Tapestry, Inc. (the "Company") is a global house of iconic accessories and lifestyle brands uniting the magic of Coach and kate spade new york. Together, we stretch what’s possible – advancing brands further than they could go alone, expanding their reach to new geographies and generations. Inspired by our consumers, we create experiences and products that build lasting brand love and elevate everyday life. OUR BRANDS The Company has two reportable segments: •Coach - Coach is a global fashion house of accessories and lifestyle collections, founded in New York City in 1941. Inspired by the vision of Expressive Luxury and the inclusive and courageous spirit of its hometown, the brand makes beautiful things, crafted to last – for you to be yourself in. Coach has built a legacy of craftsmanship and a community that champions the courage to be real. Coach includes global sales of primarily Coach brand products to customers through our direct-to-consumer ("DTC"), wholesale and licensing businesses. This segment represented 86.4% of total net sales in fiscal 2026. •Kate Spade - Since its launch in 1993 with a collection of six essential handbags, kate spade new york has always been feminine, colorful, and optimistic. Today, it is a global lifestyle brand that designs extraordinary things for the everyday, delivering seasonal collections of handbags, ready-to-wear, jewelry, footwear, gifts, home décor and more. Known for its rich heritage and unique brand DNA, kate spade new york's mission is to be the world's most welcoming and uplifting fashion brand. Where a touch of wit and intentional color can inspire you to find joy in the everyday. Kate Spade includes global sales of primarily kate spade new york brand products to customers through our DTC, wholesale and licensing businesses. This segment represented 13.4% of total net sales in fiscal 2026. On August 4, 2025, the Company completed the sale of the Stuart Weitzman business and, as a result, determined it had two reportable segments on a prospective basis. For the year ended June 27, 2026, Stuart Weitzman net sales were $14.6 million, representing 0.2% of total net sales in fiscal 2026. Refer to Note 5, "Acquisitions and Divestitures," for further information. In addition to these reportable segments, the Company has certain corporate expenses that are not directly attributable to its brands ("Unallocated corporate expenses"); therefore, they are not allocated to its segments. Such costs primarily include certain overhead expenses related to corporate functions as well as certain administration, corporate occupancy, information technology and depreciation costs. Refer to Note 17, "Segment Information," for further information about the Company's segments. OUR STRATEGY In the first quarter of fiscal 2026, the Company introduced its 2028 growth strategy (“Amplify”), which focuses on four key pillars: •Build Emotional Connections with Consumers: The Company aims to drive new customer acquisition, with a focus on Gen Z consumers entering the market to build brand love and lifetime value. •Fueling Fashion Innovation & Product Excellence: The Company aims to lead with handbags and leathergoods with targeted lifestyle expansion in footwear. •Delivering Compelling Experiences to Drive Global Growth: The Company aims to sustain growth in North America and accelerate momentum in international markets, prioritizing Greater China and Europe. •Ignite the Power of Our People: The Company aims to future-proof growth by continuing to develop a consumer-obsessed culture that is agile and always looking forward. 2 DIRECT TO CONSUMER BUSINESS Our DTC business consists of channels that provide us with immediate, controlled access to consumers. This includes retail and outlet stores, brand e-commerce sites as well as concession shop-in-shops. DTC revenues were approximately 87% of total net sales in fiscal 2026. •Stores - Our brands operate freestanding retail stores, outlet stores, as well as concession shop-in-shop locations. These stores are located in regional shopping centers, metropolitan areas throughout the world and established outlet centers. Store Count 2026 2025 2024 Coach North America 336 324 324 International 637 607 606 Total Coach 973 931 930 Kate Spade North America 178 189 197 International 148 171 181 Total Kate Spade 326 360 378 Avg. Square Footage 2026 2025 2024 Coach North America 4,855 4,907 4,905 International 2,391 2,388 2,342 Total Coach 3,242 3,265 3,235 Kate Spade North America 3,071 3,023 2,949 International 1,593 1,502 1,439 Total Kate Spade 2,400 2,301 2,226 •Digital - We view our digital platform as a core channel for delivering our products directly to customers, enhancing accessibility beyond the reach of our physical locations. We operate e-commerce sites across our major markets including the U.S., Canada, Japan, Greater China, several countries throughout Europe, Australia, as well as in other regions throughout Asia. In addition, we continue to leverage various third-party digital platforms, including marketplaces, to further expand our reach and serve customers globally. 