Footlocker Impact Report

FFisciscal Yal Yeear 2021ar 2021 Delivering on Our Purpose

Our PURPOSE is to INSPIRE and EMPOWER around the world by fueling a shared passion for self-expression and creating unrivaled experiences at the heart of the global sneaker community

Welcome and Thank You Leading the Celebration for Your Interest in of Sneaker and Our Impact Report Foot Locker, Inc. (NYSE: FL) leads the celebration of sneaker and youth culture around the globe through a portfolio of brands, including Foot Locker, Kids Foot Locker, Champs Sports, atmos, WSS, and Sidestep, including approximately 2,800 operated stores, as well as websites and mobile apps, in 28 countries (excluding countries where all stores Around the Globe are operated by license partners) across North America, Europe, Asia, Australia, and New Zealand, in addition to 142 licensed stores in the Middle East and Asia. North America Canada United States As a leading global retailer of athletically- Throughout this report, we highlight the (including Guam, inspired shoes and apparel, we are a house four ways in which we deliver on our Puerto Rico, and of brands and work with many branded and PURPOSE responsibly: Leveraging the the U.S. Virgin Asia Pacific proprietary vendors. Power of Our People and Communities; This is our second Impact Report, which Strengthening the Sustainability of Our Islands) Australia highlights the ESG topics that we deem as Supply Chain; Managing and Reducing Hong Kong the highest priorities to our organization. Our Environmental Impacts; and Operating Indonesia* These topics drive our global strategy, which Ethically and Transparently. Japan demonstrates our commitment to making We view reporting as an ongoing process EMEA Macau decisions that are good for the communities and expect our public disclosures Malaysia we serve and the environment, as well as to continue to evolve. We invite your Austria Israel* Portugal our business. This Impact Report has been feedback on the contents of this Impact Bahrain* Italy Romania New Zealand prepared in alignment with SASB and TCFD Report, as well as our approach to Belgium Jordan* Qatar* Singapore reporting standards and covers our global reporting, at [email protected]. For South Korea operations for FY21. additional information, please visit Czech Republic Kuwait* Saudi Arabia* We believe that we have a unique investors.footlocker-inc.com/impactreport. Denmark Luxembourg Spain and Canary Islands opportunity and a responsibility to use our France Netherlands Sweden expertise, knowledge, and capabilities to Germany Norway Switzerland Learn More About Our Company help address the world’s most pressing Greece Oman* United Arab Emirates* ESG challenges. Hungary Poland United Kingdom You can learn more about the Company by visiting footlocker.com/corp. Ireland We also encourage you to read our Annual Report, which is available at * Operated by license partners. investors.footlocker-inc.com/ar. 1

Table of Contents Supply People Chain Transparency Defined Terms Page 3 Strengthening the Forward-Looking Sustainability of Our Operating Ethically Statements Page 4 Supply Chain Page 37 and Transparently Page 51 Protecting Human Rights 38 Governance 52 Message from Our Supplier Sustainability and Engagement 39 Governance Framework 54 Chairman and CEO Page 5 Leveraging the Power Establishing Our Expectations 39 Stakeholder Engagement 55 of Our People and Verifying Suppliers 40 Internal Audit 56 Communities Page 13 Sustainable Materials 41 Risk Management 58 Independent Accountants’ Chemicals Management 42 Ethics and Compliance 58 Review Report Page 7 Serving Our Customers 14 Water Stewardship 42 Data Security 59 Community 15 Transportation System Efficiency 43 Political Contributions and Public Advocacy 60 Content 18 Our ESG Strategy Page 9 Collections 20 Reference Tables Page 61 Convenience 21 Connectivity 22 A. SASB–Apparel, Accessories, and Footwear 62 Dashboard Page 12 Empowering People and Communities 24 B. SASB–Multiline and Specialty Retailers, LEED 24 and Distributors 63 Community Giving 26 Environment C. TCFD Framework 65 Human Capital Management 28 Build the Organization of the Future 29 Managing and Notes on GHG Deliver Service Excellence 31 Emissions Inventory Page 66 Unite Our Communities of Talent 32 Reducing Our Our Team in Numbers as of FY21 Year-End 35 Environmental Impacts Page 44 Supplemental Key Energy Conservation and Climate Stewardship 45 Metrics and Criteria Page 73 Charting a Net Zero Future 45 Understanding and Reducing Our Emissions 46 Sustainability In–Store and Beyond 47 Helpful Resources Page 75 Understanding Our Climate-Related Risks and Opportunities 49 Looking Forward Page 76 22 Reducing Waste and Encouraging Reuse 50

Defined Terms Annual Report Form 10-K for the fiscal year ended GDPR General Data Protection Regulation (EU) January 29, 2022 GHG Greenhouse gas APAC Asia Pacific GSG Global Sourcing Guidelines BIPOC Black, Indigenous, and People of Color GTS Global Technology Solutions Board Board of Directors HBCU Historically Black Colleges and Universities B.U.I.L.D. Blacks United in Leadership and Development HiPo High Potential, a talent designation for the top level talent in the Compan CANDE Candidate Experience y CBP U.S. Customs and Boarder Protection Human Capital Human Capital and Compensation Committee CCPA California Consumer Privacy Act Committee HVAC g CDP Carbon Disclosure Project Heating, Ventilation, and Air Conditionin CDP Report 2021 CDP Report IT Information Technology COBC Code of Business Conduct KPI Key Performance Indicator Company/Foot Locker Foot Locker, Inc. LEED Leading in Education and CPSIA Consumer Product Safety Improvement Act Economic Development LGBTQ Lesbian, Gay, Bisexual, Transgender, Queer or CTPAT Customs-Trade Partnership Against + Terrorism Program Questioning, and others DEI Diversity, Equity, and Inclusion LISC Local Initiatives Support Corporation DIBs Diversity, Inclusion, and Belonging Strategy NACD National Association of Corporate Directors DIBs Index Team Member Engagement DIBs index NMSDC National Minority Supplier Development Council Inc ELT Executive Leadership Team . EMEA Europe, Middle East, and Africa NPS Net Promoter Score EPA U.S. Environmental Protection Agency NYSE New York Stock Exchange ERG Employee Resource Group ORC Organized Retail Crime ERM Enterprise Risk Management OSHA Occupational Safety and Health Administration ESG Environmental, Social, and Governance POC People of Color ESG Leadership Team a global cross-functional team with PII Personally Identifiable Information representation from Human Resources, Legal, Proxy Statement 2022 Proxy Statement Responsibility Committe Nominating and Corporate Procurement, Product, Real Estate, Utilities, e Sourcing, Supply Chain, and Internal Audit Responsibility Committee FDRA Footwear Distributors and Retailers RILA Retail Industry Leaders Association of America RNG Renewable Natural Gas FEM Facility Environmental Module SASB Sustainability Accounting Standards Board Finance Committee Finance and Investment Oversight Committee SBTi Science-Based Target initiative Foundation Foot Locker Foundation, Inc. SEC U.S. Securities and Exchange Commission FSC Forest Stewardship Council SME Small and medium-sized enterprise FY15 Fiscal year ended January 30, 2016 TCFD Task Force on Climate-related FY18 Fiscal year ended February 2, 2019 Financial Disclosures FY19 Fiscal year ended February 1, 2020 TENIS Latinx Empowerment Network in Sneakers FY20 Fiscal year ended January 30, 2021 UNCF United Negro College Fund FY21 Fiscal year ended January 29, 2022 YoY Year-over-Year FY22 Fiscal year ended January 28, 2023 33

Forward-Looking Statements This Impact Report contains forward-looking statements within the meaning of the U.S. securities laws. Other than statements of historical facts, all statements that address activities, events, or developments that the Company anticipates will or may occur in the future, including, but not limited to, statements regarding ESG and other business plans, initiatives, and objectives, are forward- looking statements. These forward-looking statements are based on many assumptions and factors, which are detailed in the Company’s filings with the SEC. These forward-looking statements are based largely on our expectations and judgments and are subject to a number of risks and uncertainties, many of which are unforeseeable and beyond our control. For additional discussion on risks and uncertainties that may affect forward-looking statements, see “Risk Factors” disclosed in the Annual Report and subsequent filings with the SEC. Any changes in such assumptions or factors could produce significantly different results. The Company undertakes no obligation to update forward-looking statements, whether as a result of new information, future events, or otherwise. Website references throughout this Impact Report are provided for convenience only, and the content on the referenced websites is not incorporated by reference into this Impact Report. 4444

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Last year, we published our inaugural Impact Report, which highlighted our progress toward identifying and understanding the ESG aspects that influence, and are influenced by, our business. These aspects are dynamic, and over the last year, our team members, communities, customers, suppliers, and landlords have continued to operate in a world of tremendous, and in many ways unprecedented, change. Message On behalf of our nearly 50,000 team members and their incredible efforts, I am proud to share with you our FY21 Impact Report. Understanding that our from Our Chairman ESG work is truly a journey, we are committed to identifying opportunities and continuing progress through establishing meaningful disclosures and and CEO goals that are important to our Company and benefit our stakeholders. Our commitment to our stakeholders goes beyond selling great athletic footwear and apparel. Our goal of delivering shareholder value must not come at the Our PURPOSE is to expense of our obligation to reduce our environmental footprint, nor can our passion for always putting our customers first diminish our ability to support inspire and empower youth and further develop our communities. culture around the world by Since publishing our inaugural Impact Report last year, we have engaged fueling a shared passion for with stakeholders, embraced feedback, positively evolved, and doubled down on our drive to be an even more transparent and responsible corporate self-expression and creating citizen. In this report, you will find that we continue to make decisions and significant investments in support of our stakeholders. Despite our progress, unrivaled experiences at the investments, and accomplishments outlined in this report, there will always heart of the global sneaker be room for us to do more, and we will not rest on our past performance, but rather use it as a springboard for further evolution and growth. community. Over the past year, we have all witnessed great progress. The world has The call to focus on a broader group of stakeholders— made significant strides learning to live with and manage COVID-19; social stakeholder capitalism—reached a crescendo in recent justice movements continue to strengthen; team members navigate a new years, with leaders recognizing that business as usual is flexible work-life balance between home and office; and renewed calls are no longer an option. One of the most meaningful ways being made for global emission reductions. We recognize the significant in which we deliver on our PURPOSE is integrating ESG impact that our decisions and efforts can have in effecting positive change considerations across all areas of our business. Delivering on these key societal challenges. As such, both management and our Board for stakeholders expands how we define our impact have established ESG as a priority for the Company. We are pleased to share to include positive outcomes for our team members, our FY21 Impact Report, which details our priority initiatives during this the communities we serve, our customers, suppliers, period and our performance on key ESG matters. shareholders, and the planet. We have woven this holistic mindset into all facets of our business to achieve our goals while also creating long-term value for all stakeholders. 55

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES We recently made our strongest environmental pledge to date. Unabated climate From working toward a path to Net Zero, to strengthening health and change presents risks for our business, industry, and society, but through active “Our commitment to education systems, to partnering on strategies to increase diversity and climate stewardship, we can unlock opportunities to innovate and strengthen ESG remains an integral inclusion, we share some of the ways we are serving our stakeholders our relationships with our stakeholders. We have an ambition to achieve Net on some of the world’s most important challenges. Zero GHG emissions by 2050 or sooner, in alignment with climate scientists’ part of how we operate recommendations to transition toward a Net Zero state and avoid the worst our business, engage As we now passed the second anniversary of our LEED commitment to impacts of climate change, and we will set a science-based target in line with the support the Black community, I am particularly proud to share some of our criteria established by the SBTi. with the communities we key accomplishments that we have achieved in the first two years through our I could not be more proud of Foot Locker’s ability to balance record performance serve, create an inclusive pledge to invest $200 million over five years: in FY21 with continued progress on our path toward a more sustainable future, and diverse workplace Launched “open-to-buy program,” including over and I look forward to continuing to strive for progress in these critical areas in the $17 million invested in Black-owned brands years ahead. and culture, and sustain The stories in this report remind me of the way we brought our PURPOSE to value by making decisions and creators; life in the past year, renewing my optimism for what’s possible when we are that are good for confronted by unprecedented challenges and respond with the best of our Enrolled nearly 100 team members in McKinsey & Company’s skills—and spirit. I hope they are similarly inspiring for you. the environment.” Black Leadership Academy, a development and mentorship program; Invested in seven Black-owned venture capital firms that invest in startups with diverse ownership; Let’s Continue to Do Granted $3 million through LISC to 16 community organizations focused on advancing equity for POC; Created an opportunity for underrepresented voices in the footwear industry through the “Designing with Sole” program powered by Richard A. Johnson PENSOLE™ and New Balance; (he/him/his) Expanded our team member scholarship program to Chairman and CEO 30 recipients; and Created pathways for over 70 POC to work in our corporate offices through our BRIDGE internship program. Together 6666

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Independent Accountants’ Review Report Board of Directors and Management: Foot Locker, Inc. We have reviewed the FY21 metrics identified with the symbol “*” (the Selected Metrics) included in the accompanying As described in Note 1, environmental and energy use data used in greenhouse gas (GHG) emissions calculations Dashboard on page 12 of the Foot Locker, Inc. Fiscal Year 2021 Impact Report (Impact Report). Foot Locker’s are subject to inherent limitations, given the nature and methods used for measuring such data. Obtaining sufficient management is responsible for presenting the Selected Metrics in accordance with the criteria set forth in the appropriate review evidence to support our conclusion does not reduce the inherent uncertainty in the data. The Supplemental Key Metrics and Criteria (the Criteria) on pages 73 and 74 of the Impact Report. Our responsibility is selection by management of a different but acceptable measurement techniques could have resulted in materially to express a conclusion on the Selected Metrics based on our review. different measurements. Our review was conducted in accordance with attestation standards established by the American Institute of Certified Our review was limited to the Selected Metrics noted with the symbol “*”. Accordingly, we do not express a conclusion or Public Accountants. Those standards require that we plan and perform the review to obtain limited assurance about any other form of assurance other than on the Selected Metrics with the symbol “*” on page 12. whether any material modifications should be made to the Selected Metrics in order for it to be in accordance with the criteria. The procedures performed in a review vary in nature and timing from and are substantially less in extent Based on our review, we are not aware of any material modifications that should be made to the Selected Metrics identified than an examination, the objective of which is to obtain reasonable assurance about whether the Selected Metrics with the symbol “*” included in the accompanying Dashboard on page 12 of the Impact Report in order for them to are in accordance with the criteria, in all material respects, in order to express an opinion. Accordingly, we do not be in accordance with the criteria as set forth in the Supplemental Key Metrics and Criteria on pages 73 and 74 of the express such an opinion. Because of the limited nature of the engagement, the level of assurance obtained in a Impact Report. review is substantially lower than the assurance that would have been obtained had an examination been performed. We believe that the review evidence obtained is sufficient and appropriate to provide a reasonable basis for our conclusion. We are required to be independent and to meet our other ethical responsibilities in accordance with relevant ethical New York, New York requirements related to the engagement. August 24, 2022 The procedures we performed were based on our professional judgment and consisted primarily of inquiries of management to obtain an understanding of the methodology and inputs used in deriving the Selected Metrics, recalculating the Selected Metrics based on the methodology and inputs identified by management, and performing certain analytical procedures. 77

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Our PURPOSE To inspire and empower youth culture Our MISSION To fuel a shared passion for self-expression Our VISION To create unrivaled lifestyle experiences for our customers Our POSITION To be at the heart of the sport and sneaker communities 88

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Our ESG Strategy Six key elements Prioritization Assessment guide our ESG strategy In FY21, we refreshed our ESG issue prioritization assessment to reconsider the highest Management and our Board understand that how we achieve our PURPOSE priority issues for our Company and our stakeholders. The assessment included extensive PERFORMANCE engagement with our leadership team, industry benchmarking, and consideration of is just as important as what results we achieve. We have long established ESG IMPROVEMENT emerging global regulations and disclosure topics and metrics recommended by the SASB as a priority for the Company and are continuing to improve the environmental and TCFD reporting standards and supporting guidance. and social impacts of our business, measure the impacts we are making, and IDENTIFY communicate with and drive accountability to our stakeholders. Our global ESG PRIORITY ESG Our resulting highest priority issues for FY21 are presented in the matrix below. Additional strategy is focused on four pillars: METRICS ISSUES detail on each of our activities and initiatives towards management of each these aspects is AND GOALS presented in this report. ESG ESG Issue Prioritization Matrix Strategy STRATEGIC ALIGNMENT Ser€in o r POLICIES AND H man apita  stomers INITIATIVES manaement Operatin Empoerin peope etiay an BOARD an omm nities transparenty Leveraging the Strengthening the OVERSIGHT Protetin Power of Our People Sustainability of Our  man rits and Communities Supply Chain S ppier s staina­iity an enaement Transportation system effiieny Enery onser€ation an Re in aste an imate stearsip eno rain re se S staina­e We Strive for materias so rin Cemias manaement an Managing and Operating ater stearsip Reducing Our Ethically and Environmental Impacts Transparently IMPORTANCE TO STAKEHOLDERS IMPACT TO BUSINESS Each of our initiatives is aligned under one of these four pillars. Leaders Environmental issue Social issue Governance issue across our business consider all four pillars and evaluate our workforce, operations, products, and partners to identify opportunities for continuous improvement and innovation. 99

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Strategic Alignment Policies and Statements ESG is embedded in our ability to achieve our four organizational strategic imperatives: We convey our guiding principles and expectations for Elevate the Customer Experience Invest for Long-Term Growth our operations and our partners through the following publicly-available policies and guidelines that we continue to develop and refine each year: • Anti-Corruption Policy • Code of Business Conduct • Conflict Minerals Policy • Corporate Governance Guidelines • Global Environmental and Climate Change Statement into Our Business • Global Human Rights Statement • Global Occupational Health and Safety Statement • Global Sourcing Guidelines • Global Water Stewardship Statement Board Oversight To access each of the policies and statements above, see Helpful Resources on page 75. Our Board is actively engaged in overseeing our priority ESG issues and ongoing endeavors to make continuous Drive Productivity Leverage the Power of Our People positive impacts in these areas. Each of the charters for the Committees of our Board outlines the Committee’s relevant ESG oversight responsibilities: • Audit Committee Charter • Finance Committee Charter • Human Capital Committee Charter • Responsibility Committee Charter To learn more about our Board’s oversight of ESG, see Operating Ethically and Transparently beginning on page 51. 1010

