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Tanger Factory Outlet Centers, Inc.

(Name of Registrant as Specified In Its Charter)

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DEAR FELLOW SHAREHOLDERS:

Thank you for the trust you have placed in us. As our 2021 Annual Meeting
approaches, we would like to highlight a few important topics: Chief Executive Officer Succession, Board Refreshment, Shareholder Outreach and Say-on-Pay Responsiveness.

CHIEF EXECUTIVE OFFICER SUCCESSION

During 2020, we successfully implemented a succession plan for Mr. Steven B. Tanger, our long-standing Chief Executive Officer (“CEO”). Stephen J. Yalof, a successful and proven retail real estate executive, joined the Company as President and Chief Operating Officer effective April 10, 2020 and was later appointed to the Board of ShareholdersDirectors (the “Board”) in July 2020. Mr. Yalof has over 20 years of experience with retailers. With his extensive experience and successful industry track record, we believe Mr. Yalof will be able to help us navigate the ever-evolving retail landscape and position us for success for many years to come.

On January 1, 2021, Mr. Tanger transitioned to the role of Executive Chair of the Company’s Board of Directors and Mr. Yalof assumed the role of CEO, and I, previously Non-Executive Chair of the Board, was appointed to Lead Director.

BOARD REFRESHMENT

In May 2020, the Company’s three then-longest serving independent directors, William G. Benton, Thomas E. Robinson and Allan L. Schuman, retired from the Board. These retirements, along with the addition of Stephen J. Yalof in 2020, Luis A. Ubiñas in 2019 and Susan E. Skerritt in 2018, reflect our focused effort to refresh the composition of the Board and foster a diverse composition of its members.

SHAREHOLDER OUTREACH AND ENGAGEMENT

We believe that hearing directly from our fellow shareholders informs and enables the Board to be a more effective steward of your capital. In late 2020 and early 2021, we reached out to shareholders representing approximately 72% of our outstanding shares and received feedback from shareholders representing approximately 55% of our shares. While executive compensation was an important part of our discussions, in some cases we also covered topics including strategy, ESG matters and Board composition. I led our outreach efforts, together with Thomas J. Reddin, the current Chair of our Compensation and Human Capital Committee.

SAY-ON-PAY RESPONSIVENESS

During 2020, in response to shareholder feedback received as part of the spring 2020 outreach, we amended employment agreements for several executives to eliminate, where applicable, any remaining legacy single-trigger change of control equity benefits. Then, following our continued outreach efforts in the winter of 2020/2021 and as part of our continuing commitment to robust executive pay practices, we (1) adopted an executive severance plan and terminated employment agreements for certain executive officers and (2) modified our equity ownership guidelines to apply to a broader group of executives.

The Board remains committed to serving your interests, and we are focused on long-term value creation for all shareholders.

David B. Henry
Lead Director

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NOTICE OF ANNUAL MEETING OF SHAREHOLDERS

To be held online on May 20, 201621, 2021

Corporate Office of

Tanger Factory Outlet Centers, Inc.
3200 Northline Avenue, Suite 360
Greensboro, North Carolina 27408

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To be held on May 20, 2016

Tanger Factory Outlet Centers, Inc.

3200 Northline Avenue, Suite 360, Greensboro, North Carolina 27408www.meetingcenter.io/281039890
Phone: 336-292-3010(336) 292-3010
E-mail: tangermail@tangeroutlets.com
NYSE: SKT

DEAR SHAREHOLDERS:

On behalf of the Board of Directors, I cordially invite you to attend the 20162021 Annual Meeting of Shareholders (the “Annual Meeting”) of Tanger Factory Outlet Centers, Inc. to be held on Friday, May 20, 201621, 2021 at 10:00 a.m., Eastern Time online at the Corporate Office of Tanger Factory Outlet Centers, Inc., 3200 Northline Avenue, Suite 360, Greensboro, North Carolina 27408, (336) 292-3010www.meetingcenter. io/281039890. The Annual Meeting will be held for the following purposes:

Only common shareholders of record at the close of business on March 23, 201624, 2021 will be entitled to vote at the meeting or any continuation(s)postponement(s), postponement(s)continuation(s) or adjournment(s) thereof. Information concerning the matters to be considered and voted upon at the Annual Meeting is set out in the attached Proxy Statement.

It is important that your shares be represented at the Annual Meeting regardless of the number of shares you hold and whether or not you plan to attend the meeting in person.online. Please vote by internet or telephone as instructed in the Notice Regarding theof Internet Availability of Proxy Materials, or (ifif you received printed proxy materials)materials, please complete, sign and date the enclosed proxy card and return it as soon as possible in the accompanying envelope. This will not prevent you from voting your shares in personduring the meeting if you subsequently choose to attend the meeting.meeting online and wish to change your vote.

We encourage shareholders to submit their proxy online, by mail, by phone or using your smartphone or tablet. As always, we encourage you to vote your shares prior to the Annual Meeting.

Sincerely,

Chad D. Perry

Executive Vice President,
General Counsel and Secretary

April 5, 20168, 2021

www.tangeroutlets.com

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PROXY STATEMENT SUMMARY

This summary highlights information contained elsewhere in this Proxy Statement and does not encompass all the information that you should consider. Please read the Proxy Statement in its entirety before voting.

Unless the context indicates otherwise, the term “Company” refers to Tanger Factory Outlet Centers, Inc. and the term “Operating Partnership” refers to Tanger Properties Limited Partnership. The terms “we,” “our” and “us” refer to the Company believes 2015 was oneor the Company and the Operating Partnership together, as the context requires. We anticipate that our Proxy Statement and proxy card will be sent or available to shareholders on or about April 8, 2021. Certain statements in this summary and the Proxy Statement are forward-looking statements within the meaning of the best years in our history in termsPrivate Securities Reform Act of operational performance. Among other achievements, our executive officers and other dedicated employees led the Company to realize the following results:

In addition, we have two development projects under construction scheduled to open in 2016,1995. Forward-looking statements, which are expected to add an additional 707,000 square feet tobased on certain assumptions and describe our portfolio. As of December 31, 2015, our consolidated portfolio of properties was 75% unencumbered in terms of gross book value,future plans, strategies and we had no significant debt maturities until February 2019. We had $329.7 million, or 63%, unused capacity under our unsecured lines of credit, and our total market capitalization was approximately $4.9 billion at December 31, 2015.

Thanks in part to these operational results, we were able to return additional value to our shareholders in 2015expectations, are generally identifiable by increasing our quarterly dividend per common share by 19% (from $0.240 to $0.285), marking the 22nd consecutive annual dividend increase since we became a public company in May 1993.

While our Company generated a -8.15% total shareholder return (referred to as “TSR”) in 2015, we believe that the true value creation produced from an investment in real estate should be assessed over a long-term horizon. For eachuse of the five-year, seven-year, 10-year and 20-year periods ended December 31, 2015, our total shareholder return was 48%, 118%, 220% and 1,612%, respectively. Tanger also ranked third among all public mall REITs in total shareholder return for both the 10-year and 20-year periods.

Funds From Operations (referred to as “FFO”), AFFO and NOI are financial measures that the Company’s management believes to be important supplemental indicators of our operating performance and which are used by securities analysts, investors and other interested parties in the evaluation of REITs,words “believe,” “expect,” “intend,” “anticipate,” “estimate,” “project,” “will,” “forecast,” or similar expressions. Such forward-looking statements include, but are not measures computedlimited to, statements regarding our executive compensation program and creating long-term shareholder value. Important factors that may cause actual results to differ materially from current expectations include, but are not limited to those set forth under Item 1A - Risk Factors in accordance with generally accepted accounting principles (referred to as “GAAP”). For a discussion of FFO, AFFO and NOI, including a reconciliation to GAAP, please see our Annual Report on Form 10-K for the year ended December 31, 2015 filed2020, as may be updated in our other filings with the Securities and Exchange Commission on February 23, 2016, beginning on page 60.SEC. Actual results could differ materially from those projected in the forward-looking statements. Except as required by applicable law, we do not plan to publicly update or revise any forward-looking statements contained herein, whether as a result of any new information, future events, changed circumstances or otherwise.

GENERAL INFORMATION

The Annual Meeting will be a virtual meeting, which will be conducted solely via remote participation by visiting www.meetingcenter. io/281039890. You will be able to attend the Annual Meeting online, vote your shares electronically and ask questions during the meeting. The format of the Annual Meeting will be a virtual-only meeting, instead of an in-person meeting, due to continued public health precautions regarding in-person gatherings and to support the health and well-being of shareholders and company personnel in light of the COVID-19 pandemic. To participate in the Annual Meeting, you will need to review the information included on your Notice of Internet Availability of Proxy Materials, on your proxy card or on the instructions that accompanied your proxy materials. The password for the meeting is SKT2021.

Corporate Website: www.tangeroutlets.com

Investor Relations Website: investors.tangeroutlets.com

IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS
FOR THE SHAREHOLDER MEETING TO BE HELD ON FRIDAY, MAY 21, 2021

This Proxy Statement and our Annual Report for the year ended December 31, 2020 (referred to as the “Annual Report”) to Shareholders are available at www.envisionreports.com/SKT.

The information found on, or otherwise accessible through, our website is not incorporated by reference into, nor does it form a part of, this Proxy Statement.

VOTING ITEMS AND BOARD RECOMMENDATIONS

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DIRECTORS

We believe that the composition of our Board of Directors (the “Board” or “the Board of Directors”) is balanced, that the members thereof are diverse in experience, professional background, areas of expertise and perspectives, and that the range of tenures of our directors creates a synergy between institutional knowledge and new perspectives. As a corporate governance best practice, our Nominating and Corporate Governance Committee annually considers the composition of our Board and standing Board committees to ensure an appropriate balance and a diversity of perspectives.

In May 2020, the Company’s three then-longest serving independent directors, Mr. Benton, Mr. Robinson and Mr. Schuman, retired from the Board. These retirements, along with the additions to our Board of Stephen J. Yalof in 2020, Luis A. Ubiñas in 2019 and Susan E. Skerritt in 2018, reflect our focused effort to refresh the composition of the Board and foster a diverse composition of its members.

The table below outlines the ages, tenures, independence and committee membership of our director nominees for the annual meeting to be held on May 21, 2021. For more information about our director nominees and their qualifications, please see “Proposal 1 - Election of Directors.”

	Age	Years on Board	Independent	Audit Committee	Compensation and Human Capital Committee	Nominating and Corporate Governance Committee
Jeffrey B. Citrin	63	6
David B. Henry*	72	5
Thomas J. Reddin	60	10
Bridget M. Ryan-Berman	60	12
Susan E. Skerritt	66	2
Steven B. Tanger**	72	27
Luis A. Ubiñas	58	1
Stephen J. Yalof	58	<1

Member

Chair

*

Lead Director

**

Executive Chair

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GOVERNANCE HIGHLIGHTS

STRONG CORPORATE GOVERNANCE PRACTICES

CHIEF EXECUTIVE OFFICER SUCCESSION

During 2020, we successfully implemented a succession plan for Mr. Steven B. Tanger, our long-standing Chief Executive Officer (“CEO”). Stephen J. Yalof, a successful and proven retail real estate executive, joined the Company as President and Chief Operating Officer effective April 10, 2020 and was later appointed to the Board of Directors in July, 2020. Mr. Yalof has over 20 years of experience with retailers. With his extensive experience and successful industry track record, we believe Mr. Yalof will be able to help us navigate the ever-evolving retail landscape and position us for success for many years to come.

The Company’s Board extended Steven B. Tanger’s employment agreement through the end of 2023. On January 1, 2021, Mr. Tanger transitioned to the role of Executive Chair of the Company’s Board of Directors and Mr. Yalof assumed the role of CEO. David B. Henry, previously Non-Executive Chair of the Board, was appointed to Lead Director.

SHAREHOLDER OUTREACH

We believe that hearing directly from our fellow shareholders informs and enables the Board to be a more effective steward of your capital. In late 2020 and early 2021, we reached out to shareholders representing approximately 72% of our outstanding shares and received feedback from shareholders representing approximately 55% of our shares. While executive compensation was an important part of our discussions, in some cases we also covered topics including environmental, social and governance (“ESG”) matters, strategy and Board composition. Mr. David Henry, our current Lead Director, together with Thomas J. Reddin, the current Chair of our Compensation and Human Capital Committee, believesled our outreach efforts.

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CULTURE, COMMUNITY & CORPORATE RESPONSIBILITY

Corporate responsibility is essential to Tanger’s success and to building a resilient, sustainable business that creates long-term value for all stakeholders.

We take a strategic approach to corporate responsibility that aligns with our business strategy. We continually seek out opportunities to integrate sustainability into our business practices, while addressing material issues.

Our goal is to utilize ESG best practices in every aspect of our business. In 2020, we disclosed to both CDP (formerly, the Carbon Disclosure Project) and the Global Real Estate Sustainability Benchmark (GRESB) as first-year reporters. We are also currently assessing our climate-related governance and strategy, and beginning in 2021, we commit to implement, as fully as practicable, the recommendations of the Financial Stability Board’s Task Force on Climate-related Financial Disclosures (TCFD). We are incorporating the results and recommendations of these frameworks into our ESG strategy.

Along with Governance, the pillars of our corporate responsibility approach include:
Our Planet	Our Community	Our People
Minding Our Environmental Impact	Contributing to Strong, Vibrant Communities	Creating a Workplace Where All People Can Thrive
The practices that enhance and differentiate our properties while considering the sustainability of our business and our planet	The improved quality of life we facilitate in our communities by actively serving and building partnerships with nonprofits and other community leaders	The long-term, trusting relationships we build with our team members

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2020 HIGHLIGHTS & ACCOMPLISHMENTS

As the impacts of the COVID-19 pandemic became evident, Tanger quickly took multiple steps to provide support for our retail partners, employees and the communities we serve, including:

		In addition to our COVID-19 response, Tanger continued to focus on the key pillars of our corporate responsibility approach to address the issues most important to our key stakeholders: our shareholders, retail partners, community partners, employee team members and shoppers.

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EXECUTIVE COMPENSATION GOVERNANCE HIGHLIGHTS

Our executive compensation program that strongly links both the short-termis designed to attract, retain and long-term performance ofmotivate experienced and talented executives who can help the Company and the compensation of our executive officers ismaximize shareholder value. We believe that we maintain a key driver of our long-term financial success. In 2015, the Compensation Committee took into account a number of operational and financial factors in setting compensation, including the successful results described above in 2015 Business Highlights.

The Company believes that our current executivecompetitive compensation program represents a balanced, pay-for-performance structure that includes the following key features:incorporates strong governance practices.

●	Focus on Company Performance: Despite our significant achievements in 2015, the Compensation Committee recognized that the Company delivered a -8.15% TSR for 2015. Accordingly, the total directWHAT WE DO

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	compensation for the Chief Executive Officer (referred to as the “CEO”) decreased by 9.7% from 2014 and decreased by a range of 4.9% to 9.6% from 2014 for the other named executive officers (referred to as the “NEOs”). Additionally, approximately 83% of the CEO’s total compensation is variable, or at risk, subject to the Company’s performance results.
●	Focus on Shareholder Engagement: During the past year, the Company engaged in significant shareholder outreach specific to named executive officer compensation. Not satisfied with just over 66% say-on-pay advisory approval at the 2015 annual shareholders’ meeting, the Company sought and obtained meaningful shareholder input on executive compensation and worked with its independent compensation consultant to change executive compensation accordingly. Specifically, we redesigned our equity compensation program to increase the portion of equity awards that are performance based,and we changed our 2016 Outperformance Plan (referred to as the “2016 OPP”) to reflect a 50/50 split between absolute and relative TSR hurdles. We are committed to ongoing shareholder engagement as part of the Company’s overall compensation philosophy.
●	Focus on Best Practices: In moves that the Company believes are reflective of best practices in executive compensation, the Company continued to include a mandatory three-year holding period following the applicable vesting date on the CEO’s share grants in February 2015 and February 2016. Additionally, in February 2015, the Company adopted a robust anti-pledging policy that prohibits, subject to certain exceptions described under “Governance Policies Relating to Compensation-Anti-Pledging Policy” on page 40, our executive officers, directors and employees from pledging our securities as collateral for margin loans or other transactions that could raise potential risks to shareholder value.

Executive Compensation Governance Highlights

What We Do
●Utilize an Executive Compensation Program Designed to Align Pay with Performance
	●Prohibit Hedging and Restrict Pledging of Company Stock
●Conduct an Annual Say-on-Pay Vote
	●Retain an Independent Compensation Consultant
●Seek Input From, Listen to and Respond to Shareholders
	●Mitigate Inappropriate Risk Taking
●Employ a Clawback Policy
	●Employ a rigorous bonus program
●Utilize Share Ownership Guidelines for NEOs and directors, with a 10x base salary requirement for our Executive Chair and 6x base salary requirement for our CEO
		Prohibit Hedging and Restrict Pledging of the Company’s Common Shares
		Retain an Independent Compensation Consultant
		Mitigate Inappropriate Risk Taking
		Employ a Rigorous Bonus Program
		●Since 2013, utilize a 3-year “no-sell” clause for all time-based restricted shares awarded to the CEO, following the vesting date of the restricted shares

		What We Do Not DoWHAT WE DO NOT DO
●		Provide Tax Gross-ups
	●Provide Guaranteed Bonuses
●Provide Excessive Perquisites
	●	Reprice Share Options
		Provide Excessive Change of Control or Severance Payments

SAY-ON-PAY RESPONSIVENESS

At the Company’s 2020 Annual Meeting of Shareholders, approximately 65% of votes cast approved, on an advisory (non-binding) basis, of our executive compensation (commonly referred to as “Say-on-Pay”). This level of support was a significant decrease from the 2019 vote, in which approximately 93% of votes were cast in favor of this proposal. Based on feedback obtained from extensive dialogue with our shareholders, we believe the primary reason for the lower level of support was due to separation benefits provided to our former President upon his retirement, which was an enhancement to the treatment he was otherwise entitled to receive. While we do not provide retirement benefits to our NEOs, the Board made an exception for Mr. McDonough given the significant contributions he made during his nearly 10 years of service, and therefore consider this an isolated event. Investors generally supported the overall design and framework of our executive compensation program in 2020 as it was consistent with our 2019 program that included significant changes to our CEO’s compensation.

In order to address any shareholder concerns, we annually conduct outreach efforts led by Mr. Thomas Reddin, the Chair of the Compensation and Human Capital Committee, together with the Non-Executive Chair of the Board at that time, Mr. David Henry, along with the Compensation and Human Capital Committee’s independent compensation consultant, FPL Associates L.P. (“FPL”), and members of management (excluding the CEO). Following our spring 2020 outreach efforts, we again reached out in the winter of 2020/2021 to our 22 largest institutional shareholders who collectively owned approximately 72% (and spoke with and received feedback from shareholders who collectively owned 55%) of our outstanding common shares. These discussions allowed us to solicit individualized shareholder feedback on our compensation program and practices.

In response to shareholder feedback received as part of the spring 2020 outreach, we amended employment agreements for several executives to eliminate, where applicable, any remaining legacy single-trigger change of control equity benefits. Then, following our continued outreach efforts in the winter of 2020/2021 as part of our continuing commitment to robust executive pay practices, we (1) adopted an executive severance plan and terminated employment contracts for certain executive officers and (2) modified our equity ownership guidelines to apply to a broader group of executives.

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2020 BUSINESS RECAP

www.tangeroutlets.com
*	5 Core FFO (formerly referred to as Adjusted Funds From Operations, or AFFO), Same Center NOI and Adjusted EBITDA are financial measures that the Company’s management believes to be important supplemental indicators of our operating performance and which are used by securities analysts, investors and other interested parties in the evaluation of REITs, but are not measures computed in accordance with generally accepted accounting principles in the United States (“GAAP”). For a discussion of Core FFO, Same Center NOI and Adjusted EBITDA including a reconciliation to GAAP, please see Appendix A.

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PROXY STATEMENT FOR ANNUAL
MEETING OF SHAREHOLDERS

to be held on May 20, 201621, 2021

GENERAL INFORMATION

The Board of Directors of Tanger Factory Outlet Centers, Inc. (NYSE:SKT) is soliciting your proxy for use at the Annual Meeting of Shareholders of the Company to be held on Friday, May 20, 2016.21, 2021.

Unless the context indicates otherwise, the term “Company” refers to Tanger Factory Outlet Centers, Inc., the term “Board” refers to our Board of Directors, the term “meeting” or “Annual Meeting” refers to the Annual Meeting of Shareholders of the Company to be held on May 20, 2016,21, 2021, and the term “Operating Partnership” refers to Tanger Properties Limited Partnership. We are a self-administered and self-managed REIT.real estate investment trust (referred to as a “REIT”). Our outlet centers and other assets are held by, and all of our operations are conducted by, the Operating Partnership. Accordingly, the descriptions of our business, employees and properties are also descriptions of the business, employees and properties of the Operating Partnership. The terms “we”,“we,” “our” and “us” refer to the Company or the Company and the Operating Partnership together, as the context requires.

Pursuant to the rules of the United States Securities and Exchange Commission (referred to as the “SEC”), we are providing certain of our shareholders with access to our NoticeofNotice of Annual Meeting of Shareholders and Proxy Statement and proxy card (referred to as the “proxy materials”) and Annual Report for the year ended December 31, 20152020 (referred to as the “Annual Report”) over the internet. BecauseIf you received by mail a Notice Regarding theof Internet Availability of Proxy Materials, including a notice of Annual Meeting of Shareholders (referred to as the “Notice”),

you will not receive a printed copy of the proxy materials unless you have previously made a permanentan election to receive these materials in printed form.form or make a new request. Instead, all shareholdersyou will have the ability to access the proxy materials and Annual Report by visiting the website at http://www.edocumentview.com/SKT. Instructions on how to access the proxy materials over the internet or to request a printed copy may be found on the Notice. In addition, all shareholdersany shareholder who received a Notice may request to receive proxy materials in printed form by mail or electronically by e-mail on an ongoing basis.

The Annual Meeting will be a virtual meeting, which will be conducted solely via remote participation by visiting www.meetingcenter.io/281039890. You will be able to attend the Annual Meeting online, vote your shares electronically and ask questions during the meeting. The format of the Annual Meeting will be a virtual-only meeting, instead of an in-person meeting, due to continued public health precautions regarding in-person gatherings and to support the health and well-being of shareholders and company personnel in light of the COVID-19 pandemic. To participate in the Annual Meeting, you will need to review the information included on your Notice of Internet Availability of Proxy Materials, on your proxy card or on the instructions that accompanied your proxy materials. The password for the meeting is SKT2021.

We anticipate that our Proxy Statementproxy materials and proxy cardAnnual Report will be available to shareholders on or about April 5, 2016.8, 2021.

DATE, TIME AND PLACE

Date, Time and Place

Friday May 20, 201621, 2021 at 10:00 a.m., Eastern Time

Corporate Office of Tanger Factory Outlet Centers, Inc. 3200 Northline Avenue, Suite 360 Greensboro, North Carolina 27408 (336) 292-3010

To be held at www.meetingcenter.io/281039890

Subject to any continuation(s)postponement(s), postponement(s)continuation(s) or adjournment(s) thereof.

ATTENDING THE ANNUAL MEETING

As part of our effort to maintain a safe and healthy environment for our directors, members of management and shareholders who wish to attend the 2021 Annual Meeting, in light of the COVID-19 pandemic, we have decided that the 2021 Annual Meeting will be a virtual-only meeting, which will be conducted via remote participation by visiting www.meetingcenter. io/281039890, instead of an in-person meeting. You may attend and participate in the 2021 Annual Meeting only if you are a shareholder who is entitled to vote at the Annual Meeting, or if you hold a valid proxy for the 2021 Annual Meeting, by visiting the following website: www.meetingcenter.io/281039890. To participate in the 2021 Annual Meeting, you will need to review

the information included on your Notice, on your proxy card or on the instructions that accompanied your proxy materials. By Executive Order, the Governor of the State of North Carolina has expressly permitted holding a virtual-only meeting for annual meetings of shareholders. In the unlikely event such Executive Order is not extended to include the date of our annual shareholder meeting or North Carolina law does not otherwise permit a virtual-only meeting, we may provide a venue for an in-person annual meeting, in addition to remote participation. In that case, we would notify our shareholders in advance on our website and by issuing a press release and filing it as additional proxy materials with the SEC.

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GENERAL INFORMATION

To login to the meeting, shareholders will be required to have a control number and password. The password for the meeting is SKT2021. For shareholders of record, the control number can be found on the proxy card or the Notice, or email providing notice of the meeting. Shareholders will be able to vote their shares electronically and submit questions during the meeting through the virtual meeting’s chat function.

If you are a registered shareholder (i.e., you hold your shares through our transfer agent, Computershare), you do not need to register to attend the Annual Meeting virtually on the Internet. Please follow the instructions on the Notice or proxy card that you received.

Beneficial owners holding shares in “street name” through an intermediary, such as a bank or broker, must register in advance, prior to the deadline of 5:00 p.m., Eastern Time, on May 18, 2021, to attend the Annual Meeting online. To register to attend the Annual Meeting online you must submit proof of your proxy power (legal proxy) reflecting your right to vote your Company shares along with your name and email address to Computershare at one of the addresses

below. Requests for registration must be labeled as “Legal Proxy” and be received no later than 5:00 p.m., Eastern Time, on May 18, 2021.

You will receive a confirmation of your registration by email after Computershare receives your registration materials. Requests for registration should be directed to Computershare at the following:

By email

Forward the email from your broker, or attach an image of your legal proxy, to legalproxy@computershare.com.

By mail

Computershare

Tanger Factory Outlet Centers, Inc. Legal Proxy

P.O. Box 43001 Providence, RI 02940-3001

The meeting webcast will begin promptly at 10:00 a.m. Eastern Time. We encourage you to access the meeting prior to the start time. Online check-in will begin at 9:40 a.m. Eastern Time, and you should allow ample time for check-in procedures.

WHO CAN VOTE; VOTES PER SHARE

All holders of record of our common shares, par value $.01$0.01 per share (referred to as the “Common Shares”), as of the close of business on the record date, March 23, 2016,24, 2021, are entitled to attend and vote on all proposals at the meeting.Annual Meeting. Each Common Share entitles the holder thereof to one vote. At the close of business on March 23, 2016, CommonShares24, 2021, Common Shares totaling 96,126,507

100,795,660 were issued and outstanding. In addition, at the close of business on March 23, 2016,24, 2021, units of partnership interest in the Operating Partnership, which may be exchanged on a one-to-one basis for Common Shares of the Company, totaled 5,052,7434,794,643 units. Units of partnership interest are not entitled to vote at this meeting.

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PROXY STATEMENT

How to Vote

Shareholder of Record—granting a proxy

If your shares are registered directly in your name with our transfer agent, Computershare Trust Company, N.A., you are considered the shareholder of record with respect to those shares, and these proxy materials are being sent directly to you by the Company. As the shareholder of record, you have the right to vote in person at the annual meeting or to vote by proxy. If you plan to vote online during the meeting, you will need to review the information included on your Notice, on your proxy card or on the instructions that accompanied your proxy materials. The password for the meeting is SKT2021. Prior to the meeting, you may vote by any of the following methods:

ONLINE		BY PHONE		BY MAIL		QR CODE
www.envisionreports.com/SKT
www.envisionreports. com/SKT		1-800-652-VOTE (8683)		Fill out your proxy card and drop in the mail in the enclosed postage paid envelope		Use your smartphone or tablet to scan the QR Code

If you wish to vote by proxy, you may vote using the internet, by telephone, or (if you received printed proxy materials) by completing a proxy card and returning it by mail in the envelope provided. Note that, in light of possible delays in mail service related to the COVID-19 pandemic, we encourage shareholders to submit their proxy online, by phone or using your smartphone or tablet. When you vote by proxy, you authorize our officers listed on the proxy card to vote your shares on your behalf as you direct. Votes submitted electronically must be received by 1:00 a.m., Eastern Time, on May 21, 2021.

If you sign and return a proxy card, or vote using the internet or by telephone, but do not provide instructions on how to vote your shares, the designated officers will vote on your behalf as follows:

●•	FORthe election of each of the eight individuals named in this Proxy Statement to serve as directors;
●•	FORthe ratification of the appointment of Deloitte & Touche LLP as the Company’s independent registered public accounting firm for the fiscal year ending December 31, 2016;2021; and
●•	FORthe approval, on a non-bindingan advisory (non-binding) basis, of the compensation of our named executive officers.

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GENERAL INFORMATION

BENEFICIAL OWNER-VOTING INSTRUCTIONS

If your shares are held in a brokerage account or by a bank or other nominee, the broker, bank or nominee is considered, with respect to those shares, the shareholderofshareholder nominee, or the shareholder of record, and you are considered the beneficial owner of shares held in street name. If you are a beneficial owner but not the shareholder of record, your broker, bank or nominee will vote your shares as directed by you. If you wish to vote your shares in person atonline during the annual meeting, you must obtain a proxy fromshould contact your broker, bank or nominee giving you the right to vote the shares at the meeting.and see below under “Virtual Meeting Information.”

If your shares are held in street name by a broker, bank or other nominee, you may direct your vote by submitting your voting instructions to your broker, bank or other nominee. Please refer to the voting instructions provided by your account manager.broker, bank or

other nominee. Your broker, bank or nominee must vote your shares as you direct. If your shares are held by your brokershareholder nominee and you do not give your brokershareholder nominee voting instructions, your shares will not be voted with respect to the election of our directors orand the approval, on a non-bindingan advisory (non-binding) basis of the compensation of our named executive officers. Therefore, to be sure your shares are voted on these matters, please instruct your broker, bank or other nominee as to how you wish itsuch shareholder nominee to vote. Your broker does, however, have discretionary authority to vote on the ratification of the appointment of the independent registered public accounting firm, and may do so even when you have not provided instructions on that matter.

Quorum and Voting Requirements

QUORUM AND VOTING REQUIREMENTS

Under our By-Laws, a majority of the votes entitled to be cast on a matter constitutes a quorum for action on that matter at the annual meeting. Under our By-Laws and North Carolina law, shares represented at the meeting by proxy for any purpose will be deemed present for quorum purposes for the remainder of the meeting. In uncontested elections, Directorsdirectors will be elected if the votes cast for the nominee’s election exceed the votes cast against the nominee’s election by the Common Shares entitled to vote in the election, provided that a quorum is present. In acontesteda contested election, directors are elected by a plurality of the votes cast by the Common Shares entitled to vote in the election. An election is contested if the Secretary of the Company determines that the number of nominees, as determined in accordance with the Company’s By-Laws, exceeds the number of directors to be elected, and the Secretary has not

rescinded such determination by the record date. If directors are to be elected by a plurality of votes cast, shareholders shall not be permitted to vote against a nominee. This year’s election is uncontested.

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PROXY STATEMENT

Accordingly, Directorsdirectors will be elected if the votes cast for the nominee’s election exceed the votes cast against the nominee’s election. In addition, Proposals #22 and #33 will be approved if the votes cast for the proposal exceed the votes cast against the proposal. Abstentions, broker non-votes and shares whichthat are present at the meeting for any other purpose but whichthat are not voted on a particular proposalwillproposal will not affect the outcome of the vote on the election of directors or Proposals #2 and #3.2 or 3. Any other proposal to properly come before the meeting will be approved if the votes cast for the proposal exceed the votes cast against the proposal unless the North Carolina Business Corporation Act requires a greater number of affirmative votes.

Revocation of Proxies

REVOCATION OF PROXIES

You may revoke your proxy at any time before it is voted. If you hold your shares in your own name as a shareholder of record, you may revoke your proxy or change your vote in any of the following ways:

●•	by signing and submitting a new proxy card;
●•	by submitting new votes through internet or telephone voting;
●•	by delivering to the Secretary of the Company written instructions revoking your proxy; or
●•	by attending the meeting online and voting in person. during the meeting.

You cannot revoke your proxy by merely attending the meeting.meeting electronically. If you dissent, you will not have any rights of appraisal with respect to the matters to be acted upon at the meeting.

If your shares are held in street name by a broker, bank or other nominee, you may revoke your voting instructions by submitting new voting instructions to the broker, bank or other nominee who holds your shares.

Proxy Solicitation

PROXY SOLICITATION

We are making this solicitation and will pay the entire cost of preparing and distributing the Notice, proxy materials and Annual Report and of soliciting proxies from the holders of our Common Shares. If you choose to access the proxy materials and Annual Report and/or vote over the internet, you are responsible for any internet access charges you may incur. We have retained the services of Georgeson Inc.Okapi Partners LLC to assist us in the solicitation of proxies forafor a fee of $6,500$8,500 plus out of

pocket expenses. Our directors, officers and employees may, but without compensation other than their regular compensation, also solicit proxies by telephone, fax, e-mail or personal interview. We will reimburse banks, brokerage firms and other custodians, nominees and fiduciaries for reasonable expenses incurred by them in sending the Notice, proxy materials and Annual Report to shareholders.beneficial owners.

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GENERAL INFORMATION

VIRTUAL MEETING INFORMATION

As part of our efforts to maintain a safe and healthy environment for our directors, members of management and shareholders who wish to attend the 2021 Annual Meeting, in light of the COVID-19 pandemic, we believe that holding the 2021 Annual Meeting only via remote participation this year, instead of holding an in-person meeting, is in the best interest of the Company and its shareholders. Allowing shareholders to attend virtually also enables increased shareholder attendance and participation because shareholders can participate from any location around the world. While the Company intends to return to an in-person shareholder meeting format in the future, shareholders will not be able to attend the Annual Meeting in person. By Executive Order, the Governor of the State of North Carolina has expressly permitted holding a virtual-only meeting for the annual meeting of shareholders. In the unlikely event such Executive Order is not extended to include the date of our annual meeting or North Carolina law does not otherwise permit a virtual-only meeting, we may provide a venue for an in-person annual meeting, in addition to remote participation. In that case, we would notify our shareholders in advance on our website and by issuing a press release and filing it as additional proxy materials with the Securities and Exchange Commission.

Authenticated shareholders as of the record date of March 24, 2021 will be able to attend the Annual Meeting online, vote their shares electronically and submit questions during the meeting through the virtual meeting’s chat function by visiting www. meetingcenter.io/281039890. We encourage shareholders to submit their proxies in advance of the Annual Meeting using one of the available methods described in the proxy materials. To participate in the 2021 Annual Meeting, you will need to review the information included on your Notice, on your proxy card or on the instructions that accompanied your proxy materials. We will have technicians ready to assist you with any technical difficulties you may have accessing the virtual meeting, and the information for assistance will be located at www.meetingcenter. io/281039890.

To login to the meeting, shareholders will be required to have a control number and password. The password for the meeting is SKT2021. For shareholders of record (i.e., you hold your shares through our transfer agent, Computershare), the control number can be found on the proxy card or notice of the availability of proxy materials, or email providing notice of the meeting that the shareholder previously received from the Company’s transfer agent, Computershare, and you do not need to register to attend the Annual Meeting online. Beneficial owners holding shares in “street name” through an intermediary, such as a bank or broker, must register in advance to attend the Annual Meeting online. To register, beneficial owners must request a legal proxy

with respect to their Common Shares from their bank, broker or other nominee. Beneficial owners must then forward the email from their bank or broker containing their legal proxy, or otherwise attach an image of their legal proxy, to legalproxy@ computershare.com, along with their name and email address. Requests for registration must be labeled as “Legal Proxy” and be received no later than 5:00 p.m., Eastern Time, on May 18, 2021.

Beneficial owners will receive a confirmation of your registration by email after Computershare receives your registration materials. Requests for registration should be directed to Computershare at the following:

By email

Forward the email from your broker, or attach an image of your legal proxy, to legalproxy@computershare.com

By mail

Computershare

Tanger Factory Outlet Centers, Inc. Legal Proxy

P.O. Box 43001 Providence, RI 02940-3001

As part of the Annual Meeting, we will hold a live Q&A session, during which we intend to answer questions from shareholders that are pertinent to the Company and the meeting matters, as time permits, after the completion of the Annual Meeting. Each shareholder is limited to no more than two questions. Questions should be succinct and only cover a single topic. We will not address questions that are, among other things:

•	irrelevant to the business of the Company or to the business of the Annual Meeting;
•	related to material non-public information of the Company, including the status or results of our business since our last Quarterly Report on Form 10-Q;
•	related to any pending, threatened or ongoing litigation;
•	related to personal grievances;
•	derogatory references to individuals or that are otherwise in bad taste;
•	substantially repetitious of questions already made by another shareholder;
•	in excess of the two question limit;
•	in furtherance of the shareholder’s personal or business interests; or
•	out of order or not otherwise suitable for the conduct of the Annual Meeting as determined by the Chair or Corporate Secretary in their reasonable judgment.

Additional information regarding the Q&A session will be available in the “Rules of Conduct” available on the Annual Meeting webpage.

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PROPOSAL 1 ELECTION OF DIRECTORS

Our By-Laws provide that directors be elected at each Annual Meeting of Shareholders. Our Board currently has eight directors. Sadly, Mr. Donald Drapkin, who had served on our Board since March 2011, unexpectedly passed away on February 22, 2016. Subsequently, the Board decreased the size of the Board from nine to eight members. The Board has nominated eight director candidates for election to the Board at the annual meeting. Each of the eight nominees for director designated below is presently a director of the Company. It is expected thateachthat each of these nominees will be able to serve, but if any such

nominee is unable to serve, or for good cause will not serve, the proxies reserve discretion to vote for a substitute nominee or nominees designated by the Board of Directors, or the Board may elect to reduce its size. The terms of all of our directors expire at the next annual meetingAnnual Meeting of shareholdersShareholders or untilwhen their successors are elected and qualified. Proxies cannot be voted for a greater number of persons than the number of nominees named in this Proposal.

Director Resignation Policy

DIRECTOR RESIGNATION POLICY

Our By-Laws provide that in uncontested elections, nominees will be elected if votes cast for each nominee’s election exceed the votes cast against eachsuch nominee’s election, provided that a quorum is present. Pursuant to our director resignation policy, the Board will nominate for re-election as directors only candidates who agree to tender their irrevocable resignation at or prior to their nomination. In addition, the Board will fill director vacancies and new directorships only with candidates who agree to tender, promptly following their appointment to the Board, the same form of resignation tendered by other directors in accordance with the director resignation policy. TheirThe resignations will only become effective upon the occurrence of both the failure to receive the required majority vote for election and Board acceptance of theirthe resignations. If a director nominee does

not receive therequiredthe required vote, the Nominating and Corporate Governance Committee or another committee consisting solely of independent directors (excluding the director nominee in question) will consider and make a recommendation to the Board as to whether to accept or reject the director nominee’s previously tendered resignation. The Board (not including(excluding the director nominee in question) will make a final determination as to whether to accept or reject the director nominee’s resignation within 90 days following the certification of the shareholder vote. The Nominating and Corporate Governance Committee and the Board may consider any factors they deem relevant in deciding whether to accept a Director’sdirector’s resignation. The Company will then promptly disclose the Board’s decision in a document furnished or filed with the SEC.