3 WHOLESALE BUSINESS Our wholesale business primarily includes major department stores, specialty stores, and third-party digital partners. We work closely with our wholesale partners to ensure a clear and consistent product presentation. We enhance our presentation with proprietary brand fixtures within the department store environment in select locations. We custom tailor our assortments through wholesale product planning and allocation processes to match the attributes to the consumers of our wholesale partners in each local market. We continue to closely monitor inventories held by our wholesale customers in an effort to optimize inventory levels across wholesale doors. Wholesale represented approximately 12% of our total net sales for fiscal 2026. As of June 27, 2026, there were no customers who individually accounted for more than 10% of each segment’s total net sales. LICENSING BUSINESS Our brands take an active role in the design process and control the marketing and distribution of products in our worldwide licensing relationships. Our key licensing relationships and their fiscal year expirations as of June 27, 2026 are as follows: Brand Category Partner Fiscal Year Expiration Coach Eyewear Luxottica 2026(1) Coach Watches Movado 2028 Coach Fragrance Interparfums 2031 Kate Spade Tech Accessories Case-Mate 2027 Kate Spade Sleepwear Komar 2028 Kate Spade Fashion Bedding Live Comfortably 2028 Kate Spade Stationery and Gift Lifeguard Press 2030 Kate Spade Fragrance Interparfums 2030 Kate Spade Eyewear Safilo 2031 (1) The agreement is expected to renew during fiscal 2027. Products made under license are, in most cases, sold through stores and wholesale business channels and, with the Company's approval, the licensees have the right to distribute products selectively through other venues, which provide additional, yet controlled, exposure of our brands. Our licensing partners generally pay royalties on their net sales of our branded products. Such royalties currently comprise approximately 1% of Tapestry's total net sales. The licensing agreements generally give our brands the right to terminate the license if specified sales targets are not achieved. 4 PRODUCTS The following table shows Net sales for each of our product categories by segment. Fiscal Year Ended June 27, 2026 June 28, 2025 June 29, 2024 Amount % of Total segment net sales Amount % of Total segment net sales Amount % of Total segment net sales (millions) Coach Handbags $ 4,016.3 58.1 % $ 3,223.3 57.6 % $ 2,889.9 56.7 % Accessories 1,991.8 28.8 1,539.5 27.5 1,407.9 27.6 Footwear 408.5 5.9 342.5 6.1 326.0 6.4 Other 498.1 7.2 493.2 8.8 471.5 9.3 Total Coach $ 6,914.7 100.0 % $ 5,598.5 100.0 % $ 5,095.3 100.0 % Kate Spade Handbags $ 594.9 55.3 % $ 623.0 52.1 % $ 721.0 54.0 % Accessories 241.1 22.4 269.8 22.5 307.0 23.0 Footwear 48.1 4.5 55.2 4.6 57.4 4.3 Other 190.8 17.8 249.1 20.8 249.0 18.7 Total Kate Spade $ 1,074.9 100.0 % $ 1,197.1 100.0 % $ 1,334.4 100.0 % Stuart Weitzman(1) $ 14.6 100.0 % $ 215.1 100.0 % $ 241.5 100.0 % Tapestry Handbags $ 4,611.2 57.6 % $ 3,846.3 54.9 % $ 3,610.9 54.1 % Accessories 2,232.9 27.9 1,809.3 25.8 1,714.9 25.7 Footwear(1) 471.2 5.9 612.8 8.7 624.9 9.4 Other 688.9 8.6 742.3 10.6 720.5 10.8 Total Tapestry $ 8,004.2 100.0 % $ 7,010.7 100.0 % $ 6,671.2 100.0 % (1)All Stuart Weitzman net sales are included within the Tapestry Footwear category. For the year ended June 27, 2026, Stuart Weitzman net sales were for the period prior to the sale on August 4, 2025. Refer to Note 5, "Acquisitions and Divestitures," for further information. •Handbags — This category primarily includes handbags classically inspired as well as fashion designs, business cases, computer bags, messenger-style bags, backpacks, and totes. •Accessories — This category primarily includes small leather goods, such as mini and micro handbags, money pieces, wristlets, pouches and cosmetic cases. Also included in this category are novelty accessories (including address books, time management accessories, travel bags and accessories, sketchbooks and portfolios), belts, key rings, technology accessories, gifting, straps and charms. •Footwear — This category primarily includes women's and men's footwear, including casual shoes, dress shoes, boots, sneakers and sandals. •Other — This category primarily includes outerwear, ready-to-wear, jewelry, watches, eyewear, fragrance, scarves, hats, gloves, other products, as well as royalties earned from the Company's licensing partners. DESIGN AND MERCHANDISING Our creative leaders are responsible for conceptualizing and implementing the design direction for our brands across the consumer touchpoints of product, stores and marketing. At Tapestry, each brand has a dedicated design and merchandising 5 team; this ensures that Coach and Kate Spade speak to their customers with a voice and positioning unique to their brand. Designers have access to the brands' extensive archives of product designs, which are a valuable resource for product concepts. Our designers collaborate with strong merchandising teams that analyze sales, market trends and consumer preferences to identify market opportunities that help guide each season's design process and create a globally relevant product assortment. Leveraging our strategic investments that we have made in data and analytics tools, merchandisers