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Metrics and Goals Raising Our Ambitions The nature of our business directs us to consider qualitative and In addition, since FY20, we have also maintained an organizational The challenges of FY21 illustrate just how vital and interconnected social and environmental quantitative disclosures and metrics from two SASB industry standards: DIBs goal within our performance management process. The DIBs goal issues are, and the critical role that business can play in building a more sustainable and inclusive (1) Apparel, Accessories, and Footwear, and (2) Multiline and Specialty includes four elements: DIBs index score from engagement survey, society. To that end, we continue to seek ways to raise our ambitions and harness our capabilities Retailers, and Distributors. Disclosures from both standards have been workforce make-up, succession readiness, and successfully completing to deliver positive societal impact. For example, we are actively expanding how we define impact included in this report based on (1) sector-specific guidance provided quarterly DIBs learning series. Evaluation against this metric impacts the to include positive outcomes for all stakeholders—our team members, the communities we serve, by SASB’s Sustainable Industry Classification System, and (2) an team member’s overall performance score and has a direct impact on our customers, suppliers, shareholders and the planet. Last year, we collectively committed and assessment of our business and ESG issues. the team member's annual bonus (if eligible) and merit increase. To learn paid $50 million in support of our LEED initiative. We also set an ambition to achieve Net Zero more about our DIBs, see DIBs on page 32. GHG emissions by 2050 or sooner, signaling our commitment to contribute to a more sustainable In addition to the SASB metrics, we also measure and monitor relevant society and to increase transparency and accountability. To meet the rising expectations of metrics from GHG Protocol and the TCFD and CDP climate reporting We are also in the process of developing short-term and long-term our stakeholders, we continue to expand our public commitments to managing our Company frameworks, questions received from stakeholders, and our own internal emission reduction targets for our organization. We will continue to responsibly. operational and value chain KPIs. To learn more about certain KPIs evaluate these topics in the future and our disclosures may evolve over we consider to be important to our business, see the Dashboard on time. To learn more about the SASB and TCFD disclosure standards, page 12. see the Reference Tables beginning on page 61. We believe that ESG directly supports We have established goals for our ESG metric, NPS. Our NPS results, long-term value creation which inform the strength of our customer engagement, have been Doing the Right Thing is incorporated into the annual incentive compensation plan metrics for our Always in Effective management of ESG can executives since FY20. To learn more about key features of our NPS and further discussion about its integration into executive compensation, see NPS on page 21. Create new sources of revenue % Increase operational efficiency and reduce costs Acting Responsibly Drive innovation in products We are committed to managing our Company responsibly. We bring this commitment to life Reduce negative externalities through our mission and values, our Code of Business Conduct, and our policies and Improve resilience to sources of disruption practices related to the environment and climate change, human rights, health and safety, water stewardship, sourcing, conflict minerals, anti- Improve understanding of stakeholder expectations to increase trust corruption, and corporate governance. 1111

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Dashboard ESG pillar Impact area KPI FY20 result FY21 result YoY trend Attract, retain, and develop diverse talent DIBs index1 2 Leveraging the 88% 83%* á We consider these KPIs as drivers of change for our business, Power of Our People and Communities Executive succession readiness value chain, and the communities we serve. In FY21, we 9 population within next 12 months : continued to focus on sustained performance and positive a) women (global) 33% 38%10* á continuous improvement against these metrics, and for the 3 10 á b) POC (U.S.) 34% 39% * first time, third-party independent limited assurance was obtained for certain metrics presented for the FY21 period. Gender and racial representation To learn more about the third-party independent limited of workforce a) women (global) 49% 49%* — assurance, see Independent Accountants’ Review Report 3 á on page 7. b) POC (U.S.) 85% 86%* Enhance the lives of our Black team Economic development and $3.9 million $50.0 million á We are Passionate About members and community through education initiatives (committed) $200 million LEED investment Create unrivaled lifestyle experiences for Net Promoter Score4 36.7% 106.7%* á our customers in Our Programs and a Strengthening the Actively manage our environmental impacts Global average shipping 826 miles6 818 miles* á Measurable Impact on the World Sustainability of Our and risks across our supply chain miles per package5 Supply Chain 1 Represents total number of favorable responses (Strongly Agree and Agree) to DIBs-related questions included in our annual team member Managing and Reducing Achieve Net Zero emissions by 2050 Scope 1 emissions (tCO e) 6,588 5,775* engagement survey, divided by the total number of responses. 2 á 2 11 Calculation methodology change in FY21, as a fourth question was Our Environmental Impacts or sooner added to the DIBs Index. 3 Includes all persons who have self-identified as a POC. Information on Scope 2 emissions (tCO e) – 76,471 85,893* á Team Member race and ethnicity is only requested and retained for our 2 U.S. workforce. Location Based 4 This represents our average performance payout percentage against our NPS target across three-channels approved by the Board: store 6 á post-purchase, digital post-purchase, and post-fulfillment. NPS is an Scope 2 emissions (tCO e) – 65,839 69,292* 2 ESG metric because it measures customer satisfaction and brand 7 Market Based perception, which are dependent on factors that include ESG. 5 Represents the average sum of miles that a shipment travels from: a distribution center to the customer, a store to the customer, and/or from Energy usage per gross square foot 19.2 15.3* á the distribution center to a store to the customer. Note: Metric excludes 2 8 (kwh/ft ) data for Asia. 6 Restated FY20 results reported in FY19-20 Impact Report due to updates in calculation methodology. 7 The location-based method considers average emission factors for Operating Ethically Integrate ESG risks and opportunities ESG strategy and public disclosure Published inaugural Obtained third- á the electricity grids that provide electricity. The market-based method and Transparently into business practices and enhance FY19-20 party Independent considers contractual arrangements under which we procure power public disclosure Impact Report Accountants’ Review from specific sources, such as renewable energy. Report for certain 8 Includes all stores, offices, and distribution facilities. Dashboard metrics for FY21 9 Based on number of women and POC, as applicable, for grade levels 10 and up (grade levels range 1-12 and executive) for FY20, and grade levels 7 and up for FY21. 1212 10 FY20 and FY21 results reflect a change in cadence of measurement dates (i.e., October 2020 with respect to FY20 and April 2022 with respect to FY21). 11 To learn more about GHG emissions, see Notes on GHG Emissions Inventory on pages 66 through 72.

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Leveraging the Power of Our People and Communities 1313

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Serving Our Customers Be your Our customers are at the heart of everything we do. We are committed to fueling We build deeper, more meaningful connections through the “Five Cs” of a shared passion for self-expression, creating unrivaled lifestyle experiences for our Customer Connected Strategic Framework—Community, Content, our customers, and being at the heart of the sport and sneaker communities. Collections, Convenience, and Connectivity. Store activations, including influencers, are an important part of our marketing strategy. These curated experiences—augmented by social media—help us stay fresh and relevant with our customers. We build ways to integrate social and environmental Convenience Collections considerations across all areas of our business. “We create spaces where customers can come to be their OUR authentic selves and CUSTOMER celebrate shared passions with our Connectivity Content team members. It’s all about the love of the culture.” George Jenkins (he/him/his) Vice President, Customer Experience, Community North America 141414141414

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Community We operate 62 Community and Power Stores across the geographies in which Old Spanish Trail (Houston, TX) Crenshaw (Los Angeles, CA) we operate. Community Stores are off-mall stores that focus on creating The Foot Locker Community Store on Old Spanish Trail truly Crenshaw, the neighborhood known as the heart of Black commerce authentic trust with local customers and provide elevated shopping experiences encompasses the expression “for the community, by the community.” in Los Angeles, is home to global cultural icons and athletes, such as within community spaces. Power Stores are stores that provide a seamless The rapid–growing South Side has become the nucleus of Houston’s Ice Cube, Ice-T, and Baron Davis. The foundation of the Crenshaw and convenient shopping journey for the full family. Community and Power Black community, and home of global icons, such as Beyoncé. Upon Community Store is rooted within the core neighborhood values Stores both provide pinnacle retail experiences that deliver connected customer arriving at the store, physical connection is established through the established by beloved community advocates like the late Nipsey interactions through service, experience, product, and a sense of community. lens of local award-winning artist, Reginald Adam. As you step through Hustle. In establishing the store, we partnered with local customers, Building from 10 Power Stores in FY20, an additional 27 Power Stores and 25 the front door, you are welcomed by locally-hired staff—sourced organizations, and influencers to establish an authentic connection Community Stores were opened in FY21. from in-store job fairs—and offered a free haircut, refreshments, or and vision that reflects the values of the Crenshaw community. Local even a job readiness training program. As you browse locally-curated artists are honored throughout, with the storefront and murals created Our impact goes well beyond our stores collections, you’ll see community-based designers showcased, by Terrick Gutierrez and Gustavo Zermeno, and local brand designers such as Diverscity Clothing Co. If you timed your arrival with one of featured, including Bad Girl Good Human, Something Out of Nothing, as we support and work alongside the our local holidays or events, such as “Screw Day,” you would hear and YANG. The tastes of Crenshaw have also been showcased in this communities we serve and our team Houston-inspired “Chopped and Screwed” music played by local DJs hyperlocal experience, as community staples, Slauson Donuts, Harun and “Screwston” Team Edition tees on display. Coffee, and Hanks Mini Market distribute free groceries from a pop-up members and their families. These stand located outside the store. stories represent just some of the many grassroots and local outreach initiatives that we were proud to support in FY21. Strengthening and Society 1515

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TTRRANSPANSPARARENENCCYY RREEFERFERENENCE TCE TAABLEBLESS We’re for health, wellness, and community resilience Feelings First We partnered with ex-athlete and psychotherapist Liz B Croft, and designer Drake Cereal, to create an exclusive apparel capsule that promotes mental health awareness among athletes. A financial donation was also made to the mental health non-profit, the Cheatcode Foundation. We’re for kids Reading With A Rapper (RWAR) RWAR is an interactive learning program that uses rap songs with socially-conscious lyrics to teach English language arts skills. We renovated two RWAR classrooms in Houston and Atlanta, funded classes, and hosted surprise artists 2Chainz and Bun B. We’re for sports Atlanta In partnership with the 4PF Label, we brought a basketball park to Oakland Park with one of today’s most prominent rappers, Lil Baby, who attended the unveiling of the basketball park and provided 200 bikes for kids in the neighborhood. Advancing Underserved 1616

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES WSS Cares! In FY21, WSS team members, through our WSS Cares! initiative, partnered with the International WeLoveU Foundation and LifeStream Blood Bank to activate a community blood drive outreach program at LAFC’s Banc of California Stadium in Los Angeles, California, as well as a blood drive at AT&T Stadium in Dallas, Texas. The blood drives were huge successes. Local English- and Spanish-speaking media outlets covered the collection of an aggregate of over 1,550 units of blood, which equated to over 4,700 lives saved. WSS Cares! goes above and beyond selling sneakers and apparel to truly give back to the communities we serve. WSS is proud to sponsor activities like these in the markets we serve. Other previous WSS Cares! initiatives include coordinated toy giveaways and free haircuts and styling. WSS also participated in several much-needed backpack giveaways in the markets we serve. In all, WSS donated over 6,000 backpacks to school districts, charitable organizations and underprivileged kids that are apart of youth sport organizations. to the Communities We Serve 1717

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TTRRANSPANSPARARENENCCYY RREEFERFERENENCE TCE TAABLEBLESS Content Leaving a Community-Driven Marketing Our on-the-ground community marketing teams create deeper connections with our customers in certain key markets. We collaborate with local stars and content creators to create opportunity and exposure. Hyper-local extensions of national brand campaigns are also crafted and delivered to better tell the stories of our vendor partners. We further support these local efforts on social media dedicated to the experiences in specific markets. for Our World Toronto Milan Philadelphia To further support and localize our “All City” Collection, we We provide funding and content creation for Milan-based Da Move, a To support the launch of Diadora x Rocky Vs by Philly-based artist hosted an intimate round table discussion with Don C, creator network of freestylers that perform as entertainment (i.e., TV, Events, Keith Shore, we connected with a local DJ, DJ Aktive, and professional of the sports-inspired Just Don label, and moderator Alicia and Grassroots) and skill sharing workshops. Basketball is their core boxer Danny Garcia at the DSG Danny Garcia Gym with teens from the Ace West. Don C discussed insights from his journey in creating discipline, and they deliver free training sessions to underprivileged “Passport to Manhood” after-school boxing program to discuss the and developing a successful streetwear brand with local businesses immigrant youth as a way to integrate within the Italian society. collection, the 45th anniversary of the Rocky movie, and what it means and homegrown brands. to be a professional boxer from Philadelphia. 1818

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Leveraging Our Platforms to Showcase Diverse Communities and Leaders In FY21, we launched our first annual “Sole List” for Black History Month, recognizing individuals who are leading and shaping sneaker culture. We partnered with Black-owned agency Ten35 and we awarded a diverse group of influencers, who represented many areas of the culture as leaders, creators, and innovators. Recipients were given a physical Sole List Award and featured across all our channels and additional media outlets in the sneaker culture space. For Women’s History Month, we celebrated the achievements of women championing and advancing sneaker culture through: • Announcing the appointment of Melody Ehsani as Creative Director of Foot Locker Women; • Leveraging our Behind Her Label platform to deliver our “Women Run the Game” campaign, which highlighted the designers/brands Carla Cortijo, Olivia Anthony, and Daughters of an Immigrant; and • Supporting the Nike Empower campaign, which celebrated BIPOC women in sneaker culture and sports. LGBTQ+ During Pride Month, we highlighted two activists in the LGBTQ+ community, Ben O’Kofee and Raquel Willis, under our “Be Bold. Be Fearless. Be Fly. Be You!” campaign. The campaign was supported across all our channels, and four geographies developed locally-tailored events and content creation, which highlighted members of their local communities. Latinx The Trevor Project As part of Latinx Heritage Month, we launched our first ever campaign We proudly support The Trevor Project, the world’s largest suicide prevention and crisis intervention organization for lesbian, gay, bisexual, transgender, and list of honorees titled “Flow Original,” which included a variety of queer, and questioning (LGBTQ+) young people. According to research from the organization, more than 1.8 million LGBTQ+ youth in the United States prominent individuals with an emphasis on designers from our Home seriously consider suicide every year. Grown family. Our Campeones De Game platform also highlights We stand with the LGBTQ+ community and are committed to uplifting and investing in communities that for too long have been marginalized and placed Hispanic and Latino leaders via social, ecommerce, and digital at great risk for who they are and who they love. channels in the sports world and real life activations in each of our key geographies. Learn more about The Trevor Project, its mission, and impact here: www.TheTrevorProject.org. 1919

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TTRRANSPANSPARARENENCCYY RREEFERFERENENCE TCE TAABLEBLESS Collections Space for Her Afro Kickz Home Grown In FY20, we embarked on a journey to create an elevated experience for women Aida Kiraya entered the sneaker customizing game in 2018, with the aim Home Grown is our platform to support local, relevant fashion brands in the with the introduction of tailored women’s spaces. In a single year, we dedicated to create sneakers that were inspired by both traditional African imagery communities we serve. Leveraging our geo-merchant and marketing teams, we over 100 spaces to better connect with her across our family of brands in North and modern Black culture, so that teenagers like her younger brother put local brands on shelves, offer marketing support, and monitor consumer America. FY21 brought continued growth across our women’s community, would be proud to wear them. Growing up in North London, Aida engagement and spend to gauge which brands have a broader opportunity incorporating 47 additional spaces, bringing us to over 150 unique women’s recognized that many of her peers shied away from embracing their to scale across additional markets. Our recent growth success stories include experiences in our stores. In FY22, we plan to open an additional 29 dedicated African heritage. Afro Kickz was born to change that narrative. In the our partnerships with Carrots by Anwar, Clan De Banlieue, Grady Baby, Abeille spaces for her, and will showcase an expanded presence for her across our two years since starting Afro Kickz, Aida had the opportunity to coach Creations, and Pro Standard. website and social media channels. Arsenal football players on how to customize sneakers for their fans, and has worked with major brands, including Nike and adidas. In FY21, we made great progress in developing our Home Grown product We continue to evolve how we serve women. Stores have been equipped with strategy. Home Grown provided access and built awareness through our LEED digital training playbooks guiding team members on how to serve her unique initiative to support Black brands, designers, and entrepreneurs. Through our needs, including the introduction of women’s talent experts, fit techniques, Home Grown platform, our Geo Marketplace Merchants identified and incubated and styling tips. We also began to create specialized experiences in-store to local brands connected directly with the communities we serve, including celebrate her during moments that matter the most, such as Mother’s Day Abeille Creations (ABL). ABL is a Black-owned women’s athleisure brand founded and International Women’s Day. We evolved our team member dress code to by Melissa A. Mitchell. Melissa is a self-taught artist and designer whose wearable encompass all brands, colors and styles we sell in-store to better connect with art collection debuted in Foot Locker in FY21. With the initial success of the her and empower our team members to be their authentic selves and serve as an brand, ABL expanded nationally and into its first kid’s collection. We supported inspiration to women. the designer with the vendor onboarding process and an elevated marketing experience, which included a Times Square digital billboard feature. Behind Her Label EIGHTLINES The “Behind Her Label” campaign in the United States represents our effort to With her constant desire to transform ideas into reality and a narrow the considerable gap between men and women streetwear designers. passion for fashion, Giulia Marotta created the EIGHTLINES project, We support young and talented women by stocking their brands in store and a streetwear clothing brand with a strong focus on fabrics, local providing a platform to tell their story and explore the creative world behind production in Milan, Italy, and current trends. EIGHTLINES produces the scenes to enrich the conversation of women in streetwear and share their ready-to-wear capsule collections that are unique and made with a experiences in an industry dominated by men. genuine artistic process. Curating and Nurturing a On International Women’s Day 2021, we launched Powered By You – an inclusive platform, which is a response for “making a more progressive future for all, regardless of gender, race, sexuality, size, or ability,” featuring two successful collaborations with Afro Kickz and EIGHTLINES. 2020