Board Diversity and Nominee Qualifications

BOARD DIVERSITY AND REFRESHMENT

The Board seeks a mix of backgrounds and experience among its members. We do not follow any ratio or formulabelieve that decision making is improved when various perspectives contribute to determine the appropriate mix. Rather,discussion. In evaluating director candidates, the Nominating and Corporate Governance Committee uses its judgment to identify nominees whose viewpoints, backgrounds, experience, gender, race, ethnicity and other demographics,attributes, taken as a whole, contribute to the high standards of Board service at the Company. While the Board does not follow any ratio or formula to determine the appropriate mix, the Board is committed to increasing gender and racial diversity among directors over time and, as reflected in our Corporate Governance Guidelines, the Nominating and Corporate Governance Committee is committed to including highly qualified women and minority candidates in each search the Board undertakes. The Nominating and Corporate Governance Committee assesses its performance as to all aspects of the selection and nomination process for directors, including diversity, as part of its annual self-evaluation process.

The Board’s commitment to diversity is reflective of the Company’s policy of inclusiveness throughout the organization.

Our management team reflects gender and racial diversity as well as diversity of viewpoints, background and experience. For example, more than forty-five percent of the members of our executive leadership team are women.

The recent additions of Stephen J. Yalof, Luis A. Ubiñas and Susan E. Skerritt to our Board reflect the Board’s focused effort to refresh the composition of the Board while also considering diversity. Currently of the eight directors on the Board, two are women and one is Latino. Furthermore, the Company’s three then-longest serving independent directors, Allan L. Schuman, William G. Benton, and Thomas E. Robinson, retired from the Board at the end of their terms at the 2020 annual meeting. On January 1, 2021, David B. Henry was appointed Lead Director and Steven B. Tanger transitioned to Executive Chair of the Board. Our focus on Board composition reflects our thoughtful approach and commitment to ongoing Board refreshment and diversification. These changes have further increased the diversity of our Board in terms of gender, ethnicity and career experience.

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NOMINEE QUALIFICATIONS

The biographical description below for each nominee includes the specific experience, qualifications, attributes and skills that led to the conclusion by the Board of DirectorsthatDirectors that such person should serve as a director of the Company. Each of our director nominees has achieved an extremely high level of success in his or her career. In these positions, each has been directly involved in the challenges relating to setting the strategic direction of or managing and overseeing the financial performance, personnel

and processes of complex, public and private companies. Each has had exposure to effective leaders, and as a result, we believe has developed the ability to judge leadership qualities. Each of themalso has experience in serving as an executive officer or on the board of directors of at least one other major corporation, both of which we believe provides additional relevant experience on which each nominee can draw.

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PROPOSAL 1 ELECTION OF DIRECTORSINFORMATION REGARDING NOMINEES

Information Regarding Nominees

Jeffrey B. Citrin
Independent Director    William G. BentonAge 63 Director since July 28, 2014 Managing Principal of Hectad Strategic Partners Committees: Audit (Chair), Compensation & Human Capital		BACKGROUND
Age 70    Director since    June 4,1993    Non-Executive    Chairman • Managing Principal of    the Board    Committees:    Audit, Compensation,    Nominating &    Corporate       Governance (Chair)		Non-Executive Chairman of the Board since January 1, 2013 and Director of the Company since June 4, 1993. Chairman of the Board and Chief Executive Officer of Salem Senior Housing, Inc.,Hectad Strategic Partners, a senior living facility operator, since May 2002. Chairman of the Board and Chief Executive Officer of Diversified Senior Services Inc. from May 1996 to May 2002. Chairman of the Board and Chief Executive Officer of Benton Investment Company since 1982. Chairman of the Board and Chief Executive Officer of Health Equity Properties, Inc. from 1987 to September 1994. private investment firm he founded in 2021.
		QUALIFICATIONS FOR THE TANGER BOARD•
		Mr. Benton has over 22 years of experience on our Board and has an extensive knowledge of our Company. AsVice Chairman and Chief Executive Officer of multiple public real estate companies, Mr. Benton has gained first-hand experience in managing large real estate organizations with ultimate management responsibility for the corporation’s financial performance and deployment of its capital.
		OTHER PUBLIC COMPANY BOARDS
		None
Jeffrey B. Citrin		BACKGROUND
Age 58    Director since    July 28, 2014    Managing Principal of    Square Mile Capital    Management LLC    Committees:    Audit		Director of the Company since July 28, 2014. Mr. Citrin is a Managing PrincipalSenior Advisor of Square Mile Capital Management LLC, a private New York-based investment firm he founded focusing on real estate relatedestate-related opportunities, since 2006. From 1994from 2017 to 2005 he was 2020; Managing Principal of Square Mile from 2006 to 2017. • President and co-founder of Blackacre Capital Management LLC now(now known as Cerberus Institutional Real Estate. Mr. Citrin served as Estate), which he co-founded, from 1994 to 2005. • Managing Director of the Commercial Mortgage Investment Unit of Oppenheimer & Company, Inc. from 1993 to 1994. From 1991 to 1993, he was • Vice President of the Distressed Real Estate Principal Group of Credit Suisse First Boston, Inc. and from 19861991 to 1991 Mr. Citrin served as 1993. • Vice President of the Real Estate Investment Banking Unit of Chemical Bank. He was an attorneyBank from 1986 to 1991. • Attorney in the real estate practices of Kelley Drye & Warren LLP and Proskauer Rose LLP from 1983 to 1986. Mr. Citrin • Previously served as an Independent Trustee of First Union Real Estate and Mortgage now(now known as Winthrop Realty Trust,Trust) from 2001 to 2003, and currently serves2003. • Serves on the advisory boardboards of the Hospital for Special Surgery in New York and the Hood Museum Board of Overseers. Art.
		QUALIFICATIONS FOR THE TANGER BOARD
		Mr. Citrin has over 2631 years of experience in public company and private company real estate investment during which he has structured complex real estate and financial transactions. The Board benefits from this technical experience as well as from hisMr. Citrin’s extensive executive, management and legal experience.
		OTHER CURRENT PUBLIC COMPANY BOARDS Trinity Place Holdings Inc. (NYSE: TPHS)

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David B. Henry				BACKGROUND
Lead Independent Director Age 67 72 Director since January 1, 2016 Retired Vice    Chairman of the    Board of Directors    and Chief Executive    Officer of Kimco    Realty Corporation    Committees:    None		Director of the Company since January 1, 2016. Mr. Henry was formerly the Vice Chairman of the Board of Directors and Chief Executive Officer of Kimco Realty Corporation (“Kimco”). He served as Kimco’s Committees: Audit, Compensation & Human Capital, Nominating & Corporate Governance		BACKGROUND • Lead Director since January 1, 2021; Non-Executive Chair of the Board from May 17, 2019 to December 31, 2020. • Chief Executive Officer of Kimco Realty Corporation, a publicly-traded REIT, from December 2009 to January 2016,and Vice Chairman of the Board of Directors from April 2001 tountil his retirement from both positions in January 2016, President from December 2008 to August 2014, and Chief Investment Officer from April 2001 to December 2009. Prior to joining Kimco, he spent 23 years2016. • A 23-year career at G.E. Capital Real Estate, where he servedGeneral Electric’s former real estate division, including serving as the Senior Vice President /Chiefand Chief Investment Officer, andas well as Chairman of G.E. Capital Investment Advisors from 1997 to 2001. Formerly itsAdvisors. • Co-founder and Chairman Mr. Henry is currentlyof Peaceable Street Capital, a preferred equity lender for income producing commercial real estate properties. • Director of Fairfield County Bank, a private Connecticut mutual savings bank; Starwood Real Estate Income Trust, a non-traded REIT; and Pine Tree, LLC, a private real estate company specializing in retail. • Serves on the real estate advisory boards of New York University, Baruch College and ALTO Real Estate Funds. • Former Trustee and 2011-2012 Chairman of the International Council of Shopping Centers and also served on the Executive CommitteeCenters. • Former Vice-Chairman of the Board of Governors of the National Association of Real Estate Investment Trusts. His other public REIT board experience includes service on the boards of HCP, Inc. since January 2004, VEREIT, Inc. since September 2015, and Columbia Property Trust, Inc. since January 2016, as well as Chairman • Former member of the Compensation CommitteeExecutive Board of HCP, Inc. Mr. Henry is also a director of Fairfield County Bank, a Connecticut mutual savings bank, the co-founder of Peaceable Street Capital, a preferred equity lender for income producing commercial real estate properties, and serves on the real estate advisory boards of New York University and Baruch College. Real Estate Roundtable.
	QUALIFICATIONS FOR THE TANGER BOARD
	Mr. Henry has over 3540 years of real estate industry experience with multinational, publicly traded companies. The Board benefits from his familiarity with the REIT industry, particularly the retail sector, as well as from his extensive executive, financial and management expertise.
	OTHER CURRENT PUBLIC COMPANY BOARDS
	Columbia Property Trust, Inc. HCP, (NYSE: CXP) Healthpeak Properties, Inc. (NYSE: PEAK) VEREIT, Inc. (NYSE: VER)

Thomas J. Reddin		BACKGROUND
Independent Director Age 55 60 Director since July 26, 2010    Managing Partner     and Owner of     Red Dog Ventures    Committees:    Audit (Chair),     Compensation,     Nominating &     Corporate     Governance		Director of the Company since July 26, 2010. Mr. Reddin is currently the Managing Partner and Owner of Red Dog Ventures, LLC Committees: Audit, Compensation & Human Capital (Chair), Nominating & Corporate Governance		BACKGROUND • Non-Executive Chair of the Board from May 20, 2016 to May 17, 2019. • Managing Partner and Owner of Red Dog Ventures, LLC, a venture capital and advisory firm, a position he has held since 2009. He was • Chief Executive Officer of Richard Petty Motorsports from 2008 to 2009 and 2009. • Chief Executive Officer (fromof LendingTree.com from 2005 to 2007) and2007; President and Chief Operating Officer (fromfrom 2000 to 2005) of Lending Tree.com. Mr. Reddin also held various2005. • Various senior leadership positions at Coca-Cola Company from 1995 to 1999, including Vice President, Consumer Marketing of Coca-Cola USA, and at Kraft Foods, Inc. from 1982 to 1995. Mr. Reddin has • Previously served on the Board of Directors of Premier Farnell plc sincefrom September 2010 Deluxe Corporation since February 2014, Asbury Automotive Group since June 2014,to October 2016 and previously served on the Board of Directors of Valassis Communications Inc. from July 2010 to February 2014 and R.H. Donnelley from July 2007 to January 2010.
	QUALIFICATIONS FOR THE TANGER BOARD
	Mr. Reddin has over 3034 years of experience in consumer marketing and e-commerce, including executive and management experience. His experience in growing and building businesses and developing and marketing brand name consumer products enables him to provide invaluable insights into helping the Company elevate its brand.
	OTHER CURRENT PUBLIC COMPANY BOARDS
	Asbury Automotive Group (NYSE: ABG) Deluxe Corporation Premier Farnell plc (London Stock Exchange) (NYSE: DLX)

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PROPOSAL 1 ELECTION OF DIRECTORS

Bridget M. Ryan-Berman
Independent Director    Thomas E. RobinsonAge 60 Director since January 1, 2009 Managing Partner of Ryan Berman Advisory, LLC Committees: Compensation & Human Capital, Nominating & Corporate Governance (Chair)		BACKGROUND
Age 68    Director since     January 21, 1994    Senior Advisor of     Stifel, Nicolaus &     Company    Committees:    Audit, Compensation,     Nominating &     Corporate     Governance		Director of the Company• Managing Partner at Ryan Berman Advisory, LLC, a strategic advisory and consulting firm, since January 21, 1994. Mr. Robinson has served as Senior Advisor2018. • Chief Experience Officer of Stifel, Nicolaus & Company (formerly Legg Mason Wood Walker,Enjoy Technology, Inc.), a financialprovider of setup and training services firm, since March 2009. He was Managing Director of Stifel, Nicolaus and Companyfor tech products, from June 19972016 to March 2009 and Director (May 1994 to June 1997), President (August 1994 to June 1997) and Chief Financial Officer (July 1996 to June 1997) of Storage USA, Inc. Mr. Robinson has also been a director/trustee of First Potomoc Realty Trust since July 2013, and a Director of Essex Property Trust, Inc. since April 2014 following its merger with BRE Properties. He served as a Director of BRE from July 2007 until closing the transaction with Essex in April 2014. He was a trustee of CenterPoint Properties Trust from December 1993 until the trust was acquired in March 2006 and is a former member of the board of governors of the National Association of Real Estate Investment Trusts (or “NAREIT”). In November 2009, NAREIT selected him to receive its Industry Achievement Award for his wisdom, expertise and service to the REIT industry. 2017.
		QUALIFICATIONS FOR THE TANGER BOARD•
		Mr. Robinson has over 22 years of experience on our Board and extensive knowledge of our Company. As an investment banker and investment advisor, Mr. Robinson possesses significant expertise in the operation of capital markets and the evaluation of investment opportunities. His service on the audit committees of two other public real estate companies and as a President and Chief Financial Officer of a public real estate company give him extensive audit knowledge and experience in audit- and financial control-related matters.
		OTHER PUBLIC COMPANY BOARDS
		Essex Property Trust First Potomoc Realty Trust
Bridget M.     Ryan-Berman		BACKGROUND
Age 55    Director since     January 1, 2009 Independent    Consultant    Committees:    Compensation,     Nominating &     Corporate     Governance		Director of the Company since January 1, 2009. Ms. Ryan-Berman is an independent consultant advising multi-channel brands and companies on business innovation and large-scale transformation designed around the consumer experience. From 2011customer experience from 2015 to 2015, Ms. Ryan-Berman served as 2016. • Chief Executive Officer of Victoria’s Secret Direct, LLC, an online and cataloguecatalog division of Victoria’s Secret, a specialty retailer of women’s lingerie, beauty products, apparel and accessories. She was formerly an independentaccessories from 2011 to 2015. • Independent consultant advising clients in the retail, wholesale and financial investment sectors providing strategic planning, business development and executive coaching services. Ms. Ryan-Berman was • Chief Executive Officer of Giorgio Armani Corp., the wholly owned U.S. subsidiary of Giorgio Armani S.p.A., a provider of fashion and luxury goods products, from 2006 to 2007 and was 2007. • Vice President/Chief Operating Officer of Apple Computer Retail from 2004 to 2005. Ms. Ryan-Berman also held various • Various executive positions with Polo Ralph Lauren Corporation, including Group President of Polo Ralph Lauren Global Retail, from 1992 to 2004 and served in various capacities at May Department Stores, Federated Department Stores and Allied Stores Corp. from 1982 to 1992. In addition, Ms. Ryan-Berman was • Serves on the Board of Directors of Tegra Global, a member of the board of directors,private apparel manufacturing and supply chain provider. • Previously served on the audit committee forBoard of Directors of J. Crew Group, Inc. from 2005and as Chair of the Board of Directors of BH Cosmetics. • Co-founder and director of Miraclefeet, a non-profit organization providing technical and financial support to 2006. children and families for the treatment of clubfoot in developing countries.
		• Serves on Board of Directors of the Virginia Tech Alumni Association and as President of the Advisory Council for the Pamplin College of Business, as well as on the Board of Trustees for Benedictine Schools of Richmond. QUALIFICATIONS FOR THE TANGER BOARD
		Ms. Ryan-Berman has over 3238 years of experience in the retail business and, as a senior level executive, has helped oversee the strategies and operations of some of the leading fashion and luxury goods groups in the world. She serves as a strategic advisor and board director for multi-channel consumer companies focused on the acceleration of brand growth and business development, digital transformation and consumer engagement. Ms. Ryan-Berman’s extensive experience in apparel and retailing enables her to provide invaluable insight into the environment in which the Company operates.
		OTHER CURRENT PUBLIC COMPANY BOARDS Asbury Automotive Group (NYSE: ABG) Newell Brands Inc. (NASDAQ: NWL)

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PROPOSAL 1 ELECTION OF DIRECTORS

Susan E. Skerritt
Independent Director    Allan L. SchumanAge 66 Director since July 30, 2018 Senior Advisor, Promontory Financial Group Committees: Audit, Compensation & Human Capital		BACKGROUND
Age 81    Director • Senior Advisor to Promontory Financial Group, a financial services company and wholly owned subsidiary of IBM, guiding clients on regulatory, governance and risk management matters, since    August 23, 2004    Chairman2018. • Former Chairwoman, Chief Executive Officer and President of Deutsche Bank Trust Company Americas, Deutsche Bank’s U.S. commercial banking entity, from 2016 to 2018. Beginning in 2013, she led the    Board transaction banking businesses in North and South America, and also led the global correspondent banking business. • A seven-year career at Bank of The Schwan     FoodNew York Mellon Trust Company,    Committees:    Compensation (Chair)		Director of the Company since August 23, 2004. Mr. Schuman has been the Chairman N.A., including serving as an Executive member of the Board of Directors and as an Executive Vice President, co-leading the acquisition and integration of the JPMorgan Corporate Trust business. • Various leadership roles at companies including Morgan Stanley, Treasury Strategies, Inc., Ernst & Young and Manufacturers Hanover Trust Company. • Serves as a Director of the Falcon Group, a private inventory management solutions business. • Previously served as a Director of RBC U.S. Group Holdings LLC, the private intermediate holding company for Royal Bank of Canada’s U.S. operations. • Serves on the Board of Trustees of Hamilton College since 1994 and of The Schwan Food Company,Brooklyn Hospital Center since 2013. QUALIFICATIONS FOR THE TANGER BOARD With a provider of fine frozen foods, since January 2009. He was previously Chairman37-year financial career as a demonstrated leader with deep expertise in global financial markets, regulatory compliance, and risk management, Ms. Skerritt brings valuable perspective to Tanger’s Board. OTHER CURRENT PUBLIC COMPANY BOARDS Community Bank System, Inc. (NYSE: CBU) VEREIT, Inc. (NYSE: VER)

Steven B. Tanger
Executive Chair of the Board Age 72 Director since May 13, 1993 Former Chief Executive Officer Committees: None		BACKGROUND • Executive Chair of the Board since January 1, 2021. • Served as the Company’s Chief Executive Officer from January 2000May 2017 to May 2006,December 2020; President and Chief Executive Officer from March 1995January 2009 to July 2004, and President and Chief Operating Officer from August 1992 to March 1995 of Ecolab, Inc, a global provider of premium cleaning, sanitation and maintenance products and services. He was named Chairman Emeritus of Ecolab in 2006. Mr. Schuman is the Chairman of the Board of Florida Atlantic University College of Business and is a member of the board of directors of the National Restaurant Association Educational Foundation.
	QUALIFICATIONS FOR THE TANGER BOARD
	As Chairman and Chief Executive Officer of Ecolab, Mr. Schuman has first-hand experience in managing a large, multinational corporation focused on worldwide consumer markets, with ultimate management responsibility for the corporation’s financial performance and the deployment of its capital.
	OTHER PUBLIC COMPANY BOARDS
	None
Steven B. Tanger		BACKGROUND
Age 67    Director since  May 13, 1993    President and Chief     Executive Officer    Committees:    None		Director of the Company since May 13, 1993. Mr. Tanger has been President and Chief Executive Officer of the Company since January 1, 2009. Prior to that, he was2017; President and Chief Operating Officer from January 1995 to December 20082008; and Executive Vice President from 1986 to December 1994. Mr. Tanger has served • Served on the Board of Directors of The Fresh Market, Inc. sincefrom June 2012. 2012 to April 2016.
		QUALIFICATIONS FOR THE TANGER BOARD
		Mr. Tanger joined the Company’s predecessor in 1986 and is the son of the Company’s founder, Stanley K. Tanger. Together with his father, Mr. Tanger has helped develop the Company into a portfolio of 4236 upscale outlet shopping centers in 2120 states coast to coast and in Canada, totaling approximately 14.313.6 million square feet leased to over 3,0002,500 stores operated by more than 480500 different brand name companies.companies (as of March 31, 2021). Mr. Tanger provides an insider’s perspective in Board discussions about the business and strategic direction of the Company and has experience in all aspects of the Company’s business.
		OTHER CURRENT PUBLIC COMPANY BOARDS None

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The Fresh Market, Inc. PROPOSAL 1 ELECTION OF DIRECTORS

Luis A. Ubiñas
Independent Director Age 58 Director since July 29, 2019 Former President, Ford Foundation Committees: Audit, Nominating & Corporate Governance		BACKGROUND • Serves on the Board of Trustees of the Pan American Development Foundation, which invests nearly $100 million annually in sustainable development projects in Latin America and the Caribbean, since 2014. • President of the Ford Foundation from 2008 to 2013, then the second-largest foundation in the United States, where he led a broad-based restructuring of the organization, including a strategic resetting of its programs, reinvestment of over 80% of the endowment, and a rebuilding of facilities and systems • An 18-year career at McKinsey & Company where, as a Senior Partner, he led the firm’s media practice during the transition from analog to digital and omnichannel platforms. • Serves on the Board of Trustees of Mercer Funds, a registered management investment company. • Previously served on the Board of Directors of Aura Financial and of CommerceHub, Inc., both private companies. • Serves on the Board of Directors and as Chair of the finance committee of the New York Public Library, Chair of the Statue of Liberty-Ellis Island Foundation and is a member of the Advisory Board of the United Nations Fund of International Partnerships. QUALIFICATIONS FOR THE TANGER BOARD As a demonstrated leader with deep expertise in helping companies adopt successful strategies during periods of transformation, Mr. Ubiñas brings valuable perspective to Tanger’s Board. OTHER CURRENT PUBLIC COMPANY BOARDS Boston Private Financial Holdings (NASDAQ: BPFH) Electronic Arts Inc. (NASDAQ: EA) FirstMark Horizon Acquisition Corporation (NYSE: FMAC)

Stephen J. Yalof
Age 58 Director since July 20, 2020 President and Chief Executive Officer Committees: None		BACKGROUND • President and Chief Executive Officer of the Company since January 2021. Mr. Yalof joined the Company in April 2020 as President and Chief Operating Officer. • Chief Executive Officer of Simon Premium Outlets of the Simon Property Group, Inc. from September 2014 to April 2020. • More than 20 years of experience in the retail industry, previously serving as Senior Vice President of Real Estate for Ralph Lauren Corporation and Senior Director of Real Estate for The Gap, Inc. QUALIFICATIONS FOR THE TANGER BOARD Mr. Yalof provides insight into the Company’s operations and strategy as well as extensive experience in the real estate and retail industries. OTHER CURRENT PUBLIC COMPANY BOARDS None

Vote Required. The nominees will be elected if votes cast for each nominee’s election exceed the votes cast against eachsuch nominee’s election, provided that a quorum is present. Accordingly, abstentions, broker non-votes and Common Shares present at the meeting for any other purpose but which are not voted on this proposal will not affect the outcome of the vote on the nominees. David B. Henry was appointed toSeven of the Board on January 1, 2016 and was approved by the Nominating and Corporate Governance Committee for inclusion on the proxy card to stand for election by the shareholders. The remaining seveneight nominees who were approved by the Nominating and Corporate Governance Committee for inclusion on the proxy card are standing for re-election. Mr. Yalof was elected by the Board during 2020 and is standing for election by our shareholders for the first time at the Annual Meeting. Mr. Yalof was recommended to serve on the Board in connection with his appointment as President and Chief Operating Officer and in anticipation of him becoming Chief Executive Officer.

THE BOARD RECOMMENDS THAT YOU VOTE FOR ALL OF THE NOMINEES SET FORTH ABOVE.

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DIRECTOR INDEPENDENCE

Our Corporate Governance Guidelines and the listing standards of the NYSE require that a majority of our directors be “independent” and that every member of the Board’s Audit Committee, Compensation and Human Capital Committee, and Nominating and Corporate Governance Committee be “independent,” in each case as such term is defined by the NYSE listing requirements. Generally, independent directors are those directors who are not concurrently serving as officers of the Company and who have no material relationship with us. We presently have eight directors, including sevensix independent directors. Our Board has affirmatively determined that the following seven nominees to our Boardsix current directors are “independent”,“independent,” as that term is defined under the listing standards of the NYSE: William G. Benton, Jeffrey B. Citrin, David B. Henry, Thomas J. Reddin, Bridget M. Ryan-Berman,

Susan E. Skerritt and Luis A. Ubiñas. The Board also affirmatively determined that Allan L. Schuman, William G. Benton, and Thomas E. Robinson Bridget M. Ryan-Berman and Allan L. Schuman. In addition,were also independent during the Board had determinedperiod that Donald G. Drapkin was independent.each served on the Board. Steven B. Tanger is concurrentlyour former Chief Executive Officer and is serving as our Executive Chair and Stephen J. Yalof is our President and CEO, and therefore, isare not independent.

14 In determining the independence of our directors, the Board considered that Ms. Ryan-Berman is a director of Newell Brands Inc., the owner of a portfolio of brands, including one of our tenants. Our Board considered the nature of this relationship and the dollar value of the annual rental payments received from the tenant and determined that the relationship does not impair Ms. Ryan-Berman’s independence.

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PROPOSAL 1 ELECTION OF DIRECTORS

Board Leadership Structure and Risk Oversight

Pursuant to our By-Laws and our Corporate Governance Guidelines, our Board determines the appropriate board leadership structure for our Company from time to time. As part of our annual Board self-evaluation process, we evaluate our leadership structure to ensure that the Board continues to believe that it provides the optimal structure for our Company and shareholders. We recognize that different board leadership structures may be appropriate for companies in different situations.

During 2020, as part of a series of strategic leadership decisions, the Board appointed Mr. Tanger to serve as Executive Chair effective January 1, 2021 and Mr. Yalof to serve as Chief Executive Officer effective January 1, 2021. We believe it was important to retain Mr. Tanger as Executive Chair during the leadership transition due to his experience navigating the Company through changing business environments for over thirty years, his intimate knowledge of outlet center operations and management and the industry relationships he has cultivated over the years, which permits him to effectively lead the Board in its oversight of the Company. Mr. Yalof was appointed to the Board on July 20, 2020. Mr. Henry, previously Non-Executive Chair of the Board, has been appointed Lead Director.

We operate under a board leadership structure with separate roles for our CEO, Executive Chair and Non-Executive Chairmanour Lead Director of the Board. Our current leadership structure permits the CEO to focus his attention on managing our Company, our Executive Chair to focus his attention on managing the Board and permitsour Lead Director to assist the Non-Executive Chairman to manageExecutive Chair with his leadership and oversight responsibilities, including by acting as the Board. liaison between the independent directors, the Chief Executive Officer and the Executive Chair. The responsibilities of the Lead Director include:

•	Scheduling Board meetings and annual meetings of shareholders and setting agendas, together with the Executive Chair of the Board and CEO;
•	Calling and presiding over executive sessions of the non-management and independent directors;
•	Consulting with the Executive Chair of the Board and CEO to ensure sufficient time is allotted during Board meetings for effective discussion of agenda items and key issues;
•	Advising on Board informational needs;

•	Engaging with the Executive Chair of the Board to facilitate communication between management and the independent directors;
•	Engaging with the Executive Chair of the Board to debrief on decisions reached and suggestions made at meetings;
•	Facilitating discussion among the independent directors on key issues and concerns outside of board meetings;
•	Presiding at Board meetings in the absence of the Executive Chair;
•	Consulting with major shareholders as requested by the Board; and
•	Working with the Executive Chair of the Board and independent directors to execute an annual performance evaluation of the CEO.

Accordingly, we believe our current leadership structure, with Mr. Stephen J. Yalof serving as President and CEO, Mr. Steven B. Tanger serving as CEOExecutive Chair and Mr. William G. BentonDavid B. Henry serving as Non-Executive ChairmanLead Director of the Board, is the optimal structure for us at this time.

The Board is responsible for overseeing the Company’s risk management processes, and our Audit Committee assistscommittees assist the Board in fulfilling this responsibility. The AuditCommitteeAudit Committee receives reports from management at least quarterly regarding the Company’s assessment of risks. These risks relate to a range of issues including strategy, operations and cybersecurity, among others. The Audit Committee, which also considers our risk profile, reports regularly to the full Board on these matters. The Audit Committee and the full Board focus on the most significant risks facing the Company and the Company’s general risk management strategy, and also ensure that risks undertaken by us are consistent with the Board’s levels of risk tolerance. The Nominating and Corporate Governance Committee and the Compensation and Human Capital Committee each maintains primary responsibility for the oversight of certain ESG matters. During 2020, the Board oversaw risks related to the COVID-19 pandemic. While the Board oversees our overall risk management, our management is responsible for day-to-day risk management processes. We believe this division of responsibilities is the most effective approach for addressing

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the risks facing the Company. The Board does not believe that its role in the oversight of the Company’s risks affects the Board’s leadership structure.

The Company has reviewed its

compensation policies and practices and has determined that it has no policies or practices that are reasonably likely to have a material adverse effect on the Company.

Attendance at Board and Committee Meetings

ATTENDANCE AT BOARD AND COMMITTEE MEETINGS

The Board held six regulareighteen meetings during 2015.2020. Each of the incumbent directors in office during 20152020 attended at least 75%90% of the Board meetings and meetings of committees on which the director served, during the period in which such person served as a director. We do not have a formal policy of attendance for directors at our Annual Meeting of Shareholders. SevenAll of our eightincumbent directors attendedwho were serving at the 2015time of the 2020 Annual Meeting of Shareholders.Shareholders attended the meeting.

Pursuant to our Corporate Governance Guidelines, non-management directors are required to meet in executive sessions following each regularly scheduled quarterly Board meeting. The Non-Executive ChairmanLead Director of the Board presides at all executive sessions at which he is in attendance. In addition, to the extent applicable, non-management directors who are not independent under the rules of the NYSE may participate in these executive sessions, but our independent directors meet in executive session at least once per year.

Committees of the Board

ANTI-HEDGING POLICY

The Company has established an anti-hedging policy that prohibits our executive officers, directors and employees, their family members and any entities they control, from purchasing financial instruments, such as prepaid variable forward contracts, equity swaps, collars, and exchange funds, or otherwise engaging in transactions that hedge or offset, or are designed to hedge or offset, any decrease in the market value of the Company’s equity securities, whether such securities

were granted as compensation or are otherwise held, directly or indirectly. These transactions allow the shareholder to continue to own the covered securities, but without the full risks and rewards of ownership. When that occurs, the owner may no longer have the same objectives as the company’s other shareholders. Therefore, executive officers, directors and employees may not engage in any such transactions with respect to the Common Shares they own.

COMMITTEES OF THE BOARD

The Board has three standing committees to facilitate and assist the Board in the execution of its responsibilities. The current committees are the Audit Committee, the Compensation and Human Capital Committee, and the Nominating and Corporate Governance Committee. In accordance with NYSE listing standards, all of the committees arecomprised are comprised

solely of independent directors. Charters for each of the Audit, Compensation and Human Capital, and Nominating and Corporate Governance Committees are available on the Company’s website at www.tangeroutlets.com by first clicking on “INVESTOR RELATIONS”,RELATIONS,” then “CORPORATE OVERVIEW””GOVERNANCE” and then “GOVERNANCE DOCUMENTS”.DOCUMENTS.”

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The table below shows the current membership for each of the standing committees.

	Audit Committee		Compensation Committee		Nominating and Corporate Governance Committee
William G. Benton(1)
Jeffrey B. Citrin
Thomas J. Reddin
Thomas E. Robinson
Bridget M. Ryan-Berman
Allan L. Schuman

(1) Mr. Benton was named Interim Nominating and Corporate Governance Committee Chair in March 2016, following the death of Mr. Drapkin, who was serving in that capacity.

	Age	Years on Board	Independent	Audit Committee	Compensation and Human Capital Committee	Nominating and Corporate Governance Committee
Jeffrey B. Citrin	63	6
David B. Henry*	72	5
Thomas J. Reddin	60	10
Bridget M. Ryan-Berman	60	12
Susan E. Skerritt	66	2
Steven B. Tanger**	72	27
Luis A. Ubiñas	58	1
Stephen J. Yalof	58	<1

Member

Chair

* Lead Director

** Executive Chair

Audit Committee.

AUDIT COMMITTEE

The Board has established an Audit Committee currently consisting of fourfive of our independent directors, each of whom satisfies the additional independence requirements of Rule 10A-3 under the Securities Exchange Act of 1934, as amended (referred to as the “Exchange Act”). The purpose, each of the Audit Committee is (i) to assistwhom has been determined by the Board in fulfilling its oversight of the integrity of our financial statements, our compliance with legal and regulatory requirements, the qualifications and independence of our independent registered public accountants and the performance of our independent registered public accountants and our internal audit function and (ii) to prepare any audit committee reports required by the SEC to be included in our annual Proxy Statement. The Audit Committee is directly responsible for the appointment, compensation, retention and oversight of the work of our independent registered public accountants and approves in advance, or adopts appropriate procedures to approve in advance, all audit and non-audit services provided by the independent registered public accountants. The Audit Committee is also charged with discussing with management the Company’s policies with respect to risk assessment and risk management, the Company’s significant financial risk exposures and the actions management has taken to limit, monitor or control such exposures. The Board has determined that each member of the Audit Committee is “financially literate”, as that term is defined in the listing requirements of the NYSE and that each member of the committee, all of whom are named above, isqualifies as an “audit committee financial expert”,expert,” as that term is defined in Item 407(d) of Regulation S-K.

PURPOSE AND RESPONSIBILITIES

Assists the Board in fulfilling its oversight of:

	•	the integrity of our financial statements;
	•	our compliance with legal and regulatory requirements;
	•	the qualifications and independence of our independent registered public accountants;
	•	the performance of our independent registered public accountants and our internal audit function, and
	•	our enterprise risk management;

•	Prepares any audit committee report required by the SEC to be included in our annual Proxy Statement;
•	Appoints, retains, oversees and provides compensation for the work of our independent registered public accountants and approves in advance, or adopts appropriate procedures to approve in advance, all audit and non-audit services provided by the independent registered public accountants; and
•	Discusses with management the Company’s policies with respect to risk assessment and risk management, the Company’s significant financial risk exposures and the actions management has taken to limit, monitor or control such exposures.

During 2015,2020, there were four meetings of the Audit Committee.

COMPENSATION AND HUMAN CAPITAL COMMITTEE

Compensation Committee.

The Board has established a Compensation and Human Capital Committee currently consisting of five of our independent directors, each of whom meets the NYSE’s heightened standardadditional standards for compensation committee membership. The Compensation Committee’s responsibilities include reviewingmembership and approving the corporate goals and objectives relevant to the compensationeach qualifies as a non-employee director for purposes of Section 16 of the CEO, evaluating the CEO’s performance in light of those goals and objectives and, either as a committee or together with other independent directors (as directedby the Board), determining compensation for our CEO. The Compensation Committee is also responsible for making recommendations to the Board with respect to the compensation of other executive officers and directors. The Compensation Committee also administers our amended and restated Incentive Award Plan (the “Incentive Award Plan”), except in the case of awards to non-employee directors for which the plan is administered by the Board. This plan provides for the issuance of equity-based awards to the Company’s employees, directors, and consultants (other than non-employee directors). The Compensation Committee selects the employees and consultants (other than non-employee directors) to whom equity-based awards under the Incentive Award Plan will be granted and establishes the terms and conditions of the awards. Exchange Act.

PURPOSE AND RESPONSIBILITIES

•	Reviews and approves the corporate goals and objectives relevant to the compensation of the CEO;
•	Evaluates the CEO’s performance in light of those goals and objectives and, either as a committee or together with other independent directors (as directed by the Board), determines compensation for our CEO;
•	Makes recommendations to the Board with respect to the compensation of other executive officers and directors.
•	Administers our Incentive Award Plan, except in the case of awards to non-employee directors for which the plan is administered by the Board. This plan provides for the issuance of equity-based awards to the Company’s employees, directors, and consultants (other than non-employee directors);
•	Selects the employees and consultants (other than non-employee directors) to whom equity-based awards under the Incentive Award Plan will be granted and establishes the terms and conditions of the awards; and
•	Reviews programs and strategies related to human capital management, including retention, management succession, diversity, culture and engagement.

During 2015,2020, there were three meetings of the Compensation and Human Capital Committee.

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Nominating and Corporate Governance Committee.

NOMINATING AND CORPORATE GOVERNANCE COMMITTEE

The Board has established a Nominating and Corporate Governance Committee currently consisting of four of our independent directors. The

PURPOSE AND RESPONSIBILITIES

•	Makes recommendations to the Board regarding changes in the size of the Board or any committee of the Board;
•	Recommends individuals for the Board to nominate for election as directors;
•	Recommends individuals for appointment to committees of the Board;
•	Establishes procedures for the Committee’s oversight of the evaluation of the Board and management;
•	Recommends approaches to director orientation and continuing education and develops and recommends to the Board corporate governance guidelines;
•	Evaluates annually the effectiveness of the Board as a whole and identifies any areas in which the Board may be better served by adding new members with different skills, backgrounds or areas of experience;
•	Assists the Board in maintaining a skills matrix as a tool for considering the experience of directors; and
•	Reviews the Company’s programs with respect to the environment and sustainability.

During 2020, there were four meetings of the Nominating and Corporate Governance Committee makes recommendations to the Board regarding changes in the size of the Board or any committee of the Board, recommends individuals for the Board to nominate for election as directors, recommends individuals for appointment to committees of the Board, establishes procedures for the Board’s oversight of the evaluation of the Board and management, and develops and recommends corporate governance guidelines.Committee.

The Nominating and Corporate Governance Committee evaluates annually the effectiveness of the Board as a whole and identifies any areas in which the Board would be better served by adding new members with different skills, backgrounds or areas of experience.

In identifying qualified director candidates for election to the Board and to fill vacancies on the Board, the Nominating and Corporate Governance Committee solicits current directors for the names of potentially qualified candidates, may ask

directors to pursue their own business contacts for the names of potentially qualified candidates and may recommend that the Board engage a third party search

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firm to identify names of potentially qualified candidates. In 2015, the Nominating

The Board values directors who will bring a sufficient range of different perspectives to bear, generate appropriate discussion and Corporate Governance Committee considered a potential director candidate recommended bydebate, and fulfill their oversight responsibilities to foster significant value creation for our CEO. Members of the Committee met with the candidate, David Henry, and noted Mr. Henry’s knowledge of the retail REIT industry and his significant experience as an executive of a public retail real estate company. Following further consideration and evaluation, and upon the recommendation of the Nominating and Corporate Governance Committee, he was appointed to the Board effective January 1, 2016 and recommended by the Nominating and Corporate Governance Committee for election at the 2016 Annual Meeting of Shareholders.

shareholders. The Board considers director candidates based on a number of factors including: whether the Board member will be “independent” in accordance with our Corporate Governance Guidelines and as such term is defined by the NYSE listing requirements; personal integrity and other qualities and characteristics, accomplishments and reputation in the business community; experience with businesses and other organizations of comparable size and current knowledge and contacts in the Company’s industry or other industries relevant to the Company’s business; experience and understanding of the Company’s business and financial matters affecting its business; ability and willingness to commit adequate time to Board and committee matters; the fit of the individual’s skills and personality with those of other directors and potential directors in building a Board that is effective collegial and responsive to the needs of the Company; and diversity of viewpoints, background, experience, gender, race, ethnicity and other demographics.attributes. It is the policy of the Nominating and Corporate Governance Committee to consider nominees for the Board recommended by the Company’s shareholders in accordance with the procedures described under “Other Matters—ShareholderMatters-Shareholder Proposals and Nominations for the 20172022 Annual Meeting of Shareholders—ShareholderShareholders-Shareholder Suggestions for Director Nominations” in this Proxy Statement. Shareholder nominees who are recommended in accordance with these procedures will be given the same consideration as nominees for director from other sources. During 2015, there were two meetings of the Nominating and Corporate Governance Committee.