are able to gain a deeper understanding of customer behavior which empowers our teams to respond to changes in consumer preferences and demand as well as scale opportunities across brands with greater speed and efficiency. Our merchandising teams are committed to managing the product life cycle to maximize sales and profitability across all business channels. The product category teams, each comprised of design, merchandising, product development and sourcing specialists, help each brand execute design concepts that are consistent with the brand's strategic direction. Our design and merchandising teams also work in close collaboration with all of our licensing partners to ensure that the licensed products are conceptualized and designed to address the intended market opportunity and convey the distinctive perspective and lifestyle associated with our brands. MARKETING Our marketing objective is to build emotional connections with consumers to drive acquisition. We use an integrated approach to marketing for each of our brands, synchronizing our efforts across all business channels to ensure consistency at every touchpoint. Our global marketing strategy is to deliver a consistent and relevant message every time the consumer comes in contact with our brands through our communications, visual merchandising and customer experiences. Each brand's distinctive positioning is communicated through creative marketing, visual merchandising, public relations, social media and brand experiences, as well as through outside creative agencies. We also leverage consumer and market research, together with third-party experts, to better understand consumer attitudes, behaviors and trends. We continue to invest in brand-building and consumer engagement initiatives designed to reinforce each brand’s positioning, deepen emotional connections with consumers and support long-term customer acquisition. Total expenses attributable to the Company's marketing-related activities in fiscal 2026 were $962.5 million, representing 12% of net sales, compared to $744.5 million in fiscal 2025, representing nearly 11% of net sales. We engage in many consumer communication initiatives globally, including activities at a national, regional and local level. Our wide range of marketing activities utilize a variety of media, including digital, social, television, print and out-of-home. Our respective brand websites serve as effective communication vehicles by providing an immersive brand experience, showcasing the fullest expression across product categories. The Company has several regional informational websites for locations where we have not established an e-commerce presence. The Company utilizes social media and continues to explore digital technologies to create emotional connections with consumers, acquire new customers and build brand awareness, in addition to increasing online and store sales. MANUFACTURING Tapestry carefully balances its commitments to a limited number of “better brand” partners that have demonstrated integrity, quality and reliable delivery. The Company continues to evaluate new manufacturing sources and geographies to deliver high quality products at competitive costs and to mitigate the impact of manufacturing in inflationary markets. Our raw material suppliers, independent manufacturers and licensing partners must achieve and maintain high quality standards, which are an integral part of our brands' identity. Before directly partnering with a new manufacturing vendor for finished goods, the Company evaluates each facility by conducting a quality, business practice standards and social compliance review. We expect finished good manufacturers to undergo a social compliance audit before being approved as a Tapestry supplier. Manufacturers working with our licensed partners are expected to have had an acceptable social compliance audit conducted within the prior six months of their onboarding date. Suppliers that fail to meet our standards are not approved until an acceptable report is provided. We also conduct regular assessments of existing, previously approved finished good suppliers. We believe that our manufacturing partners are in material compliance with the Company’s integrity standards. These independent manufacturers each or in aggregate support a broad mix of product types, materials and a seasonal influx of new, fashion-oriented styles, which allows us to meet shifts in marketplace demand and changes in consumer preferences. We have longstanding relationships with purveyors of fine leathers and hardware. Although our products are manufactured by independent manufacturers, we maintain a strong level of oversight in the selection of key raw materials and compliance with quality control standards is monitored through on-site quality inspections at independent manufacturing facilities. We maintain strong oversight of the supply chain process for each of our brands from design through manufacturing. We are able to do this by maintaining sourcing management offices in Vietnam, mainland China, the Philippines and Cambodia that 6 work closely with our independent manufacturers. This broad-based, global manufacturing strategy is designed to optimize the mix of