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Convenience NPS To learn more about NPS and its integration into our executive compensation NPS is an ESG metric because it measures customer sentiment and brand program, see our Proxy Statement. perception, which are influenced by the Company’s ESG strategy. Customer survey responses are gathered for each region across three equally-weighted Emerging Stronger From the COVID-19 Pandemic touchpoints, including Store (in-store purchases), Digital (on-line purchases), and We recognize the human tragedy of the COVID-19 pandemic. Our foremost Post-Fulfillment (receipt of product after online purchase) and are aggregated priority during the pandemic has been the health, safety, and security of our globally. team members, our customers, and the communities we serve. Our approach is Key features of NPS include: grounded in our Company’s PURPOSE. • Connected to environmental programs: “Managing and Reducing Our We continue to put the safety of our team members and customers first by Environmental Impacts” is one of the four pillars of our global ESG strategy following guidelines from local, state, and national governments and agencies. focused on decreasing our environmental impact and charting the course For ongoing and current information on COVID-19 and our response, visit our toward a Net Zero future. Customer sentiment toward our organization is website at footlocker.com/covid19.html. influenced by our environmental and climate stewardship. To further enhance our health and safety practices, in FY21, we considerably • Linked to social initiatives: “Leveraging the Power of Our People and leveraged our new “Launch App Reservation,” which can be used by customers Communities” is one of the four pillars of our global ESG strategy focused on to reserve a virtual place in line for highly sought-after releases, to ensure that ensuring that our customers enjoy world-class engagement in the communities our customers know in advance of hitting the store on launch day if they can we serve and a diverse environment that encourages the pursuit of excellence purchase the release. The intent is to help avoid long physical lines and crowding every day in furtherance of our PURPOSE to inspire and empower in store, while also giving our team members the reinforcement they need to best youth culture. serve our customers on popular launch days. • Reputational: NPS measures customer sentiment and brand perception, which In cases in which supply chain headwinds have caused delays in receiving a we believe are influenced by customers’ views of our ESG strategy. release in time for launch day, we have used a Launch App Reservation to safely • Long term: Strong ESG performance is necessary for our success over the and fairly provide customers the opportunity to purchase the release after the long term in attracting and retaining purpose-driven customers. launch date, creating a safer, more consistent process for high demand releases • Quantifiable: The customer surveys are measured on a scale from 0 to 10. NPS for our customers. scores are scaled from -100 to 100. • No discretion: NPS is formula-driven based upon our performance and does not provide for discretionary adjustments. Reflecting our focus on both customer sentiment and accountability, we have incorporated NPS into our annual bonus program since FY20. The evaluation of full-year NPS utilizes our global performance management rating scale, in which performance can range from 25% to 200% based on the relative achievement of the metrics. In FY21, we achieved an average performance payout percentage against our NPS target of 106.7% of our goal. 2121

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TTRRANSPANSPARARENENCCYY RREEFERFERENENCE TCE TAABLEBLESS Connectivity Sustainable Purchasing Launched on Earth Day 2021, our online Sustainability Hub is designed to support our customer to make sustainable choices across the full shopping journey and product life cycle. Featuring the hottest brands in sustainable streetwear, the Hub is available in the U.K., France, Germany, the Netherlands, Spain, and Italy. As we look toward the future, we plan to use the Sustainability Hub to feature our Earth Day campaign. FLX Loyalty Program Our loyalty program, FLX, offers our customers who shop and engage across the Foot Locker family of brands with new benefits, exclusive rewards, and head starts on new product launches. These are just some of the ways in which we connect with our customers through this program, which is now live across the United States and six European markets, with five more countries planned for FY22. Overall, we saw over 50% growth in membership in FY21. Through the FLX Rewards Center, members can redeem their points for items from our vendor partners, many of which have environmentally- preferred attributes, including sustainable bags made from recycled materials (e.g., pineapple leaf fiber, recycled plastic water bottles, and repurposed billboard vinyl). 2222

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES STRONGER TOGETHER “We stand resolute in our commitment to fight racial inequality and injustice. This commitment Education and Economic extends beyond words. It is part of our culture and the way we Development Initiatives operate as an inclusive and diverse Target by 2025 organization. We recognize that Black Culture plays a pivotal role in shaping Sneaker Culture—the foundation of our business at Foot We Stand Locker. We believe we have an obligation to add our voice and actions to drive meaningful and in Our lasting change across our company and within the communities we serve.” Richard A. Johnson (he/him/his) Chairman and CEO to Fight Racial Inequality and Injustice 2323

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Empowering People and Communities LEED We are committed to fighting racial inequality and injustice in the communities we serve. We have committed to spend $200 million over five years (FY20-25) toward enhancing the lives of our team members and customers in the Black community through LEED. This includes economic development initiatives and education initiatives. As of FY21, the amounts spent and contractually obligated total approximately $53.9 million. Economic Development Description FY21 Actions Description FY21 Actions Strategic Investments Selected and vetted seven Black-founded and Breaking Barriers Funded a Black-owned creative agency to design Invest as a limited partner in majority Black-led venture capital funds, with Celebrate LEED brands, marketing assets that were shared with LEED venture capital funds managed a commitment to funding start-ups founded especially those at the local brands for storytelling. by Black fund managers who by Black, Latinx, and women entrepreneurs and regional level, by providing are committed to advancing and/or with business models serving the funds for creative asset creation, Contracted a Black-owned public relations agency diverse-led businesses. Black community. marketing, and other support. to create stories and opportunities highlighting LEED brands and venture capital fund partners. Open to Buy Invested almost $16 million with eligible brands, Agencies and Shifted marketing spend to Black-owned Provide the foundation, processes, such as Pro Standard, Abeille Creations, Grady Creatives agencies, influencers, and talent, including utilizing drive, and talent to discover and Baby, and Clan de Banlieu. Black-owned agencies for key campaigns. develop Black-owned brands and Identify and engage Black-owned Black-creative collaborations to Developed processes and tools across the agencies and creative bring into our stores, and support organization to ease the on-boarding process, talent throughout our global them to take the journey from help brands plan their merchandise capsules, and marketing ecosystem. hyper-local to global. enhance cashflow as local brands grow. Global Suppliers Shifted spend to Black-owned suppliers. GTS Shifted GTS spend to Black-owned business. Identify and on-board Championed training of buyers to query the Find, qualify, and on-board Black-owned businesses into NMSDC when sourcing procurement. Black-owned IT service and Partnered with a Black-owned staffing firm our key procurement needs (e.g., hardware firms to provide and identified and onboarded a Black-owned transportation, office supplies, professional services and professional services firm, in connection with the store signage, cleaning services, hardware procurement. technology, design, and implementation of our new construction site services, and Reno, Nevada distribution center. store fitouts). 2424

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Education Description FY21 Programs Description FY21 Programs Scholarships Met our goal of providing 10 additional Community Announced our partnership with an international Commit, for all 5 years of the scholarships to Black team members at $5,000 Empowerment grant management partner, Laureus Sport for program, to double our annual each for a total of $50,000. Grant Program Good Foundation, to bring the program to Canada contribution to UNCF and add and EMEA. Programs from seven cities across five 10 scholarships for our Black Fund an international, multi-city countries will compete for grants to be awarded team members. initiative to support community in FY22. and youth empowerment Designing with Sole Debuted in FY21 with a competitive submission in historically underserved Through the Foot Locker Foundation Community Training Academy process, where 160 participants were identified communities. The program, Empowerment Program, developed in partnership to partake in virtual design studios with feedback funded through the Foundation, with LISC and Laureus Sport for Good, awarded Partner with Pensole Design from Pensole's professional educators. A one-year aims to bridge gaps in health, 16 community organizations between $20,000 and Academy with support from New Balance apprenticeship and a summer 2022 wealth, and opportunity, $100,000 each to provide programs that advance New Balance to provide internship with Foot Locker's Global Product Creation especially those driven by health, wealth, and upward mobility in under- opportunities for Black creatives team was awarded to two recipients, each of whom racial inequity. invested communities. to develop skills and gain will have their designs produced and sold at knowledge of industry roles, Foot Locker stores. Education and Partnered with our BUILD ERG to deliver a including apparel and footwear Resources company-wide global celebration of Black designer and color/material Made a directed grant of $237,000 to the Pensole- Fund and support professional History Month. specialists. Lewis College of Business and Design to manage and personal development the reopening of the HBCU in Detroit, Michigan Created a Store Team Manager Leadership Series resources for our store team in North America with training and workshops on and create, furnish, and maintain a creative space members and celebrate Black Hiring 101, Effective Feedback, and Coaching. at the HBCU. History Month. At the District Manager level, we offered Core Bridge Internship Created a Bridge Internship program, which Competency Workshops focused on Effective Launch an annual internship creates pathways to corporate office roles for Communication and Market Expertise. program for our store team store team members. In FY21, the program has Selected the Society for Financial Education and members with potential to transition expanded globally and provided more than 40 Professional Development, a nonprofit financial into permanent roles with our team members with intern positions in corporate literacy education provider, in FY21 for training to corporate teams. This includes functions such as marketing, finance, information be offered in FY22. both pre- and post-professional technology, merchandising, buying, and development training, team building customer experience. activities, and opportunities to engage with management. 2525

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Community Giving As a company, we are deeply committed to enhancing the communities we serve. In addition to our work with LEED, the Foundation funds our external The Foot Locker Foundation works to improve upward mobility to build a more scholarship programs, as well as our recurring donations to the Boys and Girls Club, UNCF, and the Two Ten Footwear Foundation. Through the Foundation, equitable and inclusive future through: our mission is to promote a better world for today’s youth through two pillars of support: education and health and well-being through physical activity. Also, Education Economic Development Community Empowerment many of our executives sit on charitable boards and many of our team members Advancing student youth Investing in the long-term growth of youth Driving grassroots solutions centered on youth devote their time to give back to their communities. Reimagining Learning and Education The Foot Locker Scholar Athletes Program reflects our Company’s core values We also donate significant resources to many charitable organizations, including and embraces our deep commitment to education and excellence. Each the Fred Jordan Missions, the Johan Cruyff Foundation (The Netherlands), year, the Foot Locker Scholar Athletes Program awards college scholarships Kika Foundation (The Netherlands), Make a Wish (Europe), RSPCA Australia, and of $20,000 to outstanding student athletes who demonstrate academic Brisbane Youth Service (Australia). excellence and exemplify strong leadership skills both in sports and within their To learn more about Foot Locker’s philanthropic efforts, communities. In addition, one of the 20 students selected is awarded the Ken please visit footlocker-inc.com/philanthropy. C. Hicks Scholarship in honor of the Company’s former Chairman and CEO and receives an additional $5,000 for exemplifying superior academic achievement, personal passion, and a true love of the game. To date, the program has awarded approximately 230 scholarships, totaling over $4 million. In addition, we are proud of our long-standing partnership with the UNCF and the scholarship program we’ve created through our annual “On Our Feet” fundraising event. Over the years, the Foundation has contributed over $7 million in scholarships to more than 900 extraordinary students attending UNCF- member colleges or HBCUs nationwide. The “On Our Feet” event benefits Foot Locker’s educational initiatives, as well as other programs supported by the Foundation, to help young people. 2626

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Doing Good by Soles4Souls turns unwanted shoes and clothing into opportunity by keeping Strengthening Our Communities them from going to waste and putting them to good use: providing relief, creating jobs, and empowering people to break the cycle of poverty. Soles4Souls We turned insights into action by helping repurposes product to supply its micro-enterprise, disaster relief, and direct assistance programs. With locations and warehouses across three continents, deliver societal impact, while also giving Soles4Souls has been able to distribute more than 40 million pairs of shoes in 129 countries since 2006. back as a company to strengthen the We support the Soles4Souls “4everyKid” program, which provides new sneakers to kids without permanent shelter. In FY21, we provided more than communities we serve. 11,000 pairs of new sneakers to help support this program. 2727

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Human Capital Management Our people strategy focuses on three key priorities, which are underpinned by Build the our “Always-On Transformation” mindset. We are agile and adaptable, and as our Organization external customers’ needs change, we adapt and evolve as an organization to of the Future exceed expectations. A L W N A O Y Build the Organization of the Future TI S A O We build critical skills and competencies that enable the business to deliver M N R TR against strategic imperatives. We foster a culture of continuous learning that O A F equips the workforce to adapt as changing skills are needed. Through strategic NS N workforce planning, global culture shaping initiatives, and leading with data to A SF R O T R unlock decision making, we are building the organization of the future. N M O A S T Deliver Service Excellence Y I O Our internal customers—our team members—expect great employee A W Inspire and N experiences. In delivering service excellence, we elevate the team member LA Empower Our experience, driving to exceed expectations across the team member lifecycle. Thriving Teams Unite Our Communities of Talent Deliver We strive to unite team members through their similarities while celebrating what Service Unite Our makes them unique. Through our DIBs, we attract, hire, grow, develop, promote, Excellence Communities and retain valued team members with diverse backgrounds, perspectives, and of Talent experiences. N OIT LA A MR O S YA W “Our strategy for DIBs is fundamental to our core values. F SN ART NO We value and respect all facets of diversity, including race, ethnicity, color, sex, religion, national origin, age, physical abilities, sexual orientation, gender identify, gender expression, and military service. We believe that when we listen, learn, and celebrate all facets of diversity, OUR TALENT STRATEGY CONTINUES TO ENABLE we will be a more inclusive and stronger organization. ACHIEVEMENT OF OUR STRATEGIC IMPERATIVES I am proud of our progress together with our Global DIBs Council and the leaders across the organization COMPANY VALUES to focus on key organizational opportunities and in uniting our communities of talent.” INTEGRITY LEADERSHIP SERVICE TEAMWORK INNOVATION Elizabeth S. Norberg (she/her/hers) Executive Vice President and Chief Human Resources Officer 28282828

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Build the Organization of the Future Total Rewards Our 16,555 full-time and 33,378 part-time team members across our offices, stores, and distribution centers are all critical in ensuring that we provide unparalleled customer experiences. To support our team members, we provide competitive compensation and benefits, including: • Health and wellness benefits (e.g., medical, dental, and vision coverage); • Financial benefits (e.g., 401(k) Plan with Company matching contribution, life and disability coverage, Employee Stock Purchase Plan at a 15% discount, tuition reimbursement, and commuter benefits); • Work-life balance and lifestyle benefits (e.g., paid time off for full-time team members, Community Service Day, and Employee Discount Program for all team members); and • Outside the United States, we may offer supplemental health and wellness, as well as retirement benefits, based on local competitive practices. Over the past year, we have made a number of improvements to our global total rewards program. With an aim to build and protect wealth, these include: • Enhanced retirement tools offered through Principal Financial; • Addition of a Roth contribution option in the 401(k) Plan; • Student Loan Refinancing offered through GradFin; and • ID Watchdog (identity theft) protection plans. Full-Time Part-Time Total Global Team Members Team Members Team Members 2929

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Development Wellness We believe that a positive team member work experience is critical to both We have always been committed to the well-being of our team members; personal and team success. These experiences can come from multiple however, the last few years have brought an even greater focus on aspects of one’s role, which is why we call this the Omni Team Member communicating what programs and services we offer, and how team members Experience. Annual personal development plans are required for all non-store/ can leverage them for their specific needs. distribution center team members. Team members collaborate and connect with their managers regarding their personal goals, performance expectations, Our “Live Well. Work Well.” initiatives included virtual interactive workshops and career development through the technology platform, SuccessFactors. and guest speakers, which continued to prioritize health and safety, while In FY21, the core people processes of Performance, Development, and introducing resources and initiatives to support team members in creating a Succession Planning were combined to ensure a more holistic view and the more balanced lifestyle inside and outside of work. ability to influence greater overall success, individually and collectively. Virtual We also reimagined what wellness means to our team members. Gathering instructor-led training was offered to provide an overview of this upgraded input from team member surveys led to several key actions to help bring this integrated process, system enhancements, and related resources. focus to life: . 1. Creating a wellness site within myLockerRoom (our corporate intranet) to provide easy wellness tips, including how to setup a home work station to ensure proper ergonomics, staying hydrated, and planning breaks during the day; 2. Reminding our team members of the support available to them through our Employee Assistance Program; 3. Hosting educational sessions with experts to discuss vaccines and mental health; 4. Encouraging team members to use their time off, disconnect from the office, and where possible, allow for modifications in work schedules; and 5. Developing an internal group of Global Wellness Champions to lead strategies and initiatives to pilot and operationalize. We also began offering our team members access to Sanvello, an on-demand high-quality virtual coaching and care service. Further, to ensure that our team members were provided with accurate and high-quality information about the COVID-19 pandemic, we encouraged team members to view a webinar on managing stress during COVID-19, which was offered by UnitedHealthcare. To help track team member wellness, we use an annual survey that consists of four questions related to well-being. 3030