Communications with Directors

COMMUNICATIONS WITH DIRECTORS

Any shareholder or interested party is welcome to communicate with our Non-Executive Chairman of the Board,Lead Director, any other director, the non-management directors as a group or the Board of Directors as a whole by writing to the directorsrelevant director(s) as follows: Tanger Factory Outlet Centers,Inc., Attention Non-Executive Chairman, c/o the Corporate Secretary, 3200 Northline Avenue, Suite 360, Greensboro, NC 27408. All communications, except for marketing and advertising materials, are forwarded directly to our directors.

Compensation of Directors

COMPENSATION OF DIRECTORS

The annual compensation to the non-employee directors for 20152020 was set and approved by the Board based on the recommendations of, and a peer group analysis performed by, independent compensation consultants engaged by the Compensation and Human Capital Committee. During 2015,Compensation paid to our non-employee directors were each paid annual cash compensationfor services in 2020 is described below.

ANNUAL DIRECTOR COMPENSATION

Additional Cash Compensation
Non-Executive Chair	$50,000
Committee Chair Fees
Audit Committee	$25,000
Compensation and Human Capital Committee	$25,000
Nominating and Corporate Governance	$15,000

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Table of $50,000. In addition, the Non-Executive Chairman of the Board was paid an additional annual fee of $50,000, the chairs of the AuditContents

PROPOSAL 1 ELECTION OF DIRECTORS

Our current CEO and Compensation Committees were each paid an annual fee of $25,000, and the chair of the Nominating and Corporate Governance Committee was paid an annual fee of $15,000. If a new director is appointed to the Board, or if a presiding director is appointed chairman of a committee, during the calendar year, the retainer fees and chair feescurrent Executive Chair, who are prorated based on the effective date of his or her appointment. The Board concluded that the annual cash compensation and committee chair fees payable to the non-employeealso directors, for 2016 will remain the same as 2015.

Our CEO who is also a director willare not be paid any director fees for histheir services as a directordirectors of the Company. Our non-employee directors are reimbursed for their expenses incurred in attending Board meetings.

EQUITY COMPENSATION

We may from time to time under the Incentive Award Plan grant to any non-employee director options, restricted or deferred shares or other awards upon approval of the entire Board. The Board selects the non-employee directors to whom equity-based awards under the Incentive Award Plan will be granted and establishes the terms andconditionsand conditions of the awards based on recommendations and advice from the Compensation and Human Capital Committee. However, as set forth in the Incentive Award Plan, a non-employee director may not receive awards under the Incentive Award Plan with an aggregate value in excess of $500,000 during any fiscal year. The Board approved an awardawards of 4,500 restricted Common Shares to each non-employee director with a grant date fair value of approximately $165,000 for each of 20162020 and 2015, and 5,000 restricted Common Shares to each non-employee director for 2014. Mr. Henry received no awards during 2015 and 2014 and Mr. Citrin received no awards during 2014 because each joined the board after grants to directors were made during those respective years.2019.

The Company’s Board of Directors expects all non-employee directors to own a meaningful equity interest in the Company to more closely align the interests of directors with those of shareholders. Our equity ownership guidelines require non-employee directors to hold 5,000 Common Shares within 3 years of their election to the Board.

In addition, the Director Deferred Share Program of Tanger Factory Outlet Centers, Inc. and Tanger Properties Limited Partnership (the “Director Deferred Share Program”) allows non-employee directors to elect to receive all or a portion of their cash and/or equity compensation in deferred shares. In the

event a non-employee director elects to defer compensation, such compensation (along with any dividends with respect to such compensation) will be credited to a bookkeeping account and paid in Common Shares within 60 days following the payment date elected by such director. Such payment date will be one of the

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following dates: (1) the date of termination of directorship, (2) a specified annual anniversary of the date of termination of directorship, (3) a specified date that is after December 31 of the applicable service year, or (4) the earlier of the date of death or disability. Any deferred shares shall be subjecttosubject to the same vesting conditions applicable to restricted Common Shares that would have been granted absent a deferral election. In 2015, two2020, three non-employee directors participated in the Director Deferred Share Program.

MINIMUM EQUITY OWNERSHIP GUIDELINES

The Company’s Board of Directors expects all non-employee directors to own a meaningful equity interest in the Company to more closely align the interests of directors with those of shareholders. Our equity ownership guidelines require non-employee directors to hold Common Shares with a value equal to five times the base annual board retainer within five years of joining the Board. All non-employee directors who have been board members for at least 3 years met the share ownership guidelines as of December 31, 2020.

Director Compensation Table

The following table shows the total compensation for our non-employee directors for the fiscal year ended December 31, 2015:2020:

DIRECTOR COMPENSATION TABLE

Name	Year		Fees Earned or Paid In cash				Share Awards(1)				All Other Compensation(2)				Total		Year				Fees Earned or Paid In cash (1)				Share Awards (2)				All Other Compensation (3)				Total
William G. Benton (4)	2015			$100,000				$173,475				$9,321			$282,796			2020			$	20,625			$	—			$	5,392			$	26,017
Jeffrey B. Citrin(3)(5)	2015			50,000				173,475				3,848			227,323			2020				79,688				165,000				9,682				254,370
Donald G. Drapkin(4)	2015			65,000				173,475				9,321			247,796
David B. Henry(5)	2015			—				—				—			—
David B. Henry																		2020				103,125				165,000				9,682				277,807
Thomas J. Reddin	2015			75,000				173,475				9,321			257,796			2020				99,688				165,000				9,682				274,370
Thomas E. Robinson	2015			50,000				173,475				9,321			232,796
Thomas E. Robinson (4)																		2020				20,625				—				5,392				26,017
Bridget M. Ryan-Berman	2015			50,000				173,475				9,321			232,796			2020				70,313				165,000				9,682				244,995
Allan L. Schuman	2015			75,000				173,475				9,321			257,796
Allan L. Schuman (4)																		2020				20,625				—				5,392				26,017
Susan E. Skerritt (6)																		2020				56,250				165,000				7,897				229,147
Luis A. Ubiñas (7)																		2020				56,250				165,000				4,290				225,540

(1)	Includes a temporary fee reduction due to the COVID-19 pandemic.
(2)	The amounts in this column represent the grant date fair value of restricted Common SharesShare awards granted during 2015.2020. Each Directordirector serving in 20152020 was granted 4,50012,000 restricted Common Shares with a grant date fair value of $38.55$13.75 per share. A discussion of the assumptions used in calculating these values may be found in Note 1716 to our 20152020 audited consolidated financial statements on pages F-45F-51 through F-46F-56 of our 20152020 Annual Report. The aggregate number of unvested restricted Common Shares held by directors, as of December 31, 2015,2020, totaled 30,99697,310 Common Shares and for each director, except for Mr. Citrin and Mr. Henry,Ubiñas, consisted of the following: 1,6665,062 restricted Common Shares granted during 20142019 with a grant date fair value of $33.82$21.73 per share and 3,00012,000 restricted Common Shares granted during 20152020 with a grant date fair value of $38.55$13.75 per share. The aggregate number of unvested restricted Common Shares held by Mr. Citrin, Ubiñas of December 31, 2015, totaled 3,00012,000 restricted Common Shares granted during 2015 with a grant date fair value of $38.55$13.75 per share. Mr. Henry held no unvested restricted Common Shares as of December 31, 2015.
(2)(3)	Represents dividends paid on unvested restricted Common Shares or the value of deferred shares credited under our Director Deferred Share Program in respect of dividends.
(4)	Messrs. Benton, Robinson and Schuman each retired as of our 2020 Annual Meeting.
(3)(5)	Mr. Citrin deferred all of his cash and equity compensation in 20152020 pursuant to our Director Deferred Share Program. Mr. Citrin received 6,096.9827,531 deferred shares in connection with 20152020 cash and equity compensation he elected to defer, including deferred shares earned from dividend reinvestment.
(6)	Ms. Skerritt deferred all of her equity compensation in 2020 pursuant to our Director Deferred Share Program. Ms. Skerritt received 13,454 deferred shares in connection with 2020 equity compensation she elected to defer, including deferred shares earned from dividend reinvestment.
(4)(7)	Mr. DrapkinUbiñas deferred all of his equity compensation in 20152020 pursuant to our Director Deferred Share Program. Mr. DrapkinUbiñas received 5,067.9212,730 deferred shares in connection with 20152020 equity compensation he elected to defer, including deferred shares earned from dividend reinvestment.
(5)	Mr. Henry’s election to the Board of Directors was effective January 1, 2016 and he did not receive any compensation as a Director in 2015.

Compensation Committee Interlocks and Insider Participation

The Compensation Committee, which is composed entirely of independent directors, is charged with determining compensation for our CEO and making recommendations to the Board with respect to the compensation of our other officers. During the fiscal year ended December 31, 2015, Mr. Benton, Mr. Reddin, Mr. Robinson, Ms. Ryan-Bermanand Mr. Schuman served as members of the Compensation Committee. No executive officer of the Company served as a member of the board of directors or compensation committee of any other entity that has one or more executive officers serving as a member of the Board or the Compensation Committee.

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COMPENSATION DISCUSSION AND ANALYSIS

Introduction

INTRODUCTION

The Compensation and Human Capital Committee is responsible for the Company’s executive compensation philosophy and policies, as well as the annual executive compensation program that flows from them. This “Executive Compensation” section of the Proxy Statement contains a detailed explanation of the compensation arrangements for our NEOs for fiscal year 2015,2020, which were determined by the Compensation and Human Capital Committee. For the fiscal year ended December 31, 2015,2020, our NEOs and their titles were as follows:

●	Steven B. Tanger - President and (1)		Chief Executive Officer (“CEO”)
●	Frank C. Marchisello, Jr. - James F. Williams		Executive Vice President and Chief Financial Officer (“CFO”)
●	Thomas E. McDonough - Executive Vice Stephen J. Yalof(1)		President and Chief Operating Officer (“COO”)
●	Chad D. Perry -		Executive Vice President, General Counsel and Secretary (“GC”)
●	Lisa J. Morrison - Senior		Executive Vice President - Leasing (“EVP - Leasing”)

(1)	On January 1, 2021, Mr. Tanger transitioned to Executive Chair of the Company’s Board of Directors, and Stephen J. Yalof assumed the role of Chief Executive Officer of the Company.

The Compensation Discussion and Analysis includes the following sections:

●		Executive Summary (page 17) - Summarizes effortsour response to engageCOVID-19, engagement with shareholders on “Say On Pay”with regard to “Say-on-Pay”, additional compensation actions, business highlights our executive compensation program, total shareholder return and CEO pay mix. 2020 Business Recap.
●				2020 Compensation Review Process(page 29) - Outlines the role of the Compensation Committee, compensation consultant and CEO in developing appropriate compensation programs for our NEOs.
●	Fiscal Year 2015 Compensation - Discusses and analyzes the Compensation Committee’s specific decisions for fiscal year 2015.
●	Elements of Compensation- Provides a more detailed description of our compensation program as applied to our NEOs.
●
		Compensation Review Process (page 26) - Outlines the role of the Compensation and Human Capital Committee, compensation consultant and CEO in developing appropriate compensation programs for our NEOs.				Governance Policies Relating to Compensation (page 40) - Details other governance policies and processes related to our executive compensation program.

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EXECUTIVE SUMMARY

We are a fully-integrated, self-administered and self-managed REIT, which focuses on developing, acquiring, owning, operating and managing upscale outlet shopping centers in the US and Canada. We are the only public pure play outlet center REIT and have a primary objective to Shareholder Say-on-Pay Votesmaximize TSR through growth in funds from operations and asset value appreciation. The Company has over 40 years of outlet center experience and our executives have a proven skill set in securing the best sites, constructing high-quality properties on time, completing the timely and effective lease-up of centers, and curating a compelling mix of tenants, while maintaining high occupancy and operating and marketing highly successful outlet centers.

The Compensation and Human Capital Committee strongly believes that our executive compensation program represents a thoughtful, balanced program with a pay-for-performance structure that focuses on Company performance and reflects the feedback of our shareholders. Our executive compensation program is designed to motivate, attract and retain highly-qualified executives with this unique and proven skill set and to align the CEO and other NEOs’ interests with those of our shareholders. In years that our shareholder value has increased, compensation for our CEO and other NEOs has generally increased. Conversely, in years that our shares have underperformed, compensation for our CEO and other NEOs has generally declined. We believe that such alignment is strongly evidenced by the 2020 compensation and the current outstanding equity awards held by our NEOs.

COVID-19’S IMPACT AND THE COMPANY’S RESPONSE

Our shareholders2020 financial and operational results were heavily impacted by the COVID-19 pandemic and reflect what was the most difficult year in our Company’s history. Although our open-air outlet centers remained open, retailers began closing their stores in our outlet centers in mid-March and by April 6, 2020, substantially all of the stores in our portfolio were closed as a result of mandates by order of local and state authorities. In late March 2020, we proactively offered all tenants in our consolidated portfolio the option to defer 100% of April and May rents interest free, payable in equal installments due in January and February of 2021, in order to allow the tenants to focus on reopening as mandates lifted. In addition, the Company elected to temporarily reduce base salaries for NEOs and the quarterly cash compensation for our Directors, in an effort to avoid a workforce reduction and to maintain healthcare benefits for all employees in light of the ongoing COVID-19 pandemic. In particular, Steven B. Tanger reduced his base salary by 50%, each of the Company’s other named executive officers, including Mr. Yalof, reduced his or her salary by 25% and the Board’s quarterly compensation was reduced by 25%. In addition, we reduced other general and administrative and operating expenses and deferred certain capital expenditures.

With respect to our Incentive Cash Bonus Plan (see “2020 Compensation - Annual Cash Incentives: Description and Analysis”), the performance metrics were established in February of 2020 prior to the full onset of the COVID-19

pandemic and its resulting effect on the global economy. At the time the individual strategic objectives were set, as in year’s past, the Compensation and Human Capital Committee believed the performance levels would be challenging and difficult, but achievable with significant effort and skill. We were only able to achieve the leverage ratio metric at a level between the target and maximum goals. However, after considering the performance of the executive officers in responding to the COVID-19 crisis and pivoting to stabilize the Company’s business, including the critical contributions described under the Resiliency Scorecard (see page 34), a cash bonus was approved by the Board that included the regular performance metrics and took into consideration the Resiliency Scorecard.

SHAREHOLDER ENGAGEMENT AND LISTENING TO OUR SHAREHOLDERS

We have historically supportedtaken into consideration the results of our advisory votes on the Company’s executive compensation program. We believe this support is based on the fact that the Company’s long-term returns are among the highestprogram and NEO compensation decisions, and since 2014, we have proactively engaged in the REIT industry. Our shareholders supportedongoing shareholder outreach in order to hear feedback about our executive compensation program againdirectly from shareholders.

At the Company’s 2020 Annual Meeting of Shareholders, approximately 65% of votes cast approved, on an advisory (non-binding) basis, of our executive compensation (commonly referred to as “Say-on-Pay”). This level of support was a significant decrease from the 2019 vote, in 2015, whenwhich approximately 93% of votes were cast in favor of this proposal. Based on feedback obtained from extensive dialogue with our shareholders, we believe the Company received advisory approvalprimary reason for the lower level of its namedsupport was due to separation benefits provided to our former President upon his retirement, which was an enhancement to the treatment he was otherwise entitled to receive. While we do not provide retirement benefits to our NEOs, the Board made an exception for Mr. McDonough given the significant contributions he made during his nearly 10 years of service, and therefore consider this an isolated event. Investors generally supported the overall design and framework of our executive officer compensation but not by a marginprogram in 2020 as it was consistent with our 2019 program that the Company deemed satisfactory - 66.2%.included significant changes to our CEO’s compensation.

In order to better understand how to increaseaddress any shareholder satisfactionconcerns, we annually conduct outreach efforts led by Mr. Thomas Reddin, the Chair of the Compensation and Human Capital Committee, together with the Company’s NEONon-Executive Chair of the Board at that time, Mr. David Henry, along with the Compensation and Human Capital Committee’s independent compensation consultant, FPL Associates L.P. (“FPL”), and members of management (excluding the Chief Executive Officer).

Following our spring 2020 outreach efforts, in response to shareholder feedback and as part of our continuing commitment to robust executive pay practices, we amended employment agreements for several executives to eliminate, where applicable, any remaining legacy single-trigger change of control equity benefits. In particular, the employment agreements

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for Mr. Williams and Ms. Morrison were amended such that, following a change of control, they will no longer be entitled to severance benefits upon a voluntary resignation without good reason. Mr. Williams and Ms. Morrison would have instead continued to be eligible for severance benefits upon termination by the Company has engagedwithout cause (as defined in ongoing shareholder outreach. In 2015,the applicable employment agreement) or voluntary resignation for good reason (as defined in the applicable employment agreement) following a change of control. Further, the employment agreement for Mr. Perry was amended such that Mr. Perry would no longer have good reason to terminate his employment solely due to the occurrence of a change of control. Following a change of control, Mr. Perry would have remained eligible for severance benefits upon a termination without cause or voluntary resignation for good reason (as modified by such amendment).

Following such proactive changes, we again reached out in the winter of 2020/2021 to a number of our 22 largest institutional shareholders who collectively owned approximately 69%72% (and spoke with and received feedback from shareholders who collectively owned 55%) of our outstanding Common Shares. We arranged a total of nine meetings with institutional investors, representing many of the largest shareholders who responded to ourcommon shares. Then, following such outreach efforts and expressed interest in meeting with us. These investors collectively owned approximately 35%as part of our outstanding Common Shares.continuing commitment to robust executive pay practices, we (1) adopted an executive severance plan and terminated employment agreements for certain executive officers and (2) modified our equity ownership guidelines to apply to a broader group of executives.

In our outreach efforts, we heard shareholders express the following key themes:

●18	Our Cash Bonus Plan was based on 10 factors, which were too many;
●	TSR should not be a performance metric for purposes of the cash bonus plan;
●	The allocation of equity awards should be more heavily weighted towards performance-based equity awards and less to time-based equity awards; and
●	Performance-based equity awards should be more heavily weighted towards relative performance hurdles and less towards absolute performance hurdles. NOTICE OF ANNUAL MEETING OF SHAREHOLDERS AND PROXY STATEMENT

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Based on the results of our advisory votes on the Company’s NEO compensation and discussions held over the past several years, we have made a resultnumber of shareholder feedback and additional work with our independent compensation consultants, our Compensation Committee made the followingpositive changes to our executive compensation program:program as summarized below:

COMPENSATION HIGHLIGHTS

Salary Reduction for NEOs and Directors due to COVID-19

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●EXECUTIVE COMPENSATION	Removed TSR as a performance metric for purposes of the cash bonus plan during 2015;
●	Reduced the number of time-based equity awards relative to performance-based equity awards granted in 2016 for 2015 performance; and
●	Changed our 2016 OPP to reflect a 50/50 split between absolute and relative TSR hurdles.

Additional

CEO Cash Bonus Earned as a % of Target

Summary of CEO Direct Compensation

The following table highlights the components of compensation that the Compensation Actions

In addition to the changes that we made based on shareholder feedback, the Company also did the following:

●	Adopted a robust anti-pledging policy that generally prohibits executive officers, directors, and employees from pledging Company securities as collateral for margin loans or other transactions;
●	Based approximately 83% of the CEO’stotal compensation on variable, or at risk, Company performance metrics; and
●	Continued to impose a mandatory three-year holding period after vesting for the CEO’s February 2015 and 2016 restricted equity grants.

Business Highlights

We believe the Company, which is focused on long-term shareholder value creation, achieved some of the best operational resultsand Human Capital Committee deemed most important in its history in 2015. Our reputation within the industry of having a quality portfolio of outlet centers and a refined skill set for developing, leasing, operating and marketing them, continues to drive tenant demand for space in Tanger Outlet Centers.

This demand afforded us the opportunity to open four new Tanger Outlet Centers in 2015, which expanded our total footprint by nearly 1.4 million square feet, or over 10%. We currently have two development projects under construction scheduled to open in 2016 that will addan additional 707,000 square feet to our portfolio. We believe our strong tenant relationships, our expertise in site selection, permitting and the entitlement process, our operational and customer service excellence, and a strong balance sheet have provided a true competitive advantage.

Regarding our 2015 earnings, AFFO per share, which is FFO adjusted to eliminate certain items that we believe are not indicative of our on-going operating performance, increased 13% for the year to $2.22 per share, compared to $1.97 per share the prior year. Thisconsidering year over year increase was primarily driven bychanges to compensation for our ability to increase rental ratesCEO. Thus, for direct comparison purposes, total direct compensation excludes dividends on renewalsunvested restricted Common Shares and released space withinall “other” compensation (see “2020 Summary Compensation Table” on page 43 for items included in “other” compensation).

		Year		Salary ($) (1)		Cash Bonus ($)		Time-Based LTI Awards ($)		Performance-Based LTI Awards ($)		Total Direct Compensation ($) (2)
Steven B. Tanger, CEO		2020		$735,577		$  595,000		$1,461,970		$2,192,949		$4,985,496
		2019		850,000		1,506,462		1,461,964		2,192,945		6,011,371
		% Change		(13.5)%		(60.5)%		—%		—%		(17.1)%

(1)	2020 salary amount includes a temporary salary reduction due to the COVID-19 pandemic.
(2)	For direct comparison purposes, excludes dividends paid on unvested Common Shares and “other” amounts.

Pay-for-Performance Alignment

The Compensation and Human Capital Committee believes that an executive compensation program that strongly links both the short-term and long-term performance of the Company and the compensation of our core portfolio, and by growing our portfolio of properties through new developments and expansions during 2015 and 2014. AFFOexecutive officers is a non-GAAP financial measure that we believe to be an important supplemental indicatorkey driver of our long-term financial success. We have designed an effective pay-for-performance program whereby a significant portion of our executive officer’s compensation is tied to performance-based cash and equity awards. Thus, in periods where we have

superior performance in our operating performance. For a discussionresults and TSR, our executive officers will realize higher levels of FFOcompensation. Likewise, in periods of poor performance, our executives will realize significantly lower levels of compensation.

Due to total shareholder returns that have lagged our peers and AFFO, including a reconciliation to GAAP, please seein some cases have been negative on an absolute basis, our CEO’s total realized compensation over the last several years has been significantly less than the reported grant date fair value of the awards for those respective years.

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REALIZED PAY

Annual Reportcompensation data shown in the Summary Compensation Table on Form 10-K for the year ended December 31, 2015 filedpage 43 is presented in accordance with the Securities and Exchange CommissionCommission’s (“SEC”) requirements. This mandated format is based on February 23, 2016, beginning on page 60.accounting rules that reflect the

Our growth allowed usgrant date fair value of the award at the time of grant, which can differ significantly from the value that is ultimately earned from these awards. Therefore, the Committee believes that utilizing realized compensation in its evaluation of CEO pay is an appropriate additional consideration to raise our quarterly dividend by 19% in April 2015. This markedaccurately measure the 22nd consecutive annual dividend increase since we become a public company.

While our Company generated a -8.15% total shareholder return in 2015, we believe that the true value creation produced from an investment in real estate should be assessed over a long-term horizon. For the five-year, seven-year, 10-year and 20-year periods ended December 31, 2015, our total shareholder return was 48%, 118%, 220% and 1,612%, respectively. Tanger also ranked third among all public mall REITs in total shareholder return for both the 10-year and 20-year periods.

Despite these achievements, the total direct compensation for thealignment of CEO in 2015 decreased by 9.7% from 2014. See “Total Shareholder Return” on page 24 for further discussion of performance accomplishments used to set 2015 compensation.pay-for-performance.

Compensation Highlights

For 2015, our compensation program for NEOs includes the following key elements:

Summary Compensation Table		Realized Compensation
Concept:		Concept:
Uses SEC methodology, which utilizes a mix of both compensation actually earned during the year (base salary and annual bonus) and some future contingent pay opportunities (equity awards)		Includes only pay actually earned during the year
Purpose:		Purpose:
SEC-mandated compensation disclosure		Used to show the strength of the correlation between Tanger’s performance and the actual cash and equity payouts earned by our CEO during the year
How it is Calculated:		How it is Calculated:
Pay ElementBase salary paid during the year		Compensation TypeBase salary	Objective and Key Featurespaid during the year
Base Salary +		Fixed +Cash
Objective Salaries are set at a level that reflects job responsibilities and to provide competitive fixed pay to balance performance-based risks. Key Features ●NEO base salaries were increased in 2015 by 3% over 2014 amounts, which we believe is generally consistent with increases at similar performing REITs. ●2016 base salaries remain unchanged from 2015 amountsAnnual bonus earned for the CEO and EVPs. 2016 base salary for Ms. Morrison was increased by 3% over her 2015 amount.

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Pay Elementapplicable (current) year’s performance		Compensation TypeAnnual bonus	Objective and Key Featuresearned for the applicable (current) year’s performance
Annual Cash Incentives +		Variable Incentive Cash +
Objective Annual cash incentives are designed to incentivize management to achieveAccounting grant date fair value of equity awards granted during the Company’s strategic financial goals for the year utilizing a formulaic calculation. Key Features ●Payout on 80% of plan determined by the achievement of financial performance hurdles established early in themost recently completed fiscal year with(i.e., prior year)		Value of performance based equity awards earned during the remaining 20% determined based onmost recently completed 3-year performance period and the Compensation Committee’s review of individual/subjective performance criteria also established early in the fiscal year. ●The performance criteria are designed to motivate the achievement of short-term goals that we believe will ultimately translate into an increase in the equityyear-end value of the CompanyAnnual Long-Term Equity Incentives that vested during the current fiscal year
+		+
All other compensation		All other compensation

Summary Compensation Table Disclosed Compensation vs. Realized Compensation

(in $ thousands)

Our CEO participates in multi-year award programs that are based exclusively on the Company’s three-year absolute and relative TSR to directly align our CEO’s compensation to that of shareholder returns. As of December 31, 2020, the OPP award granted in 2017 concluded with the performance periods ongoing for the OPP awards granted in 2018 through 2020.

The chart below illustrates what our CEO has realized from the completed program and what the outstanding programs would have paid out had they been concluded as of year-end 2020. Of the total potential OPP award value over the four programs, in aggregate, our CEO has earned, and is tracking to earn for those OPPs outstanding, approximately 7% of value.

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CEO OPP Award Values: 2017 OPP Realized Value & 2018, 2019, 2020 OPP Tracking Value as of December 31, 2020 (1)

(1)	While as of December 31, 2020, the 2018 OPP was tracking to have a zero payout, actual awards earned at the time set, the Compensation Committee believed the targets would be challenging and difficult, but achievable with significant effort and skill in lightend of the conditionperformance period in February 2021 were between the threshold and target for the relative portion of the overall economy at that time. ●award. The 2015 maximum bonus potential as a percentage of Base Salary for each executive remained the same as 2014. In addition, the 2016 maximum bonus potential as a percentage of Base Salary remained the same as 2015.
Restricted Common Share Awards		Variable Incentive Equity	Objective Grants structured to reward for prior year performance and support the retention of senior management, while subjecting recipientspayout was approximately 20.37% in relation to the same market fluctuationstotal awards granted. For our CEO, the value earned was approximately $489,000 and is included in the above graph.

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TSR-Based Performance Award Status

The chart below depicts each current OPP on a program by program basis and the amounts realized or projected to be earned based on the Company’s TSR performance as of December 31, 2020. The 2018 and 2019 OPPs had zero value as of December 31, 2020 and the 2020 OPP was tracking between target and maximum for the relative portion of the award. In addition, no amounts were realized under the three previous three-year OPP plans (2015, 2016 and 2017), the most recent of which was completed in February 2020.

(1)

While as shareholders and thereby motivating managementof December 31, 2020, the 2018 OPP was tracking to create long-term shareholder value. Key Features ●The grant size is determined based onhave a detailed review of TSR performance, executionzero payout, actual awards earned at the end of the Company’s long-term strategic planperformance period in February 2021 were between the threshold and the historical number of restricted Common Shares granted to each NEO. ●In 2015, the Compensation Committee approved the grant of time-based restricted Common Shares to our NEOs for fiscal 2014 performance. For the CEO, these shares represented approximately 53% of his equity awards. ●In 2016, the Compensation Committee approved a reduction in the number of time-based restricted Common Shares granted to our CEO and EVPs for 2015 performance, compared to the number granted in 2015 for 2014 performance. ●The Committee approved the same number of time-based restricted Common Sharestarget for the SVP - Leasing for 2015 and 2014 performance. ●Time-based restricted Common Shares granted torelative portion of the CEO and EVPs in 2016 vest ratably over a four-year period, compared to a five-year period for grants in 2015, subject to continued employment. All time-based restricted Common Shares vest ratably over a five-year period for Ms. Morrison, subject to continued employment. ●Restricted Common Shares granted to the CEO include a mandatory holding period under which the CEO cannot sell his vested Common Shares for an additional three years following the applicable vesting date. award.

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Pay ElementEXECUTIVE COMPENSATION		Compensation Type	Objective and Key Features
Outperformance Plan (OPP)		Variable Incentive At-Risk Equity	Objective The OPP is designed to enhance our pay-for-performance structure and shareholder alignment, while motivating and rewarding senior management for superior TSR performance based on rigorous absolute and relative hurdles. Key Features ●Only provides tangible value to our executives upon the creation of meaningful shareholder value above specified hurdles over a three-year measurement period. ●Awards granted in 2015 for fiscal 2014 performance were allocated 60/40 between absolute hurdles and relative hurdles under the 2015 Outperformance Plan. The absolute and relative hurdles (and the related allocation between these hurdles) were adjusted in the 2016 OPP (as noted below). ●Awards granted in 2016 for fiscal 2015 performance are allocated 50/50 between absolute hurdles and relative hurdles under the 2016 OPP. ●For the 2016 OPP, absolute hurdle requires a return equal to or above 18% over a three-year measurement period, with a 35% return necessary to earn the full value under the absolute component. ●For the 2016 OPP, relative hurdle requires equal to or above the 40th percentile of the constituents of the SNL US Equity REIT Index over a three-year measurement period, with performance equal to or above the 70th percentile to earn the full value under the relative component. ●Full payout is earned only if both the Absolute and Relative TSR hurdles are achieved, and then half of the award is subjected to an additional year of time-based vesting.
Compensation Governance		Risk Management	Objective Policies and plan features are designed to discourage behavior that could lead to excessive risk-taking. Key Features ●Limits on annual cash incentive compensation so that cash bonuses may not exceed set percentages of base salary (200% for the CEO). Minimum ownership guidelines for NEOs and directors, with a 10x base salary requirement for our CEO. ●Clawback policy applicable to our executive officers that allows for the recoupment of incentive awards under certain circumstances. ●Anti-hedging policy that prohibits any executive officer or director from trading in puts, calls, options or other derivative securities of the Company. ●Anti-pledging policy that restricts the pledging of securities of the Company. ●Mandatory holding period for our CEO for three years following the vesting date of restricted Common Shares granted since 2013.

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EXECUTIVESIGNIFICANT AT-RISK COMPENSATION

CEO Pay-for-Performance Alignment

The Company’s commitment to pay-for-performance is illustrated by the total compensation paid to our CEO. The graph below illustrates total compensation paid toA substantial portion of our CEO since 2011 and the TSR on a $100 investment in the Company made on January 1, 2011. As a resultof the fact that approximately 83%NEOs’ pay is tied to company performance and is at risk. Approximately 27% of our CEO’s totalperformance year 2020 compensation is performance-based and/or significantly tiedwas paid in cash,

and approximately 85% was variable, subject to the Company’s share priceperformance. Across our remaining NEOs, the average 2020 performance we believeyear amount paid in cash was approximately 35% and approximately 84% was variable, subject to the Company’s performance.

2020 BUSINESS RECAP

Our 2020 financial and operational results were heavily impacted by the COVID-19 pandemic and reflect what was a difficult year. Although our compensation has aligned withopen-air outlet centers remained open, retailers began closing their stores in our TSR performance over the long-term period.

The above graph is based on actual compensation earned during each fiscal yearoutlet centers in mid-March and we believe, more accurately reflects the annual decisionsby April 6, 2020, substantially all of the Compensation Committee with respect tostores in our CEO’s compensation than the Summary Compensation Table presented on page 42 because our annual long-term equity incentive awards for a particular year are generally granted in February of the following year based on performance for the prior year. These grants are presented as compensation for the year in which they are granted (rather than earned) in the Summary Compensation Table, consistent with SEC rules.

Total compensation for the years 2012 through 2015 includes $1,144,633 in each year, representing the annualized value of the 45,000 fully vested Common Shares, 90,000 time-based Common Shares and the 90,000 performance-based Common Shares granted pursuant to the CEO’s February 2012 employment agreement.

For direct comparison purposes, total 2014 compensation excludes dividends of $415,796 paid during 2014 on unvested restricted Common Shares issuedportfolio were closed as a result of mandates by order of local and state authorities. In late March 2020, we proactively offered all tenants in our consolidated portfolio the conversionoption to defer 100% of notional units awardedApril and May rents interest free, payable in equal installments due in January and February of 2021, in order to allow the tenants to focus on reopening as mandates lifted.

In order to increase liquidity, preserve financial flexibility and help meet our obligations for a sustained period of time, we took the following steps:

•	drew down substantially all of the available capacity under our $600.0 million unsecured lines of credit in March 2020,
•	reduced cash outflows, including the reduction or deferral of certain operating and general and administrative expenses, which included temporary base salary reductions for our named executive officers and other employees, resulting in a reduction in cash outflows during the last nine months of 2020 of approximately $1.3 million of general and administrative and $16.6 million of property operating expenses and
•	temporarily suspended dividend distributions following the May distribution to conserve approximately $35.0 million in cash per quarter and preserve our balance sheet strength and flexibility.

As mandates were lifted, reopened stores as a percentage of total leased stores improved from 1% on April 6, 2020 to 56% on June 3, 2020 to 72% on June 14, 2020. By June 15, 2020, in-store shopping for non-essential retail was allowed in every market in which our centers are located. Between June 2020 and August 2020, we repaid the entire $599.8 million outstanding balance of borrowings under our unsecured lines of credit. In July 2020, we restored the 2010 Multi-Year Performance Plan. The 2010 Multi-Year Performance Plan wasabove mentioned salary reductions, and in January 2021, the Board of Directors reinstated the dividend at a four-year performance plan under which recipients earnedquarterly rate of $.1775 per common share. As of January 31, 2021, more than 99% of total occupied stores in the maximum numberconsolidated portfolio were open, representing approximately 99% of restricted Common Shares based onleased square footage and annualized base rent, and we had collected 95% of rents billed in the Company achieving a greater than 60% share price appreciationfourth quarter and 57% of deferred rents, including 90% of deferred rents due in January 2021. Traffic during the fourfourth quarter represented approximately 90% of prior year performance period endinglevels and increased to approximately 96% in January. Governmental mandates effective between late December 31, 2013. The restricted Common Shares earnedand early-to-mid-February impacted traffic at the Tanger Outlet Centers in Canada. Excluding those centers, domestic traffic was over 99% in January.

During 2020, we recaptured approximately 903,000 square feet within the consolidated portfolio related to retailer bankruptcies and brand-wide restructurings. As a direct result of the pandemic and these bankruptcies and restructurings, our 2020 earnings were issuednegatively impacted by approximately $47.3 million due to (1) write-offs related to bankruptcies and other uncollectible accounts due to financial weakness, (2) one-time concessions in January 2014exchange for landlord-favorable amendments to lease structure, (3) reserves for a portion of deferred and vested on December 31, 2014, followingunder negotiation billings that we expect to become uncollectible in future periods, (4) and write-offs of straight-line rents associated with the completion of a one-year vesting period.bankruptcies and uncollectible accounts.

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EXECUTIVE COMPENSATION

	Net Income		Net loss available to common shareholders was $0.40 per share, or $37.0 million, for the year ended December 31, 2020 compared to net income available to common shareholders of $0.93 per share, or $86.5 million, for the prior year.
	Core FFO*		Core FFO available to common shareholders was $1.57 per share, or $153.7 million, for the year ended December 31, 2020 compared to $2.31 per share, or $226.1 million, for the prior year.
	Same Center NOI*		Same Center NOI for the consolidated portfolio decreased 19.5% for the year ended December 31, 2020 largely due to the impact of the COVID-19 pandemic, including the write-off of rental revenues (excluding straight-line rents) of $40 million.
	Occupancy		91.9% occupied consolidated portfolio at year-end 2020 (compared to 97.0% on December 31, 2019), reflecting the recapture of 903,000 square feet or 8% of GLA of the consolidated portfolio due to retailer bankruptcies and brand-wide restructurings.
	Quarterly Common Share Cash Dividends		Paid $0.7125 per share in dividends during 2020 prior to the temporary suspension of the dividend in order to conserve approximately $35.0 million in cash per quarter and preserve our balance sheet strength and flexibility. In January 2021, we announced that the Board of Directors declared a quarterly cash dividend of $0.1775 per share. We have paid an all-cash dividend every year since becoming a public company in May 1993.
	Interest Coverage Ratio		Maintained an interest coverage ratio (calculated as Adjusted EBITDA* divided by interest expense) of 3.3 times for 2020 compared to 4.3 times for 2019.
	Debt Compliance		Remained in full compliance with all debt covenants as of December 31, 2020.

Total Shareholder Return

*

Core FFO (formerly referred to as AFFO), Same Center NOI and Adjusted EBITDA are financial measures that the Company’s management believes to be important supplemental indicators of our operating performance and which are used by securities analysts, investors and other interested parties in the evaluation of REITs, but are not measures computed in accordance with GAAP. For a discussion of Core FFO, Same Center NOI and Adjusted EBITDA including a reconciliation to GAAP, please see Appendix A.

We believe that the true value creation produced from an investment in real estate should be assessed over a long-term horizon, and our strategy has focused on long-term value creation. Accordingly, the graph below compares the cumulative total return on our Common Shares over the past ten years to the cumulative return of comparableindices assuming a $100 investment on December 31, 2005, and assuming all dividends were reinvested. A $100 investment in the Company would have increased to $320 on December 31, 2015 and would have outperformed an investment in each index over the same period as detailed below.

Comparison of $100 Investment Over the Past Ten Years

December 31,		2005			2007			2009			2011			2013			2015
Tanger Factory Outlet Centers, Inc.		$	100.00		$	141.65		$	159.45		$	255.88		$	294.24		$	320.47
SNL US Equity REIT Index		$	100.00		$	113.89		$	93.12		$	130.01		$	162.14		$	212.43
SNL US Retail REIT Index		$	100.00		$	109.71		$	79.56		$	116.98		$	154.86		$	206.07
Russell 3000		$	100.00		$	121.66		$	97.89		$	115.64		$	179.79		$	203.33

Over the 10-year period ending December 31, 2015, we have delivered positive returns to our shareholders. While over the shorter-term periods we have trailed our peers’ performance, we have meaningfully outperformed over the longer-term periods that our Compensation Committee focuses on, including being in the top third percentile ofperformance in our Executive Compensation Peer Group over the 10-year period. The chart below compares our TSR, asAs of December 31, 2015, to2020, we had approximately $685 million of liquidity, including cash and cash equivalents and the indexfull undrawn capacity under our $600 million unsecured lines of equity REITs prepared by SNL Financial. The chart also shows where ourcredit. Our outstanding floating rate debt totaled approximately $11 million, representing less than 1% of total return performance ranked compared to our executive compensation peer group.