cost, lead times and construction capabilities. During fiscal 2026, manufacturers of Coach products were primarily located in Vietnam, Cambodia, the Philippines and India and no individual vendor provided 10% or more of the brand's total inventory purchases. During fiscal 2026, Kate Spade products were manufactured primarily in Vietnam, Cambodia, the Philippines and Bangladesh and no individual vendor provided 10% or more of the brand's total inventory purchases. FULFILLMENT The Company’s distribution network is designed to support the movement of each brand's products from our manufacturers to fulfillment centers around the world. These fulfillment centers are either directly operated by the Company or by independent third parties, some of which support multiple brands. Our facilities use bar code scanning warehouse management systems, where fulfillment center employees use handheld scanners to read product bar codes. This allows for accurate storage and order processing and allows us to provide excellent service to our customers. These facilities are also integrated into our Enterprise Resource Planning system, ensuring accurate inventory reporting. Our products are primarily shipped to retail stores, wholesale customers and e-commerce customers. In North America, we maintain fulfillment centers in Florida, Nevada and Ohio, operated by Tapestry. As part of our Distribution Network Optimization efforts, we are transitioning from our Ohio fulfillment center to a third-party facility in Pennsylvania which is expected to be completed in the first half of fiscal 2027. The Company also has a third-party facility in Canada. Globally, we utilize regional fulfillment centers in mainland China, the Netherlands, the United Kingdom and Singapore, owned and operated by third parties, that support multiple countries. We also utilize local fulfillment centers, through third parties, in Japan, parts of Greater China, South Korea, Malaysia and Australia. INFORMATION SYSTEMS The Company’s information systems are integral in supporting the Company’s long-term strategies. Our robust information technology platform serves as a foundation to drive growth, enhance consumer-centricity initiatives and enable data-driven decision making. We are continually enhancing our digital technology platforms to elevate our e-commerce capabilities, strengthen DTC functionalities and deliver a seamless overall omni-channel experience leveraging modern and cloud-based technologies. During fiscal 2026, we continued to advance our artificial intelligence including predictive, generative and agentic models, as well as machine learning across key areas such as data analytics, planning, marketing, customer acquisition, personalization, pricing and product creation. These investments enhanced our ability to capture and segment customer data, enabling more targeted, relevant and effective engagement across the customer journey. The Company utilizes a cloud-based digital platform which integrates critical components of our businesses including our customer shopping sites, Order Management Systems, Point of Sale systems, Customer Services, Enterprise Resource Planning systems and product management systems into one cohesive platform with a shared codebase. This unified platform allows us to be a more dynamic and responsive company providing best-in-class service to our customers. Refer to Part I, Item 1C, "Cybersecurity" for further information on our cybersecurity risk management, strategy and governance. INTELLECTUAL PROPERTY Tapestry owns COACH and KATE SPADE brand intellectual property, as well as all of the material trademark, design and patent-rights related to the production, marketing, distribution and sale of these brands' products in the United States and other countries in which our products are principally sold. In addition, the Company licenses trademarks and copyrights used in connection with the production, marketing and distribution of certain categories of goods and limited-edition collaborations. Tapestry also owns and maintains registrations in countries around the world for trademarks in relevant classes of products and services. In addition, Tapestry owns trade dress, copyrights, design patents and utility patents for some of its brands' product designs. Tapestry aggressively polices its intellectual property and pursues infringers both domestically and internationally. The Company pursues counterfeiters through leads generated internally, as well as through its network of investigators, law enforcement and customs officials, the respective online reporting form for each brand, the Tapestry hotline and business partners around the world. SEASONALITY The Company's results are typically affected by seasonal trends. During the first fiscal quarter, we typically build inventory for the winter and holiday season. In the second fiscal quarter, working capital requirements are reduced substantially as we generate higher net sales and operating income, especially during the holiday season. Fluctuations in net sales, operating income and operating cash flows of the Company in any fiscal quarter may be affected by the timing of wholesale shipments and other events affecting retail sales, including weather and macroeconomic events. 