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Deliver Service Excellence On-the-Job Development Team Member Recognition Experiences like job shadowing, stretch assignments, educational We motivate team members and enhance their sense of feeling valued through Locker Learning Academy seminars, cross-functional projects, mentorship, and coaching all foster meaningful rewards, incentives, and activations around key moments. This on-the-job development. commitment led to the introduction of our Recognition and Engagement Hub We leverage the power of our people by investing in our team members’ in FY21, a collection of programs, tools, and resources empowering leaders development and creating a culture of learning. Through Locker Learning Financial Literacy to celebrate team members for both personal and professional achievements. Academy, launched in FY21, we provide a one-stop shop for all team member The LEED-BUILD team has partnered with the Society for Financial Education Examples of our recognitions include: development needs where they can find content through our three “schools of and Professional Development, a Black-founded nonprofit organization, to learning.” These schools include (1) functional and technical, (2) business, and (3) develop and deliver training to store team members and BUILD corporate team Team of the Quarter leadership courses that provide opportunities for continuous growth so all team members. The training program contains six modules, each covering a key One store in North America is recognized each quarter with a trophy for being the members can thrive. Within the Locker Learning Academy, we leverage multiple personal finance topic: top performer against certain KPIs and showing results by driving our customer modalities of learning to drive development: engagement strategy. • Budgeting, Values, and Financial Goal Setting; Lace Up • Credit and Debt Management; Super Sneaker Award Lace Up is our global learning and communication platform designed to engage, • Investing and Retirement Planning; This exclusive recognition is awarded to team members for exemplifying our educate, and empower team members through micro-learning and gamification, • Risk Management (Insurance); Company’s core values. including introductions of our DIBs Learning Series, made up of Unconscious Bias, Belonging, Microaggressions, and Privilege. Through Lace Up, team • Estate Planning; and Team Member of the Quarter members have answered more than 35 million questions. • Home Ownership. Each store in North America recognizes one team member for exemplifying excellence each quarter. LinkedIn Learning Looking forward, we will continue to ensure that learning and development is at For on-demand education, reinforcement of critical capabilities, as well as the core of attracting, developing, and retaining top talent needed to propel the Lace Up Recognition creation of tailored learning paths based on job role, we utilize LinkedIn Learning. Company forward. Leaders celebrate and showcase team members to their peers for personal and In FY21, over 150,000 videos were watched through LinkedIn Learning. professional achievements. Elite Pin This award recognizes team members for exemplifying the connection to our PURPOSE through our Leadership Competencies and awards each winner with a pin and gift card. 3131

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Unite Our Communities of Talent In FY21, our DIBs Index was 83% based on responses from 96% of our Pay Equity team members. We are committed to pay equity and regularly review our pay practices, as well as DIBs Since FY20, we have utilized an organizational DIBs goal as part of our our team members’ pay, to ensure we are providing equal pay opportunities for We are a great place to work by cultivating a culture that celebrates different performance management process. Evaluation against this metric impacts each equal work, regardless of gender or race. perspectives, backgrounds, and experiences, and helps team members feel team member’s overall performance score and has a direct impact on the team valued, more engaged, and that they belong. We also seek to attract, hire, member’s annual bonus and merit increase. This goal varies based on the team The interconnection of the key people imperatives develop, promote, and retain valued team members with diverse backgrounds, member’s level within the organization. Team members, however, are expected to is what create the omni-team member experience experiences, and perspectives. satisfy a DIBs learning series training goal. These are our five pillars of DIBs: Senior leaders have additional goals around workforce composition. For FY22, we have determined that senior leaders (director level and higher) will have a Lea Diversity Workforce Makeup goal, which will be measured by YoY improvements de Performance Model the Way Educate Team Members in workforce DEI. Additionally, engagement survey overall favorability is also rs Targeted focus on driving factored into senior leaders’ performance. This is measured by YoY improvement hip performance, embedding based on targets set at the beginning of the year. C Acquire Great Talent Create a Diverse mo continuous feedback, and Succession Pipeline Racial and Social Equity ep marrying the “what,” we Over the past few years, we have reflected on many events that have unfolded Performance et accomplish it with the “how” in our communities and listened to the voices of our diverse colleagues to shape cn (goals/leadership behaviors) ei Support and Develop our commitment to do more to work for racial and social equity—within and s ERGs beyond our organization. es To drive upward mobility, we ensure underrepresented talent (i.e., women and ci Development We created our DIBs Index to understand and influence our DIBs efforts globally POC) is included on candidate slates and succession pipelines. We identify en within the organization. The index provides a quantitative score reflecting the and develop team members to fill future roles within the organization to ensure et Multifaceted learning to perception of leadership and the team’s commitment to fostering a diverse and diverse representation, and senior leaders play a key role in helping identify mp build critical skills and inclusive work environment and encourages individuals to constructively express targets specific to their functional areas while identifying any opportunities for o competencies in business different thoughts and ideas. This data is utilized for internal benchmarking and growth. In FY21, we increased the gender and racial diversity of our candidate C in connection with coaching and development opportunities. slates and succession pipelines by 7% and 6%, respectively. pih Development (technical and leadership) In FY21, our DIBs Index was scored based on the following four We are also enhancing our disability hiring practices. For example, in France sr create mentorship and survey questions: we are partnering with Les Papillons de Jour, which is comprised exclusively ed sponsorship opportunities of disabled professionals, to provide us with leading services training, aeL My leadership’s My team is committed to communication, and wellness at work. We also partner with Les Resonances, L decisions and creating a diverse and which specializes in the follow-up and assistance to hard of hearing people. ead behaviors show inclusive work environment As part of our effort to expand our commitment to promote racial and social er Succession a commitment to where everyone belongs. s ntentional action on career our DIBs. equity beyond our organization, we added Ariel Investments, LLC, the first hip preparation, professional Black-owned investment management firm in the U.S. founded in 1983, to our C pension plan investment portfolio. Ariel Investments, LLC has launched various mo development and pathways I feel free to express programs to increase inclusiveness in the world of business and finance, and different thoughts I feel like I really belong close the racial wealth gap by generating jobs, economic growth, and equality ep to realie full potential at all at our Company. Succession et levels create impactful and ideas with the with underrepresented populations. cn io strategy people I work with. ei s 3232

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES ERGs EMBRACE DIVERSITY. BUILD COMMUNITY. DEVELOP LEADERS. Brings together African American, Black, Unlocks, empowers, and embraces the full Provides a forum for education and African, and Caribbean team members, and potential of women and their allies through awareness supporting the professional their allies, through educational opportunities, advocacy, education, and development. growth of LGBTQ+ individuals and their allies We embrace diversity by welcoming all people, encouraging different professional development, networking, for all to be authentic in the workplace. philosophies, and valuing the ideas and opinions of others. Our ERGs help collegial support, and social gatherings. us create a welcoming environment for new and existing team members. Our global ERGs empower communities with a collective understanding and FY21 Program FY21 Program FY21 Program commitment to drive an inclusive company culture, in which everyone can bring their authentic self to the workplace. ERGs are founded by the interest McKinsey Partnership virtual leadership Mentorship pilot program to drive The Trevor Project – Delivered Allyship and passion of team members with support from the organization to serve as program to accelerate the capability and professional development and build Training for leaders. powerful platforms to unite our Communities of Talent. impact of our Black leaders. relationships through access, exposure, ERGs are open to everyone. They provide networking, mentoring, community and visibility. engagement, and learning opportunities and support our efforts to attract, engage, retain, and develop diverse talent. All events and activities across each of the ERGs are open to interested team members at all levels. Each ERG is supported by an executive of the Company, who serves as the executive sponsor and volunteers their time to advise, guide, and champion DIBs efforts. Champions and empowers the Latinx Creates visibility, raises awareness, and Educates and creates meaningful dialogue, community and their allies through strives to empower persons with disabilities provides an opportunity for personal and team member engagement, professional (i.e., physical, mental, and learning) and their professional development, aligns with development, and cultural awareness to allies through safe spaces, open dialogue, Company objectives, all the while banding drive internal transformation through thought educative resources, and recruitment support together to celebrate Asian heritage among leadership and strategic counsel. to attract and hire persons with disabilities. Asians and their allies. FY21 Program FY21 Program FY21 Program Conversation on Afro Latinidad in the U.S., Panel series, including Working with Partnership with Asian American Advancing featuring guest speakers Victor Cruz, former Disabilities, Building Consciousness, Building Justice – Chicago to support bystander NFL player, and Elisabeth Rosario, Founder, a Future for All, Mental Health and Bullying. intervention training. The Latinx Collective. 3333

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Company Recognition We have been recognized by numerous platforms for our industry-leading practices, including awards from NACD, Forbes, Indeed.com, Fortune, the Great Place to Work Institute, Talent Board, and the Human Rights Campaign Foundation. LGBTQ+ Named Winner of NACD NXT Ranked Best Employers America’s Best Employers We are proud that we received a score 100 Best Workplaces Recognition Award for No. 4 Forbes’ 50 for Women in Canada of 90 out of 100 on the Human Rights for Diversity Board Diversity Most Engaged Customer List in Canada 2021 2016-19 2018 2018 2021 Campaign Foundation’s 2022 Corporate Equality Index, the nation’s foremost benchmarking survey and report measuring corporate policies and practices related to LGBTQ+ workplace equality. Ranked Named Named Named Certified Top-Rated Workplace Best Workplaces Best Workplaces Best Workplaces Great Place 2019 for Diversity in Retail in New York to Work 2016-19 2017-19 2017, 2019 2021-22 Named Named Scored Best Workplaces Best Workplaces 90 of 100 Human Rights Campaign in Chicago in Texas Corporate Equality Index 2020 2021 2022 Winner of Winner of Winner of CANDE Award CANDE Award CANDE Award in APAC in EMEA in North America 2019-20 2020 2019-21 3434

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Our Team in Numbers as of FY21 Year-End Our team member head count includes our directly operated stores, offices, and distribution centers. With the completion of the WSS and atmos acquisitions in FY21, team members from these banners have been included in our FY21 totals, unless otherwise noted. 12 Team Member Headcount 13,14 All team members North EMEA Asia Pacific <1% America Not Available/Not Disclosed 44,690 33,727 8,445 2,518 87% 49% POC13,15 Team Members Female Retail Stores 51% Male 1,705 1,511 189 5 Executives Team Members 21% 29% Distribution Female 13,15 POC Centers 79% Male 3,538 2,838 528 172 Team Members Independent Offices Directors 40% 30% Female POC Minimum Wage 60% Percentage of in-store Male team members earning minimum wage 100% at or above 100% at or above 100% at or above Percentage of distribution 15 center team members N/A earning minimum wage 100% at or above 100% at or above 12 We ask our team members to self identify their gender upon commencement of their employment. As of FY21 year-end, 87 individuals chose not to disclose their gender or identified as non-binary. 13 Excludes atmos. 14 Represents POC in U.S. only. 15 There are no Foot Locker operated distribution centers in the APAC region. 3535

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEPEOOPLPLEE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES We are committed to our DIBs and the constructive expression of differing ideas. We aspire to be a great place to work by cultivating a culture that promotes our DIBs. Celebrating different perspectives, backgrounds, and experiences helps team members feel valued and more engaged. Our People Strategy includes a strategic pillar focused on “Uniting Our Communities of Talent” around the world to drive innovation and elevated performance in our dynamic organization. By promoting our DIBs, we are able to attract, hire, develop, promote, and retain valued team members with diverse backgrounds, experiences, and perspectives. 36363636

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Strengthening the Sustainability of Our Supply Chain 3737

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Protecting Human Rights Our Global Human Rights Statement establishes that: We are committed to maintaining a work environment that respects and supports Our human capital is our most important asset. Protecting our team members, the provision of basic human rights to all of its team members around the world, our customers, and the communities we serve is one of the most pressing regardless of the country in which they work, to the full extent permitted by law. priorities we face. We are proud to create jobs and secure livelihoods for our To this end, we: team members, provide products and engagement for our customers, support community development, and provide tax revenue for governments around the • Strictly prohibit all forms of labor in the workplace that are detrimental to the world to invest back into society. Specifically, we have policies in place to ensure health or safety of any team members; that we and our partners maintain work environments that respect and support • Strictly prohibit forced or compulsory labor for any team members; and human rights for everyone in our value chain around the world. This is a public • Promote, protect, and help ensure the full and equal enjoyment of human good for all stakeholders. rights by all persons, including those with disabilities. Our Guiding Principles Empowering Our Team Members In addition to our Global Sourcing Guidelines, our Global Human Rights The safety of our team members is paramount to their trust in us as an employer Statement serves to reinforce our core values as an employer: integrity, of choice, and for customers to continue to see retail stores as their preferred leadership, service, teamwork, and innovation. Our Global Human Rights shopping method. However, an unfortunate development that we have seen in Statement applies to all of our team members and we expect any parties who recent years, which threatens community safety, is an increase in ORC, which do business on our behalf to also conduct their business in ways that uphold includes personal shoplifting, but may also extend into sophisticated criminal rings these principles. that facilitate the stealing and reselling of products. We are not immune to these societal challenges, and while the economic impact to our business is concerning, our key concern is assuring the safety of our team members who may observe theft in action. We protect our store team members and security contractors through policies and communication that teach situational de-escalation practices We Have a Long-Standing to reduce the risk of disruption and potential violence. Commitment to Adhere to the Amplifying in the Manufacturing of the 38383838 Products We Sell

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Supplier Sustainability and Engagement Establishing Our Expectations Understanding Our Value Chain Brand Partners We have a streamlined supplier profile—our top 20 brands generate Our Commitment to Universal Employment Standards Ensuring Worker Dignity approximately 97% of our sales, and our top 10 of those brands account We have developed GSG, which are distributed annually and require all branded We ensure compliance with our GSG by performing factory audits for our private- for approximately 80% of our sales. and private-label vendors and suppliers globally to respect certain standards. label vendors and suppliers. Strategic and preferred partners – Represent major global sportswear Our branded vendors must acknowledge annually that their manufacturing brands, such as Nike, Jordan, adidas, and Puma. Our buyers work with practices are conducted in alignment with our GSG. In the United States, we We source our merchandise from two types of suppliers—(1) brand partners, also share additional requirements concerning the Foreign Corrupt Practices who produce the branded footwear and apparel, which as of FY21 accounted for these partners to curate special product assortments and marketing Act, the Consumer Product Safety Commission, and Conflict Minerals reporting approximately 99% of our global sales, and (2) proprietary brand vendors who content. In addition, we collaborate on co-creating new products for under the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010. we contract to manufacture merchandise, apparel, and accessories under our consumers, launching products, and developing immersive brand Day-to-day responsibility of the GSG is jointly managed by Supply Chain and LCKR, COZI, CSG, EASTBAY, All by Just Don, Melodi Eshani, and MTAA (More connections through our Community Stores and Power Stores. Legal, while our CEO ultimately signs off on any actions. Than an Athlete) brands (approximately 1% of sales). Valued partners – Represent up-and-coming brands that are connected The GSG set out the standards applicable to all suppliers who manufacture to youth culture or have a niche product assortment in the athletic or products sold in our stores. As stated in the GSG, we only work with suppliers lifestyle space. whose workers are present voluntarily, compensated fairly, allowed the right of Proprietary Brands16 free association, and who are not subject to harassment and abuse. These are the values we uphold as a company and the expectations we set for all of our Tier 1 suppliers – Represent our primary vendors and their subsidiary suppliers globally. factories. Approximately 80% of our proprietary brand merchandise, apparel, and accessories are sourced from approximately 10 suppliers We form deep strategic relationships with our proprietary brand vendors to located across China, Pakistan, Vietnam, Thailand, Turkey, Portugal, and ensure a high quality product and build a supply chain that is resilient and the United States. respectful of the environment and working conditions of its team members. All Tier 2 suppliers – Represent the raw material suppliers that directly Tier 1 suppliers (primary vendors and subsidiary factories) must adhere to our subcontract with our main suppliers, which may include fabric mills or GSG, and all factories are subject to site verifications against these standards fabric suppliers. on an annual basis. Tier 1 suppliers are required to share the GSG with suppliers with whom they subcontract (Tier 2) if they enter our value chain, and such 16 subcontractors are required to adhere to the GSG. To learn more about our Our definitions for Tier 1 and Tier 2 suppliers are based on parameters defined by the supplier audit practices, see Verifying Suppliers on page 40. SASB Apparel, Accessories, and Footwear standard. Tier 1 suppliers are defined as suppliers that transact directly with the entity, such as finished goods manufacturers (e.g., cut and sew facilities). Suppliers beyond Tier 1 (referred to as Tier 2) are the key suppliers to the entity’s Tier 1 suppliers, including manufacturers, processing plants, and raw materials providers. 3939

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Verifying Suppliers In FY21, we audited 100% of our Tier 1 proprietary brand suppliers. We did not identify any serious violations of our GSG or local laws during the audits. Key supply chain challenges in the value chains of the merchandise we sell could include human rights risks, such as child labor, forced labor, unfair wages Global Security and Compliance Programs and benefits, poor working conditions, and health and safety risks, such as We are an active member of several voluntary global security and compliance high temperatures in factories, extreme noise levels, and potential impacts from government programs. cleaning agents. In the selection of our suppliers, we work hard to find reputable business In the United States, we have been a member of the CTPAT, a voluntary supply partners who are committed to ethical standards and business practices chain security program led by CBP, since 2003. The program is focused on consistent with our values. Each of our suppliers agrees that, by accepting improving and strengthening security processes globally. As a member, we are orders from us or any of our subsidiaries, it will abide by and implement the required to update our supply chain security profile annually, as well as undergo a terms of our GSG and require the same from each of its subcontractors. Each of foreign and domestic site visit every four years with CBP. We are also a member our suppliers acknowledges that its failure to honor this agreement will compel of the Trade Compliance Program f/k/a Importer Self-Assessment Program, us to reevaluate, and possibly terminate, our business relationship with them. a voluntary self-auditing compliance program in cooperation with CBP, since 2014. As a member, we have demonstrated our commitment to managing and Each of our contracted factories is required to undergo periodic audits to ensure monitoring important compliance through self-assessment. adherence to the criteria set forth in our GSG and local legal requirements. In In Europe, we have been an active member of the Authorized Economic FY21, audits were conducted by ELEVATE, a business risk and sustainability Operation Program, a voluntary supply chain security and customs simplification solutions provider, and other accredited third-party sources, including amfori’s program, in partnership with Dutch Customs (Belastingdienst/Douane), since Business Social Compliance Initiative, Worldwide Responsible Accredited 2013. The program is focused on mutual transparency, security, and financial Production, and Sedex Members Ethical Trade Audit. responsibility, as well as safe and secure trading partnership. As a member, we These audits, whether in-person or remote, include the following factors: are required to undergo an audit every three years with Dutch Customs. • Transparency and business integrity 100% of our proprietary brand suppliers are audited to maintain compliance with • Hiring, disciplinary, and termination practices these programs. • Child labor and forced/slave labor indicators • Harassment and discrimination policies • Freedom of association and grievance mechanisms • Wages and benefits • Hours of work • Health and safety There are several issues for which we have a “zero tolerance” policy, including bribery/corruption, child labor and forced or slave labor, human trafficking, and factory safety. The outcome of each audit is shared with a cross-functional team, including Trade Compliance, Sourcing, and Legal. If critical issues are identified, we partner with the vendor to remediate the issue(s). Depending on the severity on bribery/corruption/child labor of the issue(s), follow-up audits may be conducted to validate that the critical and forced or slave labor, human issue(s) are resolved. We are invested in partnering with our suppliers to build a more sustainable and compliant supply chain. trafficking, and factory safety 4040