Total shareholder return:		1 Year			3 Year			5 Year			7 Year			10 Year			Since IPO
Tanger Factory Outlet Centers, Inc.		(8)%			5%			48%			118%			220%			1,873%
SNL Equity REIT Index		3%			36%			77%			194%			112%			934%
Executive Compensation Peer Group Median		7%			47%			90%			200%			101%			1,137%

CEO Pay Mix

The Compensation Committee believes that a significant portionconsolidated debt and less than 1% of compensation should be at-risk and heavily dependent upon the achievement of rigorous, objectiveperformance goals. As illustrated below, approximately 83% total enterprise value. Approximately 94%

of our CEO’s total compensation is performance based, at risk and/or variable, subjectconsolidated square footage was unencumbered. As of December 31, 2020, our outstanding debt had a weighted average interest rate of 3.6% and a weighted average term to the company’s performancematurity, including extension options, of approximately 4.5 years with no significant maturities until December 2023.

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results. Although the Compensation Committee does not target any particular peer group percentile, the overall structure is designed so that if the Company’s performance exceeds expectations and is above its peers, the result should be overall compensation that is at the high end of the peer range and favorable to compensation availableat successful competitors. Conversely, if the Company’s performance is below expectations and peer levels, the result should be overall compensation that is at the low end of the peer range and is lower than compensation paid at more successful competitors.

For 2015 performance, total compensation was allocated as follows:

Chief Executive Officer 2015 Pay Mix

Amounts reflected in the chart above under Long-Term Incentive Awards are based on each award’s grant date fair value, which, as computed under GAAP, is generally higher for time-based awards than performance-based awards. In determining the appropriate allocation between time-based and performance-based awards, the Compensation Committee also considered the relative number of awards granted in addition to the grant date fair value. In 2016, based on the Company’s 2015 operating performanceand the feedback received from our shareholder outreach program, the Committee decided to reduce the number of restricted Common Shares to be issued as time-based equity awards relative to performance-based equity awards granted for 2015 performance. The chart below compares the mix of performance-based awards (assuming the maximum number of restricted Common Shares are earned) and time-based awards granted for both 2014 performance and 2015 performance.

CEO Mix of Equity Awards

Restricted Common Shares Awarded		2014		% of Total Award		2015		% of Total Award
Performance-Based(1)		103,000		47.2%		135,375		59.4%
Time-Based		115,000		52.8%		92,712		40.6%
Total		218,000				228,087

(1)	Represents restricted Common Shares to be issued if maximum performance hurdles are met.

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Compensation Review ProcessEXECUTIVE COMPENSATION

Compensation Program Objectives

COMPENSATION REVIEW PROCESS

COMPENSATION PROGRAM OBJECTIVES

The objectives of the Company’s compensation program are as follows:

●
	Motivate, attract and retain qualified executive management employees who are enthusiastic about the Company’s mission, performance, and culture;
●				Create a fair, reasonable and balanced compensation program that rewards management’s performance and contribution to the Company while closely aligning the interests of management with those of shareholders; and
●				Provide total compensation to executive officers that is competitive with total compensation paid by other REITs, and other private real estate firms similar to the Company.

Compensation Program Rewards

COMPENSATION PROGRAM REWARDS

The Company’s compensation program rewards teamwork and the individual officer’s contributionofficer contributions to the Company’s annual and longer-termlonger term goals. Annual cash performance-based incentives reward Company financial performance and individual performance for the fiscal year. In measuring an individual officer’s and the overall team’s performance, the Compensation and Human Capital Committee considers numerous factors, including the Company’s growth in Core FFO and Same Center NOI from the prior year its success in renewing a significant number of the leases expiring during the year, increases obtained in tenant base rents upon executing renewals or new leases, overall occupancy rate maintained at year end,and the debt to asset ratio, and customer traffic.ratio. While the individual amounts of incentive compensation incentives paid may vary among officers, the performance targets that are set are generally the same for all officers. This creates an environment where all officers work together to achieve a common goal. See “Annual“2020 Compensation - Annual Cash Incentives: Description and Analysis” on page 3130 for further discussion of performance targets used to set 20152020 compensation. Equity-basedAdditionally, equity-based awards are designed to provide long-term incentives designed tothat reward price appreciation of our Common Shares over a multi-year period.

Additionally, weWe also believe that the Company’s executive compensation program does not encourage excessive risk taking. The Compensation and Human Capital Committee has incorporated the following risk-oversight and compensation-design features to guard against excessive risk taking:

●•	Review and approval of corporate objectives by the Compensation and Human Capital Committee to ensure that these goals are aligned with the Company’s annual operating and strategic plans, achieve the desired risk/reward balance, and do not encourage excessive risk taking;
●•	Base salaries consistent with each executive’s responsibilities so that the executive is not motivated to take excessive risks to achieve a reasonable level of financial security;
●•	A significant portion of each executive’s compensation is tied to the future share performance of the Company;

●•	Equity compensation and vesting periods for equity awards that encourage executives to focus on sustained share price appreciation;
●•	CEO holding period on all restricted Common Shares granted since 2013;
●	Robust share ownership guidelines, Clawback Policy, Anti-hedging Policyclawback policy, anti-hedging policy and Anti-Pledginganti-pledging policy; and

●•	A mix betweenof cash and equity compensation that is designed to encourage strategies and actions that are in the long-term best interests of the Company.

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RoleTable of the Compensation CommitteeContents

EXECUTIVE COMPENSATION

ROLE OF THE COMPENSATION AND HUMAN CAPITAL COMMITTEE

The purposes and responsibilities of the Compensation and Human Capital Committee of the Board include the following:

●•	Review and approve corporate goals and objectives relevant to the compensation of the CEO, evaluate the CEO’s performance and determine and approve the CEO’s compensation level based on this evaluation;
●•	Make recommendations to the Board with respect to the compensation of non-employee directors and officers other than the CEO;
●•	Periodically review the Company’s incentive-compensation and equity-based plans and approve any new or materially amended equity-based plans; and

●•	Oversee, with management, regulatory compliance with respect to compensation matters, including the Company’s compensation policies with respect to Section 162(m) of the Internal Revenue Code of 1986 (referred to as the “Code”). matters.

The Compensation and Human Capital Committee may, in its discretion, delegate all or a portion of its duties and responsibilities to a subcommittee. In particular, the Compensation and Human Capital Committee may delegate the approval of certain equity awards to a subcommittee consisting solely of members of the Compensation and Human Capital Committee who are (1) “non-employee directors” for the purposes of Rule 16b-3 under the Exchange Act of 1934, and (2) “outside directors”Act.

ROLE OF THE COMPENSATION CONSULTANT AND USE OF MARKET DATA

In setting compensation for the purposes of Section 162(m) of the Code.

Role offiscal 2020 performance, the Compensation Consultant and Use of Aggregate Peer Group Data

Since 2004, the CompensationHuman Capital Committee has engaged FPL, an independent compensation consultant, FTI Consulting, Inc. (“FTI”), to assist in determining the appropriate amounts, types and mix of executive compensation. The Compensation and Human Capital Committee, with the help of FTI,its independent compensation consultant, annually reviews the compensation practices of other REITs in order

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to evaluate market trends and compare our compensation program with the compensation programs withof our competitors. Based in part on this data, the Compensation and Human Capital Committee develops a compensation plan that is intended to maintain the link between corporate performance and shareholder returns while being generally competitive within our industry.

Each fiscal year, management prepares tally sheetsan analysis that setsets forth the Company’s total compensation obligations to the CEO and the other officers, including each executive’s realized compensation from the prior year and targeted cash compensation for the coming year. FTI analyzesFPL analyzed this information for our NEOs, as well as the mix of fixed versus variable, short-term versus long-term and cashcash- versus equity-based compensation of officers with similar duties and responsibilities, as well as similar rank within the NEO group, at the targeted peer group companies. The analysis focusesfocused on twothe following categories of compensation: (1) base salary, (2) base salary and incentive cash bonus together as total annual cash compensation, (3) long-term incentive compensation and (2)(4) total overall compensation.

The Compensation and Human Capital Committee does not benchmark annual compensation to any specific percentile of total compensation paid to comparable officers in the peer group. Based on the Company’s and the individual’s overall performance relative to the peer group and the unique circumstances associated with any individual officer, the Compensation and Human Capital Committee, in consultation with FTI, determines anFPL, determined the appropriate level of annual compensation. Although peer data is utilized in this process, we do not benchmark compensation to any particular peer group percentile for any of our NEOs.

In 2015, FTI

For fiscal 2020 performance, FPL recommended the level of base and incentive cash bonus compensation to be set for each officerNEO as well as the amount of equity awards to be granted to each officerNEO (or, if applicable, concluded that the recommendations of the CEO with respect to such other officer’s compensation were reasonable and within peer group standards), based on its review of peer data, industry trends including responses to COVID-19, existing employment agreements and other factors. The Compensation and Human Capital Committee considered FTI’sFPL’s recommendations and analysis when determining base salaries and annual and long-term incentives.

The Compensation and Human Capital Committee considers a variety of factors when constructing an appropriate peer set. As we are the only public focused factory outlet REIT, which requires certain unique skill sets, background, and relationships, we are forced to expand into the broader retail REIT industry for selecting appropriate peers. In selecting the targetedgraphic below we have identified several key factors the Committee considers when choosing an appropriate peer group, such as who the Company considers REITs based uponcompetes with for talent, tenants, and investors.

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The Compensation and Human Capital Committee does not benchmark directly to the following characteristics: (1) industry sector, (2) market capitalization and (3) peer group, continuity from yearbut rather uses it as a frame of reference in determining executive compensation. The Committee will continue to year. In 2015,assess the Compensation Committee approved acomposition of the peer group comprisedto determine the appropriateness of REITs that invest in retail properties that are within 0.5x and 3.0x the size of the Company in terms of implied equity market capitalization. After review, the Compensation Committee determined to keep the 2015each peer group consistent with 2014, when meaningful adjustments were last made. company.

The following table provides the names and certain key information for each peer company at the time the Compensation and Human Capital Committee reviewed the peer group market datadata. Following recommendations from FPL we updated our peer group in late 2019 to better align the Company with peers of a similar size (though all still focused in the retail sector of the public

REIT industry) by replacing Brixmor Property Group Inc., Kimco Realty Corporation, and Macerich Company with Pennsylvania Real Estate Investment Trust, Retail Properties of America, Inc., RPT Realty, and Saul Centers, Inc. Modifying the peer group allows us to continue to improve our compensation practices and minimize the risk of a size and pay misalignment. While we acknowledge there are no direct public outlet center competitors, we have continued to focus on October 19, 2015.

		Implied Equity					Total Enterprise
		Market Cap					Value
Company		$ million					$ million					Sector
Acadia Realty Trust			$	2,375.8				$	3,498.2			Shopping Centers
Brixmor Property Group, Inc.				7,689.7					13,596.0			Shopping Centers
CBL & Associates Properties, Inc.				2,968.3					9,179.1			Regional Malls
DDR Corp.				6,055.7					12,196.4			Shopping Centers
Equity One, Inc.				3,409.5					4,664.5			Shopping Centers
Federal Realty Investment Trust				10,177.6					11,769.3			Shopping Centers
Kimco Realty Corporation				10,857.0					15,809.2			Shopping Centers
Kite Realty Group Trust				2,224.0					4,204.5			Shopping Centers
Macerich Company				14,185.8					20,680.2			Regional Malls
National Retail Properties, Inc.				5,144.8					7,483.6			Freestanding
Realty Income Corporation				12,235.7					16,101.7			Freestanding
Regency Centers Corporation				6,300.0					8,265.3			Shopping Centers
Retail Opportunity Investments Corp.				1,846.3					2,359.8			Shopping Centers
Taubman Centers, Inc.				6,628.8					8,845.0			Regional Malls
Weingarten Realty Investors				4,381.5					6,548.1			Shopping Centers
WP Glimcher, Inc.				2,709.4					5,456.7			Regional Malls
Tanger Factory Outlet Centers, Inc.			$	3,637.2				$	5,144.7			Outlet Centers

DeterminationREITs operating within the retail industry. When establishing the new peer group, eleven of Compensation Consultant’s Objectivity.the companies included cited us as a peer in their proxy statements, and all of the companies were listed in our Institutional Shareholder Services Inc. peer group.

Peer (1)		# of Employees (2)				Implied Equity Market Capitalization ($M)				Total Capitalization ($M)				Sector
Acadia Realty Trust			120			$	1,293.5			$	3,683.1			Shopping Center
Federal Realty Investment Trust			309				6,594.4				11,328.0			Shopping Center
Kite Realty Group Trust			113				1,297.3				2,505.4			Shopping Center
National Retail Properties, Inc.			69				7,170.5				10,745.3			Other Retail
Pennsylvania Real Estate Investment Trust			175				81.5				2,362.8			Regional Mall
Regency Centers Corporation			431				7,770.6				11,951.6			Shopping Center
Retail Opportunity Investments Corp.			66				1,701.2				3,092.4			Shopping Center
Retail Properties of America, Inc.			214				1,833.3				3,667.5			Shopping Center
RPT Realty			105				709.0				1,847.9			Shopping Center
Saul Centers, Inc.			115				996.9				2,333.7			Shopping Center
SITE Centers Corp.			323				1,955.6				4,257.2			Shopping Center
Urban Edge Properties			106				1,575.4				3,246.7			Shopping Center
Washington Prime Group Inc.			745				161.6				3,593.6			Regional Mall
Weingarten Realty Investors			243				2,789.9				4,852.9			Shopping Center
Tanger Factory Outlet Centers, Inc.			395			$	979.7			$	2,637.7			Other Retail

(1)	CBL & Associates Properties, Inc. and Taubman Centers, Inc. were both utilized as peer companies in determining 2020 compensation. As CBL & Associates Properties, Inc. filed for bankruptcy in November 2020 and Taubman Centers, Inc. was acquired in December 2020, they have been excluded from the peer group data shown above.
(2)	Consists of full-time-equivalent employees working for the company and its subsidiaries. Assumes two part-time employees equal one full-time employee, but excludes temporary employees.

DETERMINATION OF COMPENSATION CONSULTANT’S OBJECTIVITY

The Compensation and Human Capital Committee recognizes that it is essential to receive objective advice from its outside independent compensation consultant. As a result, the Compensation and Human Capital Committee does not allow the Company to engage FTIFPL in matters unrelated to executive compensation.

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ROLE OF MANAGEMENT AND THE CHIEF EXECUTIVE OFFICER IN SETTING EXECUTIVE COMPENSATION

Role of Management and the Chief Executive Officer in Setting Executive Compensation

On an annual basis, management considers market competitiveness, business results, experience and individual performance in evaluating executive compensation. The CEO is actively engaged in setting compensation for other executives (other than himself) through a variety of means, including recommending for Compensation and Human Capital Committee approval the financial performance goals for histhe executive team. He works closely with the CFO, COO and GC in analyzing relevant market data to determine recommendations for base salary, annual bonus targets and equity compensation awards for other members of senior management. Targets are set in order to drive both annual performance and long-term value creation for shareholders. The Compensation and Human Capital Committee determines the compensation and performance goals of the executive team after receiving the recommendations from the CEO. The Compensation and Human Capital Committee will consider, but is not bound by and does not always accept, the recommendations of the CEO with respect to executive compensation. For 2020, the CEO, CFO, COO and CFO areGC were generally subject to the same financial performance goals as the other officers, all of which are approved by the Compensation Committee. The Compensation Committee will consider, but is not bound by and does not always accept, the recommendations of the CEO and CFO with respect to executive compensation.Human Capital Committee.

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2020 COMPENSATION

We believe that the following discussion is a useful presentation of the Compensation and Human Capital Committee’s decisions on 2015with regard to 2020 NEO compensation, particularly in light of our practice of making annual long-term equity incentive awards for a particular year in February of the following year.compensation. The following discussion should be read in conjunction with the Summary Compensation Table presented on page 4243 where, in accordance with SEC rules, we present these grants as compensation for the year in which they were granted as opposed to the year for which they were earned.

The Compensation and Human Capital Committee received information from FTIFPL, its compensation consultant, and management for consideration in determining the specific amounts of compensation to be provided to the executive officers for fiscal 20152020 performance. Among the factors considered for our executivesexecutive compensation generally, and for the NEOsNEO compensation in particular, are market competitiveness, company performance results, internal equity, past practice, experience and individual performance. There is no particular weight given to any factor, which may differ among individual NEOs, and instead factors are reviewed on a holistic basis.

Business results from the most recently completed fiscal year factor heavily in setting executive compensation. These results are reviewed and discussed by the Compensation and Human Capital Committee and its compensation consultants. Theconsultant. Payouts are generally based on actual financial results, measured against the targets approved by the Compensation and Human Capital Committee under our incentive compensation plans generally determine payouts under those plans for the fiscal year just ended. In addition, these results typically form the basis forare a

consideration in setting performance targets for the next fiscal year. Based on the financial results presented by management, the Compensation and Human Capital Committee reviews the individual performance of the NEOs (other than the CEO) as reported by the CEO and approves their compensation for the current fiscal year.

In evaluating the performance of the CEO and setting his compensation, the Compensation and Human Capital Committee takes into account corporate financial performance, as well as performance on a range of non-financial factors, including accomplishment of strategic goals, workforce development and succession planning, and the CEO’s working relationship with the Board. See “Business Highlights”“2020 Business Recap” on page 424 for a summary of our operational achievements in 2015.2020.

Actual Fiscal Year 2015 Compensation

Based on the peer group analysis, an assessment of the Company’s performance, and the input received from the Company’s on-going shareholder outreach program, the Compensation Committee approved 2015 total direct compensation for each NEO as set forth below.

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The following table highlights the components of compensation the Committee deemed most important in considering year over year changes to compensation for each NEO. Thus, for direct comparison purposes, total direct compensation excludes dividends on unvested restricted Common Shares and “other” compensation, and for Mr. Tanger, the annualized value of the equity awards granted pursuant to his February 2012 employment agreement.

Named Executive Officer		Performance Year		Salary			Annual Cash Incentives			Annual Grants of Restricted Common Shares(1)			OPP(1)(2)			Total Direct Compensation(3)(4)
Mr. Tanger		2015		$	824,000		$	1,064,032		$	2,455,014		$	2,044,163			$	6,387,209
CEO		2014			800,000			868,810			3,768,550			1,632,550				7,069,910
		%Change			3%			22.5%			(34.9)%			25.2%				(9.7)%
Mr. Marchisello, Jr.		2015		$	417,665			491,091			N/A			N/A			$	908,756
CFO(5)		2014			405,500			422,130			1,927,500			697,400				3,452,530
		%Change			3%			16.3%			N/A			N/A				N/A
Mr. McDonough		2015		$	382,439			449,672		$	1,303,939		$	922,988			$	3,059,038
COO		2014			371,300			386,528			1,927,500			697,400				3,382,728
		%Change			3%			16.3%			(32.4)%			32.3%				(9.6)%
Mr. Perry		2015		$	360,500			423,876		$	531,170		$	375,990			$	1,691,536
GC		2014			350,000			364,354			771,000			380,400				1,865,754
		%Change			3%			16.3%			(31.1)%			(1.2)%				(9.3)%
Ms. Morrison		2015		$	267,063			271,614		$	240,011		$	118,535			$	897,223
SVP - Leasing		2014			259,284			271,050			289,125			124,423				943,882
		%Change			3.0%			0.2%			(17.0)%			(4.7)%				(4.9)%

(1)	These amounts are different from the amounts set forth in the “2015 Summary Compensation Table”, due to the reporting requirements under applicable SEC rules relating to the timing of the recognition of equity-based compensation.
(2)	For 2015, the OPP represents the grant date value of the maximum number of Common Shares that may be issued under the 2016 OPP at $15.10 per share. For 2014, the OPP represents the grant date value of the maximum number of Common Shares that may be issued under the 2015 Outperformance Plan (referred to as the “2015 OPP”), at $15.85 per share.
(3)	For Mr. Tanger, the amount excludes the annualized value of the 45,000 fully vested Common Shares, 90,000 time-vesting Common Shares and the 90,000 performance-vesting Common Shares granted in connection with his February 2012 employment agreement.
(4)	For direct comparison purposes, excludes dividends paid on unvested restricted Common Shares and “other” amounts.
(5)	As previously disclosed in the Company’s Current Report on Form 8-K filed on October 28, 2015, Mr. Marchisello plans to retire in May 2016. Accordingly, he did not receive any equity awards in 2016 for 2015 performance. Mr. James F. Williams, currently Senior Vice President and Chief Accounting Officer of the Company, is expected to succeed Mr. Marchisello as Chief Financial Officer effective May 20, 2016.

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EXECUTIVE COMPENSATION

The table below reflects the CEO’s realized compensation over the past 3 years. The realized compensation differs from the Summary Compensation Table because the realized compensation shows amounts actually earned for a given year, whereas the Summary Compensation Table reflects compensation that may or may not be earned in future years.

CEO REALIZED COMPENSATION ANALYSIS

			2013				2014				2015
	Base Salary		$	800,000			$	800,000			$	824,000
	Cash Bonus			1,160,000				868,810				1,064,032
	Total Cash Compensation		$	1,960,000			$	1,668,810			$	1,888,032
	REALIZEDLong-Term Incentives:
	Time-Based Restricted Common Shares(1)		$	4,131,990			$	4,552,360			$	3,238,824
	Performance-Based Restricted Common Shares(2)			—				684,000				—
	Dividends Paid on Unvested Restricted Common Shares			422,568				837,482				448,569
	Annualized Notional Unit Plan Value(3)			3,032,856				3,032,856				—
	Total Realized Long-Term Incentives		$	7,587,414			$	9,106,698			$	3,687,393
	Total Realized Compensation		$	9,547,414			$	10,775,508			$	5,575,425
	One-Year Total Shareholder Return			(4.01	)%			18.59	%			(8.15	)%
	3-Year Total Shareholder Return(4)			35.64	%			36.36	%			4.55	%
	Percent Change in Realized Compensation from Prior Year			N/A				12.86	%			(48.26	)%

(1)	Realized Time-Based Restricted Common Shares represent the shares granted for each year’s performance based on the grant date fair value. Includes the annualized grant date fair value of the Time-Based Restricted Common Shares granted in connection with Mr. Tanger’s February 2012 employment agreement ($783,810).
(2)	Mr. Tanger was awarded 90,000 Performance-Based Restricted Common Shares in connection with his February 2012 employment agreement. For 2013 the second tranche of 18,000 Performance-Based Restricted Common Shares were not earned based on the Company’s TSR of -4.01% as of December 31, 2013. For 2014 the amount includes the 18,000 Performance-Based Restricted Common Shares that vested based on the Company exceeding the 8% annual TSR hurdle in 2014 at $38.00 per share). For 2015 the fourth tranche of 18,000 Performance-Based Restricted Common Shares were not earned based on the Company’s TSR of -8.15% as of December 31, 2015.
(3)	Annualized Notional Unit Plan Value represents the annualized value of the 2010 Notional Unit Plan at the maximum payout smoothed-out over the 5-year vesting and performance period. 2014 was the last year the Annualized Notional Unit Plan Value was included.
(4)	Represents 3-year TSR as of December 31 year-end.

Elements of Compensation

Historically, the Company’s primary components of compensation for its executive officers have beenare base salary, annual incentive cash bonuses, annual long-term equity-based incentive compensation and outperformance awards. There is no pre-established policy or target for the allocation between cash and non-cash incentive compensation or between short-term and long-term compensation, although the Company attempts to keep total cash compensation within the Company’s fiscal year budget while reinforcing its pay-for-performance philosophy and also taking into account annual accounting cost and the impact of share dilution. Within the frameworkofframework of aligning total compensation with corporate and individual performance, the purpose of each of the components is as follows:

●WWW.TANGEROUTLETS.COM	Annual base salaries provide competitive fixed pay at a level consistent with the individual’s job responsibilities relative to his or her peers.
●	Annual incentive cash bonuses incentivize management to achieve the Company’s strategic and financial goals for the fiscal year, generally using a formulaic calculation. 29

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●EXECUTIVE COMPENSATION

Annual long-term equity incentives reward prior year performance and support the retention of senior management, while exposing recipients to the same market fluctuations as shareholders and thereby motivating management to create long-term shareholder value. The long-term equity incentives granted to executives are evaluated on an annual basis, and the terms of the awards are considered relevant to the length of the employment contract and/or performance period.

●

Outperformance awards enhance the pay-for-performance structure and shareholder alignment, while motivating and rewarding senior management for superior TSR performance based on rigorous, predetermined absolute and relative hurdles.

Base Salary: Description and Analysis

BASE SALARY: DESCRIPTION AND ANALYSIS

Although the Compensation and Human Capital Committee does not benchmark salaries to any specific percentile of base salaries paid to comparable officers in the targeted peer group, the NEOs are paid base pay amounts within the range of base salariesthose paid to comparable officers in the targeted peer group and sufficient to attract high-quality executive talent and maintain a stable management team. For 2015, the Company increased base salaries by 3% over 2014 amounts, which we believe is generally consistent with increases at similar performing REITs. The 2015 base salaries were as follows:

	Named Executive Officer		2015 Base Salaries
	Steven B. Tanger, CEO		$	824,000
	Frank C. Marchisello, Jr., CFO			417,665
	Thomas E. McDonough, COO			382,439
	Chad D. Perry, GC			360,500
	Lisa J. Morrison, Senior Vice President - Leasing			267,063

After a review of base salaries and total

cash compensation as compared to our executive compensation peer group, it wasthe Compensation and Human Capital Committee concluded that it would be appropriate to keep base salaries for 2021 flat in 2016,with 2020, except for Ms. Morrison,Mr. Tanger whose base salary increased by 3%will be reduced to $807,500 per the terms of his employment agreement. On January 1, 2021, Mr. Tanger transitioned to Executive Chair of the Company’s Board of Directors, and Stephen J. Yalof assumed the role of Chief Executive Officer of the Company.

Base salaries approved for 2016.2020 and 2019 were as follows:

Named Executive Officer		2020 Base Salaries (1)		2019 Base Salaries
Steven B. Tanger, CEO (2)		$850,000		$850,000
James F. Williams, CFO		374,400		374,400
Stephen J. Yalof, COO (2)		850,000		—
Chad D. Perry, GC		378,420		378,420
Lisa J. Morrison, EVP - Leasing		288,992		288,992

(1)	Excludes temporary salary reductions that occurred during 2020 due to the COVID-19 pandemic.
(2)	On January 1, 2021, Mr. Tanger transitioned to Executive Chair of the Company’s Board of Directors, effective through January 1, 2024, and Stephen J. Yalof assumed the role of Chief Executive Officer of the Company.

Each of the NEOs has an employment agreement with the Company that includes a provision whereby the executive’s base salary shall not be less than certain previous amounts. See “Employment Contracts” on page 48.51. However, such agreements were terminated for Mr. Williams, Mr. Perry and Ms. Morrison in connection with the adoption of the executive severance plan in March 2021.

Annual Cash Incentives: Description and Analysis

ANNUAL CASH INCENTIVES: DESCRIPTION AND ANALYSIS

Incentive Cash Bonus Plan For Executive Officers

INCENTIVE CASH BONUS PLAN FOR EXECUTIVE OFFICERS

During 2015, all2020, each of our named executive officers werewas eligible forto receive an annual incentive cash bonus payment based upon achieving certain performance criteria during the year (referred to astheas the “Incentive Cash Bonus Plan”). TheFor 2020, the Incentive Cash Bonus Plan was designed to reward the achievement of both financial and strategic performance criteria were approvedestablished

prior to the full onset of the COVID-19 pandemic. Following the onset of the COVID-19 pandemic and setits resulting impact on our business and the global economy at large, the Compensation and Human Capital Committed utilized a “resiliency scorecard” that focused on key operational priorities that was then used by the Compensation and Human Capital Committee in February 2015.an effort to focus our executive team on evolving objectives and priorities in five key areas: financial & operational, employees, customers & community, governance & shareholders, and marketing & consumer programming.

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EXECUTIVE COMPENSATION

Bonus Opportunities. The annual incentive cash bonus for a fiscal year is typically paid in the first quarter of the following year once the results for the year have been finalized.

Each For 2020, each executive’s annual incentive cash bonus amount iswas based upon Minimum, Threshold, Target and Maximum percentages of base salary. See the “2015 Grant“2020 Grants of Plan-Based Awards” table on page 4446 for the dollar amounts payable under each of

these categories. Generally, executives must be employed as of the last day of the year to receive payment under the annual Incentive Cash Bonus Plan for that year.

The Minimum, Threshold, Target and Maximum amounts for 2015our NEOs in 2020 were unchanged from 2020, except for Mr. Yalof, who joined the Company in April of 2020. The Threshold, Target and Maximum amounts for our NEOs in 2020 were as follows (as a percentage of base salary):

	Named Executive Officer		Minimum		Threshold		Target		Maximum
	Steven B. Tanger, CEO		75%		100%		125%		200%
	Frank C. Marchisello, Jr., CFO		75%		100%		125%		170%
	Thomas E. McDonough, COO		75%		100%		125%		170%
	Chad D. Perry, GC		75%		100%		125%		170%
	Lisa J. Morrison, Senior Vice President - Leasing		5%		15%		25%		35%	(1)

Named Executive Officer	Threshold	Target	Maximum
Steven B. Tanger, CEO (1)	75%	100%	200%
James F. Williams, CFO	75%	100%	150%
Stephen J. Yalof, COO (1)(2)	n/a	125%	187.5%
Chad D. Perry, GC	75%	100%	170%
Lisa J. Morrison, EVP - Leasing (3)	10%	20%	40%

(1)	On January 1, 2021, Mr. Tanger transitioned to Executive Chair of the Company’s Board of Directors, effective through January 1, 2024, and Stephen J. Yalof assumed the role of Chief Executive Officer of the Company.
(2)	As part of his employment contract in connection with his appointment as President and Chief Operating Officer effective as of April 10, 2020, Mr. Yalof’s 2020 bonus payment under the Annual Cash Bonus Plan was guaranteed at a minimum of $1,062,500.
(3)	Ms. Morrison also participates in a separate annual incentive cash bonus plansplan for leasing employees. See “Annual Incentive Cash Bonus Plan for Leasing Employees” below. Per the terms of her employment contract, Ms. Morrison is eligible to receive an annual incentive cash bonus equal tobased on leasing commissions and the lesser of (1) 100% of her annual base salary or (2) 9.16% of the total commissions earned by our leasing employees with respect to that contract year computed as a percentage of average annual tenant rents (net of tenant allowances) in accordance with the Company’s leasing team bonus plan in effect for that contract year, except that if the amount determined under clause (2) is greater than 100% of Ms. Morrison’s annual base salary, such excess will be carried over to the next succeeding year.(as further described below). Ms. Morrison receives the higher of the bonus as calculated under the Company’s Incentive Cash Bonus Plan for executive officers or the bonus calculated under the terms of her employment contract, but not both.

Performance Objectives & Achievements. The original Incentive Cash Bonus Plan established in February of 2020 included the following financial and strategic performance criteria:

www.tangeroutlets.com   Performance Criteria		CEO/CFO/COO/GC Weighting	31 Other Officer Weighting	Rationale for Including in Plan
Financial Performance Targets:
•	Core FFO (formerly referred to as AFFO) per share (excluding termination fees received from a certain tenant and its related entities and excluding the dilutive effect of asset sales or long-term refinancing)			Encourages focus on profitability as measured by the most frequently assessed REIT earnings measure.
•	Percentage change in Same Center NOI			Encourages focus on internal growth at existing portfolio and maintenance of leverage within acceptable levels.
•	Consolidated Debt to Adjusted Total Asset Ratio
Strategic objectives (or Individual Performance for “Other Officer”)				Represents indicators of the executive’s success in fulfilling his or her responsibilities to the Company and in executing its strategic business plan.

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EXECUTIVE COMPENSATION

2020 prior to the full onset of the COVID-19 pandemic and its resulting effect on the global economy. The annual incentive cash bonuses payable to NEOs aregoals were originally set based on the achievement of several company performance criteria that incentivize such officers to focus onoriginal 2020 budget/operating plan. At the achievement oftime the individual strategic objectives were set, as in year’s past, the Compensation and financial goals of the Company and for 2015 included the following measures:

Performance Criteria		CEO/ EVPs Weighting			Other Officers  Weighting			Rationale for Including in Plan
FFO per share		35.0%			30.0%			Encourages focus on profitability as measured by the most frequently assessed REIT earnings measure.
Achievement of Strategic Objectives:								Seeks to reward management utilizing a balanced approach for executing the Company’s business plan by rewarding not just the executions of leases but also encouraging the renewal by existing tenants and the increase in rental rates with the goal of increasing shareholder value.
●Lease renewal rate		5.0%			4.4%
●Minimum increase in base rental rates:
upon lease renewals		5.0%			4.4%
leased to new tenants		5.0%			4.4%
●Minimum year-end occupancy rate		5.0%			4.4%
●Minimum increase in tenant sales		5.0%			4.4%
Financial Performance Targets:								Encourages focus on internal growth at existing portfolio and maintenance of leverage within acceptable levels.
●Percentage increase in same center net
operating income		10.0%			9.0%
●Consolidated Debt to Adjusted Total
Asset ratio		10.0%			9.0%
Individual performance objectives		20.0%			30.0%			Represents indicators of the executive’s success in fulfilling his or her responsibilities to the Company and in executing its strategic business plan.

For purposes of settingHuman Capital Committee believed the performance levels for 2015,would be challenging and difficult, but achievable with significant effort and skill. At the request of the Compensation and Human Capital Committee to assist with setting 2020 performance levels, the CFO prepared for the Compensation Committee an analysis of including for the criteria above, the actual performance levels achieved for the last three years, andas well as the average of the this

three-year period asperiod. The average results were compared to the performance levels included in the operating and financial performance level budgets approved by the Board for 2015.2020. The Compensation and Human Capital Committee generally sets thresholdperformance levels for each criteriacriterion at or above the current year budget levels. The budget reflects management’s assumptions regarding performance during the year taking into account many factors, both internal and external. The Compensation and Human Capital Committee may approve performance levels for the current year below the prior year performance levels when considering the current year’s budget or other factors outside management’s control. Certain target

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The performance levels used in 2015for Core FFO and Same Center NOI were either modified orboth set at amounts lower than those usedthe previous year’s performance levels to reflect (1) the dilution related to the four properties sold in 20142019 and (2) the expected impact of significant store closings that occurred as follows:

●	Minimum lease renewal rate in 2015 was based on all leases up for renewal, while in 2014, leases not renewing at our option were excluded (therefore, 2014 targets reflect a higher overall renewal rate);
●	Minimum increases on base rental rates were based on a cash basis in 2015 as opposed to on a straight-line basis for 2014;
●	Minimum year end occupancy rate used in each of 2015 and 2014 was set at the budget level for that year; and,
●	TSR was removed as a performance metric for purposes of the cash bonus plan during 2015.

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AtDecember 31, 2019 (approximately 300,000 square feet) along with an additional 322,000 to 372,000 square feet of potential additional closures related to bankruptcies and brand-wide restructurings that were unknown or unresolved at that time and which for the timemost part are outside the individual performance objectives were set,Company’s control. During 2020, the Company actually recaptured approximately 903,000 square feet in its consolidated portfolio from early lease terminations, significantly more than expected. To retain the rigor and challenge intended for this metric, any termination fees received from our ongoing negotiations with a certain tenant, in exchange for them being

allowed to close all stores, was excluded from the calculation of Core FFO. Nevertheless, while the Compensation and Human Capital Committee gave consideration to these events, it set target performance levels for Core FFO and threshold performance levels for Same Center NOI significantly above the Company’s budgeted amounts for these metrics to ensure the bonus metrics would be rigorous. With regard to Same Center NOI, considering the current market conditions for 2020 and the expected recapture of space described above, the Compensation and Human Capital Committee believed the targetsthreshold goal would be challengingvery difficult, and would require extraordinary effort, to achieve. The Consolidated Debt to Adjusted Asset ratio performance levels were made slightly more difficult but achievable with significant effort and skill. from the previous year’s amount to add rigor to the 2020 goals.

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The corporate performance criteria and theperformancethe performance levels required under the incentive bonusIncentive Cash Bonus Plan for 20152020 approved by the Compensation and Human Capital Committee, as compared to our level of achievement, arewere as follows:

			2015 Performance Levels																Actual
	Performance Criteria		Minimum				Threshold				Target				Maximum				Results
	FFO per share		$	2.08			$	2.10			$	2.12			$	2.14			$	2.23
	Achievement of Strategic Objectives:
	●Lease renewal rate			78.0	%			82.5	%			83.0	%			84.0	%			83.7	%
	●Minimum increase in base rental rates:
	upon lease renewals			9.0	%			10.4	%			11.0	%			12.0	%			10.5	%
	leased to new tenants			15.0	%			17.3	%			18.0	%			19.0	%			13.8	%
	●Minimum year-end occupancy rate			96.0	%			97.2	%			97.5	%			98.0	%			97.5	%
	●Minimum increase in tenant sales			0.5	%			1.0	%			2.0	%			3.0	%			(0.1	)%
	Financial Performance Targets:
	●Percentage increase in same center net operating income			2.0	%			3.7	%			4.0	%			4.5	%			3.5	%
	●Consolidated Debt to Adjusted Total Asset Ratio			50.0	%			48.9	%			48.0	%			47.0	%			49.3	%
	Individual performance objectives for the CEO and EVP’s		3 of 6 objectives				4 of 6 objectives				5 of 6 objectives				6 of 6 objectives				4 of 6 objectives
	Individual performance goals for other officers		2 of 5 objectives				3 of 5 objectives				4 of 5 objectives				5 of 5 objectives				various

The Compensation and Human Capital Committee, in its discretion, may adjust the predetermined Core FFO targets to exclude significant charges which they believe are not indicative of the Company’s ongoing operating performance. No such adjustmentsOne asset sale in 2020 as well as termination fees received from a certain tenant and its related entities were madeexcluded for the 2015 year.Core FFO purposes. See “Actual 20152020 Annual Incentive Cash Bonuses” below, for the amount of annual incentive cash bonuses received by each NEO pursuant to the above results. Further, for a reconciliation of Core FFO and Same Center NOI to GAAP, please see Appendix A.

The Compensation and Human Capital Committee believes that these strategic and financial goals are key drivers in ultimately increasing the equity value of the Company and that these goals ultimately help align the interests of our NEOs and our shareholders. If minimum performance criteria targets are not met, no bonuses are generally paid. If maximum targets are met or exceeded, bonuses may be substantialsignificant but are capped as set forth in the table above.