7 GOVERNMENT REGULATION Most of the Company's imported products are subject to tariffs, indirect taxes, quotas and non-tariff trade barriers that may limit the quantity of products that we may import into the U.S. and other countries or may impact the cost of such products. The Company is not materially restricted by quotas or other government restrictions in the operation of its business; however, customs duties do represent a component of total product cost. To maximize opportunities, the Company operates complex supply chains through foreign trade zones, bonded logistic parks and other strategic initiatives such as free trade agreements. Additionally, the Company operates a direct import business in many countries worldwide. As a result, the Company is subject to stringent government regulations and restrictions, adding significant complexity with respect to its cross-border activity either by the various customs and border protection agencies or by other government agencies which control the quality, safety and sustainability of the Company’s products. The Company maintains an internal global trade, customs and product compliance organization to help manage its import/export and regulatory affairs activity. COMPETITION The Company faces intense competition from many other brands in the product lines and markets that we participate. In varying degrees, depending on the product category involved, we compete on the basis of style, price, customer service, quality, brand prestige and recognition, among others. Over the last decade, these brands have grown and are expected to continue to grow, encouraging the entry of new competitors as well as increasing the competition from existing competitors. This increased competition drives interest in these brand loyal categories. We believe, however, that we have significant competitive advantages because of the recognition and the acceptance of our brands by consumers and the power of our information technology platform. CORPORATE RESPONSIBILITY As a people-centered and purpose-led Company, Tapestry believes that a better-made future is one that is both beautiful and responsible. Our Corporate Responsibility (“CR”) strategy, the Fabric of Change, aims to unite teams across the Company’s business to achieve our Corporate Responsibility Goals and a shared objective: to create a company of the future that balances true fashion authority with meaningful, positive change. The Fabric of Change focuses on four pillars: Power of Our People, Sustain the Planet, Uplift Our Communities and Create Products with Care. •Power of Our People: ◦We aim to foster a culture of purpose, fulfillment and inclusion at Tapestry, attracting and retaining talent with a compelling and engaging employee experience. ◦As a global employer, we work to continuously expand our aperture as wide as possible to acquire, retain and grow the best talent. •Sustain the Planet: ◦We aim to preserve and restore our planet through continuous investments into solutions that improve biodiversity and reduce the impacts of climate change. ◦We have set goals focused on increasing renewable energy and reducing freshwater withdrawals across our supply chain. We also have greenhouse gas (“GHG”) emissions reduction targets for Scope 1, 2, 3 and Scope 3 Forest, Land and Agriculture that have been validated by Science Based Targets initiative. •Uplift Our Communities: ◦We aim to empower the communities where our employees live and work, and provide the resources and capacity needed to support supply chain partners in the regions where we operate. ◦We have set goals focused on expanding employee volunteerism globally and strengthening our supply chain by equipping core suppliers with systems and training to detect, prevent and remediate gender-based violence and harassment, and to support workers' mental health. •Create Products with 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. ◦We have set goals focused on tracing and mapping our raw materials, and targets to increase the uptake of sourcing environmentally preferred materials and advancing circular business models. 8 The Company’s CR strategy, including oversight, management and identification of risks, is ultimately governed by the Board of Directors (the "Board") and overseen by an Executive Steering Committee, which is comprised of members of our executive leadership team, and driven by a Task Force, comprised of senior leaders and cross-functional members from major business functions. The Board approves long-term sustainability goals, strategic moves or major plans of action and receives updates at least annually. Tapestry's Governance and Nominations Committee of the Board receives quarterly updates on sustainability strategy, including climate-related topics, progress towards the CR goals and other CR-related initiatives. Additional information on the Fabric of Change and CR Goals can be found at www.tapestry.com/responsibility. The content on this website and the content in our corporate responsibility reports are not incorporated by reference into this Annual Report on Form 10-K or in any other report or document we file with the SEC. HUMAN CAPITAL At