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Sustainable Materials Nike Terrascape Understanding and improving the ESG impacts associated with raw materials To help protect the future of sports, Nike reconstructed a bold sourced through our suppliers are priorities. We are evaluating numerous icon to introduce the new Air Max Plus™N Terrascape. In addition initiatives to prioritize the procurement of less impactful material options and to delivering premium stability and cushioning, the Terrascape educating our consumers on product options with ESG-preferred attributes. is crafted with at least 20% recycled content by weight. This sneaker defies the status quo with an eye to a better future for We are continuing to expand our network of sustainable suppliers. For example, our planet. By turning what was once considered waste into new we continue to explore the use of more sustainable cotton for our proprietary opportunities to create, Nike is changing the game from the ground brand apparel, such as organic, recycled, and certified producers. We are also up. The speckles in the rubber outsole are made from Nike Grind. establishing a process to consider the use of sustainable fabric and trims in the Manufacturing scrap, unused manufacturing materials, and end-of- development of our proprietary brand products. We are currently working with a of Less Impactful life footwear—including rubber, foam, fiber, leather, and textiles that zipper supplier that is a Bluesign-certified company. Material Options are collected, separated, and reused—are processed into new Nike To better understand the sustainability performance of our value chain suppliers, Grind materials that provide a premium foundation to build great in FY21, we introduced a new questionnaire to our European procurement sneakers (and more) while driving toward a more circular future. process. For larger store procurements (which could include fixtures, mannequins, or other items) we require vendors to respond to around 30 questions covering various ESG topics, which may include for example: • Do you use any sustainable or eco-friendly materials? • Do you measure Scope 1 and 2 emissions? How much are they? • Are raw materials used in the product or production sourced from legal and sustainably-managed sources? • How does your company ensure it complies with ethical workplace, labor, and human rights standards? Do you have a policy? A condensed version of these questions is also required for service providers such as architects, project managers, and general contractors. Our Conflict Minerals Policy reaffirms our commitment to sourcing components and materials free of conflict minerals (defined as tin, tantalum, tungsten, and gold). Celebrating Brands’ Our branded partners are also increasing the number of sustainable footwear and apparel products they offer, including vegan products, recycled content (e.g., rubber, polyester, and ocean plastics), organic and sustainably-sourced cotton and yarns, and products certified through sustainable supply chains (e.g., the Better Cotton Initiative). 4141

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Chemicals Management Water Stewardship In FY21, Team Edition self-completed the Higg Facility Environmental Module (FEM) assessment, which verified zero instances of the facility being Chemicals management is a complex and important part of our processes to protect In FY21, we published our Global Water Stewardship Statement, which states out of compliance with legal requirements, which resulted in an overall score the environment, as well as team member and customer health. For every chemical our commitment to a long-term sustainable approach for safeguarding the improvement of 14% over verified FY20 FEM results. Actionable improvements product that is present in our own facilities or proprietary brand vendor factories, human right to water and sanitation. from FY20 to FY21 included eliminating the facility’s small quantity generator as part of the Globally Harmonized System, we require a Safety Data Sheet, which hazardous waste status and improving the chemical management process. provides information about potential hazards and necessary safety precautions. In our direct operations, we seek to operate our business in a manner that does not encroach on the human right to water and sanitation in the communities we As part of our management processes, we: serve. This includes providing a safe and healthy work environment, including safe water for drinking and hygiene in our stores, distribution centers, and • Manage site health and safety policies and strategic plans; offices, as well as appropriately managing wastewater discharge in compliance • Coordinate safety training for all team members who handle chemicals; with applicable environmental laws and regulations. • Maintain a chemical inventory in printed and electronic copy; For U.S. sites undergoing a remodel or relocation, we require that bathroom • Conduct regular site audits to test storage, labelling, and usage conditions of fixtures adhere to the voluntary guidelines of the U.S. EPA WaterSense program, hazardous chemicals; including 1.5 gallons per minute for faucets, and 1.1 gallons per flush for toilets. • Provide recommendations to factory owners at Tier 1 vendor sites to ensure High efficiency water heaters are also installed where possible. proper training is provided to their team members; • Ensure appropriate personal protective equipment is available at our facilities From FY21 through the start of FY22, 148 stores in our fleet have been fitted with and is provided by factory owners at Tier 1 vendor sites; and water efficient toilets and faucet fixtures. This brings the total to 313 stores from • Confirm proper storage and disposal methods are followed at our facilities and FY19-21. at Tier 1 vendor sites. For some products (from both our private-label and branded partners), we In addition, in compliance with the air permit requirements of certain U.S. facilities, perform screen-printing of graphics onto apparel (e.g., t-shirts). This process we conduct air quality testing annually based on OSHA permissible exposure limits. can use large amounts of water and result in wastewater discharge as inks are To date, the results of air quality tests have been significantly below the permitted cleaned from screens and are prepared for reuse. We have a Health and Safety thresholds in our permits. Policy and Strategic Plan and Waste Disposal Program in place to cover our screen-printing practices. In FY21, we altered the cleaning tanks at our Team Edition facility to enable us to recycle and reuse mineral spirits, which enabled the site to no longer be considered a hazardous waste generator according to the EPA. For Eastbay, we reconfigured our daily operating structure to have only two shifts instead of three, which enabled us to reduce our water use by over 2% and to reduce our natural CPSIA Compliance gas usage by nearly 9% as dryers were run for shorter periods each day. We test our embellishment processes annually for compliance with CPSIA regulations and Nike’s restricted substance list. Testing is conducted by Intertek CPSIA Compliance Testing Services and includes an evaluation of our ink systems and heat seal Because we value our vendors’, team members’, and customers’ safety, embellishments for safety, sustainability, and performance standards. we conduct regular chemicals testing on embellished products in our As part of our continuous improvement efforts to minimize our environmental facilities and in our vendor factories. Our FY21 testing results–completed impacts, we continue to actively evaluate best practices and digital printing by Intertek–indicate 100% compliance with lead and phthalates levels technologies for dyeing and screen-printing to identify opportunities to reduce on Product Options with established in the CPSIA. energy, water, and chemical usage, while simultaneously reducing costs. In FY21, we purchased a direct-to-garment printer for a small volume of private label Socially and Environmentally apparel products that reduces labor and screen cleaning, thus reducing energy usage, ink usage, and wastewater. Preferred Attributes 4242

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Transportation System Efficiency Measuring the Efficiency of Our Network Understanding Our Vendor Fleets Our global supply chain team seeks strategies and technology solutions to help We have created a global average shipping mile per package KPI to help As we continue to seek alternatives to lower the environmental impact of our increase the efficiency of our transportation operations. We are implementing monitor the efficiency and sustainability of our global supply chain network. As distribution activities, we are also partnering with our transportation providers a number of measures that seek to improve our fuel efficiency and reduce our this becomes an increasingly critical component of our ESG strategy, we are to understand the composition of their fleets and any planned investments they GHG emissions. For example, we are: investigating future uses for this KPI. may have in low carbon vehicles. • Using modeling software to improve the efficiency of our store For the first time in FY21, we assessed the carbon footprint of our global delivery network; outbound transportation network from our distribution centers to stores, and direct to our customers’ homes. Leveraging the transactions that underpin our • Utilizing trailer space more efficiently and shipping trucks and containers global average shipping mile per package KPI calculations, we overlayed fuel once full; consumption estimates based on the transport mode type and the estimated • Increasing the amount of freight we ship within each carrier; efficiency of that transportation mode. In FY21, we estimate these emissions to be 132,460 tons CO 17 • Prioritizing cleaner modes of transportation (e.g., ocean ships using liquified 2e . We endeavor to refine this calculation in future natural gas); years through the inclusion of actual vendor emission factors and expand the in Our Supply Chain • Encouraging the use of fuel-saving strategies and technologies (e.g., our calculations to include additional geographies. trucks frequently run overnight to reduce idling time and pollution); • Seeking carrier partners that are SmartWay certified and make sustainability a priority (95% of outbound loads in FY21); and • Shipping intermodal when available. We are also enhancing our data collection capabilities to better measure results. Localizing Distribution We were pleased to recently announce that we are adding our first west coast distribution center, which will be our second largest facility by volume. Located just outside of Reno, Nevada, the new facility will employee 200 new team members, and will provide closer access to our major shipping ports in California, while serving our western, southwest, and northwest markets across the United States. Ultimately, this investment will enable us to optimize our shipping network, reduce delivery times, and lower GHG emissions as we reduce the distance each of our packages travels. 17 Metric tons of carbon dioxide equivalent. 4343

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Managing and Reducing Our Environmental Impacts 4444

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Energy Conservation and We have participated in Climate Stewardship CDP Climate Change Charting a Net Zero Future Disclosure since FY19 We are committed to helping our planet remain a sustainable home for current and future generations. We recently announced our ambition to achieve Net Zero GHG emissions by 2050 or sooner, in alignment with climate scientists’ recommendations to transition toward a Net Zero state to avoid the worst impacts of climate change. This announcement marks an important milestone in our ESG journey. We are committed to building on this progress and strengthening our vision for a more sustainable world. Answering the call to limit the global temperature rise to 1.5°C, we have also committed to setting a science-based target in line with the criteria established by the SBTi. Our next step is to set near-term and long-term targets over our operational and value chain emissions in line with the criteria established by the SBTi, and to develop a Net Zero Transition Plan (in alignment with a 1.5ºC world) which will outline our intended approach for achieving these targets. The Company recently announced its ambition to achieve GHG emissions by 2050 or sooner. To learn more about our efforts to power a more sustainable future, see our Global Environmental and Climate Change Statement, which is available at investors.footlocker-inc.com/climate. 4545

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Understanding and Reducing Our Emissions Global Energy and Emissions Profile19 SCOPE 1 SCOPE 2 SCOPE 3 18 tCO e20 tCO e The GHG Protocol classifies emissions into 2 2 tCO e 2 three categories: -12% YoY CHANGE 12% YoY CHANGE 21 Business Travel Franchises Scope 1: Direct GHG emissions from company-owned and controlled resources. Location-Based Method FY20 2,486 FY21 7,040 For us, this includes emissions from stationary and mobile sources using FY20 6,588 FY20 76,471 FY21 1,649 6,588 gasoline, propane, diesel, and natural gas. FY21 5,775 FY21 85,893 Downstream Distribution Purchased Goods and Services Scope 2: Indirect GHG emissions from consumption of purchased electricity, 5% YoY CHANGE FY21 132,460 FY21 3,009,92224 heat, or steam. For us, this includes purchased electricity for retail stores, offices, warehouses, and distribution centers. Market-Based Method Fuel and Energy-Related Activities Waste Generated in Operations The GHG Protocol Scope 2 Guidance provides two methods by which a 6 reporting company’s Scope 2 emissions can be calculated: the Location-Based FY20 65,839 FY21 4,962 FY21 4,990 Method and the Market-Based Method. The Location-Based Method FY21 69,292 reflects the average emission intensity of the grids where the Company’s energy consumption occurs, whereas the Market-Based Method reflects the Company’s procurement choices, such as renewable-energy purchases via ENERGY contractual mechanisms. 7% YoY CHANGE 52% YoY CHANGE 10%YoY CHANGE Scope 3: Other indirect emissions from the Company’s operations. Electricity Consumption – Electricity Consumption – Total Energy Consumption (MWh) 22 (MWh) (GJ) Helping to Grid Renewables FY20 183,665 FY20 29,755 12% FY21 196,733 FY21 45,200 14% 16% 12% FY20 FY21 74% 897,974 72% 985,497 18 The Greenhouse Gas Protocol (https://ghgprotocol.org/) is a set of global standardized frameworks that organizations can use to measure their GHG emissions. To learn more about our GHG emissions inventory, see Notes on GHG Emissions Inventory on pages 66 Electricity from grid (% of total energy) through 72. 23 Energy from renewables (% of total energy) 19 In FY21, emissions associated with our licensed stores in the Middle East region are included in Energy from other sources the Scope 3 – Franchises category, and emissions related to our WSS and atmos brands have not been included. 20 Metric tons of carbon dioxide equivalent. 21 In FY20 and FY21, this includes business travel in North America and Europe via air, train, rental cars, leased vehicle, and reimbursed mileage from use of a personal vehicle, and air travel in Asia. 24 Only Emissions calculated for this category cover global merchandise spend for Foot Locker, and Reduce Our 22 Renewable sources present in the grid. Inc. (excluding WSS and atmos). Non-merchandise goods/services or capital goods spend Carbon Footprint 23 In FY21, the increase in renewables consumption was driven by the addition of one new have not been mapped. country in Europe and two new countries in APAC to add green power contracts, and the commencement of four contracts in the United States. 4646

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Sustainability In–Store and Beyond We were pleased to be able to open our stores for longer hours during FY21 due to the abatement of COVID-19 and the associated health protocols, which increased our Scope 1 and 2 emissions from our FY20 baseline. During the COVID-19 pandemic, we amended our business travel policy to protect our team members. For travel to be approved, we required that there must be significant adverse consequences if travel were not to occur. As a result of this policy, our travel-related GHG emissions declined significantly in FY19-20, reflecting restricted office-to-office, air, rail, and public transportation. Similarly, our Scope 3 Business Travel emissions decreased in FY21 as more of our team members were able to attend business critical meetings and events. This year, we calculated 5 additional Scope 3 emissions categories to improve our understanding of our value chain impacts. Green Friday We are piloting ways in which we can engage our customers in our Net Zero ambition. Turning the Black Friday tradition into a “Green Friday,” SIDESTEP committed to plant a tree for every footwear purchase through Eden Reforestation Projects for the period of November 24 through 29, 2021. Eden’s vision is to develop a global restoration network that creates livelihoods for millions of people living in extreme poverty by empowering them to restore and protect forests on a large scale. Their main areas of operations are Madagascar, Haiti, Nepal, Indonesia, Mozambique, and Kenya. As a result of this initiative, 23,000 trees were planted. Our tree planting program would equate to offsetting 7,084 tons of CO . 2 4747

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Energy Efficiency Renewable and Low Carbon We have regional energy management teams that are responsible for Energy Procurement managing our energy consumption and costs, analyzing, and improving current operational performance, and testing, prioritizing, and implementing energy We are also delivering on our environmental sustainability strategy by actively efficient technologies and products. We continuously look for opportunities increasing our use of renewable energy through new regional green power and technologies to lower our global operational energy use from lighting, contracts. As of FY21, we now have operations in nine countries across Europe heating, ventilation, and air conditioning systems across both our owned and sourcing 100% renewable energy, representing 700 sites and 85% of our total leased premises. electricity use (in MWh). Further, green power comprises 23% of our power sourced in APAC (34 sites) and 6% of our power sourced in North America In FY21, we completed LED lighting replacements across 100 front- or (137 sites). back-of-house of stores which will result in estimated energy reductions of 748,467 kWh/year. Further, from proactive HVAC retrofitting efforts in the U.S., Building from our contracting in FY20 for nuclear energy to supply the electricity We turned our environmental we saved approximately 641,351 kWh. We continue to enhance this program. of our retail stores in Ohio, in FY21, we began participating in a Natural Gas Balance Program with DTE Energy in Detroit. This program offsets 100% of our insights into action, charting Under an EU energy efficiency directive, all non-SMEs are required, at least every natural gas usage, with carbon offsets generated from methane from landfills, four years, to audit high quality and cost-effective energy. Currently, the following the proceeds of which are used to procure additional RNG into DTE’s supply a path to a Net Zero future countries require on-site store visits from certified auditors: Spain, Netherlands, mix which helps to significantly reduce the GHG impact of methane. Our FY21 for our Company. the United Kingdom, Germany, Italy, and France. In Hungary, registration with participation in the program helped to negate 24 metric tons of natural gas- the appropriate energy and utilities regulator is required. The first round of energy related CO e emission (from both offsets and acquisition of RNG) for the HVAC audits was completed by certified third parties in FY15, and a second round 2 used in our 14 stores in Detroit. was completed in FY19-20. Typical information that may be evaluated during these audits includes energy consumption invoices, store drawings, and leased In FY21, we decommissioned our aging Milwaukee data center and replaced company car fuel consumption. the capacity with two new energy-efficient hosted facilities in Illinois and Texas. The new generation of our server systems is 29% more energy-efficient than the In France, our stores will also be required in FY22 to begin to implement a series previous generation, allowing us to use fewer servers to accomplish the same of national energy reduction targets (40% by 2030, 50% by 2040, and 60% workload. They consume 14% less electricity for the same amount of storage by 2050). We expect to primarily undertake LED lighting retrofits and installation space with 10x the performance. of smart meters to help monitor and reduce our consumption. The new facilities are also designed with many energy- and cost-saving features, such as high-efficiency Uninterruptible Power Supplies, Power Distribution Units, and variable-speed fan drives. Building management systems, sensors, and flexible infrastructure allow precise delivery of the right cooling at the right time to the right space. This cooling process is also water-free, while minimal amounts of water are used for humidification and facility maintenance. These new third-party facilities also utilize features of the local environment to further decrease their carbon footprint; the Texas facility utilizes 100% renewable energy from solar power, while the Illinois facility utilizes outside air for cooling during the winter. In total, the decommissioning of the Milwaukee site has reduced our data center power usage by 54 kWh/month, or 48% overall. 4848