In 2015,2020, the COVID-19 pandemic had a great impact on the Company. The Company surpassed some ofdid not meet the minimumthreshold financial performance level for its Core FFO goal and the Same Center NOI goal, but did achieve a level between target and maximum performance levels andfor the Consolidated Debt to Adjusted Total Asset ratio goal. The Company met one of the maximumfive strategic performance levels. The individual performance objectivesgoals for each of Mr.Messrs. Tanger, Mr. Marchisello, Mr. McDonoughWilliams, Yalof and Mr. Perry were to (1) open two new centerswhich included the following:

acquire a meaningful interest in one existing outlet center or community center with at least 150,000 square feet in the US or Canada (2) finalize and close on the sale of two non-core assets and one joint venture interest, (3) begin construction on two new centers in the US or Canada, (4) enter into a contract to acquire one development site or one existing center, (5) increase comparable traffic by 2% in centers in which we have an ownership interest and (6) increase comparable foot traffic by 3% in centers in which we have an ownership interest. The Company met four of the six objectives during 2015. (not met),

•	execute leases with non-apparel and footwear tenant for at least 75,000 square feet (met),
•	achieve increase in overall comparable traffic of at least 1% in centers in which we have an ownership interest, excluding the impact of significant weather events causing closures of more than one day (not met),
•	achieve year end occupancy of at least 95% in centers in which we have an ownership interest (not met), and
•	acquire land and begin construction on Nashville project (not met).

While Ms. Morrison participates in this plan, in 2015 her bonus compensation in 2020 was not ultimately based on the company and individual performance metrics noted above, but rather was determined underbased on leasing commissions and the leasing team bonus plan for leasing employees as described below.

Resiliency Scorecard. As the full effect of the COVID-19 pandemic began to be felt, many governments imposed restrictions limiting the number of people that could gather in one place, which had devastating impacts on the US economy and required our Company to swiftly evolve and adapt. Our portfolio occupancy fell, numerous retailers declared bankruptcies or restructurings, and overall traffic declined sharply on a temporary basis. Management responded quickly to the evolving crises taking immediate actions to stabilize the business and provide a safe and comfortable environment for the Company’s employees, retailers and customers during the pandemic.

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Given the uncertainty around the magnitude and/or duration of the COVID-19 pandemic, the Compensation and Human Capital Committee believed that monitoring and evaluating these actions against a “Resiliency Scorecard” including performance based metrics would be more appropriate than making mid-year changes to performance metrics approved earlier in the year. The Compensation and Human Capital Committee determined it prudent to paynoted the bonuses earned by the executive officers during 2015 based on the achievementfollowing key achievements for 2020:

Resilience Category	Performance Achievements
Financial & Operational	•	Amended commercial bank debt agreements to provide both permanent and temporary covenant relief (through June 2021) from effects caused by COVID-19
	•	Successfully borrowed available line of credit ($600 million) and repaid completely within 148 days
	•	Eliminated or deferred approximately $9 million in capital spending
	•	Temporarily reduced CEO salary by 50%, NEOs by 25% and other salaries and wages by range of 10 to 20% during mandated shutdowns, saving over $918,000
	•	Achieved overall average comparable traffic recovery of 89% from August, despite operating under reduced operating hours from 12 hours per day to 8 hours
	•	Achieved rent collection rates of 63% for the second quarter, 91% for the third quarter and 95% for the fourth quarter, highest among the mall peer group
Employees	•	Instituted no layoffs or furloughs during COVID-19 mandated store closures and maintained full benefits for employees
	•	Created safe work policies that allowed substantially all corporate employees to work from home since beginning of March 2020
��	•	Restructured field operations and marketing organization focused on increasing NOI at the local level
	•	Executed succession plan in onboarding new President and COO and recruited, hired and onboarded new EVP of Operations
Customers & Community	•	Swiftly created a proactive deferral/abatement program for retailers to monetarily assist during mandated government shut-downs and get them to reopen as soon as possible
	•	Due to effective communication programs with our retailers and a responsive stand-ready on-site team of employees, were able to get over 90% of stores to reopen by July 1st and 98% by the end of August.
	•	In response to COVID-19, we hosted nearly 100 community support events, including blood drives, food collections and supply donations, as well as the use of our facilities by law enforcement and emergency medical services as staging areas
	•	Partnered with HeadCount, a nonpartisan nonprofit to encourage voter registration on site and on digital channels
	•	Deployed a Tanger Virtual 5K Walk Run with Under Amour as partner driving fitness and families to the centers and established a Facebook community for sharing
Governance & Shareholders	•	Held 11 meetings with the full board over a 13-week period to keep board informed of our progress and challenges
	•	Hosted 370 meetings with over 800 investors since March 1st in the US and Europe
	•	Temporarily reduced quarterly board compensation by 25% for 12 weeks
	•	Achieved, as of December 31, 2020, one year total shareholder return that was the best among the mall peer group
Marketing & Consumer Programming	•	Established and communicated The Tanger COVID Playbook and Protocols to our retail partners and our shoppers for the wellbeing of all stakeholders
	•	Created an innovative Virtual Shopping Program to allow customers in mandated shut down areas to continue to shop outlets in parts of the country where stores were opened
	•	Launched Holiday early, with a weighted media push and incentives to drive shopping all November rather than heavy After thanksgiving strategy
	•	Hosted TangerCLUB and Tanger Insider VIP Shopping Mornings before centers opened and launched Tanger Fast Pass to gain priority in lines

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Table of the 2015 targets as set at the beginning of the year.Contents

EXECUTIVE COMPENSATION

Annual Incentive Cash Bonus Plan for Leasing EmployeesANNUAL INCENTIVE CASH BONUS PLAN FOR LEASING EMPLOYEES

Ms. Morrison also participates in a separate incentive cash bonus plan designed to reward the Company’s leasing employees on an individual basis for successfully executing new leases and renewing existing leases with our tenants (referred to as “Leasing Commissions”), and on a team basis for reaching certain company goals with respect to achieving minimum overall occupancy rates, minimum renewal rate on leases expiring, and minimum average rental rate increases on existing leases renewed or new leases executed during the year (referred to as “Leasing Team Bonus”). Management believes it is desirable for all leasing employees to participate in this plan in order to provide incentives for maximizing and growing the Company’s revenues.

Per the terms of her employment contract, Ms. Morrison is eligible to receive an annual incentive cash bonus with respect to Leasing Commissions equal to the lesser of (1) 100% of her annual base salary or (2) 9.16% of the total commissions earned by our leasing employees with respect to that contract year computed as a percentage of average annual tenant rents (net of tenant allowances) in accordance with the Company’s leasing bonus plan in effect for that contract year,, except that if the amount determined under clause (2) is greater than 100% of Ms. Morrison’s annual base salary, such excess amount will be carried over to the next succeeding year. year (the “Leasing Commission Bonus”). Based on performance in 2020, Ms. Morrison’s Leasing Commission Bonus equaled $69,613.

In addition, Ms. Morrison participates in a separate incentive cash bonus plan designed to reward the Company’s leasing employees on an individual and/or team basis for successfully

executing new leases and renewing existing leases with our tenants, and reaching certain company goals with respect to same center NOI, minimum overall occupancy rates, minimum renewal rate on leases expiring, minimum conversion rate in converting lease requests to executed leases, maximum number of days to get a lease fully executed once approved and specialty team objectives (referred to as “Leasing Team Bonus”). Management believes it is desirable for all leasing employees, including Ms. Morrison, to participate in this Leasing Team Bonus plan in order to provide incentives for maximizing and growing the Company’s revenues.

Performance Objectives & Achievements. The Leasing Team Bonus as applied to Ms. Morrison included the following performance criteria and bonus eligibility:

Performance Criteria		Leasing Team Bonus Incentive Opportunity	Actual Results	Incentive Payout Amount
Team Incentives
•	New Leases. Qualified new lease production by the leasing team of at least 400,000 square feet	$30,000	Not Achieved	$0
•	New Tenants. Qualified new lease production by the leasing team includes at least twenty new tenants or concepts	$10,000	Not Achieved	$0
•	Same Center NOI. Percentage increase of Same Center NOI over budgeted Same Center NOI	$1,000 for each 0.25% increase, up to $20,000	Not Achieved	$0
•	Year-End Occupancy. Year-end occupancy of at least 97.0%	$5,000, plus $1,000 for each 1% over 97% occupancy	Not Achieved	$0
•	Average Occupancy. Average occupancy during the year of at least 95.0%	$5,000, plus $1,000 for each 1% over 95% occupancy	Not Achieved	$0
•	Renewals. At least 75% of expiring leases for the leasing team are timely renewed	$20,000, plus $1,000 for each 1% over 75% renewal (up to an aggregate maximum of $25,000)	Not Achieved	$0
•	Specialty Team Incentives. Achievement of leasing team goals for seven specialty teams related to (a) digitally native, key and emerging brands (“DNKE”), (b) food, beverage and entertainment (“FBE”), (c) strip center, grocery and drug store tenants (“SCGDST”), and (d) specific outlet center locations.	$4,000 on achievement of 50% of specific team goals and $4,000 upon achievement of 100% of specific team goals (up to $56,000 for all seven teams)	Achievement of 50% of goals for DNKE, FBE and SCGDST teams	$12,000
•	Legal Team Incentives. (a) Consummation of leases within 87 days for new leases (and 68 days for renewals) from fully approved request and decreases in such period (“Lease Execution Period”); and (b) achievement of a percentage of leases timely executed after submission to the legal team of 85% for new leases or renewals as new leases (and 92% for renewal modifications)	$1,250 on target achievement of each legal team goal, plus up to an additional $1,250 for exceeding target (up to $10,000 for all four goals)	Achievement of maximum for Lease Execution Period goal for new leases and above target for Lease Execution Period goal for renewals	$4,000
			Aggregate Leasing Team Bonus	$16,000

Ms. Morrison receives the higher of the bonus as calculated under the Company’s Incentive Cash Bonus Plan for executive officers or the bonus calculated under the terms of her employment contract,Leasing Commission Bonus, but not both. In 2015,2020, Ms. Morrison received the bonus calculated under the terms of her employment contract,Leasing Commission Bonus, since such amount

was higher than the bonus she would have received under our annual Incentive Cash Bonus Plan.

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In addition, during 2015, Ms. Morrison was eligible to receive aPlan, and the Leasing Team Bonus upfor an aggregate bonus payment of $85,613.

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ACTUAL 2020 ANNUAL INCENTIVE CASH BONUSES

The Company’s performance against the financial and strategic objectives originally established in February of 2020 prior to $20,000 if allthe onset of the minimum targets were achieved, and thenpandemic would receive an additional $1,000have resulted in payouts ranging from 25% to 29% of target for each percentage point achieved above the minimum performance levels, up to a maximum of $35,000.

Actual 2015 Annual Incentive Cash Bonuses

All annual incentive cash bonuses to named executive officers for 2015 were paid in accordance with the terms described above, and the Company did not exercise any discretion to increase any such bonuses above the amount determinedour NEOs (excluding Mr. Yalof’s bonus that was guaranteed pursuant to the applicable formula. The actualterms of his Employment Agreement). However, after considering the performance of the executive officers in responding to the COVID-19 crisis and pivoting to stabilize the Company’s business, including the performance metrics achieved and the critical contributions described above under the Resiliency Scorecard, the Compensation and Human Capital Committee approved final cash incentives paid for 2015 performance were:2020 which included a discretionary component intended to be performance-oriented, but with a total payout less than threshold amounts, as follows:

	Named Executive Officer		2015 Annual Cash Incentives					% Change from 2014
	Steven B. Tanger, CEO			$	1,064,032				22.5%
	Frank C. Marchisello, Jr., CFO				491,091				16.3%
	Thomas E. McDonough, COO				449,672				16.3%
	Chad D. Perry, GC				423,876				16.3%
	Lisa J. Morrison, Senior Vice President - Leasing				271,614				0.2%

Long-Term Incentives: Description and Analysis

Executive Officers		Amount Earned				% of Target Earned				Discretionary Bonus				2020 Annual Cash Incentives				Payout as a % of Target				% $ Change from 2019
Steven B. Tanger, CEO		$	249,333				29.3	%		$	345,667			$	595,000				70.0	%			(60.5	)%
James F. Williams, CFO			92,352				24.7	%			169,728				262,080				70.0	%			(49.5	)%
Stephen J. Yalof, COO (1)			n/a				n/a				n/a				1,062,500				(1	)			n/a
Chad D. Perry, GC			100,407				26.5	%			164,487				264,894				70.0	%			(54.6	)%
Lisa J. Morrison, EVP - Leasing (2)			n/a				n/a				n/a				n/a				n/a				n/a

(1)	Mr. Yalof’s bonus for 2020 was pursuant to the terms of his Employment Agreement.
(2)	Ms. Morrison 2020 bonus of $85,613 was determined based on the Leasing Commission Bonus and Leasing Team Bonus. See “Annual Incentive Cash Bonus Plan for Leasing Employees” above on page 35.

LONG-TERM INCENTIVES: DESCRIPTION AND ANALYSIS

The Company’s long-term incentive compensation consists of equity-based awards under its Incentive Award Plan, either in the form of time-based restricted Common Shares options to acquire Common Shares at a predetermined price or performancerestricted share units, or performance-based awards. Equity-based awards deliver increased value only when the value of our Common Shares increases. Long-term incentives are determined by the Compensation and Human Capital Committee based, in part, on peer group compensation practices combined with recommendations of management.management and its compensation consultant. Although our 2020 financial and operational results were heavily impacted by the COVID-19 pandemic, the

Compensation and Human Capital Committee did not make any adjustments to any of the outstanding long-term incentive compensation plans.

The Compensation and Human Capital Committee generally administers our Incentive Award Plan, which provides for the issuance of equity-based awards to our officers and employees. The Compensation and Human Capital Committee authorizes the awards to employees and establishes the terms and conditions of the awards under the Incentive Award Plan, as it deems appropriate. The charts below illustrate the average allocation between performance-based and time-based awards for awards granted in 2019 and 2020 for our NEOs.

As discussed earlier,show in our outreach efforts, we heard shareholders express that:the graphs above, the Compensation and Human Capital Committee made no changes to the allocation of equity awards in 2020 and kept the same allocation as 2019.

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●	Performance-based equity awards should be more heavily weighted towards relative performance hurdles and less towards absolute performance hurdles. EXECUTIVE COMPENSATION

Taking into consideration this feedback, we have redesigned

SUMMARY OF LONG-TERM INCENTIVE PLANS

The table below compares the equity compensation awarded to our long-termNEO’s in 2020 to 2019, reflecting the equity award program expressing a strong preference for “pay for performance.” In particular, we redesignedgranted during the programyear as part of the current year’s compensation, similar to do the following:way it is shown in the Summary Compensation Table per the SEC’s requirements on page 43.

		Annual Long-Term Incentives(1)												OPP GDFV(2)												Total Equity Compensation
Named Executive Officer		2020				2019				% Change				2020				2019				% Change				2020				2019				% Change
Steven B. Tanger, CEO		$	1,461,970			$	1,461,964				—	%		$	2,192,949			$	2,192,945				—	%		$	3,654,919			$	3,654,909				—	%
James F. Williams, CFO			290,001				290,009				—	%			435,007				435,010				—	%			725,008				725,019				—	%
Stephen J. Yalof, COO			2,783,552				—								639,043				—								3,422,595				—
Chad D. Perry, GC			405,268				405,265				—	%			607,900				607,897				—	%			1,013,168				1,013,162				—	%
Lisa J. Morrison,
EVP - Leasing			164,491				164,496				—	%			246,740				246,745				—	%			411,231				411,241				—	%

●(1)	ForRepresents the restricted Common Share and restricted share unit awards granted to our CEOeach NEO in 2020 and EVPs2019, and for Mr. Yalof, also includes an option grant pursuant to the terms of his employment agreement. The grant date fair value for restricted Common Share awards granted in 20162020 and 2019 is considered to be the closing price of the Company’s Common Shares on the day prior to the grant date, which was $13.75 and $21.73, respectively, for 2015 performance, we reducedeveryone except for Mr. Tanger and Mr. Yalof. The grant date fair value of Mr. Tanger’s restricted Common Share and restricted share unit awards granted in 2020 and 2019, which are subject to additional restrictions on sale after vesting and issuance of shares, as applicable, were each discounted per FASB ASC 718 by 12.5%. The grant date fair value of Mr. Yalof’s restricted Common Share awards granted in 2020 was $7.15. The fair value of the numberoption grant was estimated on the date of time-based awardsgrant using the Black-Scholes option pricing model, which resulted in a weighted average grant date fair value per share of $0.42 and increasedincluded the numberfollowing weighted-average assumptions: expected dividend yield 9.86%; expected life of performance-based awards such that the allocation between the time-based7.9 years; expected volatility of 30%; a risk-free rate of 0.60%; and performance-based components now reflects a 41/59 split in favor of performance-based equity. forfeiture rate 0.0%.
●(2)	We changed our 2016 OPP to reflect a 50/50 split between absolute and relative TSR hurdles compared toRepresents the 2015 OPP which included a 60/40 split in favor of absolute hurdles.
●	We reduced the vesting period for time-based restricted awardsnotional units granted to each NEO, except Mr. Yalof, under the CEO2020 and EVPs from 5 years to 4 years.2019 OPPs, multiplied by the grant date fair values of $7.30 and $12.09, respectively. Mr. Yalof’s grant date fair value was $3.11. The time-based restricted Common Shares granted to the CEO will still have a three year holding period following vesting.
●	For the 2016 OPP, we lowered the minimum and target TSR hurdles compared to the 2015 OPP. We did not, however, reduce the maximum hurdles. grant date fair values were based on probable performance outcomes computed in accordance with FASB ASC 718.

The Compensation Committee believes 4-year vesting periods and lower minimum hurdles were reasonable in light of the fact that a greater portion of overall compensation is variable and may never be realized. The allocation and vesting periods for the awards granted to the SVPs and VPs remained generally the same as in the previous year.

RESTRICTED COMMON SHARE AND RESTRICTED SHARE UNIT AWARDS

Please read below for a more detailed description of the long-term equity awards granted in 2016 for 2015 performance and granted in 2015 for 2014 performance.

Restricted Common Share Awards

Awarding restricted Common Shares helps to further align the interests of management with those of our shareholders. In setting the amounts and terms of the restricted Common Shares, the Compensation and Human Capital Committee considers the value of previous grants of restricted Common Shares and the total compensation expense recognized in the Company’s financial statements with respect to all previous grants of restricted Common Shares. However, the Compensation and Human Capital Committee does not necessarily limit the number of restricted Common Shares to be granted based on the total value or annual expense recognized in the financial statements because the Compensation and Human Capital Committee generally considers grants of restricted Common Shares to represent both an annual reward for individual and Company performance achieved as well as a longer-termlonger term incentive for future performance. Restricted Common Shares are generally granted during the first quarter of the current year once the results from the previous year are finalized.

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EXECUTIVE COMPENSATION

Based on the foregoing considerations, includingequity award to our CEO was granted in the TSR and operational performance highlighted on page 24,form of restricted share units, in February 2016, the Compensation Committee approved the following awardslieu of restricted Common Shares, for 2015 performance:in accordance with the terms of his employment agreement. During 2020, our CEO received all of his annual time-based vesting equity awards as restricted share units and as Executive Chair it is expected he will continue to receive restricted share units in the future.

	Named Executive Officer		2015 Annual Long-Term Incentives				% Change from 2014
	Steven B. Tanger, CEO		$	2,455,014			(34.9	)%
	Frank C. Marchisello, Jr., CFO(1)			N/A			N/A
	Thomas E. McDonough, COO			1,303,939			(32.4	)%
	Chad D. Perry, GC			531,170			(31.1	)%
	Lisa J. Morrison, Senior Vice President - Leasing			240,011			(17.0	)%

(1)	As previously disclosed in the Company’s Current Report on Form 8-K filed on October 28, 2015, Mr. Marchisello has announced his plans to retire in May 2016. Accordingly, he did not receive a grant of restricted Common Shares.

The restricted Common Shares wereawards granted to the named executive officers for 2015 performance in February 2016. For the CEO and EVPs, such awards2020 vest and the restrictions cease to apply with respect to 25% of the Common Shares underlying each award on February 15 of each yearratably over a four-yearthree-year period, beginning on February 15, 2017. For Ms. Morrison, such awards vest2021, and the restrictions ceaseaward granted to apply with respect to 20% ofMr. Yalof in April 2020 (the “Sign-On Restricted Shares”), the Common Shares underlying each award on February 15 of each yearmonth he joined the company, vests ratably over a five-yearthree-year period beginning on February 15, 2017.April 10, 2021. Such vesting, however, is subject to acceleration in certain termination scenarios, as described further in “Equity Compensation Plan Information - Potential Payments on Termination or Change of Control.” For the CEO, the restricted Common Shares and restricted share units granted for 2015 performancein 2020 include additional holding period restrictions under which the vested Common Shares and Common Shares issued in respect of the restricted share units cannot be sold for an additional three years following each vesting date.or issuance date, as applicable.

In addition, in February 2015, the Compensation Committee approved the following annual long-term incentives based on Company performance achieved for 2014:

	Named Executive Officer		2014 Annual Long-Term Incentives				% Change from 2013
	Steven B. Tanger, CEO		$	3,768,550			12.6	%
	Frank C. Marchisello, Jr., CFO			1,927,500			9.6	%
	Thomas E. McDonough, COO			1,927,500			9.6	%
	Chad D. Perry, GC			771,000			19.3	%
	Lisa J. Morrison, Senior Vice President - Leasing			289,125			14.0	%

The restricted Common Shares were granted to the named executive officers for 2014 performance in February 2015. The awards vestCompensation and the restrictions cease to apply for 20% of the Common Shares underlying each award on February 15 of each year over a five-year period, beginning in 2016. For the CEO, the restricted Common Shares granted for 2014 performance include additional holding period restrictions under which the vested Common Shares cannot be sold for an additional three years following each vesting date.

Dividends are paid on all restricted Common Shares whether vested or unvested. The CompensationHuman Capital Committee believes that restricted Common Share and restricted share unit grants with time-based vesting features provide the desired incentive to increase the Company’s share price and, therefore, the value for our shareholders over the vesting period. If the Company has poor relative performance that results in poor shareholder returns, then the value of the restricted Common Shares and restricted share units, and likewise the executive’s total compensation, will be reduced. If the Company has superior relative performance that results in superior shareholder returns, then the value of the restricted Common Shares and restricted share units, and likewise the executive officer’s total compensation, will be significantly increased.

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The Company measures the grant date fair value under FASB ASC 718 of all restricted Common Share and restricted share unit awards with time-based vesting features based on the provisions of the Incentive Award Plan. Under those provisions, fair value is considered to be the closing price of our Common Shares on the last trading day prior to the grant date, except for the restricted Common Shares and restricted share units granted to the CEO in 2016 and 20152020 that are subject to additional restrictions on sale after vesting or issuance, as applicable, described above which were each discounted per FASB ASC 718 by 15%12.5%.

Common Share Option Awards2019 AND 2020 OUTPERFORMANCE PLANS

The Company has not used options for executive compensation since 2004. The Compensation Committee approved the issuance in January 2014 of an aggregate of 282,500 options to certain non-executive employees who had been employed with the Company for at least one year. No options were granted during 2015.

When awarded, options are granted with an exercise price no less than the fair market value of our Common Shares. Under the terms of the Incentive Award Plan, the fair market value of our Common Shares is considered to be the closing price on the last trading day prior to the grant date. The Company does not backdate options, grant options retroactively, or coordinate grants of options so that they are made before announcements of favorable information, or after announcements of unfavorable information. Further, the Company has not engaged in any option repricing.

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2015 Outperformance Plan

During February 2015,2019 and February 2020, the Compensation and Human Capital Committee approved the general terms of the Tanger Factory Outlet Centers, Inc. 2015 OPP,2019 and 2020 OPPs, which providesprovide for the grant of performance awards under the Incentive Award Plan. UnderFor the 20152020 OPP, the Company has granted an aggregate of 306,600 notional units to award recipients, which may convert, subjectCommittee maintained the same structure as the 2019 OPP, but, after giving consideration to the achievement of the goals described below, into a maximum of 306,600 restricted Common Shares based on the Company’s absolute Common Share price appreciation and its Common Share price appreciation relativehigh dividend yield, decided to its peer group, over the three-year measurement period from January 1, 2015 through December 31, 2017. The maximum number of restricted Common Shares will be earned under the 2015 OPP if the Company both (1) achieves 35% or higher Common Share price appreciation, inclusive of all dividends paid, over the three-year measurement period and (2) is in the 70th or greater percentile of its peer group for TSR over the three-year measurement period. The Company expects that the maximum value of the awards, if the Company achieves or exceeds the 35% Common Share price appreciation and is in the 70th or greater percentile of its peer group for TSR over the three-year measurement period, will equal approximately $14.5 million.

Listed below is the maximum number of restricted Common Shares thatincrease each of the Company’s named executive officers will be eligibleperformance hurdles needed to receive upon achieving both goals discussed above atearn the conclusionabsolute portion of the performance period:award.

	Named Executive Officer	Maximum Award				Maximum Potential Value(1)				Grant Date Value(2)
	Steven B. Tanger, CEO		103,000			$	4,870,870			$	1,632,550
	Frank C. Marchisello, Jr., CFO		44,000				2,080,760				697,400
	Thomas E. McDonough, COO		44,000				2,080,760				697,400
	Chad D. Perry, GC		24,000				1,134,960				380,400
	Lisa J. Morrison, Senior Vice President - Leasing		7,850				371,227				124,423

(1)	Represents the maximum number of restricted Common Shares to be issued multiplied by the estimated value per share resulting in maximum potential value of $47.29 per restricted Common Share.
(2)	Represents the notional units granted under the plan multiplied by the grant date fair value of $15.85. The grant date fair value was based on probable performance outcomes computed in accordance with FASB ASC 718.

Any restricted Common Shares earned under the 2019 and 2020 OPPs (which conclude on December 31, 2017February 17, 2022 and February 10, 2023, respectively) are also subject to a time-based vesting schedule, pursuant to which 50% of the restricted Common Shares would vest on January 2, 2018at the conclusion of the three-year performance period and the remaining 50% would vest on January 2, 2019, contingent upon continued employment with the Company through the vesting dates.

With respect to 60% of the notional units (which are convertible into up to 183,960 restricted Common Shares potentially payable to the NEOs as a group) earned based on absolute TSR performance, the following hurdles must be achieved over the three-year measurement period:

	TSR Performance		% of Award Earned		Units Convertible into Restricted Common Shares
	25%, including Common Share price appreciation and all dividends		33.333%			61,320
	30%, including Common Share price appreciation and all dividends		66.667%			122,640
	35%, including Common Share price appreciation and all dividends		100.00%			183,960

With respect to 40% of the notional units (which are convertible into up to 122,640 restricted Common Shares potentially payable to the NEOs as a group) earned based on relative TSR performance, the following hurdles must be achieved:

	TSR Performance		% of Award Earned		Units Convertible into Restricted Common Shares
	50th percentile of the peer group based on the SNL Equity REIT Index		33.333%			40,880
	60th percentile of the peer group based on the SNL Equity REIT Index		66.667%			81,760
	70th percentile of the peer group based on the SNL Equity REIT Index		100.00%			122,640

The notional units will convert on a pro-rata basis by linear interpolation between Common Share price appreciation thresholds, both for absolute and relative Common Share price appreciation. The Common Share price targets will be reduced on a penny-for-penny basis with respect to any dividend payments made during the measurement period.

The notional units, prior to the date they are converted into restricted Common Shares, will not entitle award recipients to receive any dividends or other distributions. If the notional units are earned, and thereby converted into restricted Common Shares (whether vested or unvested), then award recipients will be entitled to receive a payment

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of all dividends and other distributions that would have been paid had the number of earned restricted Common Shares been issued at the beginning of the performance period. Thereafter, dividends and other distributions will be paid currently with respect to all restricted Common Shares that were earned, whether vested or unvested.

2016 Outperformance Plan

During February 2016, the Compensation Committee approved the general terms of the Tanger Factory Outlet Centers, Inc. 2016 OPP, which provides for the grant of performance awards under the Incentive Award Plan. The terms are similar to the 2015 OPP but contain modifications based in part on shareholder feedback:

●	The 2016 OPP is split 50/50 absolute to relative performance hurdles compared to 60/40 in the 2015 OPP.
●	Minimum and Target Performance level payouts have been decreased to 20% and 60% of the award, respectively, from 33.33% and 66.67%, respectively.
●	Minimum and Target absolute performance hurdles have been lowered to +18% and +26.5%, respectively, from +25% and +30%, respectively.
●	Minimum and Target relative performance hurdles have been lowered to the 40th percentile and 55th percentile of the peer group, respectively, from the 50th percentile and 60th percentile of the peer group, respectively.

We believe that these changes address shareholder feedback while maintaining targets that will be challenging and difficult, but achievable with significant effort and skill.

Under the 2016 OPP, the Company has granted an aggregate of 321,900 notional units to award recipients, which may convert, subject to the achievement of the goals described below, into a maximum of 321,900 restricted Common Shares based on the Company’s absolute Common Share price appreciation and its Common Share price appreciation relative to its peer group, over the three-year measurement period from February 10, 2016 through February 9, 2019. The maximum number of restricted Common Shares will be earned under the 2016 OPP if the Company both (1) achieves 35% or higher Common Share price appreciation, inclusive of all dividends paid, over the three-year measurement period and (2) is(and, in the 70th or greater percentilecase of its peer group for TSR overMr. Tanger would be issued) upon the three-year measurement period. The Company expects the valuecompletion of the awards, if the Company achieves the 35% Common Share price appreciation and is in the 70th percentileone additional year of its peer group for TSR over the three-year measurement period, will equal approximately $12.2 million.

Listed below is the maximum number of restricted Common Shares that each of the Company’s named executive officers will be eligible to receive upon achieving both goals discussed above at the conclusion of the performance period:

	Named Executive Officer		Maximum Award				Maximum Potential Value(1)				Grant Date Value(2)
	Steven B. Tanger, CEO			135,375				$5,136,128				2,044,163
	Frank C. Marchisello, Jr., CFO(3)			N/A				N/A				N/A
	Thomas E. McDonough, COO			61,125				2,319,083				922,988
	Chad D. Perry, GC			24,900				944,706				375,990
	Lisa J. Morrison, Senior Vice President - Leasing			7,850				297,829				118,535

(1)	Represents the maximum number of restricted Common Shares to be issued multiplied by the estimated value per share resulting in maximum potential value of $37.94 per restricted Common Share.
(2)	Represents the notional units granted under the 2016 OPP multiplied by the grant date fair value of $15.10. The grant date fair value was based on probable performance outcomes computed in accordance with FASB ASC 718.
(3)	As previously disclosed in the Company’s Current Report on Form 8-K filed on October 28, 2015, Frank Marchisello has announced his plans to retire as Executive Vice President and Chief Financial Officer of the Company and as Vice President and Treasurer of Tanger GP Trust in May 2016. Accordingly, he did not receive a grant of notional units under the 2016 OPP.

Any restricted Common Shares earned on February 9, 2019 are also subject to a time-based vesting schedule, pursuant to which 50% of the restricted Common Shares would vest on February 15, 2019 and the remaining 50% would vest on February 15, 2020,service, contingent upon continued employment with the Company through the applicable vesting date. Such vesting, however, is subject to acceleration in certain termination scenarios, as described further in “Equity Compensation Plan Information - Potential Payments on Termination or Change of Control.”

With respect to 50% of the notional units (which are convertible into up to 160,950 restricted Common Shares potentially payable to the NEOs as a group) earned based on absolute TSR performance, the following hurdles must be achieved over the three-year measurement period:

	TSR Performance		% of Award Earned				Units Convertible into Restricted Common Shares
	18%, including Common Share price appreciation and all dividends			20.0%				32,190
	26.5%, including Common Share price appreciation and all dividends			60.0%				96,570
	35%, including Common Share price appreciation and all dividends			100.0%				160,950

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With respect to 50% of the notional units (which are convertible into up to 160,950 restricted Common Shares potentially payable to the NEOs as a group) earned based on relative TSR performance, the following hurdles must be achieved:

	TSR Performance		% of Award Earned				Units Convertible into Restricted Common Shares
	40th percentile of the peer group based on the SNL Equity REIT Index			20.0%				32,190
	55th percentile of the peer group based on the SNL Equity REIT Index			60.0%				96,570
	70th percentile of the peer group based on the SNL Equity REIT Index			100.0%				160,950

The notional units will convert on a pro-rata basis by linear interpolation between Common Share price appreciation thresholds, both for absolute and relative Common Share price appreciation. The Common Share price targets will be reduced on a penny-for-penny basis with respect to any dividend payments made during the measurement period.

The notional units, prior to the date they are converted into restricted Common Shares, will not entitle award recipients to receive any dividends or other distributions. If the notional units are earned, and thereby converted into restricted Common Shares (whether vested or unvested), then award recipients will be entitled to receive a payment of all dividends and other

distributions that would have been paid had the number of earned restricted Common Shares been issued at the beginning of the performance period. Thereafter, dividends and other distributions will be paid currently with respect to all restricted Common Shares that were earned,issued, whether vested or unvested.

Achievement of Performance-Based Long-Term Incentives

Approximately 25%OPTION AWARD

In addition to the awards described above, Mr. Yalof received options to purchase 1,000,000 Common Shares (“Sign-On Options”). The Sign-On Options have an exercise price equal to the fair market value of the total compensation of our CEO andCommon Shares on average 24%April 10, 2020, or $7.15. One-fourth of the total compensation of other NEOs represents at-risk performance-based long-term incentivesSign-On Options vested on December 31, 2020 and continue to vest on each December 31 thereafter through December 31, 2023, subject to Mr. Yalof’s continued employment through each vesting date. Vested Sign-On Options will become exercisable on and after the achievementdate the fair market value of TSR performance. The following table summarizes the Company’s performance-based long-term incentives since 2012:Common Shares underlying such Sign-On Options is at least equal to 110% of the exercise price of Sign-On Options. Such threshold was achieved in 2020.

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	Program		Performance Period		TSR Performance Requirements		Status
	2013 Outperformance Plan (the “2013 OPP”)		2013-2015		Absolute TSR between 25% and 35% over a 3-year period Relative TSR between the 50th and 70th percentile		No Common Shares have been, or will be, earned under this plan.
	2014 Outperformance Plan		2014-2016		Absolute TSR between 25% and 35% over a 3-year period Relative TSR between the 50th and 70th percentile		Results will be determined after December 31, 2016 but, based on results through December 31, 2015, participants would not earn any Common Shares under this plan.
	2015 Outperformance Plan		2015-2017		Absolute TSR between 25% and 35% over a 3-year period Relative TSR between the 50th and 70th percentile		Results will be determined after December 31, 2017 but, based on current results through December 31, 2015, participants would not earn any Common Shares under this plan.	EXECUTIVE COMPENSATION

Retirement Benefits

CHANGES TO CEO COMPENSATION PLANS FOR 2021

As part of the leadership succession (see Board Leadership Structure and Oversight on page 11), Mr. Tanger transitioned to Executive Chair of the Company's Board of Directors, effective through January 1, 2024 and Mr. Yalof assumed the role of Chief Executive Officer of the Company. The changes in 2021 compensation of Mr. Tanger and Mr. Yalof are reflected in the table below:

Year		NEO		Title		Base Salary		Annual Bonus Target %			Annual Bonus Target		Total Equity Compensation		Total Target Compensation		% Change 2020-2021
2020		Steven B. Tanger		CEO		$   850,000		100	%		$   850,000		$3,654,919		$4,504,919
2020		Stephen J. Yalof		President and COO		850,000		125	%		1,062,500		3,839,925		4,902,425
				Total		$1,700,000					$1,912,500		$7,494,844		$9,407,344
2021		Stephen J. Yalof		CEO		$   850,000		125	%		$1,062,500		$2,500,018		$3,562,518		(27.3)	%
2021		Steven B. Tanger		Executive Chair		807,500		100	%		807,500		2,500,018		3,307,518		(26.6)	%
				Total		$1,657,500					$1,870,000		$5,000,036		$6,870,036		(27.0)	%

We believe it was important to retain Mr. Tanger as Executive Chair during the leadership transition due to his experience navigating the Company through changing business environments for over thirty years, his intimate knowledge of outlet center operations and management and the industry

relationships he has cultivated over the years. As part of the transition to Executive Chair, Mr. Tanger's salary will be reduced as described in his employment agreement on page 51. The table below illustrates the reduction in cash compensation payable to the Executive Chair through 2023.

		2021				2022				2023				% Change from 2021-2023
Salary		$	807,500			$	637,500			$	425,000				(47	)%
Target Bonus			807,500				637,500				425,000				(47	)%

RETIREMENT BENEFITS

The Company generally does not provide any retirement benefits to its executive officers, other than matching a portion of employee contributions to our 401(k) plan. Employee contributions are matched by us at a rate of compensation to be determined annually at our discretion. This benefit is generally available to all employees of the Company.

Perquisites

PERQUISITES

The Company does not provide significant perquisites or personal benefits to executive officers, except that it provided Mr. Tanger was provided with a monthly car allowance of $800 in 2015.2020, which is consistent with previous years. However, his amended employment agreement does not include a car allowance beginning January 2021. In addition, also consistent with previous years, the Company paidmaintained an insurance policy to provide a total of $44,436 for premiums on life insurance policies forbenefit to Mr. Tanger of $5 million. Premiums paid on the policy during 2015.2020 totaled $67,344.

In addition, the Company owns a corporate airplane which is used almost exclusively for business travel. We believe that the confidential working environment, security, andefficiencymitigation of health risks in the current climate and efficiency provided by private air travel allow our CEO and other executives to maximize productivity while traveling for business.

Our CEO’s business travel includes travel from his primary office location to the Company’s headquarters. While we consider this travel to serve an important business purpose, for purposes of transparency, we identify the incremental cost of this travel as a perquisite for SEC reporting purposes. We determine the incremental cost per flight based on the cost of fuel used, landing fees, trip-related hangar and parking costs, and crew-related costs. The incremental cost does not include fixed costs that do not change based on usage, such as purchase costs of the airplane, pilot salaries and non-trip-related hangar and parking costs. In 2015,2020, this incremental cost totaled approximately $30,941.$25,456. However, we do not consider the characterization of this amount as a perquisite to be a significant factor in our overall compensation plan design or effectiveness.

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The CEO may use the aircraft for personal use from time to time, so long as the CEO reimburses the Company for such use so that there is no incremental cost to the Company.

Employment Contracts and Change of Control

EMPLOYMENT CONTRACTS AND CHANGE OF CONTROL

The Company’s business is competitive, and the Compensation and Human Capital Committee believes that it is extremely desirable for the Company to maintain employment contracts withor otherwise provide severance protection for its senior executives. As such, each of the named executive officers have either been party to

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an employment contract or been a participant in our executive severance plan since its adoption in 2021. The employment contracts and executive severance plan generally provide for severance pay if the executive terminates his or her employment for Good Reason or is terminated by the Company without Cause, as those terms are defined in each agreement. Theagreement or the plan, as applicable. These severance arrangements provided in the contracts are designed to promote stability and continuity of senior management. Equity awards granted to Mr. Tanger pursuant to his 2012 employment agreement

Our Compensation and awards under the OPPs, to the extent earned, provide for accelerated vesting in the event of a Change of Control. However, unless there is a “double trigger”, Mr. Tanger is not entitled to cash severance or accelerated vesting of time-based restricted sharesgranted after 2012 in the event of a Change of Control. For all named executive officers, except for Mr. Tanger, the employment contracts consider a Change of Control as a reason for an executive to terminate his or her employment, and thus would entitle him or her to certain severance pay. Our CompensationHuman Capital Committee believes it is fair to provide severance protection and accelerated vesting of certain equity grants upon a Changechange of Control.control. Very often, senior executives lose their jobs in connection with a Changechange of Control.control. By agreeing up-frontupfront to provide severance benefits and accelerated vesting of certain equity grants in the event of a Changechange of Control,control, our Compensation and Human Capital Committee believes we can reinforce and encourage the continued attention and dedication of senior executives to their

assigned duties without distraction in the face of an actual or threatened Changechange of Controlcontrol and ensure that management is motivated to negotiate the best acquisition consideration for our shareholders.