Tapestry, being true to yourself is core to who we are. When each of us brings our individuality to our collective ambition, our creativity is unleashed. This global house of brands was built by unconventional entrepreneurs and unexpected solutions, so when we say we believe in dreams, we mean we believe in making them happen. Where differences intersect, new thinking emerges. We cultivate a place for people who are both warm and rigorous, work that is both challenging and fun and a culture led by both head and heart. Most of all, we bring together the unique spirits of our people and our brands and give them a place to move their work and our industry forward. Our focus on fostering strong culture has led to continued recognition in the form of recent awards from Newsweek for America's Great Companies, People's Companies that Care, Forbes' America's Dream Employers, Fortune's World's Most Admired Companies and TIME's World's Most Sustainable Companies. Governance and Oversight Our Board and its committees provide governance and oversight of the Company's strategy, including over issues of human capital management. The Board has designated the Human Resources Committee of the Board (the “HR Committee”) as the primary committee responsible for the Company’s human capital strategy, overseeing executive compensation programs, performance and talent development, succession planning, engagement and regular review of employee benefits and well-being strategies. The full Board and the HR Committee receive quarterly updates on the Company’s talent development strategies and other applicable areas of human capital management. Unlocking the power of our people is a key strategic focus area for the Company, supported by significant engagement from the Company’s senior leadership on talent development and human capital management, as reflected in the key programs and focus areas described below. Employees As of June 27, 2026, the Company employed approximately 20,600 employees globally. Of these employees, approximately 16,800 employees worked in retail locations, of which 8,000 were part-time employees. This total excludes seasonal and temporary employees that the Company employs, particularly during the second quarter due to the holiday season. The Company believes that its relations with its employees are good and has never encountered a strike or work stoppage. Embracing Difference by Design We believe that having a variety of perspectives, backgrounds and experiences makes us more innovative and successful and brings us closer to our consumer. We believe that difference sparks brilliance, so we welcome people and ideas from everywhere to join us in stretching what's possible. Our core values of ‘Embracing Difference by Design’ and ‘Stand Taller Together’ are non-negotiable, it is who we are. They are the bedrock of the kind of ingenuity that turns heads, turns objects into icons and comes only from the places few have looked before. We deliver on this commitment by expanding our aperture as wide as possible to acquire, retain and grow the best talent. Cultivating a workplace culture where everyone can fully contribute and reach their potential by feeling included, that they belong and that they matter. Amplifying our brands and supporting the communities in which our employees live and work. Growing our customer base in line with shifting market demographics and dynamics. 9 Total Rewards Tapestry is dedicated to being a place where our employees love to work, where they feel recognized and rewarded for all that they do. Maintaining a competitive total compensation program helps us attract, motivate and retain the key talent we need to achieve outstanding business and financial results. To accomplish this goal, we strive to appropriately align our total compensation with the pay, benefits and rewards offered by companies that compete with us for talent in the marketplace. Our Total Compensation Program includes cash pay, annual and long-term incentives, benefits and other special programs that our employees value. We strive to pay each employee fairly and competitively across our brands. Tapestry's primary compensation principle is to "pay for performance." Tapestry's practice is to pay a competitive base salary and provide corporate employees with the opportunity to earn an annual bonus tied to Tapestry's and its brands' financial performance, and provide store employees with the opportunity to earn sales incentives. Approximately 2,400 of our employees, including nearly all of our store managers, received an annual long-term equity award in fiscal 2026, which aligns employee interests with those of our stockholders, rewards employees for enhancing stockholder value and supports retention of key employees. Our benefits package, which varies by country, is designed to be competitive and comprehensive. Our benefits, along with competitive pay, include health benefits, vacation time, and paid Company holidays for directly hired full-time and qualifying part-time employees. Additionally, we offer parental leave for directly hired full-time employees. The Company also offers retirement benefits and paid wellness days for full-time and part-time employees. To support