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Understanding Our Climate-Related Risks and Opportunities Climate risk continues to be a focus of our enterprise-wide risk identification, assessment, and management. Internal Audit facilitates an annual risk assessment and meets with management regularly to review risk monitoring activities. Risk and risk mitigation activities are reported to the Audit Committee We are committed to managing our Company quarterly and to the full Board annually. in ways that are socially responsible and Our property insurer combines climate change data and its portfolio claim environmentally sustainable. loss history with our global exposures to catastrophic events and our physical property location data to identify the regions and sites where we may be most exposed to climate hazards and risks. Once they have identified these critical locations, they analyze the hazards in depth and assess the impact. On a periodic basis, they perform physical on-site risk assessments for certain high value locations, such as distribution centers, and provide recommendations for improvements, if any, to ensure we have taken all reasonable steps to protect against possible risks. Additionally, in FY21, energy efficiency policies in China resulted in production changes across our supply chain, as our suppliers’ factories were required to shift to nighttime operations to reduce demand on local electricity grids. We use sophisticated market planning models to select physical store locations that are convenient to our target customers in each market. Distribution centers are located in areas that facilitate speedy delivery services to customers and stores. While customer proximity is the primary driver, flooding risks and other natural hazards play a role in site selection, although that could change in the future as climate risk and related modeling become more sophisticated. Further, most retail store leases have 10-year lease terms such that if climate risk substantially increases in a given area, we can mitigate the risk by locating a subsequent physical store in a less flood-prone area. Our property insurer has classified 12% of our property portfolio in the high-risk flood determination, and an additional 16% of our locations are in the medium-risk flood determination. The balance of our global property portfolio is in a low-risk flood determination area. Most of the high and medium risk locations are individual retail store locations with total insurable values less than our per location deductible. 4949

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Reducing Waste and Recycling of Corrugated Boxes Encouraging Reuse TOTAL RECYCLED (U.S. short tons) As legislation regarding single-use plastics continues to evolve around the FY21 6,32125 world, we are actively working with local stores and suppliers to transition the FY20 5,191 composition of our merchandise bags. Globally, our plastic carrier bags are made of at least 85% post-consumer recycling material. This uses 80% less fossil FY19 5,945 fuels, corresponding to a 40% reduction in CO e emissions during manufacture 2 over virgin material carrier bags. We are also planning to launch a sustainable 22% YoY CHANGE reusable bag in EMEA in FY22. Plastic hangers are another way in which the Company is creating a positive TOTAL REUSED environmental impact. In partnership with Arch and Hook, BLUEWAVE hangers, (boxes) a thermoplastic material, made from 100% recycled ocean bound plastic, marine 26 plastic and recycled post-consumer plastic, were piloted in our new, high-profile FY21 2,059,903 Barcelona and Brussels stores. BLUEWAVE thermoplastic material is crated FY20 1,734,091 from 100% recycled ocean bound, marine plastic and recycled post-consumer plastics. We have purchased more than 750,000 BLUEWAVE hangers and FY19 1,635,372 accessories for FY22, which equated to 53 tons of plastic being removed from 19% YoY CHANGE the waterways. We have begun to procure sustainable mannequins. The first step in doing so In FY21, we continued partnering with Mind Your Waste Foundation to expand was partnering with Hans Boodt Mannequins, which incorporates Nike Grind, our store recycling efforts in Europe. This helped us collect waste from 103 which is comprised of ground sneaker sole bits, into the mannequin forms. stores that were not already part of the program, totaling 107 tons of waste and Repurposing sneakers that would have otherwise ended up in landfills or 6.5 tons of materials for recycling. incinerated is a step toward our sustainability goals. Looking forward, we are 25 Our Milton facility first began tracking this data in 2021. Its total recycling figure comprises researching options to make additional display items from ground mannequins 1% of the total, and YoY change would be 20% if the Milton data is excluded. with the goal to have mannequins that are 100% circular by FY23. 26 Data for Eastbay first became available in FY21. Its total reused boxes figure comprises 2% of the total, and YoY change would be 17% if the Eastbay data is excluded. We proactively address the ways in which we handle the waste generated by our business operations and are working to divert less waste to landfills across our global footprint. For example, our distribution centers are focused on increasing onsite reuse of corrugated boxes. We are proud to share that across our distribution sites, we increased the number of boxes we reuse by 19% from FY20 through FY21 and the volume of corrugate boxes we recycle also increased by 22% from FY20 through FY21. What we are not able to reuse, we recycle. Maintaining the Beauty of Our 5050

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Operating Ethically and Transparently 5151

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Governance PURPOSE is woven into Our primary corporate governance objectives are to maximize long-term the fabric that makes business success and increase shareholder value, while adhering to the laws of the jurisdictions where we operate and conduct our business with the highest Foot Locker, Inc. ethical standards. We are committed to best practices in terms of corporate governance as a key to maintaining the trust of our stakeholders. We comply with PURPOSE has shaped how Foot Locker, Inc. operates its all applicable requirements outlined in the New York Stock Exchange Corporate business, delivers sustainable growth, and creates value for Governance Listing Standards. stakeholders. In FY19, our Board designated the Responsibility Committee as specifically overseeing the Company’s ESG Our corporate authority resides in our Board as the representative of the initiatives and public reporting. In FY21, Foot Locker, Inc. shareholders. Our Board has adopted Corporate Governance Guidelines published its inaugural Impact Report, reaffirming its charters for each of its standing committees (i.e., Audit, Finance, Human commitment to transparency and accountability. While this Capital, and Responsibility), and policies to lead our governance practices. is the Company’s second Impact Report, Foot Locker, Inc.’s commitment to do the right thing has remained unchanged Our Board uses its business judgment and due care in its oversight of throughout the decades. Our Board actively oversees management to ensure appropriate procedures are in place to identify and the Company’s PURPOSE because we know that strong mitigate risks. governance supports and enhances Foot Locker, Inc.’s capacity to make progress. We recognize the importance of DIBs in conducting our business, and we As a committee, we have been proud to monitor the extend these values by nominating directors from diverse backgrounds. This development of Foot Locker, Inc.'s Net Zero ambition and ensures that our Board has a variety of experiences, business judgment, and the Company’s performance against perspectives that contribute to an effective decision-making process. Our its ESG KPIs. We are pleased to directors are diverse: 70% are women or POC; their median tenure is 7 years; share Foot Locker, Inc.'s progress and their median age is 63. in this FY21 Impact Report. To learn more about our Corporate Governance practices, policies, and procedures, visit footlocker.com/corp. Ulice Payne, Jr. (he/him/his) Chair, Responsibility Committee 52525252

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES TENURE DIVERSITY Richard A. Johnson E Dona D. Young A E R Our directors represent a diverse range 7 years (he/him/his) (she/her/hers) of backgrounds—in terms of gender, Median Chairman, President and Lead Independent Director age, ethnicity, skills, and business and Chief Executive Officer of Independent Executive and Board Consultant board experience—with an equally Foot Locker, Inc. Retired Chairman, President and Chief Executive diverse range of perspectives. What 3 Officer of The Phoenix Companies, Inc. we share is a common desire to 0-2 years Age: 64 support management in achieving the Director Since: 2014 Age: 68 Company’s PURPOSE to inspire and 4 Director Since: 2001 empower youth culture. 3-8 years 3 Virginia C. Drosos A F Steven Oakland E F R 9 years (he/him/his) > (she/her/hers) Independent Independent Chief Executive Officer and 70% Directors with varied tenure Chief Executive Officer of President of TreeHouse Foods, Inc. Signet Jewelers Limited Age: 61 contribute to a range of perspectives Age: 59 Director Since: 2014 and ensure we transition knowledge Director Since: 2022 REFRESHMENT and experience from longer-serving Over past of the directors are women or POC members to those newer to our INDEPENDENCE Ulice Payne, Jr. A E R Board. We have a good mix of new Alan D. Feldman F H years (he/him/his) and longer-tenured directors. (he/him/his) Independent Independent new directors added President of Cyber-Athletix, LLC Retired Chairman, President and President and Managing Member Chief Executive Officer of Midas, Inc. directors are of Addison-Clifton, LLC 60% Age: 70 independent. Age: 66 AGE Director Since: 2005 All directors are Director Since: 2016 independent, and except the CEO. Kimberly Underhill E H R of committees are chaired by women 63 years Guillermo G. Marmol A E H (he/him/his) directors retired (she/her/hers) or POC Median Independent Independent Senior Advisor of Boston 4 4 President of Marmol & Associates Consulting Group 38-59 years Age: 69 Age: 58 Director Since: 2011 Director Since: 2016 2 5 1 60-69 years Darlene Nicosia A H Tristan Walker F R Women African Hispanic/ 1 (she/her/hers) (he/him/his) American/ Latinx 70 years Independent Black ≥ Independent Chief Executive Officer of Founder and Chief Executive Officer Our Responsibility Committee is Hearthside Food Solutions LLC of Walker & Company Brands Inc. focused on ensuring continued diversity Age: 54 Managing Member of on our Board during refreshment Director Since: 2020 Heirloom Management Company, LLC activities by requiring that candidate Age: 38 pools include diverse individuals Director Since: 2020 meeting the recruitment criteria. Committees A Audit E Executive F Finance H Human Capital R Responsibility Committee Chair 5353

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Governance Framework We recognize the need for a strong governance framework to connect individuals and teams across our Company and include various levels of oversight through the organization. Board Our Board is a trusted fiduciary of our shareholders’ interests. Our Board seeks to promote the best interests of the Company and our continued high performance by approving and monitoring Company strategy, providing advice and counsel to senior management, overseeing risk management responsibilities, and observing the highest ethical standards at all times. Our Board exercises many of its responsibilities through its committees. Each committee has ESG oversight responsibilities. The Responsibility Committee oversees our ESG strategy, primarily through approval of Board sustainability-related metrics, initiatives, and public disclosures, and oversight of identified ESG and climate-related risks and opportunities, as raised by the ESG Leadership Team. The Human Capital Committee has a role in ensuring that key ESG performance metrics are actively managed by our executives. NPS and our DIBs Index are incorporated into executive annual incentive compensation and this is overseen by this committee. The Finance Committee considers relevant ESG implications within our overall ESG framework in its review of corporate development initiatives. Finally, the Audit Committee assists our Board in overseeing the Company’s compliance with legal and regulatory requirements, including risk assessments regarding ESG-related risks, ESG metrics and attestations, and cybersecurity oversight. All Committees provide reports and feedback to the full Board for its collective review and discussion. Our Lead Independent Director, General Counsel, and Deputy General Counsel engage directly with shareholders on ESG matters to understand their priorities and feedback. Over the past year, they have engaged individually with shareholders representing approximately 30% of our total shares outstanding, as well as proxy advisory firms, to discuss ESG matters. CEO CEO Our CEO is responsible for developing and executing our strategy. In doing so, he ensures our Board receives complete and transparent information regarding our ESG practices so they may exercise their oversight responsibility to the fullest. He also ensures our ESG Leadership Team has the appropriate composition and resources to make effective progress. Executive Our ELT, which is made up of our CEO and his direct reports, provides oversight of our ESG practices. This ensures that the overall program receives strategic direction and that our practices align with longer-term Leadership initiatives. The ELT also helps ensure our program is appropriately prioritized within the Company. Team Executive Our Deputy General Counsel serves as the Executive Sponsor of our ESG Leadership Team. In this role, he ensures the program receives the necessary attention at all levels of the Company. Our Deputy General Sponsor Counsel presents the activities of the ESG Leadership Team to our Board (through the Responsibility Committee), or the full Board, as appropriate, on a quarterly basis. ESG A cross-functional group provides day-to-day leadership of our ESG strategy to ensure we make continued progress and remain current with evolving rules, guidance, and best practices, particularly as they relate to Executive Leadership our four pillars: Leadership team Team Executive Sponsor Strengthening the Managing and Reducing Our Operating Ethically and Leveraging the Power of Our People Sustainability of Our Environmental Impacts Transparently and Communities Supply Chain The ESG Leadership Team is convened at least monthly to support regular communication and collaboration across our global functions. ESG Leadership Team 54545454

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES We value an open dialogue with our stakeholders and believe that Each Committee of our Board has specific ESG oversight responsibilities in its charter: communication is a critical part of our long-term success. Stakeholder Engagement d r An important part of our ESG strategy is stakeholder engagement. We engage regularly with our customers, team members, a o communities, investors, and vendor partners to understand their perspectives and what is important to them. B Audit Committee • Reviews risk assessments regarding ESG-related risks During the 2021–22 season, our Lead • Reviews ESG metrics and Independent Director, General Counsel, and attestations Executive Sponsor met individually with shareholders representing approximately 30% of our total shares outstanding, as well as proxy advisory firms. Human Capital Responsibility Committee Committee ESG • Considers ESG • Oversees ESG implications in review of B initiatives and public compensation, benefits, reporting, including Oversight and employment ao Impact Report arrangements r We Heard YOU d Finance Committee • Considers ESG implications of corporate development initiatives Board 5555

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Internal Audit Internal Audit serves an important role in our ESG strategy. Internal Audit provides independent, objective assurance and Scope of responsibilities • Monitors regulatory reporting requirements consulting designed to add value and improve our ESG reporting, and reports to the Audit Committee. and advises on the implementation of new • Examines and evaluates the adequacy and disclosures The Role of Internal Audit Within Our ESG Strategy is Evolving effectiveness of ESG internal controls and ensures the integrity of the ESG governance • Provides assurance of reported priority ESG program data and KPIs Internal Audit maintains a sound Audit • Partners with management regarding our • Serves as one of the points of contact working relationship with management Committee ESG reporting strategy concerning ESG matters within the Finance regarding ESG. Internal Audit serves organization as an independent resource to management by providing objective evaluations and consulting on the design of ESG controls and implementation of recommendations and controls. Internal Audit Enhances Our ESG Performance Sourcing Supply Utilities Internal Audit is a strategic partner to our ESG strategy by increasing the level of trust in managing risks and opportunities, As part of the ESG Leadership Team, Chain the Vice President, Internal Audit measuring and reporting progress, and achieving ambitions. collaborates with many internal and external stakeholders. Real Estate Provides assurance that Product the organization has Provides insights gained Internal Audit works cross functionally Internal effective ESG oversight through analysis of data and with groups, such as Human Audit All Other and controls, addresses information from internal and Resources, Legal, Procurement, Functional material ESG risks and external sources to improve Departments Assurance Insight Product, Real Estate, Utilities, Procurement opportunities, maintains ESG performance and Sourcing, and Supply Chain. compliance with risk management External applicable regulations, Internal Stakeholders and ensures reliable Legal ESG reporting Audit’s Internal Audit objectively and Human Senior Role in independently gathers, evaluates, and Resources Executives ESG communicates information concerning Provides advice and our ESG program, including the recommendations to Advice Advocacy Provides advocacy for the progress of the processes examined. improve ESG strategy, ESG strategy, approach, risk governance, risk tolerance, and reporting management, internal controls, data and technology solutions, 5656 and reporting

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Internal Audit Plays a Role Across Several Dimensions of Our ESG Strategy Purpose Governance Performance Risk Management Data Reporting Assesses whether ESG strategy Assesses the effectiveness of Reviews the availability, consistency, Assesses and advises on the Evaluates data framework, internal Assesses whether ESG reporting addresses key stakeholder ESG governance, such as through reliability, and trends of ESG to integration of ESG issues into ERM controls, and processes to collect, is reliable, timely, consistent, and expectations and is aligned to leadership and board commitment measure the effectiveness of ESG framework to identify, assess and aggregate, calculate, and analyze aligned to relevant regulations corporate purpose and strategy initiatives across the organization prioritize ESG risks ESG data Advises on developing internal Assesses the effectiveness of Evaluates internal controls over controls over ESG reporting implemented risk interventions technology platforms used for ESG data collection and reporting Assesses preparedness to obtain external assurance Operating a 5757

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Risk Management Ethics and Compliance In coordination with the General Counsel, the Internal Audit team leads The COBC serves as our ethical compass for the commitment we make to our enterprise-wide risk identification, assessment, and management. Procedures stakeholders and one another. We distribute the COBC to our team members are well established for regular risk monitoring by management, quarterly risk annually, and provide ongoing compliance training throughout the year, either reporting to the Audit Committee (including any ESG-related risks, if applicable), online or in-person. We also offer online courses on a variety of topics, including and the submission of an annual risk report to our Board. Team members can submit concerns to the COBC Hotline, COVID-19 safety; workplace safety; non-discrimination and harassment, which is managed by an independent third party, and is available The organizational annual enterprise risk assessment identifies ESG as an including sexual harassment; unconscious bias; allyship; microaggressions; 24 hours a day, 7 days a week in multiple languages. emerging risk, particularly due to shifts in customer preferences for more belonging; privilege; and data privacy, including GDPR and CCPA. The COBC is sustainable products and increasing requests from stakeholders for greater periodically reviewed and revised, as appropriate. transparency in ESG disclosures. This risk continues to be monitored by our Board and ranked on an annual basis. The COBC, or a summary, is available in all our offices, stores, and distribution centers, as well as on footlocker-inc.com. Team members are also required to comply with our Anti-Corruption Policy, which supplements the COBC and underscores our commitment against corruption and bribery. We encourage all team members to feel comfortable raising concerns without We are a member of RILA, the U.S. trade association for retailers fear of retaliation if violations of Company policies are suspected. Team that have earned leadership status by virtue of their sales volume, members can submit concerns to the COBC Hotline, which is managed by innovation, or aspiration. RILA convenes decision-makers to an independent third party, and is available 24 hours a day, 7 days a week in collaborate and gain from each other’s experience and advances the multiple languages. Concerns can be submitted anonymously, where permitted industry through public-policy advocacy and promotion of operational by local law. Team members also have the option of submitting concerns online excellence and innovation. Through research and thought leadership, at footlocker.ethicspoint.com. RILA propels developments that foster both economic growth and sustainability. We participate in its committees and councils, including its ESG Executive Committee, which allow us to benchmark and collaborate with peer companies on issues essential to long-term In FY21, the Company continued to focus preparedness and resilience to withstand critical events. Our CEO is on sustained performance and positive also Chairman of RILA. continuous improvement against its KPIs, and for the first time, third-party independent limited assurance was obtained for the metrics presented. Assurance gives the Board and Our Asset Protection team is an active participant in the RILA Crimes Against management added confidence to speak Business Committee, which is a group of leading retail industry partners that to the Company's progress against these convene to strategize on ways to combat the various criminal activities facing important KPIs. To learn more about the the industry, as well as the RILA ORC TEAMs resource group on which we third-party independent limited assurance, collaborate with other retailers on ORC trends. see Independent Accountants' Review Report on page 7. Guillermo G. Marmol (he/him/his) Chair, Audit Committee 58585858