The Company currently has employment contracts with each of the NEOs listed in the Summary Compensation Table on page 42 of this Proxy Statement.

See “Employment Contracts” on page 4851 for a description of the employment agreements with the named executive officers as of December 31, 2020. As noted above, during 2020, the Company amended the employment agreements of several executives to eliminate all remaining legacy single-trigger change of control severance benefits, such that now all employment agreements will require a double-trigger event to be entitled to cash severance. Subsequently, in this Proxy Statement.2021, we adopted an executive severance plan and terminated employment contracts for all executives other than the Executive Chair and CEO. See “Executive Severance Plan” on pg. 53 for a description of the new executive severance plan.

Governance Policies Relating to Compensation

GOVERNANCE POLICIES RELATING TO COMPENSATION

Minimum Ownership Guidelines

MINIMUM OWNERSHIP GUIDELINES

The Company’s Board of Directors expects all non-employee directors, the Executive Chair, the CEO the CFO, the COO and the GCother NEOs to own a meaningful equity interest in the Company to more closely align the interests of directors and executive officers with those of shareholders. Accordingly, the Board has established the equity ownership guidelines for non-employee directors, the Executive Chair, the CEO CFO, COO and GC.other NEOs. Non-employee directors are required to hold 5,000 Common Shares.Shares with a value equal to five times the base annual board retainer of $60,000. Newly elected non-employee directors have threefive years following their election to the Board to meet the share ownership guidelines. The share ownership guidelines were modified in February 2021, to take into account the transition for Mr. Tanger from CEO to Executive Chair and for Mr. Yalof from COO to CEO. Mr. Tanger’s share ownership guideline was maintained at 10x base salary and Mr. Yalof’s was set at 6x base salary, consistent with other peer group companies. The executives are required to hold Common Shares with a value equivalent to a multiple of their base salary as listed in the table below:

	Title		Multiple
	CEO			10 x Base Salary
	CFO			3 x Base Salary
	COO			3 x Base Salary
	GC			3 x Base Salary

The executives have five years following their appointment to meet the share ownership guidelines. Vested and unvested restricted Common Shares count toward the equity ownership guidelines. All non-employee directors and the executives except for Mr. Henry who was appointed to the Board in January 2016, met the share ownership guidelines as of December 31, 2015.February 28, 2021 (share ownership guidelines were modified on February 2021).

CLAWBACK POLICY

Clawback Policy

The Board has established a clawback policy applicable to our executive officers. The policy allows for the recoupment of incentive awards in the event that the Company is required to prepare an accounting restatement due to the material noncompliance of the Company with any financial reporting requirement under the securities laws as a result of intentional misconduct, fraud or gross negligence. Each executive officer may be required to reimburse the Company for any incentive awards made after January 1, 2013 on the basis of having met or exceeded specific performance levels, under these circumstances.

Anti-Hedging Policy

ANTI-HEDGING POLICY

The BoardCompany has established an anti-hedging policy applicable tothat prohibits our executive officers, directors and directors. The policy prohibitsemployees, their family members and any directorentities they control, from purchasing financial instruments, such as prepaid variable forward contracts, equity swaps, collars, and exchange funds, or executive officerotherwise engaging in transactions that hedge or offset, or are designed to hedge or offset, any decrease in the market value of the Company from trading in puts, calls, optionsCompany’s equity securities, whether such securities were granted as compensation or other derivative securities based on the Company’s securities. In addition, certain forms of hedgingare otherwise held, directly or monetization transactions, such as zero-cost collars and forward sale contracts, allow a shareholder to lock in much of the value of his or her holdings, often in exchange for all or part of the potential upside appreciation in the share holdings.indirectly. These transactions allow the shareholder to continue to own the covered securities, but without the full risks and rewards of ownership. When that occurs, the owner may no longer have the same objectives as the company’s other shareholders. Therefore, executive officers, directors and executive officersemployees may not engage in any such transactions with respect to the Common Shares owned.they own.

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EXECUTIVE COMPENSATION

ANTI-PLEDGING POLICY

EXECUTIVE COMPENSATION

Anti-Pledging Policy

In February 2015, the Board adoptedOur named executive officers and directors do not have any shares pledged as collateral. The Company has established an anti-pledging policy applicable to our executive officers, directors and employees. The Board believes that pledging securities of the Company as collateral for margin loans or other transactions raises potential risks to shareholder value, particularly if the pledge is significant. Under this policy, officers, directors and employees of the Company may not margin, or agree or offer to margin, the Company’s securities as collateral for a loan obligation. Similarly, officers, directors and employees of the Company may not pledge, or agree or offer to pledge, the Company’s securities (or a right to receive the Company’s securities) as collateral for a loan or other obligation. These prohibitions do not restrictapply to any broker-assisted cashless exercise of equity awards. In addition, in order to facilitate the transition to the policy, these prohibitions do not apply to a margin or pledge of securities to the extent such margin or pledgethat was in effect prior to February 10, 2015;adoption of the policy; provided, that no additional Company securities may be added to any such pre-existing pledge on or after February 10, 2015.adoption of the policy.

An exception to the prohibitions in this policy may be granted by the disinterested members of the Board in their sole discretion where a person covered by this policy wishes to pledge the Company’s securities as collateral for a loan (not including margin debt) and demonstrates to the satisfaction of the disinterested members of the Board the financial capacity to repay the loan without resort to the pledged securities.

Mandatory Holding Period

Restricted Common Shares granted to the CEO in February 2015 and February 2016 include four and five year vesting periods, respectively, and also have a mandatory holding period under which the CEO cannot sell his vested Common Shares for an additional three years following each applicable vesting date.DEDUCTIBILITY OF EXECUTIVE COMPENSATION AND OTHER TAX CONSIDERATIONS

Deductibility of Executive Compensation and Other Tax Considerations

Subject to certain limited exemptions, Section 162(m) of the Internal Revenue Code of 1986 (referred to as the “Code”) denies an income tax deduction to any publicly held corporation for compensation paid to a “covered employee” (which is defined as the chief executive officer and each of the Company’s other three most highly compensated officers, excluding the chief financial officer) to the extent that such compensation in any taxable year of the employee exceeds $1 million. In addition to salaries, bonuses payable toWhile the Company’s executives

Compensation and Human Capital Committee may consider tax deductibility under their present employment contracts and compensation attributable to the exercise of options and other share-based awards that may be granted under the Incentive Award Plan constitute compensation subject to the Section 162(m) limitation. The Incentive Award Plan permits, but does not require, share-based awards to qualify as “performance-based compensation” that is exempt from application of the Section 162(m) limitation. It is the Company’s policy to take account of the implications of Section 162(m) among all factors reviewed in making compensation decisions. However, the Compensation Committee, while considering tax deductibilityCode as one of its factorsfactor in determining compensation, it will not limit compensation to those levels or types of compensation that will be deductible if it determines that an award is consistent with its philosophy and is in the Company’s and the shareholders’ best interests. Accordingly, some portion of the compensation paid to a Company executive may not be tax deductible by the Company under Section 162(m). The Compensation Committee may, of course, consider alternative forms of compensation, consistent with its compensation goals, that preserve deductibility.the Code.

Section 280G, Section 4999 and Section 409A of the Code (“Section 409A”) impose certain taxes under specified circumstances. Section 280G and Section 4999 of the Code provide that any executives, directorscertain officers and other service providers who receive significant compensation or hold significant shareholder interests and certain other service providers could be subject to significant additional taxes if they receive certain payments or benefits in connection with a change of control of the Company, and that the Company could lose a deduction on the amounts subject to additional tax. The Company has no policy or commitment to provide any executive or director with any gross-up or other reimbursement for tax amounts that such executive or director might pay pursuant to these laws, and each named executive officer’s employment contract provides for a cutback of amounts payable in order to seek to avoid such additional taxes. Section 409A imposes additional significant taxes in the event that an executive, directoremployee or other service provider receives deferred compensation that does not meet the requirements of Section 409A. The Compensation and Human Capital Committee considers the effect of Section 409A when designing the Company’s executive plans and programs, and such plans and programs are intended to be designed to comply with or be exempt from Section 409A in order to seek to avoid potential adverse tax consequences that may result from noncompliance.

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REPORT OF THE COMPENSATION AND HUMAN CAPITAL COMMITTEE

We have reviewed and discussed with management the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K, and based on such review and discussions, we recommended to the Board that the Compensation Discussion and Analysis be included in this Proxy Statement.

	THE COMPENSATION AND HUMAN CAPITAL COMMITTEE
Allan L. Schuman	Thomas J. Reddin (Chair)
William G. Benton
Thomas J. Reddin	Jeffrey B. Citrin
Thomas E. Robinson
	David B. Henry
	Bridget M. Ryan-Berman
	Susan E. Skerritt

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20152020 SUMMARY COMPENSATION TABLE

The following table shows information concerning the annual compensation for services provided by our Chief Executive Officer, Chief Financial Officer and three other most highly compensated executives for each of the fiscal years ended December 31, 2015, 2014,2020, 2019, and 2013:2018.

	Name and Principal position		Year		Salary ($)					Bonus ($)				Share Awards ($)(1)					Non-equity Incentive Plan Compensation ($)(2)					All Other Compensation ($)				Total ($)
	Steven B. Tanger President and Chief Executive Officer		2015			$	824,000				$—				$	5,401,100				$	1,064,032			$	544,146	(3)		$	7,833,278
			2014				800,000				—					4,995,558					868,810				901,918	(3)			7,566,286
			2013				800,000				—					5,028,054					1,160,000				486,804	(3)			7,474,858
	Frank C. Marchisello, Jr. Executive Vice President and Chief Financial Officer		2015			$	417,665				$—				$	2,624,900				$	491,091			$	187,720	(4)		$	3,721,376
			2014				405,500				—					2,464,736					422,130				350,867	(4)			3,643,233
			2013				405,500				—					2,171,360					514,985				166,242	(4)			3,258,087
	Thomas E. McDonough Executive Vice President and Chief Operating Officer		2015			$	382,439				$—				$	2,624,900				$	449,672			$	159,598	(5)		$	3,616,609
			2014				371,300				—					2,464,736					386,528				119,612	(5)			3,342,176
			2013				371,300				—					2,171,360					471,551				84,120	(5)			3,098,331
	Chad D. Perry Executive Vice President, General Counsel and Secretary		2015			$	360,500				$—				$	1,151,400				$	423,876			$	59,095	(6)		$	1,994,871
			2014				350,000				—					1,052,985					364,354				42,452	(6)			1,809,791
			2013				350,000				—					935,029					444,500				26,840	(6)			1,756,369
	Lisa J. Morrison Senior Vice President, Leasing		2015			$	267,063				$—				$	413,548				$	271,614			$	34,765	(7)		$	986,990
			2014				259,284				—					379,423					271,050				71,881	(7)			981,638
			2013				254,200				—					390,018					271,200				27,143	(7)			942,561

Name and Principal position		Year		Salary ($)		Bonus ($)		Share Awards ($) (1)		Option Awards ($) (2)		Non-equity Incentive Plan Compensation ($) (3)		All Other Compensation ($) (4)		Total ($)
Steven B. Tanger Chief Executive Officer		2020		735,577		345,667	(5)	3,654,919		—		249,333		291,480		5,276,976
		2019		850,000		—		3,654,909		—		1,506,462		558,328		6,569,699
		2018		850,000		—		4,598,606		—		952,000		569,691		6,970,297
James F. Williams Executive Vice President and Chief Financial Officer		2020		349,200		169,728	(5)	725,008		—		92,352		36,148		1,372,436
		2019		374,400		—		725,019		—		518,976		56,719		1,675,114
		2018		360,000		—		653,912		—		223,200		52,777		1,289,8890
Stephen J. Yalof President and Chief Operating Officer		2020		534,519		1,062,500	(6)	3,422,595		417,330		—		159,178		5,596,122
		2019		—		—		—		—		—		—		—
		2018		—		—		—		—		—		—		—
Chad D. Perry Executive Vice President, General Counsel, and Secretary		2020		352,949		164,487	(5)	1,013,168		—		100,407		47,161		1,678,172
		2019		378,420		—		1,013,162		—		583,000		84,068		2,058,650
		2018		371,000		—		1,013,158		—		371,000		88,808		1,843,966
Lisa J. Morrison Executive Vice President, Leasing		2020		269,541		—		411,231		—		85,613		30,155		796,540
		2019		288,992		—		411,241		—		242,615		46,881		989,729
		2018		283,326		—		361,227		—		291,441		45,492		981,486

(1)	The amounts in this column represent the grant date fair value of restricted Common Shares awarded in each respective year, and the grant date fair value of notional units granted under the 2015, 20142020, 2019 and 20132018 Outperformance Plans. A discussion of the assumptions used in calculating these values may be found in Note 1716 to our 20152020 audited consolidated financial statements on pages F-45F-51 to F-49F-56 of our 20152019 Annual Report, Note 17 to our 20142019 audited consolidated financial statements on pages F-44F-43 to F-47 of our 20142019 Annual Report and Note 1618 to our 20132018 audited consolidated financial statements on pages F-40F-46 to F-43F-50 of our 20132018 Annual Report, respectively. With respect to the awards granted under the 2015, 20142020, 2019 and 20132018 Outperformance Plans, the grant date fair values were based on probable performance outcomes. The grant date fair value for the 20152020 awards, assuming that the highest level of performance conditions will beare achieved, was $4.9estimated to be $6.1 million for Mr. Tanger, $2.1$1.2 million for Mr. Marchisello andWilliams, $4.2 million for Mr. McDonough, $1.1Yalof, $1.7 million for Mr. Perry, and $371,000$684,000 for Ms. Morrison. The grant date fair value for the 20142019 awards, assuming that the highest level of performance conditions will beare achieved, was $4.8estimated to be $4.3 million for Mr. Tanger, $2.1 million$845,000 for Mr. Marchisello and Mr. McDonough, $1.1Williams, $1.2 million for Mr. Perry, and $370,000$479,000 for Ms. Morrison. The grant date fair value for the 20132018 awards, assuming that the highest level of performance conditions would beare achieved, was $4.7estimated to be $4.1 million for Mr. Tanger, $2.0 million$537,000 for Mr. Marchisello and Mr. McDonough, $1.1 millionWilliams, $832,000 for Mr. Perry, and $359,000$234,000 for Ms. Morrison. Based on actual performance no restricted Common Shares were earned under the 2013 OPP.
(2)	The amounts reported in this column represent non-qualified share options granted that are valued based on the aggregate grant date fair value computed in accordance with FASB ASC Topic 718. A discussion of the assumptions made in the calculation of these amounts may be found in Note 16 to our 2020 audited consolidated financial statements on pages F-51 to F-56.
(3)	Amounts shown consist of payouts under our annual Incentive Cash Bonus Plan earned during the fiscal year but paid in the first quarter of the following fiscal year; except that, with respect to Ms. Morrison, the amounts shown reflect (1) the bonus calculated under the terms of her employment contract,Leasing Commission Bonus, since such amount was higher than the bonus she would have received under our annual Incentive Cash Bonus Plan and (2) the Leasing Team bonus (as described above).

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2020 SUMMARY COMPENSATION TABLE

(4)	Amounts reported in 2020 include the following:

Name		Car Allowance		Employee Life Insurance Premiums		Dividends Paid on Unvested Restricted Common Shares		401(K) Contribution		Other		Use of Aircraft
Steven B. Tanger		$9,600		$67,344		$162,680		$11,400		$15,000		$25,456
James F. Williams		—		—		24,748		11,400				—
Stephen J. Yalof		—		—		139,178		—		20,000		—
Chad D. Perry		—		—		35,761		11,400				—
Lisa J. Morrison		—		—		18,877		11,278				—

(5)	Amounts reflect a separatediscretionary bonus sheapproved by the Board of Directors in excess of the amount earned as a result of her leasing team reaching certain goals with respect to achieving minimum overall occupancy rates, minimum renewal rate on leases expiring,under our annual Cash Bonus Plan. For further details see page 30, “Annual Cash Incentives: Description and minimum average rental rate increases on existing leases renewed or new leases executed during the year.Analysis.”
(3)
(6)	Amount reflects a guaranteed bonus equal to $1,062,500 that was paid to Mr. Tanger’s other compensation during 2015, 2014 and 2013 includes a car allowance of $9,600 each year and reimbursement of term life insurance premiums totaling $44,436 for each year, as perYalof pursuant to the terms of his employment contract. In addition, Mr. Tanger’s other compensation includes (a) dividends paid on unvested restricted Common Shares of $448,569 during 2015, $837,482 during 2014 and $422,568 during 2013, (b) a Company match under an employee 401(k) plan of $10,600 during 2015, $10,400 during 2014 and $10,200 during 2013, and (c) for 2015, $30,941 representing the incremental cost attributable to use of the Company’s aircraft.
(4)	Mr. Marchisello’s other compensation represents dividends paid on unvested restricted Common Shares of $177,120 during 2015, $340,467 during 2014 and $156,042 during 2013, as well as a Company match under an employee 401(k) plan of $10,600 during 2015, $10,400 during 2014 and $10,200 during 2013.Employment Agreement.

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2015 SUMMARY COMPENSATION TABLE2020 CEO PAY RATIO

As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act and Item 402(u) of Regulation S-K, we are providing the following information regarding the relationship of the annual total compensation of our CEO to the annual total compensation of our median employee. We consider our pay ratio to be a reasonable estimate and calculated in a manner that is intended to be consistent with the requirements of Item 402(u) of Regulation S-K. We identified the median employee by examining the 2020 total cash compensation for all individuals, excluding our CEO, who were employed by us on December 31, 2020, the reference date for identifying our median employee. We included all employees on December 31, 2020, whether employed on a full-time, part-time, or seasonal basis. We did not make any assumptions, adjustments, or estimates with respect to total cash compensation, however we did annualize the compensation for certain full-time employees that were not employed by us for all of 2020. We believe the use of total cash compensation for

all employees is a consistently applied compensation measure because we do not widely distribute annual equity awards to employees. After identifying the median employee based on total cash compensation, we calculated annual total compensation for such employee using the same methodology we use for our named executive officers as set forth in the 2020 Summary Compensation Table earlier in this proxy statement.

As of December 31, 2020, we employed 265 part time employees and 262 full time employees, of which approximately 67% are hourly workers. Our median employee is a part-time customer service representative at one of our outlet centers that worked 211 days during 2020. Our CEO had annual total compensation of $5,276,976 and our median employee had annual total compensation of $12,742. Based on this information, for 2020 the ratio of annual total compensation for our CEO to the median annual total compensation of all employees is 414 to 1.

(5)WWW.TANGEROUTLETS.COM	Mr. McDonough’s other compensation represents dividends paid on unvested restricted Common Shares of $148,998 during 2015, $109,212 during 2014 and $73,920 during 2013, as well as a Company match under an employee 401(k) plan of $10,600 during 2015, $10,400 during 2014 and $10,200 during 2013.
(6)	Mr. Perry’s other compensation represents dividends paid on unvested restricted Common Shares of $51,870 during 2015, $33,255 during 2014 and $17,040 during 2013, as well as a Company match under an employee 401(k) plan of $7,225 during 2015, $9,197 during 2014 and $9,800 during 2013.
(7)	Ms. Morrison’s other compensation represent dividends paid on unvested restricted Common Shares of $24,165 during 2015, $61,790 during 2014 and $18,068 during 2013, as well as a Company match under an employee 401(k) plan of $10,600 during 2015, $10,091 during 2014 and $9,076 during 2013.45

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2015 GRANT2020 GRANTS OF PLAN-BASED AWARDS

The following table summarizes grants of plan-based awards made to named executive officersNEOs in the year ended December 31, 2015:2020:

				Estimated Future Payouts Under Non-Equity Incentive Plan Awards(2)																Estimated Future Payouts Under Equity Incentive Plan Awards(3)						All Other Share Awards: Number of Common Shares or Units (#)(4)		Grant Date Fair Value of Equity Awards ($)(1)
Name		Grant Date(1)		Minimum ($)					Threshold ($)					Target ($)			Maximum ($)			Minimum (#)		Target (#)		Maximum (#)
Steven B.		2/10/2015																		—		—		—		115,000			$	3,768,550
Tanger		2/10/2015																		34,333		68,667		103,000						1,632,550
					$	618,000				$	824,000			$	1,030,000		$	1,648,000
Frank C.		2/10/2015																		—		—		—		50,000			$	1,927,500
Marchisello, Jr.		2/10/2015																		14,667		29,333		44,000						697,400
					$	313,249				$	417,665			$	522,081		$	710,031
Thomas E.		2/10/2015																		—		—		—		50,000			$	1,927,500
McDonough		2/10/2015																		14,667		29,333		44,000						697,400
					$	286,829				$	382,439			$	478,049		$	650,146
Chad D.		2/10/2015																		—		—		—		20,000			$	771,000
Perry		2/10/2015																		8,000		16,000		24,000						380,400
					$	270,375				$	360,500			$	450,625		$	612,850
Lisa J.		2/10/2015																		—		—		—		7,500			$	289,125
Morrison(5)		2/10/2015																		2,617		5,233		7,850						124,423
					$	13,353				$	40,059			$	66,766		$	93,472
																		267,063
															20,000			35,000

				Estimated Future Payouts Under Non-Equity Incentive Plan Awards (2)						Estimated Future Payouts Under Equity Incentive Plan Awards (3)						All Other Share Awards: Number of Common Shares		All Other Option Awards: Number of Securities Underlying		Exercise of Base Price of Option		Grant Date Fair Value of Equity
Name		Grant Date (1)		Threshold ($)		Target ($)		Maximum ($)		Minimum (#)		Target (#)		Maximum (#)		or Units (#) (4)		Options (#) (5)		Awards ($)		Awards ($) (1)
Steven B. Tanger		2/11/2020								—		—		—		121,527						1,461,970
		2/11/2020								60,081		180,242		300,404								2,192,949
				637,500		850,000		1,700,000
James F. Williams		2/11/2020								—		—		—		21,091						290,001
		2/11/2020								11,918		35,754		59,590								435,007
				280,800		374,400		561,600
Stephen J. Yalof		4/10/2020								—		—		—		389,308	(6)					2,783,552
		4/10/2020																1,000,000		7.15		417,330
		4/10/2020								41,096		123,288		205,480								639,043
				n/a		1,062,500		1,593,750
Chad D. Perry		2/11/2020								—		—		—		29,474						405,268
		2/11/2020								16,655		49,964		83,274								607,900
				283,815		378,420		643,314
Lisa J. Morrison (7)		2/11/2020								—		—		—		11,963						164,491
		2/11/2020								6,760		20,280		33,800								246,740
				28,899		57,798		115,597
								288,992
						103,000		169,000

(1)	The grant date is considered to be the date the equity-based awards were approved by the Compensation and Human Capital Committee. Under the terms of our Incentive Award Plan, the grant date fair value for restricted Common Share awards is considered to be the closing price of the Company’s Common Shares on the day prior to the grant date, which for the February 10, 201511, 2020 awards, except for Mr. Tanger and Mr. Yalof, was $38.55.$13.75. The grant date value of Mr. Tanger’s 20152020 award, which is subject to additional restrictions on sale after vesting, was discounted per FASB ASC 718 by 15.0%12.5%. The grant date fair value of Mr. Yalof’s restricted Common Share awards granted in 2020 were $7.15. A discussion of the assumptions used in calculating the grant date fair value of notional units granted under the 2015 Outperformance Plan2020 OPP may be found in Note 1716 to our 20152020 audited consolidated financial statements on pages F-46F-51 to F-47F-56 of our 20152020 Annual Report. With respect to the awards granted under the 2015 Outperformance Plan,2020 OPP, the grant date fair value was based on probable performance outcomes.
(2)	These columns show the range of estimated payouts targeted for 20152020 performance under our annual Incentive Cash Bonus Plan for our executive officers (other than Ms. Morrison) as described in the section titled “Annual Cash Incentives-Description and Analysis” in the Compensation Discussion and Analysis. The actual cash bonus payment made in 20162021 for 20152020 performance, based on the metrics described, amountedare set forth above in the column of the Summary Compensation Table titled “Non-Equity Incentive Plan Compensation.” Mr. Yalof was paid a guaranteed minimum Bonus of $1,062,500 pursuant to 129.1%the terms of base salary for Mr. Tanger, and 117.6% of base salary for Mr. Marchisello, Mr. McDonough and Mr. Perry.his Employment Agreement.
(3)	These columns show the amount of potential restricted Common Shares to be converted from notional units under the 20152020 OPP. The notional units convert based on the Company’s absolute share price appreciation (or total shareholder return) and its share price appreciation relative to its peer group, over a three year measurement period from January 1, 2015February 11, 2020 through December 31, 2017.February 10, 2023. A discussion of this plan and the share price appreciation goals can be found in the section entitled “Compensation Discussion and Analysis - 20152019 and 2020 Outperformance Plan”Plans” on page 36.38. Further, for Mr. Yalof, the “target” column shows the amount of options that may become exercisable upon satisfying both time-based vesting condition and a performance-vesting condition.
(4)	Restricted Common Shares granted under our Incentive Award Plan are described in the Outstanding Equity Awards at Fiscal Year-End Table below. Dividends are paid on unvested restricted Common Shares.

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2020 GRANTS OF PLAN-BASED AWARDS

(5)	Represents option award granted as an inducement to his entering into employment with the Company and was granted outside of the Company’s shareholder approved equity plan pursuant to New York Stock Exchange rules.
(6)	Represents restricted Common Share award granted as an inducement to his entering into employment with the Company and was granted outside of the Company’s shareholder approved equity plan pursuant to New York Stock Exchange rules.
(7)	The amounts shown in this row under “Estimated Future Payouts under Non-Equity Incentive Plan Awards” columns includes the amounts Ms. Morrison was eligible to receive under our annual Incentive Cash Bonus Plan, the terms of her employment contract, and a separate bonus based on leasing team goals. Per the terms of her employment contract, Ms. Morrison is eligible to receive an annual incentive cash bonus equal to the lesser of (1) 100% of her salary or (2) 9.16% of the total commissions earned by our employees who are leasing employees who report to her. Ms. Morrison receives the higher of the bonus as calculated under our annual Incentive Cash Bonus Plan or the bonus calculated under the terms of her employment contract, but not both. Ms. Morrison received a cash bonus of $265,614$69,613 in 20162021 for 20152020 performance based on the terms of her employment contract and did not receive a bonus under our annual Incentive Cash Bonus Plan. In addition, Ms. Morrison received $6,000$16,000 as a separate bonus she earned as a result of her leasing team reaching certain goals with respect to achieving a minimum amount of executed leases for the overall portfolio, for certain centers, for certain concepts and/or certain types of tenants; minimum amount of new first-time tenants (including new concepts) to the portfolio; minimum growth in the Company’s Same Center NOI; minimum overall occupancy rates as well as minimum occupancy rates at certain centers; minimum overall renewal rates onrate for leases expiring and minimum average rental rate increases on existing leases renewed or new leases executed during the year.year, minimum number of meetings held with tenants and/or brokers in certain markets or tenant categories; minimum conversion rate in converting lease requests to executed leases; and maximum number of days to get a lease fully executed once approved. Under this plan for 2015,2020, Ms. Morrison could receive up to $20,000$103,000 if the minimum targetsall target levels were achieved, and then would receive an additional $1,000 for each percentage point achieved aboveamounts based upon the minimumamount by which the target levels were exceeded, up to a maximum total award of $35,000.$169,000.

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OUTSTANDING EQUITY AWARDS AT
YEAR END 20152020

The following table summarizes the number of securities underlying outstanding plan awards for the named executive officers in the year ended December 31, 2015:2020:

		Option Awards								Share Awards
Name		Number of Securities Underlying Unexercised Options (#) Exercisable		Number of Securities Underlying Unexercised Options (#) Unexercisable		Option Exercise Price		Option Expiration Date		Number of Shares or Units That Have Not Vested (#)(1)			Market Value of Shares or Units That Have Not Vested ($)(1)(2)				Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)			Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)(2)
Steven B.		—		—		—		—		28,800	(3)		$	941,760
Tanger										57,600	(4)			1,883,520
										72,000	(5)			2,354,400
										36,000	(6)			1,177,200
										—	(7)			—			54,000			$	1,765,800
										96,000	(8)			3,139,200
										115,000	(9)			3,760,500
																	37,333	(10)			1,220,789
																	34,333	(11)			1,122,689
Frank C.		—		—		—		—		12,400	(3)		$	405,480
Marchisello, Jr.										24,800	(4)			810,960
										31,200	(5)			1,020,240
										41,600	(8)			1,360,320
										50,000	(9)			1,635,000
																	16,000	(10)		$	523,200
																	14,667	(11)			479,611
Thomas E.		—		—		—		—		4,000	(3)			130,800
McDonough										12,000	(4)			392,400
										31,200	(5)			1,020,240
										41,600	(8)			1,360,320
										50,000	(9)			1,635,000
																	16,000	(10)		$	523,200
																	14,667	(11)			479,611

		Option Awards								Share Awards
Name		Number of Securities Underlying Unexercised Options (#) Exercisable		Number of Securities Underlying Unexercised Options (#) Unexercisable		Option Exercise Price		Option Expiration Date		Number of Shares or Units That Have Not Vested (#) (1)		Market Value of Shares or Units That Have Not Vested ($) (1)(2)		Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)		Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($) (2)
Steven B. Tanger		—		—		—		—		44,452	(3)	442,742
										51,270	(4)	510,649
										121,527	(5)	1,210,409
														34,014	(10)	338,775
														36,277	(11)	361,319
														220,376	(12)	2,194,949
James F. Williams		—		—		—		—		1,541	(6)	15,348
										5,700	(3)	56,772
										8,897	(4)	88,614
										21,091	(5)	210,066
														4,490	(10)	44,718
														7,196	(11)	71,674
														41,713	(12)	415,461
Stephen J. Yalof		250,000		750,000		$7.15		4/10/2030		389,308	(7)	3,877,508
														143,836	(12)	1,432,607

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OUTSTANDING EQUITY AWARDS AT YEAR END 20152020

		Option Awards								Share Awards
Name		Number of Securities Underlying Unexercised Options (#) Exercisable		Number of Securities Underlying Unexercised Options (#) Unexercisable		Option Exercise Price		Option Expiration Date		Number of Shares or Units That Have Not Vested (#)(1)			Market Value of Shares or Units That Have Not Vested ($)(1)(2)				Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)			Equity Incentive Plan Awards: Market or Payout Value of  Unearned Shares, Units or Other Rights That Have Not Vested ($)(2)
Chad D. Perry		—		—		—		—		1,000	(12)		$	32,700
										12,000	(4)			392,400
										16,000	(8)			523,200
										20,000	(9)			654,000
																	8,533	(10)		$	279,029
																	8,000	(11)		$	261,600
Lisa J. Morrison		—		—		—		—		1,200	(3)		$	39,240
										3,000	(4)			98,100
										4,500	(5)			147,150
										6,000	(8)			196,200
										7,500	(9)			245,250
																	2,850	(10)		$	93,195
																	2,617	(11)		$	85,576

		Option Awards								Share Awards
Name		Number of Securities Underlying Unexercised Options (#) Exercisable		Number of Securities Underlying Unexercised Options (#) Unexercisable		Option Exercise Price		Option Expiration Date		Number of Shares or Units That Have Not Vested (#) (1)		Market Value of Shares or Units That Have Not Vested ($) (1)(2)		Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)		Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($) (2)
Chad D. Perry		—		—		—		—		8,832	(3)	87,967
										12,433	(4)	123,833
										29,474	(5)	293,561
														6,956	(10)	69,286
														10,056	(11)	100,160
														58,292	(12)	580,586
Lisa J. Morrison		—		—		—		—		1,541	(6)	15,348
										2,784	(8)	27,729
										6,563	(9)	65,367
										5,046	(4)	50,258
										11,963	(5)	119,151
														1,953	(10)	19,450
														4,082	(11)	40,655
														23,660	(12)	235,654

(1)	Represents the portion of restricted Common Shares that vest based on rendering service over a specific period of time.
(2)	Based on the closing price of our Common Shares on December 31, 20152020 of $32.70.$9.96.
(3)	Restricted Common Shares and restricted share units vest at a rate of 20%33.33% per year, with vesting dates on 2/28/2012,15/2019, 2/28/2013, 2/28/2014, 2/28/201515/2020 and 2/28/2016.15/2021.
(4)	Restricted Common Shares and restricted share units vest at a rate of 20%33.33% per year, with vesting dates on 2/28/2013,15/2020, 2/28/2014, 2/28/2015, 2/28/201615/2021 and 2/28/2017.15/2022.
(5)	Restricted Common Shares and restricted share units vest at a rate of 20%33.33% per year, with vesting dates on 2/28/2014,15/2021, 2/28/2015, 2/28/2016, 2/28/201715/2022 and 2/28/2018.15/2023.
(6)	Restricted Common Shares vest at a rate of 20% per year, with vesting dates on 1/01/2013, 1/01/2014, 1/01/2015, 1/01/20162/15/2017, 2/15/2018, 2/15/2019, 2/15/2020 and 1/01/2017.2/15/2021.
(7)	Restricted Common Shares vest at a rate of 20%33.33% per year, subject to satisfaction of performance criteria for the applicable year, with vesting dates if earned, of 3/31/2013, 3/31/2014, 3/31/2015, 3/30/2016on 4/10/2021, 4/10/2022 and 3/31/2017. If Common Shares are not earned on an applicable vesting date based on performance through such date, such restricted Common Shares remain eligible to vest on 3/31/17 upon satisfaction of cumulative performance criteria.4/10/2023.
(8)	Restricted Common Shares vest at a rate of 20% per year, with vesting dates on 2/28/2015,15/2018, 2/28/2016,15/2019, 2/28/2017,15/2020, 2/28/201815/2021 and 2/28/2019.15/2022.
(9)	Restricted Common Shares vest at a rate of 20% per year, with vesting dates on 2/15/2016,2019, 2/15/2017,2020, 2/15/2018,2021, 2/15/20192022 and 2/15/2020.2023.
(10)	Represents the portion of restricted Common Shares that may be earned from the conversion of notional units under the 20142018 OPP assuming for purposes of this discussion that the Company achieves its minimum levels of absolute and relative share price appreciation over the three year performance period ending December 31, 2016.February 15, 2021. Restricted Common Shares earned will vest 50% on January 2, 2017February 17, 2021 and 50% on January 2, 2018.February 17, 2022.
(11)	Represents the portion of restricted Common Shares that may be earned from the conversion of notional units under the 20152019 OPP assuming for purposes of this discussion that the Company achieves its minimum levels of absolute and relative share price appreciation over the three year performance period ending December 31, 2017.February 17, 2022. Restricted Common Shares earned will vest 50% on January 2, 2018February 22, 2022 and 50% on January 2, 2019.February 15, 2023.
(12)	Represents portion of restricted Common Shares that may be earned from the conversion of notional units under the 2020 OPP assuming for purposes of this discussion that the Company achieves its minimum levels of absolute and maximum relative share price appreciation over the three year performance period ending February 10, 2023. Restricted Common Shares earned will vest at a rate of 20% per year, with vesting dates50% on 12/12/2012, 12/12/2013, 12/12/2014, 12/12/2015February 15, 2023 and 12/12/2016.50% on February 15, 2024.

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OPTION EXERCISES AND COMMON
SHARES VESTED IN 20152020

The following table summarizes the option exercises and the vesting of restricted Common Share awards for each of our named executive officers for the year ended December 31, 2015:2020:

		Option Awards				Share Awards
Name		Number of Shares Acquired on Exercise (#)		Value Realized on Exercise ($)		Number of Shares Acquired on Vesting (#)		Value Realized on Vesting ($)(1)
Steven B. Tanger		—		—		170,400			$	6,065,520
Frank C. Marchisello, Jr.		—		—		58,000				2,056,100
Thomas E. McDonough		—		—		32,800				1,156,820
Chad D. Perry		—		—		9,000				315,780
Lisa J. Morrison		—		—		6,900				244,605

		Option Awards				Share Awards
Name		Number of Shares Acquired on Exercise (#)		Value Realized on Exercise ($)		Number of Shares Acquired on Vesting (#)		Value Realized on Vesting ($) (1)
Steven B. Tanger		—		—		143,752		1,870,214
James F. Williams		—		—		16,083		209,240
Stephen J. Yalof		—		—		—		—
Chad D. Perry		—		—		28,375		369,159
Lisa J. Morrison		—		—		9,146		118,989

(1)	Amounts reflect the closing market price on the day prior to the vesting date in accordance with the terms of our Incentive Award Plan.

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EQUITY COMPENSATION PLAN
INFORMATION

The following table provides information as of December 31, 20152020 with respect to compensation plans under which the Company’s equity securities are authorized for issuance:

Plan Category		(a) Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights(1)				(b) Weighted Average Exercise Price of Outstanding Options, Warrants and Rights ($)					(c) Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans Excluding Securities Reflected in Column (a)(2)
Equity compensation plans
approved by security holders			954,700				$	30.32				2,304,732
Equity compensation plans not
approved by security holders			—					—				—
Total			954,700				$	30.32				2,304,732

Plan Category		(a) Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights			(b) Weighted Average Exercise Price of Outstanding Options, Warrants and Rights ($)		(c) Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans Excluding Securities Reflected in Column (a)
Equity compensation plans approved by security holders		2,515,474	(1)		17.33		2,608,218	(2)
Equity compensation plans not approved by security holders		1,000,000	(3)		7.15		—
Total		3,515,474			11.69		2,608,218

(1)

Includes (a) 318,400 Common Shares805,700 common shares issuable upon the exercise of outstanding options (104,700(560,300 of which are vested and exercisable), (b) 329,700375,505 restricted Common Sharescommon shares that may be issued under the 20142018 OPP upon the satisfaction of certain conditions, (c) 445,018 restricted common shares that may be issued under the 2019 OPP upon the satisfaction of certain conditions and (c) 306,600(d) 889,251 restricted Common Sharescommon shares that may be issued under the 20152020 OPP upon the satisfaction of certain conditions. Because there is no exercise price associated with the 20142018, 2019 and 20152020 OPP awards, such restricted Common Sharescommon shares are not included in the weighted average exercise price calculation.

(2)

Represents Common Sharescommon shares available for issuance under the Incentive Award Plan. Under the Incentive Award Plan, the Company may award restricted Common Shares,common shares, restricted share units, performance awards, dividend equivalents, deferred shares, deferred share units, share payments profit interests, and share appreciation rights.

Employment Contracts(3)

Includes 1,000,000 common shares issuable upon the exercise of outstanding options (250,000 of which are vested and exercisable) that were issued to our Chief Executive Officer, Stephen J. Yalof, as an inducement to his entering into employment with the Company and were granted outside of the Company’s shareholder approved equity plan pursuant to New York Stock Exchange rules. The options to purchase common shares have an exercise price of $7.15. One-fourth of the options vested on December 31, 2020 and the remaining options will vest equally on each December 31 through December 31, 2023, subject to Mr. Yalof’s continued employment through each vesting date. Vested options will become exercisable on and after the date the fair market value of the Common Shares underlying the options is at least equal to 110% of the exercise price of the options.