employees in achieving their career and financial goals, the Company also provides access to learning opportunities on personal finances, as well as physical and mental wellness, through various platforms based on the location of the employee. Talent Acquisition and Development Hiring talented employees is critically important to us, as we consider our employees around the world to be our greatest asset. Our recruitment and sourcing strategy focuses on tapping many sources to attract the best talent to our organization and then retaining them through our continued investments in resources that provide our employees with the tools for development and career advancement. Our internal opportunity program encourages employees to stretch themselves in their career development, aligning their capabilities with career interests and goals. We strive to provide a working environment where our people can grow and progress their careers within the Company. We are committed to helping our employees develop the knowledge, skills and abilities needed for continued success and encourage employee development at all levels and every career stage. Our development programs enable individual and team success through targeted initiatives and resources, offering a wide-ranging curriculum focused on professional and leadership development for leaders, managers and individual contributors, including through our Manager Effectiveness Program, Leader Transition Acceleration Program and third-party learning platforms, in addition to other trainings and education facilitated through the Company for all employees. In addition, during fiscal 2026, the Company launched Brand Building University, which is Tapestry’s enterprise learning experience designed to strengthen how we build iconic brands and drive growth. Performance management is critical to our ability to reach our goals and foster a culture of success. By having a dynamic, performance-driven culture, we can achieve greater results, maximize employee, manager and team performance and offer exciting development and career opportunities. Our performance review process has managers and employees meeting for formal check-ins four times a year, focused on goals and expectations, feedback, coaching and career development. As our focus extends beyond the performance of our employees to the performance of our Company as a whole, we have mechanisms in place to facilitate comprehensive upward feedback through robust cross-functional feedback tools and a cadence of regular pulse surveys that inform on how we can continue to strive for excellence in our work culture. Well-being At Tapestry, we are committed to providing a safe working environment for our people, as well as supporting our people in achieving and maintaining their health and well-being goals. Work-life integration is top of mind, and we provide resources and benefits to help achieve this balance. We provide employees with a variety of resources to support their well-being, including access to our Employee Assistance Program, Mental Health First Aid training, regular well-being-focused programming and other mental health resources such as Headspace, a mindfulness and meditation application. In addition, the Company maintains an Associate Relief Fund, which provides emergency assistance for events considered a disaster or hardship. Community Engagement At Tapestry, we believe in encouraging and empowering our employees to take part in building a welcoming and inclusive community. We provide all employees with supplemental time-off to perform community service through nonprofits of their personal choice and through team and Company-sponsored volunteering events. In our commitment to supporting our communities, we have three foundations which provide monetary support to nonprofit organizations across communities that we are a part of. Additionally, on an annual basis, our foundations match up to $10,000, per eligible employee, in donations to eligible non-profits in North America. 10 FINANCIAL INFORMATION ABOUT GEOGRAPHIC AREAS Refer to Note 4, "Revenue," and Note 17, "Segment Information," presented in the Notes to the Consolidated Financial Statements for geographic information. AVAILABLE INFORMATION Our Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K and all amendments to these reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 are available free of charge on our investor website, located at www.tapestry.com/investors under the caption “SEC Filings,” as soon as reasonably practicable after they are filed with or furnished to the Securities and Exchange Commission. These reports are also available on the Securities and Exchange Commission’s website at www.sec.gov. No information contained on any of our websites is intended to be included as part of, or incorporated by reference into, this Annual Report on Form 10-K. The Company has included the Chief Executive Officer (“CEO”) and Chief Financial Officer ("CFO") certifications required by Section 302 of the Sarbanes-Oxley Act of 2002 as Exhibits 31.1 and 31.2, respectively, and the certifications required by Section 906 of the Sarbanes-Oxley Act of 2002 as Exhibits 32.1 and 32.2, respectively to this Form 10-K. 11