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Data Security We are committed to implementing measures designed to keep our We take cybersecurity very seriously, and our approach consists of closer Privacy customers’ and team members’ data safe and secure, and have multiple alignment to well-known and established cybersecurity frameworks. We use systems in place to help ensure customers’ and team members’ data and and continue to improve our cyber defense-in-depth strategy that uses multiple Over the past few years, customer data privacy has continued to gain further privacy are protected. Our data security program is aligned to ISO/IEC layers of security for holistic protection. importance as our customers share an increasing amount of their personal 27000 (Information Security Management Systems standards) and leverages information with us online and in our stores. best practices from other frameworks, such as the National Institute of Annual cybersecurity training is mandatory for both corporate and field team Standards and Technology. members based on job function. In FY21, 100% of corporate team members, In FY21, we formed a Data Governance function, and in FY22, we created a and 96% of field team members (due to turnover) completed this training. Chief Privacy Officer role. This team employs a variety of tools and strategies Additionally, we evaluate our vendors through our Vendor Technical to help track and secure data within the organization and with third parties. By Questionnaire to help ensure that they can meet technical and security improving our understanding where data is stored and who accesses it, we guidelines and require certain protective clauses in our vendor agreements, In FY21, we employed the services of ReliaQuest to improve our security can minimize risk. We are finalizing a refresh of role-based access across our as appropriate. We routinely test our systems and disaster recovery processes posture using advanced correlation techniques, machine learning, and organization to increase automation and allow our professionals to access the to test for anomalies, reduce false positives, and help ensure efficient reaction automated attack simulations. Their services allow us to continuously data they need to perform their jobs and adapt that access as their role changes. to potential vulnerabilities. validate our cybersecurity controls, identify potential gaps, and prioritize remediations based on business risk. ReliaQuest is able to correlate We have also made strides in process improvement and due diligence. When various activities to help identify any irregular events which may be working with third parties, we have processes in place to help identify if personal Cybersecurity required to be blocked or further investigated. data will be processed by such third parties. If it is identified that our third parties process personal data, our privacy and legal professionals help ensure that To mitigate against certain technology risks, including failures, security appropriate data processing agreements are put in place and, when appropriate breaches, and cybersecurity risks that could harm our business, damage our that data privacy impact assessments are conducted to identify potential privacy reputation, and increase our costs, our cybersecurity program includes the risks and risk mitigation strategies. Such risk mitigation strategies may include following elements: data minimization measures, masking personal data, and reducing retention • Technology – We employ a layered “defense, detect, and respond” strategy. periods and others to help reduce risk to customers. • Benchmarking and External Engagement – We benchmark our security Our Privacy Policies and Statements are available on the direct-to-consumer practices against other organizations and are active in the information websites of our various banners around the world. Our Privacy Policies and security community. Statements govern our treatment of customer data. They outline the types of • Third-Party Assessments – We engage a range of outside experts to personal information we collect, how we use and share the information, and regularly assess our organizational security programs, processes, and the measures we take to protect their security. Multiple points of contact are capabilities. provided through which customers may initiate inquiries and raise concerns to us • Internal Assessments – We regularly test and improve our information regarding our collection, sharing, and use of their personal data. systems through security risk and compliance review, user access Our privacy policies and practices in the European Union were updated in FY18 campaigns, and other strategies. in response to the GDPR requirements. Similarly, our privacy statements and To actively monitor this changing landscape, our Chief Information Security practices in the United States were updated in response to the CCPA in FY19. Officer, and outside experts on cybersecurity risk and cyber risk oversight, With recent legislative changes, we are also dedicated to revising our policies to provide regular briefings to the Audit Committee. Unleashing the align with legislative developments. 5959

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Political Contributions and Political and Public Advocacy Oversight Public Advocacy Our Board has political and public advocacy oversight responsibility, including ensuring that management’s political and lobbying expenditures are Our COBC prohibits making contributions on behalf of the Company to aligned with the Company’s strategy. Our Board has adopted policies and political parties, political action committees, political candidates, or holders of procedures to oversee political and lobbying expenditures. As part of its ESG public office. oversight responsibility, the Responsibility Committee reviews annually our Board’s policies and procedures regarding politics and public advocacy and that The Company is a member of certain trade associations, which support their the Company’s publicly-stated positions are aligned with its related activities member companies by offering educational forums, public policy advocacy, and spending. networking, and advancement of issues important to the retail and footwear industries, as well as the business community generally. Given the diversity of interests, viewpoints, and broad membership represented by these trade associations, the positions they take may not always reflect the Company’s positions. Also, we monitor the use of membership dues paid to trade associations for consistency with the Company’s values and business objectives. During FY21, the Company was a member of, and paid membership fees to, the following organizations which, as part of their overall activities, may engage in advocacy activities with regard to issues important to the retail or footwear industries or the business community generally, as applicable: • FDRA • RILA • U.S. Chamber of Commerce Our CEO is a director of FDRA and Chairman of RILA. 6060

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES 6161

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES A. SASB–Apparel, Accessories, and Footwear ACTIVITY METRICS CATEGORY UNIT OF MEASURE CODE DATA AND/OR REFERENCE Number of (1) Tier 1 suppliers, and (2) suppliers beyond Tier 1 Quantitative Number CG-AA-000.A Data: As of January 2022, we sourced from approximately 20 Tier 1 vendor partners. Tier 2 information is not currently provided, but will be considered for future reporting. Reference: Supplier Sustainability and Engagement (page 39) MANAGEMENT OF CHEMICALS IN PRODUCTS Discussion of processes to maintain compliance with restricted substances Discussion and n/a CG-AA-250a.1 Reference: Chemicals Management; Water Stewardship (page 42) regulations Analysis Discussion of processes to assess and manage risks and/or hazards associated Discussion and n/a CG-AA-250a.2 Reference: Chemicals Management; Water Stewardship (page 42) with chemicals in products Analysis ENVIRONMENTAL IMPACTS IN THE SUPPLY CHAIN Percentage of (1) Tier 1 supplier facilities, and (2) supplier facilities beyond Tier 1 in Quantitative Percentage (%) CG-AA-430a.1 Data: 100% of Tier 1 suppliers and factories met all applicable legal compliance compliance with wastewater discharge permits and/or contractual agreement requirements in FY21. Reference: Verifying Suppliers (page 40) Percentage of (1) Tier 1 supplier facilities, and (2) supplier facilities beyond Tier 1 Quantitative Percentage (%) CG-AA-430a.2 Data: This information is not currently provided, but will be considered for future that have completed the Sustainable Apparel Coalition’s Higg Facility Environmental reporting. Module (Higg FEM) assessment or an equivalent environmental data assessment LABOR CONDITIONS IN THE SUPPLY CHAIN Percentage of (1) Tier 1 supplier facilities, (2) supplier facilities beyond Tier 1 that Quantitative Percentage (%) CG-AA-430b.1 Data: In FY21, 100% of Tier 1 supplier facilities were audited by an independent third- have been audited to a labor code of conduct, and (3) percentage of total audits party auditor. Tier 2 information is not currently provided, but will be considered for conducted by a third-party auditor future reporting. Reference: Verifying Suppliers (page 40) Priority non-conformance rate and associated corrective action rate for suppliers’ Quantitative Rate CG-AA-430b.2 Data: In FY21, we did not identify any serious violations of our GSG or local laws in labor code of conduct audits the audits of Tier 1 factories. When issues are found, Tier 1 suppliers are given the opportunity to remediate any findings after the audit. Our Compliance Team (with collaboration from our Sourcing team) communicates deficiencies identified and then partners with our suppliers to develop a timeline to implement corrective actions. Reference: Verifying Suppliers (page 40) Description of the greatest (1) labor, and (2) environmental, health, and safety risks Discussion and n/a CG-AA-430b.3 Reference: Verifying Suppliers (page 40) in the supply chain Analysis 6262

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES ACTIVITY METRICS CATEGORY UNIT OF MEASURE CODE DATA AND/OR REFERENCE RAW MATERIALS SOURCING Description of environmental and social risks associated with sourcing priority raw Discussion and n/a CG-AA-440a.1 Reference: Sustainable Materials (page 41) materials Analysis Percentage of raw materials third-party certified to an environmental and/or social Quantitative Percentage (%) by weight CG-AA-440a.2 Data: This information is not currently provided, but will be considered for future sustainability standard, by standard reporting. At this time, we are working internally to explore sustainable fabric and trims in our proprietary brand product development. B. SASB–Multiline and Specialty Retailers, and Distributors ACTIVITY METRICS CATEGORY UNIT OF MEASURE CODE DATA AND/OR REFERENCE Number of (1) retail locations, and (2) distribution centers Quantitative Number CG-MR-000.A Data: As of January 29, 2022, the Company’s 2,858 stores were located in 28 countries. We have an additional 142 licensed stores located within the Middle East and Asia. We operate six distribution centers directly and contract 11 through third-party supply chain providers. Reference: Annual Report Total area of (1) retail space, and (2) distribution centers Quantitative Square meters (m²) CG-MR-000.B Data: Our domestic stores have an average of 3,000 selling square feet per store, and our international stores have an average of 1,900 selling square feet per store. Reference: Annual Report ENERGY MANAGEMENT IN RETAIL AND DISTRIBUTION (1) Total energy consumed, 2) percentage grid electricity, and (3) percentage Quantitative Gigajoules (GJ), CG-MR-130a.1 Data: renewable Percentage (%) 2021 total energy consumed = 985,497 GJ 2021 percentage grid electricity of total energy: 72% 2021 percentage renewable electricity of total energy: 16% Reference: Understanding and Reducing Our Emissions (page 46) 6363

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES ACTIVITY METRICS CATEGORY UNIT OF MEASURE CODE DATA AND/OR REFERENCE DATA SECURITY Description of approach to identifying and addressing data security risks Discussion and n/a CG-MR-230a.1 Reference: Data Security (page 59) Analysis (1) Number of data breaches, (2) percentage involving PII, and (3) number of Quantitative Number, Percentage (%) CG-MR-230a.2 Data: No material data breaches occurred in FY21. customers affected Reference: Data Security (page 59) LABOR PRACTICES (1) Average hourly wage, and (2) percentage of in-store team members earning Quantitative Reporting currency, CG-MR-310a.1 Data: This information is not currently provided, but will be considered for future minimum wage, by region Percentage (%) reporting. For information on minimum wage by region, see Human Capital Management section. Reference: Human Capital Management (page 28) (1) Voluntary, and (2) involuntary turnover rate for in-store team members Quantitative Rate CG-MR-310a.2 Data: This information is not currently provided, but will be considered for future reporting. Reference: Human Capital Management (page 28) Total amount of monetary losses as a result of legal proceedings associated with Quantitative Reporting currency CG-MR-310a.3 Data: The Company discloses all material legal proceedings in its SEC reports. labor law violations Reference: SEC Filings WORKFORCE DIVERSITY AND INCLUSION Percentage of gender and racial/ethnic group representation for (1) management, Quantitative Percentage (%) CG-MR-330a.1 Data: For detailed information by region, see Human Capital Management section. and (2) all other team members Reference: Human Capital Management (page 28) Total amount of monetary losses as a result of legal proceedings associated with Quantitative Reporting currency CG-MR-330a.2 Data: The Company discloses all material legal proceedings in its SEC reports. employment discrimination Reference: SEC Filings PRODUCT SOURCING, PACKAGING AND MARKETING Revenue from products third-party certified to environmental and/or social Quantitative Reporting currency CG-MR-410a.1 Data: This information is not currently provided, but will be considered for future sustainability standards reporting. Discussion of processes to assess and manage risks and/or hazards associated Discussion and n/a CG-MR-410a.2 Reference: Chemicals Management; Water Stewardship (page 42) with chemicals in products Analysis Discussion of strategies to reduce the environmental impact of packaging Discussion and n/a CG-MR-410a.3 Reference: Reducing Waste and Encouraging Reuse (page 50) Analysis 6464

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES C. TCFD Framework RECOMMENDED DISCLOSURE TOPIC REPORT REFERENCE ADDITIONAL COMMENTS OR SOURCES Governance Describe the Board’s oversight of climate-related risks and opportunities Operating Ethically and Transparently CDP Report Describe management’s role in assessing and managing climate-related risks and opportunities (pages 51-60) CDP Report Strategy Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term Understanding Our Climate-Related CDP Report Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning Risks and Opportunities (page 49) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario Risk Management Describe the organization’s process for identifying and assessing climate-related risks Understanding Our Climate-Related CDP Report; Describe the organization’s processes for managing climate-related risks Risks and Opportunities (page 49) Proxy Statement Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management Metrics and Targets Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk-management process Energy Conservation and Climate CDP Report; Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 GHG emissions and the related risks Stewardship (pages 45-49) Proxy Statement Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets 6565

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Notes on GHG Emissions Inventory Note 1 – Company The Notes on the FY21 GHG Emissions Inventory have been prepared based on the fiscal year ended January 29, 2022. Scope 1 GHG emissions calculation has been prepared in accordance with the WRI/World Business Council for Sustainable Development WBCSD GHG Protocol: A Corporate Accounting and Reporting Standard, Revised Edition. Scope 1 represents direct GHG emissions that occur from sources that are owned or controlled by the Company. • Scope 1, Facility Heating and Cooling: Where natural gas fuel quantity is known, stationary combustion source methodology is used based on actual consumption during the year. Estimation techniques may be applied for any months in which data may be unavailable, through averaging monthly consumption data where information is available. • Scope 1, Stationary Fuels: Where diesel and heating oil fuel quantity is known, stationary combustion source methodology is used based on actual purchases during the year, or actual consumption in instances where fuel was not purchased. Where fuel quantity is unknown, it is estimated using equipment operating hours and an average hourly consumption (e.g., running of on-site generators). • Scope 1, Transport Fuels: Where diesel and petroleum fuel quantity is known, mobile combustion source methodology is used based on actual purchases during the year, or actual consumption in instances where fuel was not purchased. Where vehicle fuel quantity is unknown, estimation methodology is based on similar vehicles with known fuel usage. Scope 2 GHG emissions calculation has been prepared in accordance with the WRI/WBCSD GHG Protocol Scope 2 Guidance: An amendment to the GHG Protocol Corporate Standard. Scope 2 accounts for GHG emissions from the generation of purchased electricity consumed by the Company. • Scope 2, Facilities: Emissions are calculated based on actual electricity consumption during the year and state and country-level energy grid emission factor datasets from the U.S. Environmental Protection Agency (EPA) eGRID, The Climate Registry, and the European Investment Bank. Location-based emissions are calculated using these grid factors by location for the Company’s global facilities portfolio. Where electricity use data is unknown for retail stores, estimates are based on an energy intensity proxy developed from the size of occupied space and type of operation using available full-year information on the Company’s stores in the same region. Where electricity use data is unknown for offices, energy consumption energy intensity factors from the U.S. Energy Information Administration (EIA) Commercial Buildings Energy Consumption Survey (CBECS) data are utilized. The Company also calculated market-based emissions based on renewable electricity procurement contracts for selected locations in North America and Europe. 6666

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Scope 3 GHG emissions information has been prepared in accordance with the WRI/WBCSD GHG Protocol: Corporate Value Chain (Scope 3), Accounting and Reporting Standard. Scope 3 includes indirect GHG emissions (not included in Scope 2) that occur in the Company’s value chain, including both upstream and downstream emissions categories listed below: • Category 1: Purchased Goods and Services • Category 3: Fuel- and Energy-related Activities (not included in Scope 1 or 2) • Category 5: Waste Generated in Operations • Category 6: Business Travel • Category 9: Downstream Transportation and Distribution • Category 14: Franchises Collectively, the WRI/WBCSD GHG Protocol: A Corporate Accounting and Reporting Standard, Revised Edition, the GHG Protocol Scope 2 Guidance: An amendment to the GHG Protocol Corporate Standard and the GHG Protocol: Corporate Value Chain (Scope 3), Accounting and Reporting Standard are referred to as the “GHG Protocol” in this document. Estimation Uncertainties The Company obtains energy use data from across its global operations for the calculation of its GHG inventory in accordance with the GHG Protocol. There are estimation uncertainties resulting from the limitations inherent in the methodologies used to calculate energy and emissions for the subset of facilities and activities in which actual use data is not available. These methodologies are described within this Note 1 – Company. Note 2 – GHG Reporting Organizational Boundaries The Company has selected the control approach and operational control as the organizational boundary. The Company includes emissions from operations across its global operating units (which includes subsidiaries that are 100% owned, directly or indirectly, by the Company). Two new operating entities (WSS and atmos) were acquired by the Company in the fourth quarter of 2021; emissions for these entities will be incorporated into future years’ GHG emissions inventories. Direct equity investments in other companies (e.g., GOAT Group, Pensole, NTWRK) are outside the organizational boundary, as the Company does not have operational control over these entities and their activities. Licensee stores in the Middle East region are also deemed to be outside of the organizational boundary for Scope 1 and 2 emissions, as the Company does not have operational control of these entities and their activities, however, emissions associated with these stores have been estimated under Scope 3, Category 14 (Franchises). 6767

