infringement of our trademarks and other proprietary
rights; the impact of tax and other legislation; the risks
associated with potential changes to international trade
agreements and the imposition of additional duties onimporting our products; our ability to achieve intended
benefits, cost savings and synergies from acquisitions,
including our proposed acquisition of Capri Holdings
Limited; the satisfaction of the conditions precedent
to consummation of the proposed acquisition of Capri,
including the ability to secure regulatory approvals
on the terms expected, at all or in a timely manner;
the impact of pending and potential future legal
proceedings; and the risks associated with climatechange and other corporate responsibility issues.
Please refer to the Company’s latest Annual Reporton Form 10-K, quarterly report on 10-Q and its otherfilings with the Securities and Exchange Commission
for a complete list of risks and important factors.
The Company assumes no obligation to revise or
update any such forward-looking statements for any
reason, except as required by law.

ABOUT THIS REPORTThis is our eleventh annual Corporate
Responsibility Report, which focuses on our most
pertinent ESG-related developments. We provide
updates on progress toward our ESG goals aswell as performance data for FY2023 (July 32022 – July 1 2023). We report on all information
as we can within our own operational control.
The structure of this report and its disclosuresalign with 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.