EMPLOYMENT CONTRACTS

The following summary sets forth the material terms of the employment contracts with the named executive officersNEOs in effect as of December 31, 2015.2020. However, in connection with the adoption of an executive severance plan in 2021, the employment contracts for the NEOs (other than Mr. Tanger and Mr. Yalof) were subsequently terminated.

STEVEN B. TANGER

On February 28, 2012,December 14, 2016, we entered into an amended and restated employment agreement with Steven B. Tanger.Tanger, which was subsequently amended and restated effective April 28, 2020. Pursuant to the employment agreement, Mr. Tanger shall continuecontinued to serve as President and CEO of the Company and if elected or appointed, a member of the Board through January 1, 2017 (the period commencing2021. Pursuant to the employment agreement, Mr. Tanger transitioned to the role of Executive Chairman on January 1, 2021 following the Effective Dateappointment of Mr. Yalof as CEO of the Company and ending onwill continue to serve as Executive Chairman through January 1, 2024 (December 14, 2016 through such date, the “Contract Term”). During 2012,In respect of 2020, Mr. Tanger was paidentitled to an annual base salary of $800,000. For all subsequent years during$850,000 (subject to the contract term, Mr. Tanger’s annual base salary is determined by the Board, but may not, without Mr. Tanger’s consent, be less than his annual base salaryvoluntary reduction described above), participation in the prior year. Mr. Tanger may also be eligible to receive anincentive cash bonus plan (as described above) and receipt of annual incentive bonus, including awards under the Incentive Award Plan.

Pursuant to the employment agreement, the CompanyPlan on terms at least as favorable as annual awards granted to Mr. Tanger certain equity awards on February 28, 2012. Such equity awards consistother senior executives. In respect of (1) forty-five thousand (45,000) fully-vested Common Shares, (2) ninety thousand (90,000) restricted Common Shares subject to time vesting (“Time Vesting Shares”) and (3) ninety thousand (90,000) restricted Common Shares subject to performance vesting (“Performance Vesting Shares”).The Time Vesting Shares will vest, subject to Mr. Tanger’s continued employment, at the rate of twentypercent (20%) per year with the first Common Shares vesting on January 1, 2013 and an additional twenty percent (20%) vesting on each anniversary of the Effective Date thereafter until the Time Vesting Shares are fully vested. The Performance Vesting Shares will become vested in equal installments on the 90th day following the end of each of the five calendarfuture years during the

Contract Term, (each, a “Performance Year”) if (A) Mr. Tanger remains in continuous employment throughwill be entitled to a reduced base salary (starting with $807,500 for 2021) and be eligible for an annual incentive bonus ranging from 0-150% of his then-current annual base salary (with a target bonus opportunity of no less than 100% of annual base salary) and annual awards under the last day of the Performance Year and (B) the Company’s total shareholder return for such Performance Year is equal to or greater than eight percent (8%). Further, if any portion of the Performance Vesting Shares remains unvested as of the end of the fifth Performance Year, such Common Shares will vest if Mr. Tanger has remained in continuous employment to the last day of such fifth performance year and the Company has attained a cumulative total shareholder return for the five Performance Years equal to or greater than forty percent (40%).

All unvested Time Vesting Shares will also fully vest upon termination of Mr. Tanger’s employment due to death or Disability, his resignation for Good Reason, terminationIncentive Award Plan on terms determined by the Company of his employment other than for Cause, or the occurrence of a Change of Control (as such terms are defined in the agreement). All unvested Performance Vesting Shares will also fully vest upon termination of Mr. Tanger’s employment due to death or Disability or the occurrence of a Change of Control.

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EQUITY COMPENSATION PLAN INFORMATION

During the Contract Term and for ninety (90) days thereafter, the Company and the Operating Partnership will also provide Mr. Tanger with term life insurance coverage under a policy or policies in the face amount of $5 million in the aggregate and, in the event of termination of employment prior to the end of the Contract Term (other than due to death, for Cause or without Good Reason), the Company and the Operating Partnership will pay to Mr. Tanger (or the relevant insurer) an amount equal to the premiums required to maintain such policy or policies through the end of the Contract Term. Upon any termination

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Table of Mr. Tanger’s employment, the Company and the Operating Partnership will, at Mr. Tanger’s option, transfer such life insurance to him at no cost.Contents

EQUITY COMPENSATION PLAN INFORMATION

If Mr. Tanger’s employment iswas terminated without Cause or for Good Reason prior to January 1, 2021, Mr. Tanger will,would, subject to execution and non-revocation of a release in favor of the Company and its affiliates, receive (1) have received a lump sum payment equal to three-hundred percent (300%) of the sum of (a) his annual base salary and (b) the greater of (i) his annual bonus earned for the year immediately preceding the year of termination and (ii) the average of his annual bonuses, if any, earned in the three (3) years immediately preceding the year of termination, and (2) generally have been eligible for continued participation in the employee benefit plans of the Company or the Operating Partnership through the later of (a) the 18 month anniversary of termination and (b) the end of the Contract Term.

If Mr. Tanger’s employment is terminated due to deathwithout Cause or Disability,for Good Reason on or following January 1, 2021, Mr. Tanger willwould, subject to execution and non-revocation of a release in favor of the Company and its affiliates, (1) receive (1)a lump sum payment equal to the amounttwo hundred percent (200%) of his annual base salary, payable in installments over 12 months subject to which he would have been entitled through the end of the Contact Term andlimitations required to comply with Section 409A, (2) an amountreceive a cash payment equal to his annual bonus for the year of termination, prorated based on the number of days of employment in such year.year, payable on or before when the bonus would have been payable if termination had not occurred, and (3) a cash payment equal to 18 months of COBRA continuation coverage for Mr. Tanger and his dependents, or if Mr. Tanger is not eligible to elect COBRA continuation coverage, premiums for the health insurance that Mr. Tanger obtains for himself and his dependents, in an amount not to exceed $2,500 per month, payable monthly for up to 18 months.

If Mr. Tanger’s employment is terminated due to non-renewaldeath or Disability, Mr. Tanger will receive (1) a lump sum payment equal to the greater of (a) current base salary for the remainder of the Contract Term or (b) 100% of current base salary and (2) a cash payment equal to his annual bonus for the year of termination

based on actual performance (and achievement of all individual performance goals), prorated based on the number of days of employment in such year, payable on or before when the bonus would have been payable if termination had not occurred.

If Mr. Tanger’s employment automatically terminates due to the expiration of the Contract Term, Mr. Tanger shall continuewill, subject to execution and non-revocation of a release in favor of the Company and its affiliates, receive (1) a cash payment equal to his annual bonus for the year of termination, prorated based on the number of days of employment in such year, payable on or before when the bonus would have been payable if termination had not occurred, and (2) a cash payment equal to 18 months of COBRA continuation coverage for Mr. Tanger and his dependents, or if Mr. Tanger is not eligible to elect COBRA continuation coverage, premiums for the health insurance that Mr. Tanger obtains for himself and his dependents, in an amount not to exceed $2,500 per month, payable monthly for up to 18 months. Further, the Company is required to offer Mr. Tanger a consulting arrangement, pursuant to which Mr. Tanger will make himself reasonably available in the 18-month period following termination to provide consulting services to the CompanyCompany. Mr. Tanger will be entitled to no more than $250,000 per year for one (1) year following the endsuch consulting services.

In addition, if Mr. Tanger’s employment is terminated without Cause or for Good Reason, due to death or Disability or due to expiration of the Contract Term, all unvested restricted Common Shares and shall continuerestricted share units subject to receive an amount equal to his annual base salary during such one (1)-year period as compensation for his services. In addition,time-based vesting (“Time Based Awards”), including restricted Common Shares received upon such a termination, all outstanding share incentive awards held by Mr. Tanger that are not performance-based shallsettlement of Performance Based Awards, will fully vest and all accrued and unvested dividends on equity awards subject to performance based vesting (“Performance VestingBased Awards”) not yet settled in Common Shares shall fullywill continue to vest and be paid in lump sum.

While Mr. Tanger is employed and for a period of twenty-four (24) months thereafter (the “Restricted Period”), Mr. Tanger is generally prohibited from engaging in the management, development or construction of any outlet centers or competing retail commercial property or in any active or passive investment in property connected with an outlet center or a competing retail commercial property, with the exception of ownership of up to 1% of any class of securities of any publicly traded company. Such prohibition, however, shall only apply after termination of employment with respect to properties that are within a fifty (50) mile radius of (1) any commercial property owned, leased or operated by the Company and/or related entities onpro-rata through the date of termination of Mr. Tanger’s employment or (2) any commercial property which the Company and/or any related entity actively negotiated to acquire, lease or operate within the six (6)-month period priorsubject to the dateof termination of Mr. Tanger’s employment. During the Restricted Period, Mr. Tanger will also be subject to certain restrictions on solicitation of employees and other service providersactual achievement of the Company and/or related entities and solicitation of customers, suppliers and other business partners and business affiliates of the Company and/or related entities.applicable performance measures.

Frank C. Marchisello, Jr. has a three-yearJAMES F. WILLIAMS

James F. Williams entered into an employment contractagreement originally effective January 1, 2004 andOctober 24, 2006, amended and restated effective December 29, 2008.2008, and subsequently amended on June 5, 2020. Mr. Marchisello’sWilliams’ contract automatically extendswas terminated on April 1, 2021. Prior to its termination, Mr. Williams’ employment agreement provided him with annual base salary of not less than $220,300 and eligibility to receive an annual incentive bonus based on performance criteria approved by the Company’s Compensation and Human Capital Committee.

If Mr. Williams’ employment was terminated by reason of death or Disability prior to termination of his employment agreement, he or his estate was entitled to receive as additional compensation a lump-sum payment in an amount equal to half of his annual base salary and a pro-rata portion of the annual bonus earned for one additionalthe contract year in which the termination

occurs. Further, if Mr. Williams’ employment was terminated by us without Cause, or by him for Good Reason, prior to termination of his employment agreement, Mr. Williams was entitled to receive a severance payment in an amount equal to the sum of (a) 100% of his annual base salary for the current contract year, and (b) his average annual bonus for the three consecutive contract years immediately preceding the contract year in which the termination occurs, to be paid monthly over the succeeding 12 months subject to the limitations required to comply with Section 409A.

Mr. Williams’ employment contract was terminated on April 1, 2021 in connection with his participation in the Company’s executive severance plan. Following such termination, Mr. Williams is solely entitled to severance payments and benefits pursuant to the Company’s executive severance plan.

STEPHEN J. YALOF

Stephen J. Yalof entered into an employment agreement effective April 10, 2020 and initially expiring on December 31, 2023. Mr. Yalof’s contract provides for his initial employment as the President and Chief Operating Officer of the Company and, effective as of January 1, 2021, his subsequent promotion to the President and CEO of each year unless his employment is terminated, or we give written noticethe Company. Mr. Yalof’s agreement also

provided that he would be appointed to him within 180 days priorthe Board by August 10, 2020. Pursuant to such January 1 that the contract term will not be automatically extended. Theterms of the agreement, Mr. Yalof’s annual base salary provided for in Mr. Marchisello’s contract is subject to negotiation and agreement between the Operating Partnership and Mr. Marchisello each year, except that the amount may not be less than Mr. Marchisello’s base salary for the prior contract year. Mr. Marchisello$850,000 and he is eligible to receive an annual incentive bonus based on performance criteria approved by the Company’s Compensation Committee.and Human Capital Committee ranging from 0 – 187.5% of his annual base salary, with a target

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bonus opportunity of 125%. For 2020, the agreement provided that Mr. Yalof would not receive an annual incentive bonus of less than 125% of his annual base salary. Mr. Yalof was also entitled to receive his Sign-On Restricted Shares and Sign-On Options (as discussed above) under his agreement, as well as Company housing through December 1, 2020, relocation assistance and reimbursement of his legal fees in connection with the negotiation of his employment agreement of up to $20,000.

If Mr. Marchisello’sYalof’s employment is terminated by reason of death or Disability, he or his estate will receive as additional compensation a lump sum payment in an amount equal to his annual base salary and a pro rata portion of thecash payment equal to his annual bonus earned for the contract year of termination, prorated based on the number of days of employment in which the termination occurs. such year.

Further, if Mr. Marchisello’shis employment is terminated by us without Cause, or by Mr. Marchisellohim for Good Reason, as those terms are defined in the agreement, Mr. Marchisellohe will receive a severance payment in an amount equal to 300%(a) 200% of the sum of (a) his annual base salary for the currentthen-current contract year, andpayable in installments over 12 months, (b) the higher of (i) the prior year’s annual bonus or (ii) the averagea cash payment equal to his annual bonus for the preceding three years,year of termination, prorated based on the number of days of employment in such year, and (c) a monthly COBRA continuation subsidy for Mr. Yalof and his dependents, payable for up to be paid monthly over the succeeding 3618 months.

In addition, if Mr. Yalof’s employment is terminated without Cause or for Good Reason, due to death or Disability (other than within twenty four (24) months subject to the limitations required to comply with Section 409A. Certain share based awards under our Incentive Award Plan are includedfollowing a change of control), all unvested Sign-On Restricted Shares and Sign-On Options will vest pro-rata in respect of service in the calculationyear of the prior year’s annual bonustermination. If Mr. Yalof’s employment is terminated without Cause or for Good Reason, due to death or Disability within twenty four (24) months following a change of control, all unvested Sign-On Restricted Shares and average annual bonus.Sign-On Options will vest and become exercisable.

Thomas E. McDonoughCHAD D. PERRY

Chad D. Perry entered into an employment agreement effective August 23, 2010December 12, 2011 and expiringsubsequently amended on December 31, 2013.June 5, 2020. Mr. McDonough’s contract will be automatically extended for one additional year at the end of the initial term and for each year thereafter, unless either party gives written noticePerry’s agreement was terminated on April 1, 2021. Prior to the other party within 180 days prior to the end of the initial term or extended term that the contract term will not be automatically extended. Pursuant to the terms of theits termination Mr. Perry’s employment agreement Mr. McDonough’sprovided him with annual base salary mayof not be less than $350,000. Mr. McDonough is eligible$350,000 and eligibility to receive an annual incentive bonus based on performance criteria approved by the Company’s Compensation and Human Capital Committee.

Chad D. Perry entered into an employment agreement effective December 12, 2011 and expiring on December 31, 2014. Mr. Perry’s contract will be automatically extended for one additional year at the end of the initial term and for each year thereafter, unless either party gives written notice to the other party within 180 days prior to the end of the initial term or extended term that the contract term will not be automatically extended. Pursuant to the terms of the

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agreement, Mr. Perry’s annual base salary may not be less than $350,000. Mr. Perry is eligible to receive an annual incentive bonus based on performance criteria approved by the Company’s Compensation Committee.

If Mr. McDonough’s or Mr. Perry’s employment iswas terminated by reason of death or Disability (as defined in his employment agreement) prior to termination of his employment agreement, he or his estate will receivewould have received as additional compensation a lump sum payment in an amount equal to his annual base salary and a pro ratapro-rata portion of the annual bonus earned for the contract year in which the termination occurs. Further, if either executive’shis employment is terminated

by us without Cause, or by either executive for Good Reason, as those terms are defined inprior to termination of his employment agreement, the executive will receivehe would have received a severance payment in an amount equal to 300% of the sum of (a) his annual base salary for the then-current contract year and (b) the average annual bonus for the preceding three years to be paid monthly or bi-weekly over the succeeding 36 months subject to the limitations required to comply with Section 409A. Certain share based awards under our Incentive Award Plan arewould have been included in the calculation of the prior year’s annual bonus and average annual bonus.

Mr. Perry’s’ employment contract was terminated on April 1, 2021 in connection with his participation in the Company’s executive severance plan. Following such termination, Mr. Perry is solely entitled to severance payments and benefits pursuant to the Company’s executive severance plan.

LISA J. MORRISON

Lisa J. Morrison has a three yearentered into an employment contractagreement originally effective January 1, 2001, and amended and restated most recently effective December 29, 2008.2008, and subsequently amended on June 5, 2020. Ms. Morrison’s contract has not been amended since December 29, 2008.agreement was terminated on April 1, 2021. Prior to its termination Ms.Morrison’s contract automatically extends for one additional year at the end of the initial term and for each year thereafter, unlessemployment agreement provided her employment is terminated, or either we or Ms. Morrison give written notice within 180 days prior to end of the initial term or extended term that the contract term will not be automatically extended. Pursuant to the terms of the agreement, Ms.Morrison’swith base salary mayof not be less than $231,500. In addition to her base salary,$231,500 and, if approved by the Company’s Board of Directors, for each contract year, Ms. Morrison will be paid an annual bonus in an amount equal to the lesser of (i) her base salary in effect on the last day of such contract year and (ii) an amount equal to nine and sixteen one-hundredths percent (9.16%) of the total commissions earned by our employees who are leasing representatives with respect to that contract year computed as a percentage of average annual tenant rents (net of tenant allowances) in accordance with the Company’s leasing team bonus plan in effect for that contract year. If the amount determined under clause (ii) iswas greater than 100% of Ms. Morrison’s annual base salary, such excess amount will bewould have been carried over to the next succeeding contract year, subject to Ms. Morrison’s continued employment though December 31 of such succeeding contract year. Ms. Morrison will receive the higher of the bonus determined under her employment contract and the bonus determined pursuant to the Company’s annual bonus plan.Incentive Cash Bonus Plan with respect to 2020 and would have been entitled to the same for future years.

If Ms. Morrison’s employment iswas terminated by reason of death or Disability (as defined in her employment contract) prior to termination of her employment agreement, she or her estate will receive as additional compensation a lump-sum payment in an amount equal to half of her annual base salary and a pro ratapro-rata portion of the annual bonus earned for the contract year in which the termination occurs. Further, if Ms. Morrison’s employment is terminated by us without Cause, or byherby her for Good Reason, or within 75 days following the first Changeprior to termination of Control during the contract term (as such terms are defined in thehis employment contract),agreement, Ms. Morrison will receivewould have received a severance payment in an amount equal to the sum of (a) 100% of her annual base salary for the current contract year, and (b) her average annual bonus for the three consecutive contract years immediately preceding the contract year in which the termination occurs, to be paid monthly over the succeeding 12 months subject to the limitations required to comply with Section 409A. However, in the event of

Ms. Morrison’s termination for any reasonemployment contract was terminated on or after the 75th day following a Change of Control, Ms. Morrison will not be entitled to receive any severance payments or benefits that would otherwise have been payableApril 1, 2021 in connection with his participation in the Company’s executive severance plan. Following such termination.termination, Ms. Morrison is solely entitled to severance payments and benefits pursuant to the Company’s executive severance plan.

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NON-COMPETE AND OTHER PROVISIONS

During the term of Mr. Marchisello’sTanger’s employment and for a period of one yeartwelve (12) months thereafter (three years if he receives the 300% severance payment described above)(the “Restricted Period”), Mr. MarchiselloTanger is generally prohibited from engaging directly or indirectly in the management, development or construction of any factory outlet centers or competing retail commercial property or in any other active or passive investment in property connected with ana factory outlet center or a competing retail commercial propertyproperty. During the period following termination of employment, this prohibition applies only with respect to properties that are within a 50fifty (50) mile radius of the site of(1) any commercial property owned, leased or operated by us as ofthe Company and/or related entities on the date of termination of Mr.Marchisello’s Tanger’s employment termination or within a 50 mile radius of(2) any commercial property that wewhich the Company and/or any related entity actively negotiated to acquire, lease or operate within the six month(6)-month period prior to Mr.Marchisello’s employment termination. However,the date of termination of Mr. MarchiselloTanger’s employment. During the Restricted Period, Mr. Tanger will also be subject to certain restrictions on solicitation of employees and other service providers of the Company and/or related entities and solicitation of business partners and business affiliates of the Company and/or related entities. During the Restricted Period, Mr. Tanger may, however, own upan interest in or provide services to 1% of any class of any publicly traded company and may serve on the board of directors of any publicly traded company, whether or not such company competesan entity affiliated with another entity that is engaged in competition with the Companycompany so long as the entity he owns the interest in or provides services to does not itself engage in competition with the Operating Partnership.Company.

During the terms of employment for Mr. McDonough,Williams, Mr. Perry and Ms. Morrison, and for a period of one year thereafter (180 days for Mr. Williams and Ms. Morrison) if the executive’s employment is terminated by us for Cause or by the executive without Good Reason (or three years for Mr.McDonough and Mr. Perry, one year for Mr. Williams and Ms. Morrison, if the executive receives severance due to a termination by the Company without Cause or by the executive for Good Reason), the executive is prohibited from (a) engaging in any activities involving developing or operating an outlet shopping facility within a radius of 50 miles of any retail shopping facility owned (with an effective ownership interest of 50% or more), directly or indirectly, or operated by the Operating Partnership within the 365-day period ending on the date of termination of the executive’s employment, (b) engaging in any activities involving developing or operating an outlet shopping facility within a radius of50of 50 miles of any site that, within the 365-day period ending on the date of termination of the executive’s employment, the Operating Partnership or its affiliate negotiated to acquire and/or lease for the development or operation of a retail shopping facility or (c) engaging in any activities involving

developing or operating any other type of retail shopping facility (or, in the case of Ms.Morrison, any full price retail shopping facility) within a radius of 5 miles of and that competes directly for tenants with any retail shopping facility (or, in the case of Ms. Morrison, any full price retail shopping facility) that, within the 365-day period ending on

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the date of the termination of the executive’s employment, was (i)under development by the Operating Partnership or its affiliate; (ii) owned (with an effective ownership interest of 50% or more), directly or indirectly, by the Operating Partnership; or (iii) operated by the Operating Partnership.

In addition, during the term of employment for Mr. Yalof and for one year after, if his employment is terminated for any reason, with respect to the Company, the Operating Partnership, their respective subsidiaries and other entities under common control with the Company and/or the Operating Partnership as of the date of termination (the “Related Entities”), he is prohibited from engaging in (a) management, development, operation, or construction (other than in the performance of his duties for Company and the Related Entities) of (i) any factory outlet centers or (ii) retail commercial property that competes with factory outlet centers, (b) any active or passive investment by or on behalf of himself (other than in the performance of his duties for the Company and the Related Entities) in an entity that operates, manages, or constructs, or invests in property used for (i) a factory outlet center or (ii) retail commercial property that competes with factory outlet centers, or (c) his performance of the same or substantially similar duties, work, or responsibilities that he performed for the Company and/or a Related Entity involving the same or substantially similar products or services as those with which the Executive worked while employed by the Company.

Mr. Tanger, Mr. Yalof and Mr. MarchiselloWilliams are employed and compensated by both the Operating Partnership and the Company. The Compensation and Human Capital Committee believes that the allocation of such persons’ compensation between the Company and the Operating Partnership reflects the services provided by such persons with respect to each entity. All other employees are employed solely by the Operating Partnership.Partnership or one of the Operating Partnership’s subsidiaries.

All payments and benefits due to Mr. Tanger, Mr. Marchisello,Williams, Mr. McDonough,Yalof, Mr. Perry and Ms. Morrison under their respective agreements are subject to reduction to the extent necessary to avoid Federalfederal excise tax on certain “excess parachute payments” under Section 4999 of the Code.

EXECUTIVE SEVERANCE PLAN

On March 31, 2021, we adopted the Tanger Factory Outlet Centers, Inc. Executive Severance and Change of Control Plan (the “executive severance plan”), pursuant to which certain of our executives, including Mr. Williams, Mr. Perry and Ms. Morrison, are eligible to receive certain benefits in the event of certain qualifying terminations.

In the event the executive’s employment is terminated by us without Cause or by the executive for Good Reason other than on or within 12 months following a change of control (each as defined in the executive severance plan), subject to the executive’s execution and non-revocation of release, such

executive will be entitled to receive (i) a severance payment equal to the product of (a) the sum of (x) 100% such participant’s annual base salary for the year in which termination occurs and (y) the average annual performance bonus for the three consecutive years immediately preceding the year in which the termination occurs, to be paid monthly over the succeeding number of months equal to such executive’s termination payment multiple (or one times (1x)) (the “Severance Payment”), and (b) such executive’s applicable termination payment multiple, (ii) a monthly COBRA subsidy for up to 12 months, and (iii) full acceleration of time-based equity awards, as well as

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pro-rata acceleration of performance-based awards determined based on actual achievement of the applicable performance goals (the “Equity Award Acceleration”).

Notwithstanding the foregoing, if such termination occurs on or within 12 months following a change of control, the executive will instead receive severance of (i) the product of a multiple of two times (2x) and the Severance Payment, (ii) a monthly COBRA subsidy for up to 24 months, and (iii) full acceleration of time-based equity awards and, to the extent any performance-based awards are assumed, substituted or replaced in connection with such change of control, acceleration of such performance-based awards at the greater of (a) actual performance through the termination date and (b) target performance.

If the executive’s employment is terminated due to death or Disability (as defined in the executive severance plan), the executive or the executive’s estate will receive (i) a lump sum payment equal to half (0.5x) of the executive’s annual base

salary, payable in a lump sum, (ii) a pro-rata portion of the annual bonus earned for the year in which termination occurs, payable at the time in which annual bonuses are paid generally to other executives of the Company for the applicable year, and (iii) the Equity Award Acceleration.

Any severance payments or benefits under the executive severance plan will be subject to a Section 280G “best net” cutback in which such payments or benefits will only be reduced to the extent it results in a better tax position for the executive.

As a condition to participation in the executive severance plan executives are required to execute a participation letter agreement, pursuant to which they will be subject to non-competition and non-solicitation covenants for a period of time post-termination equal to the applicable severance multiple (e.g. 6 months, 12 months or 24 months) as well as perpetual confidentiality and non-disparagement covenants.

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POTENTIAL PAYMENTS ON TERMINATION OR CHANGE OF CONTROL

The table below reflects the amount of compensation payable to each of our named executive officers in the event of a termination of such executive’s employment. In particular, the table below sets forth the amount of compensation payable to each named executive officer in connection with each of the following different types of termination of employment:employment or

Change of Control: (1) termination by the Company without Cause or by the executive for Good Reason (each term as defined below), (2) termination by the Company without Cause or by the executive for Good Reason followingas a Changeresult of Control (or in the case of Ms. Morrison, resignation within 75 days following a Change of Control),death, (3) termination as a result of death,Disability (as defined below), and (4) termination as a result of Disability, and (5) termination by the Company for Cause or by the executive without Good Reason.

The terms “Cause”, “Change of Control”, “Good Reason” and “Disability” as defined in the employment contracts of Mr. Tanger, Mr. Marchisello, Mr. McDonough, Mr. Perry and Ms. Morrison are generally as stated below:

CauseCAUSE

Generally under each employment agreement, the Company or the Operating Partnership, as applicable, will have “Cause” to terminate the executive’s employment upon each of the following events or circumstances:

Name(s)		Applicable Definition of Cause
Mr. Tanger   Mr. Marchisello   Mr. McDonough Mr. Perry		●•	Causing material harm to the Operating Partnership or the Company, as applicable, through a material act of dishonesty in the performance of his duties; ●
		•	Conviction of a felony involving moral turpitude, fraud or embezzlement; or ●
		•	Willful failure to perform his material duties (other than a failure due to disability)Disability) after written notice and a reasonable opportunity to cure.
Mr. Yalof		•	Causing material harm to the Operating Partnership or the Company, as applicable, through a material act of dishonesty or misconduct in the performance of his duties;
Ms. Morrison		•	Conviction of or plea of nolo contendere to a felony involving moral turpitude, fraud or embezzlement;
		•	Willful violation of Company policy or other misconduct that, in either case, results in, or reasonably could result in, material harm to the reputation or standing of the Company or the Operating Partnership; or willful material breach of his employment agreement or failure to perform his material duties (other than a failure due to Disability) after written notice and a reasonable opportunity to cure.
●Mr. Williams		•	Determination by the Operating Partnership that he or she has embezzled money or property;
Ms. Morrison ●		•	Willful refusal to perform reasonable duties incident to his or her employment after ten (10) days’ written notice; or ●
		•	Commission of a felony which, in the judgment of the Board of Directors of the Operating Partnership, adversely affects the business or reputation of the Operating Partnership.

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EQUITY COMPENSATION PLAN INFORMATIONCHANGE OF CONTROL

Change of Control

Generally, under each employment agreement, a “Change of Control” will be deemed to have occurred upon each of the following events or circumstances:

Name(s)		Applicable Definition of Change of Control
Mr. Tanger Mr. MarchiselloYalof   Mr. McDonough Mr. Perry(1)		●•	Sale, lease, exchange or other transfer (other than pursuant to internal reorganization) by the Company or the Operating Partnership of more than 50% of its assets to a single purchaser or group of associated purchasers; ●
		•	Merger, consolidation or similar transaction in which the Company or the Operating Partnership does not survive as an independent, publicly owned corporation or the Company (or, with respect to Mr. Marchisello, Mr. McDonough and Mr. Perry, an entity wholly owned by the Company) ceases to be the sole general partner of the Operating Partnership; ●
		•	Acquisition of securities of the Company or the Operating Partnership in one or a related series of transactions (other than pursuant to an internal reorganization) by a single purchaser or group of associated purchasers (other than the executive or any of his lineal descendants, lineal ancestors or siblings) which results in their ownership of 25% or more of the number of Common Shares (treating any Operating Partnership Units or Preferred Shares acquired by such purchaser or purchasers as if they had been converted to Common Shares) that would be outstanding if all of the Operating Partnership Units and Preferred Shares were converted into Common Shares; ●
		•	Merger involving the Company if, immediately following the merger, the holders of the Company’s shares immediately prior to the merger own less than fifty percent (50%) of the surviving company’s outstanding shares having unlimited voting rights or less than fifty percent (50%) of the value of all of the surviving company’s outstanding shares; or ●
		•	Majority of the members of the Company’s or the Operating Partnership’s, as applicable, Board of Directors are replaced during any twelve month period by directors whose appointment or election is not endorsed by a majority of the members of the Board prior to the date of the appointment or election.
Mr. Williams (1) Ms. Morrison(1)		●•	Sale, lease, exchange or other transfer (other than pursuant to internal reorganization) by the Operating Partnership or the Company of more than fifty percent50% of the total gross fair market value of its assets to a single purchaser or to a group of associated purchasers; ●
		•	Acquisition of securities of the Company or the Operating Partnership in one or a related series of transactions (other than pursuant to an internal reorganization) by a single purchaser or a group of associated purchasers (other than the executive or any of his or her lineal descendants, lineal ancestors or siblings) which results in their ownership of 50% or more of the Common Shares (treating any Operating Partnership Units or Preferred Shares acquired by such purchaser or purchasers as if they had been converted to Common Shares) that would be outstanding if all of the Operating Partnership Units and Preferred Shares were converted into Common Shares; or ●
		•	Majority of the members of the Operating Partnership’s Board of Directors are replaced during any twelve-month period by directors whose appointment or election is not endorsed by a majority of the members of the Board prior to the date of the appointment or election.

52    (1)

NoticeFollowing termination of Annual MeetingMr. Williams, Mr. Perry and Ms. Morrison’s employment agreements on April 1, 2021, the definition of Shareholders“Change of Control” for purposes of their severance entitlement will generally be deemed to have occurred upon one of the following events or circumstances: (a) the acquisition by any individual, entity or group of beneficial ownership of 50% or more of either (i) the Common Shares or (ii) the combined voting power of the then outstanding voting securities of the Company; (b) individuals who, as of March 31, 2021, constitute the Board (the “Incumbent Board”) cease for any reason to constitute at least a majority of the Board; provided, however, that any individual becoming a director subsequent to the date hereof whose election, or nomination for election by the Company’s shareholders, was approved by a vote of at least a majority of the directors then comprising the Incumbent Board shall be considered as though such individual were a member of the Incumbent Board, but excluding, for this purpose, any such individual whose initial assumption of office occurs as a result of an actual or threatened election contest with respect to the election or removal of directors or other actual or threatened solicitation of proxies or consents by or on behalf of a person or entity other than the Board; (c) a reorganization, merger or consolidation or sale or other disposition of all or substantially all of the assets of the Company or the acquisition of assets of another corporation (a “Business Combination”), unless (i) all or substantially all of the individuals and Proxy Statement entities who were the beneficial owners of the Common Shares and voting securities immediately prior to such Business Combination beneficially own more than 50% of, respectively, the then outstanding Common Shares and the combined voting power of the surviving corporation in substantially the same proportions as their ownership, immediately prior to such Business Combination, (ii) no person or entity beneficially owns 50% or more of the Common Shares or combined voting power (except to the extent such ownership existed prior to the Business Combination), and (iii) at least a majority of the members of the board of directors of the surviving corporation were members of the Board at the time of the execution of the initial agreement, or of the action of the Board, providing for such Business Combination; or (d) approval by the shareholders of a complete liquidation or dissolution of the Company.

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EQUITY COMPENSATION PLAN INFORMATIONGOOD REASON

Good Reason

Generally under each employment agreement, the executive will have “Good Reason” to terminate his or her employment upon the occurrence of any of the following events:

Name(s)		Applicable Definition of Good Reason
Mr. Tanger		•	Any material adverse change in job titles, duties, responsibilities, perquisites, or authority without his consent, including (a) no longer reporting solely to the Board, (b) failing to hold the same position in a successor entity as he held immediately prior to a Change of Control, (c) on and and following January 1, 2021, failure to be appointed as Executive Chairman of the Board and as Executive Chairman (or comparable position) of the Partnership or, after such appointment, removal by the Board from any such position;
Mr. Tanger		•	Principal duties are required to be performed at a location other than Greensboro, North Carolina or Miami, Florida without his consent;
		•	Material breach of the employment agreement by the Operating Partnership or the Company, including failure to pay compensation or benefits when due; or
		•	On or after a Change of Control, the failure to be a member of the board of directors (or similar governing body) of the successor entity (including its ultimate parent).
●Mr. Yalof		•	Any material adverse change in job titles, duties, responsibilities, perquisites, or authority without his consent, including no longer reporting solely reporting to the Board of Directors of the Company; ●Company and/or the Executive Chairman following his promotion date or the failure to be the CEO of a successor entity (including its ultimate parent) on or following a Change of Control;
		•	Failure of the Board to appoint him to serve as a member of the Board or to nominate him for election by the Company’s shareholders to serve as a member of the Board at each annual meeting following such appointment
		•	Principal duties are required to be performed at a location other than Greensboro, North Carolina and Miami, Florida without his consent; ●Removal or non-election as a Director of the Company; or ●
		•	Material breach of the employment agreement by the Operating Partnership or the Company, including failure to pay compensation or benefits when due.
Mr. Marchisello   Mr. McDonough Mr. Perry (1)		●•	Any material adverse change in job titles, duties, responsibilities, perquisites, or authority without his consent; ●
		•	After a Change of Control, his principal duties are required to be performed at a location other than the Greensboro, North Carolina metropolitan area without consent, ●Election to terminate his employment within the 180-day period following a Change of Control; or ●consent,
		•	Material breach of the employment agreement by the Operating Partnership, including failure to pay compensation or benefits when due unless such failure is not cured within 30 days after written demand for payment.due.
Ms. MorrisonMr. Williams (1)		●•	Operating Partnership materially fails to make payment of amounts due;
Ms. Morrison ●(1)		•	Operating Partnership commits a material breach of its obligations under the employment agreement; or ●Her
		•	His or her principal duties are required to be performed at a location other than the Greensboro, North Carolina metropolitan area without his or her consent following the occurrence of a Change of Control or certain other qualifying events.

(1)

Following termination of Mr. Williams, Mr. Perry and Ms. Morrison’s employment agreements on April 1, 2021, the definition of “Good Reason” for purposes of their severance entitlement will generally be deemed to have occurred upon one of the following events or circumstance: (a) the failure of the Company to pay or cause to be paid such named executive officer’s base salary, annual cash performance bonus or any other material compensation or benefits within five (5) days of the date due; (b) a material diminution in such named executive officer’s status; (c) a material reduction in base salary, target cash bonus or target annual long-term incentive award (excluding across-the-board reductions that apply to similarly-situated executives); or (d) the relocation of principal office to a location more than 40 miles from its current location.

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DISABILITY

Generally under each employment agreement, the executive will be deemed to have a “Disability” upon the occurrence of any of the following events:

Name(s)		Applicable Definition of Disability
Mr. Tanger Mr. MarchiselloYalof   Mr. McDonough Mr. Perry(1)		The absence of the executive from the executive’s duties to the Operating Partnership and/or, as applicable, the Company on a full-time basis for a total of 16 consecutive weeks during any 12 month period as a result of incapacity due to mental or physical illness which is determined to be total and permanent by a physician selected by the Operating Partnership or, as applicable, the Company and acceptable to the executive or the executive’s legal representative (such agreement as to acceptability not to be unreasonably withheld).
Mr. Williams (1) Ms. Morrison(1)		HerHis or her inability due to a physical or mental illness that is expected to result in death or can be expected to last for a continuous period of not less than twelve (12) months, to perform any of the material duties assigned to him or her by the Operating Partnership for a period of ninety (90) days or more within any twelve consecutive calendar months.

Assumptions

(1)

Following termination of Mr. Williams, Mr. Perry and Ms. Morrison’s employment agreements on April 1, 2021, the definition of “Disability” for purposes of their severance entitlement will generally means a medically determinable physical or mental impairment as a result of which the named executive officer is unable to engage in any substantial gainful activity by reason of such impairment and which can be expected to result in death or can be expected to last for a continuous period of not less than twelve (12) months.

ASSUMPTIONS

The employment contracts of the NEOs other than Mr. Tanger consider aamounts shown below assume that such termination or Change of Control as a reason for an executive to terminate employment,was effective December 31, 2020, and thus would entitle the executive to certain severance benefits. In addition, for purposesamounts earned through such time are estimates of the table below, however, we consideramounts that would be paid out to the caption representing theexecutives upon such termination by the Company without Cause or by the executive for Good Reason to exclude an event of a Change of Control. The actual amounts to be paid can only be determined at the time of such executive’s separation from the Company and/or the Operating Partnership or such Change of Control. Further, as noted above, the employment agreements for Mr. Williams, Mr. Perry and Ms. Morrison were terminated on April 1, 2021 and, following such termination, any severance to Mr. Williams, Mr. Perry and Ms. Morrison is governed by the Company’s executive severance plan.

In addition, any severance benefits or additional compensation that these executives are eligible to receive upon termination will be reduced to the extent necessary to prevent the executive from having any liability for the federal excise tax levied on certain “excess parachute payments” under section 4999 of the Code. The amounts shown in the table below are the maximum amounts the executives would be eligible to receive upon termination assuming no such reduction in compensation or benefits would be required.

The amounts shown below assume that such termination was effective December 31, 2015, and thus amounts earned through such time are estimates of the amounts that would be paid out to the executives upon termination. The actual amounts to be paid can only be determined at the time of such executive’s separation from the Company and/or the Operating Partnership.