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Operational Boundaries The Company’s operational facilities are comprised primarily of offices, distribution centers, and retail stores through a combination of ownership and leases across North America, EMEA, and APAC. Scope 1 and 2 Operational Boundaries: The Company includes Scope 1 emissions from the combustion of stationary and transport fuels on-site at its facilities, including natural gas, diesel, and petroleum. Scope 2 includes emissions from the purchase of renewable and nonrenewable electricity used on-site across its global facility portfolio. For both Scope 1 and 2, the Company includes both owned and leased facilities, and owned vehicles and equipment. Emissions associated with company-leased vehicles for business and private usage are included under Scope 3 Category 6, Business Travel. Scope 3 Operational Boundaries: The Company’s Scope 3 operational boundary has been expanded from the prior year. Beyond Category 6 business travel emissions, the Company also estimates emissions associated with Category 1 for purchased merchandise, Category 3 for electricity grid line losses, Category 5 for operational waste, Category 9 for transportation and distribution of merchandise to stores and customers, and Category 14 for the operation of licensed stores in the Middle East. Additional Scope 3 categories will be considered for future reporting. GHG Covered Emissions data is provided in metric tons of carbon dioxide equivalent (CO e) in accordance with the GHG Protocol. Individual emissions sources may measure the relevant GHG separately (e.g., carbon dioxide (CO ), methane (CH ), and nitrous oxide 2 2 4 (N O) prior to conversion to CO e. 2 2 Market-Based Emissions Approach The Company’s Scope 2 market-based emissions calculation approach incorporates the carbon emission reductions associated with the Company’s electricity procurement decisions that include the sourcing of 100% renewables and zero-emissions energy sources, such as nuclear. Details from energy supplier contracts are used to determine appropriate emission factors for these products that are applied to the part-year or full-year electricity consumption of each site under the relevant contract. Global Warming Potentials In accordance with the guidance of the GHG reporting standards under the United Nations Framework Convention on Climate Change (UNFCCC), the Company has opted to calculate GHG emissions using the Global Warming Potentials (GWP) from the International Panel on Climate Change (IPCC) Fourth Assessment Report (AR4 – 100 year), published in 2007. The EPA also recommends that the use of AR4 GWPs can improve the “ability to analyze corporate, national, and sub-national GHG data consistently, enhances communication of GHG information between programs, and gives outside stakeholders a consistent, predictable set of GWPs to avoid confusion and additional burden.” 6868

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Note 3 – Calculation Methodologies EMISSIONS SCOPE SOURCE CALCULATION METHODOLOGY DATA USED EMISSIONS FACTORS NOTES Scope 1 Facilities Natural gas Average-data methodology based on actual and Activity data - Natural gas measured in (or converted United States - EPA Emission Factors for Includes North America and EMEA estimated consumption for each facility where onsite to) therms as billed by utility providers. GHG Inventories (Table 1), April 1, 2022. stores, distribution centers, and offices natural gas usage is expected. where actual consumption has been Emissions factors - Stationary combustion factor for recorded. Does not include other sites in Emissions = therms/year x EPA emission factor natural gas was obtained from the EPA. North America, EMEA, and APAC where natural gas usage is not expected. Equipment Diesel Average-data methodology based on actual and Activity data - Diesel gallons purchased or estimated United States - EPA Emission Factors for None estimated consumption for each facility where onsite based on annual equipment usage. GHG Inventories (Table 1), April 1, 2022. diesel usage is expected (primarily in backup generators at distribution centers). Emissions factors - Stationary combustion factor for distillate fuel oil was obtained from the EPA. Emissions = gallons/year x EPA emission factor Vehicle Diesel, gasoline/ Average-data methodology based on actual and Activity data - Gallons purchased or estimated based United States - EPA Emission Factors for Vehicles are assumed to be of 2018 petrol estimated consumption for vehicles at each facility where on annual vehicle usage. GHG Inventories (Table 2 and Table 3), manufacture year for application of CH 4 transport fuels usage is expected. April 1, 2022. and N O emission factors. Emissions factors - Stationary fuel combustion factors 2 Emissions = gallons/year x EPA emission factor for light-duty trucks and passenger cars obtained from the EPA. Scope 2 Facilities Electricity Location-based method based on actual and estimated Activity data - Purchased or estimated kWh/year EPA eGRID2019, State Output Emission None purchased electricity consumption for all facilities consumption per facility. Rates, February 2021. in the reporting boundary. Estimations are based on a calculated average kWh/year based on actual Emission factors - State, province, or country-level The Climate Registry, 2021 Default consumption of the Company’s stores in similar size electricity grid emission factors obtained from Emission Factors, May 2021. range and region. EPA eGRID, The Climate Registry, and European Investment Bank (EIB). EIB Project Carbon Footprint Emissions = kWh/year x regional (state, province, or Methodologies (v11.2, February 2022). country-level) electricity grid emission factor. Market-based method based on actual and estimated Activity data - Purchased or estimated kWh/year Based on supplier-specific contractual Energy procured through 100% purchased electricity consumption (per location-based consumption per facility. instruments. renewable and nuclear sources have an method calculations) and grid emission factor associated assumed generation emission factor of with renewable energy contracts in place for a facility. Emission factors - Supplier-specific emission rates zero. associated with procured renewable energy products Emissions = kWh/year x energy contractual instrument according to best available information. assumed emission factor 6969

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES EMISSIONS SCOPE SOURCE CALCULATION METHODOLOGY DATA USED EMISSIONS FACTORS NOTES Scope 3 Category 1 Purchased Goods Spend-based Environmentally Extended Input-Output Activity data - Direct purchasing activity in the EPA Supply Chain GHG Emission Includes all spend related to sourcing and Services (EEIO) methodology. Direct spend is mapped to an EPA reporting year. Factors for U.S. Industries and of finished merchandise products (e.g., Commodity Name and adjusted for inflation to the base Commodities, v1.1 2020. apparel and footwear). Does not include year (2018) of the EPA supply chain emission factors Inflation adjustment factor - U.S. Bureau of Labor indirect spend, which will be considered (with margins). Statistics Consumer Price Index (CPI) inflation U.S. Bureau of Labor Statistics, CPI for future reporting. calculations from reporting year to base year. Inflation Calculator, 2022. Emissions = (spend by Commodity Name) x inflation adjustment factor x (mapped Commodity emission Emissions factors - Cradle-to-gate emission factors factor) for purchased goods and services were obtained from EPA Supply Chain GHG Emission Factors for U.S. Industries and Commodities. Category 2 Capital Goods Not reported Not reported Not reported This category will be considered for future reporting. Category 3 Fuel- and Energy- Average-data methodology, based on Scope 2 Activity data - Total calculated Scope 2 EPA eGRID Data Explorer, grid gross loss Includes transmission and distribution related Activities location-based emissions by country and percentage of location-based emissions for the reporting year, by rates, 2020. line losses associated with Scope 2 (not included in upstream energy loss from transmission and distribution country. electricity consumption. Upstream Scope 1 or Scope grid loss rates. The World Bank, Electric power emissions associated with Scope 1 2) Grid loss rates - Country-level grid loss rates were transmission and distribution losses (% natural gas and liquid fuels consumption Emissions = (total Scope 2 location-based emissions by obtained from the EPA eGRID and The World Bank. of output), OECD/IEA 2018. are not included and will be considered country) x (country-level grid gross loss rate) for future reporting. Category 4 Upstream Not reported Not reported Not reported This category will be considered for Transportation and future reporting. Distribution Category 5 Waste Generated Waste-Type-Specific methodology based on actual and Activity data - Quantities of hazardous, nonhazardous, United States - EPA Emission Factors for Regional end-of-life methods (e.g., in Operations estimated waste volumes across all facilities. Where data recycled, and e-waste generated during operations GHG Inventories (Tables 9), April 1, 2021. recycling, compositing, landfill, and is unavailable, activity data is extrapolated considering were obtained from waste management partner for incineration rates) were obtained from facility type, size, and regional end-of-life disposal U.S. facilities. DEFRA 2021. UK Government GHG U.S. waste management supplier practices. Conversion Factors for Company information and World Bank, What a Emissions factors - Obtained from the EPA and the Reporting 2021, v 1. Waste Disposal Waste 2.0: A Global Snapshot of Solid Emissions = (emission factor by waste type and disposal UK Department of Environment, Food, and Rural Table. Waste Management to 2050, 2018. method) x (amount of waste by type and regional Affairs (DEFRA). disposal methods) 7070

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES EMISSIONS SCOPE SOURCE CALCULATION METHODOLOGY DATA USED EMISSIONS FACTORS NOTES Category 6 Business Travel Distance-based methodology for all air, rail, and rental Activity data - Distance per mode of transportation United States - EPA Emission Factors Public transport, hotel stays, and rail car business travel, and spend-based methodology for in the reporting year as collected by global travel for GHG Inventories (Tables 2 and 10), transport in the APAC region are not out-of-pocket business travel reimbursement expenses. management partner and preferred rental car April 1, 2021. included at this time. providers. Mileage reimbursement emissions = ∑ Total annual value All mileage recorded through company- of reimbursements (USD) x U.S. Internal Revenue Service Emissions factors - Transport fuel combustions leased vehicles is included, resulting reimbursement rate (cents/gallon) = Total gallons/year x factors for air, rail, and rental and reimbursed vehicles in an assumed overestimate as some EPA emission factor. are from EPA Factors for GHG Inventories. personal usage will also be included in the calculations. Travel emissions = ∑ (distance traveled by vehicle type (vehicle-mile) × vehicle specific emission factor (kg COe/vehicle-mile) 2 Category 7 Employee Not reported Not reported Not reported This category will be considered for Commuting future reporting. Category 8 Upstream Leased Not relevant Not relevant Not relevant Energy use associated with the operation Assets of leased facilities is included under Scope 1 and 2 calculations, and fuel use associated with company-leased vehicles are included under Scope 3 Category 6 (Business Travel). Category 9 Downstream Distance-weight methodology based on global Activity data - Details from the Company’s United States - EPA Emission Factors Mode of transport is unable to be Transportation and shipments from the Company’s distribution centers transportation management system, including the for GHG Inventories (Tables 2 and 10), determined at this time. A 17% increase Distribution (primarily to stores and customers). origin and destination of the shipment, and weight of April 1, 2021. adjustment factor was applied to origin shipments. and destination locations to account Emissions = (distance of movement x weight of shipment for assumed inefficiency in road by mode) x (emission factor by ton-mile). Emissions factors – Factor for medium- and heavy- haulage. Because a small percentage of duty truck transportation by ton-mile obtained from shipments may also be transported by air the EPA. travel, these are accounted for as road travel at this time, and will be considered for future reporting. Category Processing of Sold Not relevant Not relevant Not relevant This category is not relevant as the 10 Products Company does not produce and sell intermediary products for further processing. Category Use of Sold Not reported Not reported Not reported This category will be considered for 11 Products future reporting. 7171

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES EMISSIONS SCOPE SOURCE CALCULATION METHODOLOGY DATA USED EMISSIONS FACTORS NOTES Category End-of-life Not reported Not reported Not reported This category will be considered for 12 Treatment of Sold future reporting. Products Category Downstream Not relevant Not relevant Not relevant This category is not relevant as the 13 Leased Assets Company does not lease any owned real estate or equipment assets to third parties. Category Franchises Location-based method based on estimated purchased Activity data - Estimated kWh/year consumption per U.S. Energy Information Administration, None 14 electricity consumption for licensee stores. Estimations facility. 2018 Commercial Building Energy are based on store size and electricity energy intensity by Consumption Survey, November 2021. principal building activity. Building energy consumption - Intensity factors by building type and size obtained from the U.S. EIA EPA eGRID2019, State Output Emission Emissions = kWh/year x country-level electricity grid Commercial Building Energy Consumption Survey Rates, February 2021. emission factor. (CBECS). The Climate Registry, 2021 Default Emission factors - State, province, or country- Emission Factors, May 2021. level electricity grid emission factors obtained from EPA eGRID, The Climate Registry, and European EIB Project Carbon Footprint Investment Bank (EIB). Methodologies (v11.2, February 2022). Category Investments Not reported Not reported Not reported This category will be considered for 15 future reporting. 7272

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Supplemental Key Metrics and Criteria The following KPIs are presented as of and for the year ended FY21, unless otherwise noted: IMPACT AREA KPI METHODOLOGY Attract, retain, and develop DIBs index Represents the average score of four DIBs-related questions included in the Company's annual team member engagement survey. The diverse talent score for each question is calculated by dividing the total number of favorable responses (Strongly Agree and Agree) by the total number of responses. In FY21, our DIBs index was 83% based on responses from 96% of our team members, up from 85% in FY20. In FY21, our DIBs Index was scored based on the following four survey questions: 1. My leadership's decisions and behaviors show a commitment to our DIBs. 2. My team is committed to creating a diverse and inclusive work environment where everyone belongs. 3. I feel free to express different thoughts and ideas with the people I work with. 4. I feel like I really belong at our Company. Executive succession readiness population within next 12 months a) Represents total number of women, grade level 7 and up (grade levels range 1-12 and executive), as of FY21, designated as ready now or a) women within 12 months, to be promoted within the organization divided by the total population of team members designated as ready now or within b) POC (U.S.) 12 months, to be promoted within the organization. b) Represents total number of POC, grade level 7 and up (grade levels range 1-12 and executive), as of FY21, designated as ready now or within 12 months, to be promoted within the organization divided by the total population of team members designated as ready now or within 12 months, to be promoted within the organization. (Includes all persons who have self-identified as a POC. Information on Team Member race and ethnicity is only requested and retained for the Company’s U.S. workforce). FY21 results reflect a change in cadence of measurement dates from FY20 results (i.e., October 2020 with respect to FY20 and April 2022 with respect to FY21). Gender and racial representation of workforce a) Represents total number of women in the workforce, divided by the total population of the workforce. a) women (global) b) Represents total number of POC in the workforce, divided by the total population of the workforce. (Includes all persons who have b) POC (U.S.) self-identified as a POC. Information on team member race and ethnicity is only requested and retained for the Company’s U.S. workforce). Create unrivaled lifestyle Net Promoter Score NPS is an ESG metric because it measures customer satisfaction and brand perception, which are dependent on factors that include ESG. experiences for our customers Every customer who makes a purchase has an opportunity to take a survey. Each customer survey is measured on a scale from 0 to 10. NPS is calculated by aggregating the number of promoters (i.e., scores of 9 or 10) less detractors (i.e., scores of 0 to 6) on a 200-point scale (i.e., -100 to 100) compared to the target score as approved by the Board for the three-channels (i.e., store post-purchase, digital post-purchase, and post-fulfillment), and then averaging those three scores. 7373

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES IMPACT AREA KPI METHODOLOGY Actively manage our Global average shipping miles per package Distance-weight methodology based on shipments from the Company’s distribution centers (primarily to stores and customers) from the environmental impacts and risks Company’s transportation management system, including the origin and destination of the shipment, and weight of shipments. As mode of across our supply chain transport is unable to be determined at this time, a 17% increase adjustment factor was applied to origin and destination locations to account for assumed inefficiency in road haulage. Total ton-miles are divided by total number of shipments to determine the average shipping miles per package. Achieve Net Zero emissions by Scope 1 emissions (tCO e) GHG emissions calculation has been prepared in accordance with the WRI/World Business Council for Sustainable Development WBCSD 2 2050 or sooner GHG Protocol: A Corporate Accounting and Reporting Standard, Revised Edition. Scope 2 emissions (tCO e) - location based GHG emissions calculation has been prepared in accordance with the WRI/WBCSD GHG Protocol Scope 2 Guidance: An amendment to 2 Scope 2 emissions (tCO e) - market based the GHG Protocol Corporate Standard. Scope 2 accounts for GHG emissions from the generation of purchased electricity consumed by 2 the Company. 2 Energy usage per gross square foot (kWh/ft ) Includes total annual energy consumed (converted to MWh) for all Scope 1 and 2 energy sources, divided by the total square footage of all facilities in the operational boundary for the reporting year. 7474

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Helpful Resources Company Contacts Board or General Counsel [email protected] Board of Directors ESG Board investors.footlocker-inc.com/board [email protected] Committees investors.footlocker-inc.com/bcommittees Investor Relations Committee Charters [email protected] Audit Committee investors.footlocker-inc.com/audit Corporate Headquarters Finance Committee investors.footlocker-inc.com/finance Foot Locker, Inc. Human Capital Committee investors.footlocker-inc.com/comp 330 West 34th Street Responsibility Committee investors.footlocker-inc.com/gov New York, New York 10001 ESG 212-720-3700 Impact Report investors.footlocker-inc.com/impactreport SEC Reporting Annual Report investors.footlocker-inc.com/ar Proxy Statement investors.footlocker-inc.com/22proxy Foot Locker, Inc. Corporate Website footlocker.com/corp Leadership Team investors.footlocker-inc.com/management Investor Relations investors.footlocker-inc.com/ir Governance Documents Anti-Corruption Policy investors.footlocker-inc.com/acp By-Laws investors.footlocker-inc.com/by-laws Certificate of Incorporation investors.footlocker-inc.com/coi Code of Business Conduct investors.footlocker-inc.com/cobc Code of Business Conduct Waivers investors.footlocker-inc.com/cobcwaivers Conflict Minerals Policy investors.footlocker-inc.com/conflictminerals Conflict Minerals Report investors.footlocker-inc.com/formsd Corporate Governance Guidelines investors.footlocker-inc.com/cgg Global Environmental and Climate Change Statement investors.footlocker-inc.com/climate Global Human Rights Statement investors.footlocker-inc.com/humanrights Global Occupational Health and Safety Statement investors.footlocker-inc.com/safety Global Sourcing Guidelines investors.footlocker-inc.com/gsg Global Water Stewardship Statement investors.footlocker-inc.com/water Procedures for Communications with the Board investors.footlocker-inc.com/boardcomms 7575

CEO’S MESSAGE OUR ESG STRATEGY DASHBOARD PEOPLE SUPPLY CHAIN ENVIRONMENT TRANSPARENCY REFERENCE TABLES Looking Forward As we reflect on our ESG efforts to date, we feel a sense of accomplishment and excitement for the future, as well as humility. We are in the early stages of our ESG journey, and we are laying the foundation upon which we will accomplish our ESG ambitions today, tomorrow, and in the future. We’re committed to delivering a better world for our stakeholders. Because our ESG strategy is core to our business, we know that these efforts go hand in hand with delivering high-quality product and experiences to our customers. In the years ahead, we hope to continue growing a company that is more diverse at all levels, fuels an inclusive culture, and stands on uncompromising, equitable practices. We hope to see our communities and our planet thrive, fueled in part by our ESG strategy. There is so much to do, but this past year demonstrates clearly that the wheels are already in motion. The future of our company relies on a strong ESG foundation, and we look forward to more efforts that inspire and empower youth culture. We welcome your comments and questions regarding this report. Please contact us at [email protected]. 7676

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