Also considered in the table below is the estimated value of restricted Common Shares earned upon termination of employment or a Change of Control from the conversion of the notional units under the Company’s 2015, 20142020, 2019 and 20132018 Outperformance Plans. Under such plans, notional units will convert into restricted Common Shares upon the satisfaction of

certain share price appreciation conditionsTSR thresholds over a three yearthree-year performance period. For a further discussion of the plans, see “2015“2019 and 2020 Outperformance Plan”Plans” on page 36 in this Proxy Statement. 38.

Upon a termination without Cause, for Good Reason, death or Disability, each

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notional unit will convert based upon the share price at the end of the three yearthree-year performance period, and the number of restricted Common Shares earned will equal a prorated portion of the restricted Common Shares that would have been earned had a termination not occurred (prorated based on the period of employment during the three-year performance period). Such restricted Common Shares will vest immediately upon issuance at the end of the three yearthree-year performance period. Upon a Change of Control (as defined in our Incentive Award Plan), the absolute share price appreciation (absolute TSR) targets will be reduced pro ratapro-rata based upon the period of time that the effective date of the plan to the date of the Change of Control bears to the three yearthree-year performance period, and each notional unit will convert based upon the share price as of the Change of Control, provided that the value of the restricted Common Shares received upon conversion shall not exceed the product of (a) the number of notional units held by the executive and (b) a stated amount per share included in each award agreement (which for the awards under the 2013 OPP, 2014 OPP and 2015 OPP equaled $42.04, $43.22 and 47.29 respectively).Control. Any restricted Common Shares earned will vest immediately upon issuance immediately prior to the Change of Control. If the notional units are earned, and thereby converted into restricted Common Shares, then award recipients will be entitled to receive a payment of all dividends and other distributions through the termination date or Change of Control that would have been paid had the number of earned restricted Common Shares been issued at the beginning of the performance period.

Name		Cash Severance Payment ($)(1)			Share Awards ($)(2)			Continuation of Benefits ($)(3)					All Other Comp. ($)(4)				Total ($)
Steven B. Tanger
Without Cause or For Good Reason		$	5,664,096		$	13,256,580			$	7,794			$	44,436			$	18,972,906
Change of Control			—			3,145,770				—				—				3,145,770
Death			1,888,043			15,225,150				—				—				17,113,193
Disability			1,888,043			15,225,150				—				44,436				17,157,629
For Cause or without Good Reason			—			—				—				—				—
Frank C. Marchisello, Jr.
Without Cause or For Good Reason		$	16,665,419		$	5,232,000			$	—			$	—			$	21,897,419
Change of Control			16,665,419			5,232,000				—				—				21,897,419
Death or Disability			908,756			5,232,000				—				—				6,140,756
For Cause or without Good Reason			—			—				—				—				—
Thomas E. McDonough
Without Cause or For Good Reason		$	5,125,446		$	4,538,760			$	—			$	—			$	9,664,206
Change of Control			5,125,446			4,538,760				—				—				9,664,206
Death or Disability			832,111			4,538,760				—				—				5,370,871
For Cause or without Good Reason			—			—				—				—				—
Chad D. Perry
Without Cause or For Good Reason		$	2,937,785		$	1,602,300			$	—			$	—			$	4,540,085
Change of Control			2,937,785			1,602,300				—				—				4,540,085
Death or Disability			784,376			1,602,300				—				—				2,386,676
For Cause or without Good Reason			—			—				—				—				—
Lisa J. Morrison
Without Cause or For Good Reason		$	538,351		$	725,940			$	—			$	—			$	1,264,291
Change of Control			538,351			—				—				—				538,351
Death or Disability			405,146			725,940				—				—				1,131,086
For Cause or without Good Reason			—			—				—				—				—

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Name			Cash Severance Payment ($) (1)		Share Awards ($) (2)		Continuation of Benefits ($) (3)		All Other Comp. ($) (4)		Total ($)
Steven B. Tanger
	Without Cause or For Good Reason		4,335,000		2,559,469		33,137		67,344		6,994,950
	Change of Control		—		1,366,741		—		—		1,366,741
	Death		3,145,000		2,559,469		—		—		5,704,469
	Disability		3,145,000		2,559,469		—		67,344		5,771,813
	For Cause or without Good Reason		—		—		—		—		—
James F. Williams
	Without Cause or For Good Reason		709,152		449,288		—		—		1,158,440
	Change of Control		—		271,115		—		—		271,115
	Death or Disability		449,280		449,288		—		—		898,568
	For Cause or without Good Reason		—		—		—		—		—
Stephen J. Yalof
	Without Cause or For Good Reason outside of 24 months following a Change of Control		2,762,500		4,148,150	(5)	39,008		—		6,949,658
	Without Cause or For Good Reason within 24 months following a Change of Control		2,762,500		6,255,650		39,008		—		9,057,158
	Change of Control		—		934,868		—		—		934,868
	Death or Disability outside of 24 months following a Change of Control		1,912,500		3,877,508	(5)	—		—		5,790,008
	Death or Disability within 24 months following a Change of Control		1,912,500		6,255,650		—				8,168,150
	For Cause or without Good Reason		—		—		—		—		—
Chad D. Perry
	Without Cause or For Good Reason		4,171,325		615,042		—		—		4,786,367
	Change of Control		—		378,870		—		—		378,870
	Death or Disability		643,314		615,042		—		—		1,258,356
	For Cause or without Good Reason		—		—		—		—		—
Lisa J. Morrison
	Without Cause or For Good Reason		495,548		322,373		—		—		817,921
	Change of Control		—		153,779		—		—		153,779
	Death or Disability		230,109		322,373		—		—		552,482
	For Cause or without Good Reason		—		—		—		—		—

(1)	The terms of the cash severance payments due each officer under each scenario are more fully described elsewhere in this Proxy Statement under the caption “Employment Contracts.” Such cash severance payment obligations were modified for certain named executive officers upon adoption of the executive severance plan in 2021. Mr. Yalof is entitled to receive his cash severance payments in the event his employment is terminated without Cause or by Mr. Yalof for Good Reason, regardless of whether such termination occurs within 24 months following a Change of Control.
(2)	Amounts shown in this column include (1) the value of restricted Common Shares, restricted share units and/or share options which were unvested at December 31, 20152020 and that would immediately vest upon termination of employment and (2) inor Change of Control. This column also includes the casevalue of Mr. Tanger, accrued dividendsrestricted common shares that may be earned on unvested Performance Vesting Shares that would vest immediatelyunder the relative portion of the 2020 OPP, but excludes the absolute portion of the 2020 OPP, upon termination of employment.employment or Change of Control. Such value is based off of the closing price as of December 31, 2020. This column excludes the value of restricted Common Shares that may be earned under the 20152019 and 2014 Outperformance Plans,2018 OPP, as no restricted Common Shares would have been earned under the planthese plans assuming (1) the Company’s share price at the end of the three year performance period is equivalent to the share price as of December 31, 20152020 and (2) dividends paid during the performance period remaining subsequent to December 31, 20152020 are paid at similar rates as in 2015.2020. While as of December 31, 2020, the 2018 OPP was tracking to have a zero payout, actual awards earned at the end of the performance period in February 2021 were between the threshold and target for the relative portion of the award.
(3)	IncludesFor Mr. Tanger, this amount includes estimated costs of continuation of benefits for the remainder of Mr. Tanger’sTanger employment contractterm for group medical and dental coverage, disability insurance and life insurance premiums on $100,000 of coverage. For Mr. Yalof, this amount includes the estimated costs of continuation of benefits for up to 18 months for group medical and dental coverage.
(4)	Represents estimated premiums on term life insurance policies for Mr. Tanger to be paid for the remainder of his employment contract.
(5)	Mr. Yalof vested into the first tranche of his sign-on options on December 31, 2020. He is not entitled to receive pro-rata acceleration of such options under his employment agreement.

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SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT

The following table sets forth certain information regarding the beneficial ownership (as determined under the rules of the SEC) as of March 1, 2016, or such other date as indicated in the notes thereto, available to us with respect to3, 2021 of (a) our Common Shares, and of(b) units of partnership interests in the Operating Partnership (referred to as the “Units”) by (i) held by those persons known by us to be the beneficial owners(as determined under the rules of the SEC)owners of more than 5% of such shares and/or Units, (ii) held individually by theour directors and our named executive officers identified elsewhere in this Proxy Statement, and (iii) held by our directors and all of our executive officers as a group. We believe based on information provided to us, that each of the shareholders listed below has sole voting and investment power with respect to shares beneficially owned by the shareholder unless noted otherwise, subject to community property laws where applicable.

Name		Number of Common Shares Beneficially Owned(1)				Percent of All Common Shares				Number of Common Shares Receivable Upon Exchange of Units Beneficially Owned(2)				Percent of All Common Shares (including upon exchange of such owner’s Units)
Steven B. Tanger(3)
Tanger Factory Outlet Centers, Inc.
3200 Northline Avenue, Suite 360
Greensboro, NC 27408			902,528				*				2,858,378				3.8%
The Vanguard Group(4)
Vanguard REIT Index Fund
100 Vanguard Blvd.
Malvern, PA 19355			13,684,321				14.2%				—				13.8%
BlackRock, Inc.(5)
55 East 52nd Street
New York, NY 10055			10,138,153				10.5%				—				10.2%
State Street Corporation(6)
One Lincoln Street
Boston, MA 02111			8,675,355				9.0%				—				8.8%
Morgan Stanley(7)
1585 Broadway
New York, NY 10036
Morgan Stanley Investment Management Inc.
522 Fifth Avenue 6th
New York, NY 10036			5,663,791				5.9%				—				5.7%
William G. Benton			77,075				*				—				*
Jeffrey B. Citrin			12,842				*				—				*
David B. Henry			4,500				*				—				*
Thomas J. Reddin			31,144				*				—				*
Thomas E. Robinson			62,585				*				—				*
Bridget M. Ryan-Berman			39,096				*				—				*
Allan L. Schuman			72,096				*				—				*
Frank C. Marchisello, Jr.			290,383				*				—				*
Thomas E. McDonough			182,942				*				—				*
Chad D. Perry			67,321				*				—				*
Lisa J. Morrison			44,604				*				—				*
Directors and Executive Officers as a Group (17 persons)(8)			1,985,095				2.1%				2,858,378				4.9%

Name		Number of Common Shares Beneficially Owned (1)		Percent of All Common Shares (2)		Number of Common Shares Receivable Upon Exchange of Units Beneficially Owned (3)		Percent of All Common Shares (including upon exchange of such owner’s Units)
Steven B. Tanger (4) Tanger Factory Outlet Centers, Inc. 3200 Northline Avenue, Suite 360 Greensboro, NC 27408		1,243,404		1.3%		2,965,482		4.3%
BlackRock, Inc (5) 55 East 52nd Street New York, NY 10055		16,438,383		17.2%		—		17.2%
The Vanguard Group (6) 100 Vanguard Blvd. Malvern, PA 19355		14,928,210		15.6%		—		15.6%
Jeffrey B. Citrin		94,969		*		—		*
David B. Henry		57,702		*		—		*
Thomas J. Reddin		55,726		*		—		*
Bridget M. Ryan-Berman		82,298		*		—		*
Susan E. Skerritt		33,118		*		—		*
Luis A. Ubiñas		24,187		*		—		*
James F. Williams		123,576		*		—		*
Stephen J. Yalof		467,802		*		—		*
Chad D. Perry		134,906		*		—		*
Lisa J. Morrison		60,869		*		—		*
Directors and Executive Officers as a Group (14 persons) (7)		2,497,566		2.6%		2,965,482		5.5%

*	Less than 1%
(1)	The ownership of Common Shares reported herein is based upon filings with the SEC and is subject to confirmation by us that such ownership did not violate the ownership restrictions in the Company’s Articles of Incorporation.

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(2)	Based on 95,478,275 Common Shares and 2,965,482 Units outstanding as of March 3, 2021.
(3)	Represents Common Shares that may be acquired upon the exchange of Units beneficially owned.owned by the applicable shareholder. Each exchangeable Unit of the Operating Partnership may be exchanged for one of our Common Shares.

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(4)	Includes 2,858,3782,965,482 Units of the Operating Partnership held by Tango 7, LLC. Mr. Tanger holds, directly and indirectly, all of the ownership interests in Tango 7, LLC and has sole voting and dispositive power of all such Common Shares and Units held by this entity. The Units of the Operating Partnership held by Tango 7, LLC are exchangeable into 2,858,3782,965,482 Common Shares of the Company. Excludes 1,353,4621,107,415 Common Shares and 599,996 Units of the Operating Partnership exchangeable into 599,996 Common Shares of the Company, which are held in various trusts of which Mr. Tanger is a beneficiary, but is not the trustee and does not otherwise have investment or voting control with respect to the securities held by such trusts. Includes indirect ownership of 5,000 Common Shares owned by his wife.
(4)(5)	We have received a copy of a Schedule 13G/A as filed with the SEC on January 25, 2021 by BlackRock, Inc. (“BlackRock”) reporting ownership of these Common Shares as of December 31, 2020 by several subsidiaries, including BlackRock Fund Advisors. As reported in the Schedule 13G/A, (i) BlackRock has sole dispositive power for all 16,438,383 shares, and (ii) BlackRock has sole voting power for 16,212,876 shares. As reported on the Schedule 13G/A, BlackRock is a parent holding company or control person in accordance with Rule 13d-1(b)(1)(ii)(G) under the Exchange Act. The aggregate amount of the common shares beneficially owned by BlackRock is on a consolidated basis and includes any shares held directly by BlackRock’s subsidiaries, as listed in Exhibit A to the Schedule 13G/A.
(6)	We have received copies of a Schedule 13G/A as filed with the SEC on February 11, 20168, 2021 by The Vanguard Group Inc. (referred to as “Vanguard”) and a Schedule 13G/A as filed with the SEC on February 9, 2016 by Vanguard REIT Index Fund (referred to as “REIT Fund”), a client of Vanguard, reporting ownership of these Common Shares as of December 31, 2015. As reported by Vanguard in its 13G/A, (i) Vanguard has sole dispositive power for 13,535,550 shares, which includes shares owned by REIT Fund, and shared dispositive power for 148,771 shares, and (ii) Vanguard has sole voting power for 214,151 shares and shared voting power for 76,800 shares. As reported by REIT Fund in its Schedule 13G/A, REIT Fund has sole voting power for 6,904,138 shares.
(5)	We have received a copy of Schedule 13G/A as filed with the SEC on January 8, 2016 by BlackRock, Inc. reporting ownership of these Common Shares as of December 31, 2015. As reported in said Schedule 13G/A, (i) Blackrock has sole dispositive power for all 10,138,153 shares, and (ii) Blackrock has sole voting power for 9,512,264 shares.
(6)	We have received a copy of Schedule 13G as filed with the SEC on February 16, 2016 by State Street Corporation (referred to as “State Street”) reporting ownership of these Common Shares as of December 31, 2015.2020. As reported by Vanguard in saidits Schedule 13G,13G/A, (i) State StreetVanguard has sole dispositive power for 14,569,243 shares, and shared dispositive power for all 8,675,355358,967 shares, and (ii) State StreetVanguard has shared voting power for all 8,675,355284,389 shares.
(7)	We have received a copy of Schedule 13G as filed with the SEC on February 11, 2016 by Morgan Stanley (referred to as “MS”) and Morgan Stanley Investment Management, Inc. (referred to as “MSIM”) reporting ownership of these Common Shares as of December 31, 2015. As reported in said Schedule 13G, (i) MS and MSIM each have shared dispositive power for all 5,663,791 shares, and (ii) MS and MSIM each have sole voting power for 4,298,167 shares and shared voting power for 617,821 shares.
(8)	Includes 2,858,3782,965,482 Common Shares which may be acquired upon exchange of 2,858,3782,965,482 Units of TPLP.the Operating Partnership. Includes 61,24117,266 Common Shares that were pledged as security for certain personal loans by persons other than Directors or NEOs prior to the adoption of our anti-pledging policy in 2015.NEOs.

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CERTAIN RELATIONSHIPS AND RELATED PARTY TRANSACTIONS

As of December 31, 2015,2020, the Company, through its ownership of the Tanger GP and Tanger LP Trusts, owned 95,880,82593,569,801 units of the Operating Partnership, and other limited partners (the “Non-Company LPs”) collectively owned 5,052,7434,794,643 Class A common limited partnership units. Each Class A common limited partnership unit held by the Non-Company LPs is exchangeable for one of the Company’s Common Shares, subject to certain limitations to preserve the Company’s REIT status. Most of the Non-Company LPs are the descendants of Stanley K. Tanger, the Company’s founder (including Steven B. Tanger, the Company’s CEO)Executive Chairman), their spouses or former spouses or their children and/or trusts for their benefit.

During 2015, 25,6632020, 116,530 Class A common limited partnership units were exchanged for 25,663116,530 Common Shares of the Company. For the year ended December 31, 2015,2020, the Non-Company LPs received quarterly distributions of earnings from the Operating Partnership totaling $6.6$3.5 million.

The Company’s Code of Business Conduct and Ethics (referred to as the “Code of Conduct”), is posted on the Company’s website at www.tangeroutlets.com and is available by clicking on “INVESTOR RELATIONS”,RELATIONS,” then “CORPORATE OVERVIEW”“GOVERNANCE” and then “GOVERNANCE DOCUMENTS” or by writing to our Corporate SecretaryatSecretary at our principal executive offices. The Code of Conduct applies to all of the Company’s directors, officers and employees and states that conflicts of interest should be avoided wherever possible. Conflicts of interest are broadly defined to include any situation where a person’s private interest interferes in any way with the interests of the Company. Any material transaction or relationship that could reasonably be expected to give rise to a conflict of interest should be discussed with the applicable Code of Ethics Contact Person. From time to time, the Company may waive the application of provisions of the Code of Conduct. Any such waiver involving conduct of officers or directors of the Company may be made only by the Board and must be promptly disclosed as required by the rules of the SEC or the NYSE. Any waiver with respect to the conduct of other employees may be made only by the CEO. We intend to post on our website all disclosures that are required by law or the NYSE listing standards concerning any amendments to, or waivers from, any provision of our Code of Conduct.

The Company’s Related Party Transaction Policy and Procedures is posted on the Company’s website at www.tangeroutlets.comwww. tangeroutlets.com and is available by clicking on “INVESTOR RELATIONS”, then “CORPORATE OVERVIEW”“GOVERNANCE” and then “GOVERNANCE DOCUMENTS” or by writing to our Corporate Secretary at our principal executive offices. The Related Party Transaction Policy and Procedures

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requires the approval or ratification by the Audit Committee of any “related party transaction,” defined as any transaction, arrangement or relationship in which we were, are or will be a participant, the amount involved exceeds $100,000$120,000 and one of our executive officers, directors, director nominees, 5% shareholders, (or their immediate family members)members or individuals sharing the household of any of the foregoing or any entity with which any of the foregoing persons is an employee, general partner, principal or 5% shareholder, each of whom we refer to as a “related person,” has or will have a direct or indirect interest as set forth in Item 404 of Regulation S-K.material interest. The policy provides that management must present to the Audit Committee for review and approval each proposed related party transaction (other than related party transactions involving compensation matters and certain ordinary course transactions). The Audit Committee must review the relevant facts and circumstances oftheof the transaction, including if the transaction is on terms comparable to those that could be obtained in arm’slengtharm’s-length dealings with an unrelated third party and the extent of the related party’s interest in the transaction, take into account the conflicts of interest and corporate opportunity provisions of our Code of Conduct, and either approve or disapprove the related party transaction. If advance approval of a related party transaction requiring the Audit Committee’s approval is not feasible, the transaction may be preliminarily entered into by management upon prior approval of the transaction by the chair of the Audit Committee, subject to ratification of the transaction by the Audit Committee at its next regularly scheduled meeting. No director may participate in approval of a related party transaction for which he or she is a related party.

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PROPOSAL 2 RATIFICATION OF
APPOINTMENT OF INDEPENDENT
REGISTERED PUBLIC
ACCOUNTING FIRM

In 2015, the

The Audit Committee conducted a comprehensive, competitive process to determine the independent registered public accounting firm for the fiscal year ending December 31, 2016 for the Company. As a result of this process and following careful deliberation, the Audit Committeehas appointed the firm of Deloitte & Touche LLP to audit the accounts of the Company for the fiscal year ending on December 31, 20162021 and to perform such other services as may be required, and dismissed PricewaterhouseCoopers LLP effective upon the issuance of its reports on the Company’s consolidated financial statements for the year ended December 31, 2015 and the effectiveness of internal control over financial reporting as of December 31, 2015 for the Company to be included in the related Annual Report on Form 10-K.

required. The submission of the ratification of the Audit Committee’s selection of Deloitte & Touche LLPthis matter for approval by shareholders is not legally required; however, the Board of Directors believes that such submission is consistent with best practices in corporate governance and is an opportunity for shareholders to provide direct feedback to the Board of Directors on an important issue of corporate governance. If the shareholders do not approve the selection of Deloitte & Touche LLP, the selection of such firm as our independent registered public accounting firm will be reconsidered. Even if the selection of Deloitte & Touche LLP is ratified, the Audit Committee retains the discretion to select a different independent registered public accounting firm at any time if it determines that such a change would be in the best interests of the Company.

Deloitte & Touche LLP served as our independent registered public accounting firm for the fiscal year ended December 31, 2020. There are no affiliations between the Company and Deloitte & Touche LLP, its partners, associates or employees,

other than its engagement as an independent registered public accounting firm for the Company. Representatives of Deloitte & Touche LLP are expected to be present electronically at the meeting, will have an opportunity to make a statement if they desire to do so and will be available to respond to appropriate questions from shareholders. A representative of PricewaterhouseCoopers LLP will not be present at the meeting. See the “Report of the Audit Committee”,Committee,” included below, for information relating to the fees billed to the Company by PricewaterhouseCoopersDeloitte & Touche LLP for the fiscal years ended December 31, 20152020 and 2014.2019.

PricewaterhouseCoopers LLP served as our independent registered public accounting firm for the fiscal year ended December 31, 2015. There are no affiliations between the Company and PricewaterhouseCoopers LLP, its partners, associates or employees, other than its engagement as an independent registered public accounting firm for the Company. PricewaterhouseCoopers LLP’s audit reports on the Company’s consolidated financial statements for the fiscal years ended December 31, 2015, 2014 and 2013 did not contain an adverse opinion or a disclaimer of opinion and were not qualified or modified as to uncertainty, audit scope, or accounting principle. The audit reports of PricewaterhouseCoopers LLP on the Company’s effectiveness of internal control over financial reporting as of December 31, 2015, 2014 and 2013 did not contain an adverse opinion, nor were they qualified or modified.

During the fiscal years ended December 31, 2015, 2014 and 2013, and the subsequent interim period through February 23, 2016, there were (i) no disagreements with PricewaterhouseCoopers LLP on any matter of accounting principles or practices, financial statement disclosure, or auditing scope or procedure, any of which, if not resolved to PricewaterhouseCoopers LLP’s satisfaction, would have caused PricewaterhouseCoopers LLP to make reference thereto in their reports, and (ii) no “reportable events” within the meaning of Item 304(a)(1)(v) of Regulation S-K.

The Company provided PricewaterhouseCoopers LLP with a copy of disclosures it made in both the Form 8-K/A filed with the SEC on February 29, 2016 and the Form 8-K filed with the SEC on September 11, 2015 (the “Form 8-K”), and requested that PricewaterhouseCoopers LLP furnish a letter addressed to the SEC stating whether or not it agreed with the statements made in both such reports. A copy of PricewaterhouseCoopers LLP’s letter dated March 1, 2016 was filed as Exhibit 16.1 to the Company’s Form 8-K/A filed with the SEC on March 2, 2016, and a copy of PricewaterhouseCoopers LLP’s letter dated September 11, 2016 was filed as Exhibit 16.1 to the Form 8-K.

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PROPOSAL 2 RATIFICATION OF APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

During the fiscal years ended December 31, 2015, 2014 and 2013, and the subsequent interim period through March 2, 2016, neither the Company nor anyone acting on its behalf consulted with Deloitte & Touche LLP regarding (i) the application of accounting principles to a specific transaction, either completed or proposed, or the type of audit opinion that might be rendered on the Company’s financial statements, and neither a written report or oral advice was provided to the Company that Deloitte concluded was an important factor considered by the Company in reaching a decision as to any accounting, auditing, or financial reporting issue, (ii) any matter that was the subject of a disagreement within the meaning of Item 304(a)(1)(iv) of Regulation S-K, or (iii) any reportable event within the meaning of Item 304(a)(1)(v) of Regulation S-K.

Vote Required.The ratification of the appointment of Deloitte & Touche LLP as the Company’s independent registered public accounting firm will be approved if the votes cast for the proposal exceed the votes cast against the proposal, provided that a quorum is present. Accordingly, abstentions and Common Shares present at the meeting for any other purpose but which are not voted on this proposal will not affect the outcome of the vote on the proposal. Because brokers have discretionary authority to vote on the ratification of the appointment of Deloitte & Touche LLP, we do not expect any broker non-votes in connection with the ratification.

THE BOARD RECOMMENDS THAT YOU VOTE FOR THE RATIFICATION OF THE APPOINTMENT OF DELOITTE & TOUCHE LLP AS THE COMPANY’S INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM.FIRM FOR THE FISCAL YEAR ENDING DECEMBER 31, 2021.

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REPORT OF THE AUDIT COMMITTEE

The Audit Committee has provided the following report:

During 2015,2020, we reviewed with the Company’s management, Director of Internal Audit and the Company’s independent registered public accounting firm, PricewaterhouseCoopersDeloitte & Touche LLP, (referred to as “PwC”), the scope of the annual audit and audit plans, the results of internal and external audit examinations, the evaluation by PwCDeloitte & Touche LLP of the Company’s system of internal control, the quality of the Company’s financial reporting and the Company’s process for legal and regulatory compliance. We also monitored the progress and results of the testing of internal control over financial reporting pursuant to Section 404 of the Sarbanes-Oxley Act of 2002.

Management is responsible for the Company’s system of internal control, the financial reporting process and the assessment of the effectiveness of internal control over financial reporting. The Company'sCompany’s independent registered public accounting firm is responsible for performing an integrated audit and issuing reports and opinions on the following:

	1.	the Company’s consolidated financial statements; and
	2.	the Company’s internal control over financial reporting.

As provided in our Charter, our responsibilities include monitoring and overseeing these processes.

Consistent with this oversight responsibility, the Company'sCompany’s independent registered public accounting firm reports directly to us. We appointed PwCDeloitte & Touche LLP as the Company’s independent registered public accounting firm for 20152020 and approved the compensation of the firm. We reviewed and approved all non-audit services performed by PwCDeloitte & Touche LLP during 20152020 and determined that the provision of the services was compatible with maintaining PwC’sDeloitte & Touche LLP’s independence. During 2015,2020, we pre-approved certain specific non-audit servicesandservices and associated fees to be performed by PwC,Deloitte & Touche LLP, including (1) certain consultations

regarding possible accounting and reporting implications of proposed transactions and of newly issued or proposed authoritative accounting pronouncements for which any one service would be $30,000 or less and (2) certain tax consulting services for which any one service would be $50,000 or less, and for all such services which would be less than $250,000 in the aggregate. In addition, we have delegated to the chairmanChair of the Audit Committee the authority to pre-approve other non-audit services to be performed by PwCDeloitte & Touche LLP and associated fees, provided thatand the chairmanChair reports all such decisions at the Audit Committee’s next regularly scheduled meeting.

We have received the written disclosures and letters from PwCDeloitte & Touche LLP required by applicable requirements of the Public Company Accounting Oversight Board regarding PwC’sDeloitte & Touche LLP’s communications with the Audit Committee concerning independence, including independence with respect to tax services, and we discussed with PwCDeloitte & Touche LLP its independence.

We reviewed and discussed the 20152020 consolidated financial statements and management’s assessment of the effectiveness of the Company’s internal control over financial reporting with management and PwC.Deloitte & Touche LLP. We also discussed the certification process with the CEO and CFO. Management represented to us that the Company’s consolidated financial statements were prepared in accordance with accounting principles generally accepted in the United States of America and that the Company’s internal control over financial reporting was effective. We discussed with PwCDeloitte & Touche LLP the matters required to be discussed by statement on Auditing Standards No. 16, as adopted bythe applicable requirements of the Public Company Accounting Oversight Board.Board and the SEC.

Based on these discussions and reviews, we recommended to the Board of Directors that the audited consolidated financial statements be included in the Company’s Annual Report on Form 10-K for the year ended December 31, 20152020 for filing with the SEC.

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REPORT OF THE AUDIT COMMITTEE

The following is a summary of the fees billed to the Company for services in 2020 and 2019 by PwC for the fiscal years ended December 31, 2015 and 2014:Deloitte & Touche LLP:

Type of Fees		2015			2014			Description of Fees
Audit fees		$	806,000		$	761,300		The audit fees were for professional services rendered for the integrated audits of our consolidated financial statements and internal controls over financial reporting and the separate audits of one unconsolidated joint venture.
Audit-related fees			23,000			92,500		The audit-related fees included services related to documents filed with the SEC and, for 2014, services related to the issuance of a comfort letter.
Tax fees-tax compliance and preparation fees			212,221			265,529		The tax fees were for tax compliance and preparation including tax return preparation and review.
Subtotal			1,041,221			1,119,329
Tax Fees-other			38,935			29,786		The tax fees-other were for tax planning, advice, and consulting.
All other fees			—			—
Subtotal			38,935			29,786
Total		$	1,080,156		$	1,149,115

The percentage of

Type of Fees		2020		2019		Description of Fees
Audit fees		$975,000		$903,000		The audit fees were for professional services rendered for the integrated audits of our consolidated financial statements and internal controls over financial reporting.
Audit-related fees		170,000		25,000		The audit-related fees included services related to documents filed with the SEC, including S-8 and S-3 filings and a comfort letter in 2020. The 2019 period includes an S-8 filing.
Tax fees-tax compliance and preparation fees		—		—
Subtotal		1,145,000		928,000
Tax Fees-other		—		—
All other fees		—		—
Subtotal		—		—
Total		$1,145,000		$928,000

There were no tax fees andor tax fees-other approved pursuant to the pre-approved policies was 22%incurred during 20152020 and 31% during 2014.2019.

THE AUDIT COMMITTEE Jeffrey B. Citrin (Chair) David B. Henry Thomas J. Reddin (Chair) William G. Benton Jeffrey B. Citrin Thomas Susan E. RobinsonSkerritt Luis A. Ubiñas

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PROPOSAL 3 APPROVAL, ON AN ADVISORY VOTE ON
BASIS, OF EXECUTIVE COMPENSATION

We are seeking advisory shareholder approval of the compensation of the named executive officers as disclosed in the section of this proxy statement titled “Executive Compensation.Compensation.” The Company has determined to hold a “say-on-pay”“Say-on-Pay” advisory vote every year and the next “say-on-pay” advisory vote will occur at the 2017 Annual Meeting of Shareholders.year. In accordance with this determination and Section 14A of the Securities Exchange Act, of 1934, as amended, shareholders are being asked to vote on the following advisory resolution:

“RESOLVED, that the shareholders approve the compensation of the Company’s named executive officers, as disclosed pursuant to the compensation disclosure rules of the Securities and Exchange Commission in the Company’s Proxy Statement for the 20162021 Annual Meeting of Shareholders (which disclosure includes Compensation Discussion and Analysis, the compensation tables and any related material).”

Although the vote is advisory, and non-binding, the Board of Directors and the Compensation and Human Capital Committee will review the voting results in connection with their ongoing evaluation of the Company’s compensation program. The next “Say-on-Pay” advisory vote will occur at the 2022 Annual Meeting of Shareholders.

As described more fully in the Compensation Discussion and Analysis section of this proxy statement, the Company’s compensation program is designed to reward both teamwork and the individual officer’s contribution to the Company with respect to annual and longer-termlonger term goals. The Company’s primary components of compensation for its executive officers have been base salary, annual incentive cash bonuses and long-term equity-based incentive compensation.

The Compensation and Human Capital Committee believes that an executive compensation program that strongly links both the short-term and long-term performance of the Company and the compensation of our executive officers is a key driver of our long-term financial success.

The Company believes that our current executive compensation program represents a thoughtful, balanced program with a pay-for-performance structure that focuses on Company performance and reflects the feedback of our shareholders.

SAY-ON-PAY RESPONSIVENESS

At the Company’s 2020 Annual Meeting of Shareholders, approximately 65% of votes cast approved, on an advisory (non-binding) basis, of our executive compensation (commonly referred to as “Say-on-Pay”). This level of support was a significant decrease from the 2019 vote, in which approximately 93% of votes were cast in favor of this proposal. Based on feedback obtained from extensive dialogue with our shareholders, we believe the primary reason for the lower level of support was due to separation benefits provided to our former President upon his retirement, which was an enhancement to the treatment he was otherwise entitled to receive. While we do not provide retirement benefits to our NEOs, the Board made an exception for Mr. McDonough given the significant contributions he made during his nearly 10 years of service, and therefore consider this an isolated event. Investors generally supported the overall design and framework of our executive compensation program in 2020 as it was consistent with our 2019 program that included significant changes to our CEO’s compensation.

In order to address any shareholder concerns, we annually conduct outreach efforts led by Mr. Thomas Reddin, the Chair of the Compensation and Human Capital Committee, together with the Non-Executive Chair of the Board at that time, Mr. David Henry, along with the Compensation and Human Capital Committee’s independent compensation consultant, FPL Associates L.P. (FPL), and members of management (excluding the CEO). Following our spring 2020 outreach efforts, we again reached out in the winter of 2020/2021 to our 22 largest institutional shareholders who collectively owned approximately 72% (and spoke with and received feedback from shareholders who collectively owned 55%) of our outstanding common shares. These discussions allowed us to solicit individualized shareholder feedback on our compensation program and practices.

In response to shareholder feedback received as part of the spring 2020 outreach, we amended employment agreements for several executives to eliminate, where applicable, any remaining legacy single-trigger change of control equity benefits. Then, following our continued outreach efforts in the winter of 2020/2021 and as part of our continuing commitment to robust executive pay practices, we (1) adopted an executive severance plan and terminated employment agreements for certain executive officers and (2) modified our equity ownership guidelines to apply to a broader group of executives.

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PROPOSAL 3 APPROVAL, ON AN ADVISORY BASIS, OF EXECUTIVE COMPENSATION

WHAT WE HEARD					HOW WE RESPONDED
	Single trigger provisions in legacy employment agreements should be eliminated			Employment contracts, where applicable, were amended to require a double trigger event in order to receive severance benefits upon a change of control
	Equity ownership guidelines should be applied to a broader group of executives			Equity ownership guidelines were increased for directors in 2020 and modified to apply to all NEOs in 2021
	Shareholders supported the overall design and framework of our plan			We did not make any significant changes to our plan and instead focused on Company Performance: Despitethe quantum of awards

2020 BUSINESS RECAP

Our 2020 financial and operational results were heavily impacted by the COVID-19 pandemic and reflect what was a difficult year. Although our open-air outlet centers remained open, retailers began closing their stores in our outlet centers in mid-March and by April 6, 2020, substantially all of the stores in our portfolio were closed as a result of mandates by order of local and state authorities. In late March 2020, we proactively offered all tenants in our consolidated portfolio the option to defer 100% of April and May rents interest free, payable in equal installments due in January and February of 2021, in order to allow the tenants to focus on reopening as mandates lifted.

In order to increase liquidity, preserve financial flexibility and help meet our obligations for a sustained period of time, we took the following steps:

•	drew down substantially all of the available capacity under our significant achievements$600.0 million unsecured lines of credit in 2015,March 2020,
•	reduced cash outflows, including the Compensation Committee recognized that the Company delivered a -8.15% TSRreduction or deferral of certain operating and general and administrative expenses, which included temporary base salary reductions for 2015. Accordingly, the total direct compensation for the Chief Executive Officer (referred to as the "CEO") decreased by 9.7% from 2014 and decreased by a range of 4.9% to 9.6% from 2014 for the otherour named executive officers (referred to asand other employees, resulting in a reduction in cash outflows during the "NEOs"). Additionally,last nine months of 2020 of approximately 83%$1.3 million of the CEO's total compensation is variable, or at risk, subject to the Company’s performance results. general and administrative and $16.6 million of property operating expenses and
●•	Focus on Shareholder Engagement: During the past year, the Company engaged in significant shareholder outreach specific to named executive officer compensation. Not satisfied with just over 66% say-on-pay advisory approval at the 2015 annual shareholders’ meeting, the Company sought and obtained meaningful shareholder input on executive compensation and worked with its independent compensation consultant to change executive compensation accordingly. Specifically, we redesigned our equity compensation program under the Incentive Award Plan to increase the portion of equity awards that are performance based, and we changed our 2016 Outperformance Plan (referred to as the "2016 OPP") to reflect a 50/50 split between absolute and relative TSR hurdles. We are committed to ongoing shareholder engagement as part of the Company’s overall compensation philosophy.
●	Focus on Best Practices: In moves that the Company believes are reflective of best practices in executive compensation, the Company continued to include a mandatory three-year holding period on the CEO’s share grants in February 2015 and February 2016temporarily suspended dividend distributions following the applicable vesting date. Additionally,May 2020 distribution to conserve approximately $35.0 million in February 2015, the Company adopted a robust anti-pledging policy that prohibits, subject to certain exceptions described under “Governance Policies Relating to Compensation-Anti-Pledging Policy” on page 40,cash per quarter and preserve our executive officers, directorsbalance sheet strength and employees from pledging our securities as collateral for margin loans or other transactions that could raise potential risks to shareholder value. flexibility.

As mandates were lifted, reopened stores as a percentage of total leased stores improved from 1% on April 6, 2020 to 56% on June 3, 2020 to 72% on June 14, 2020. By June 15, 2020, in-store shopping for non-essential retail was allowed in every market in which our centers are located. Between June 2020 and August 2020, we repaid the entire $599.8 million outstanding balance of borrowings under our unsecured lines of credit. In 2015,July 2020, we restored the Compensation Committee took into accountabove mentioned salary reductions, and in January 2021, the Board of Directors reinstated the dividend at a numberrate of operational$.1775 per common share. As of January 31, 2021, more than 99% of total occupied stores in the consolidated portfolio were open, representing approximately 99% of leased square footage and financial factorsannualized base rent, and we had collected 95% of rents billed in setting compensation,the fourth quarter and 57% of deferred rents, including our key achievements. Included90% of deferred rents due in our key achievements, we:January. Traffic during the fourth quarter represented approximately 90% of prior year levels and increased to approximately 96% in January 2021. Governmental mandates effective between late December and early-to-mid-February impacted traffic at the Tanger Outlet Centers in Canada. Excluding those centers, domestic traffic was over 99% in January.

●68	completed the development of and opened four new Tanger outlet centers, which expanded our portfolio of properties by nearly 1.4 million square feet in 2015, a 10% increase;
●	increased our Adjusted Funds from Operations (referred to as “AFFO”) 13% over 2014;
●	grew our same center net operating income (referred to as “NOI”) 3.5%, marking the 11th consecutive year of same center NOI growth (with an average annual NOI growth of 3.8% over this 11-year period); NOTICE OF ANNUAL MEETING OF SHAREHOLDERS AND PROXY STATEMENT

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PROPOSAL 3 ADVISORY VOTE ON EXECUTIVE COMPENSATION

●	increased our blended average base rental rates on space renewed and released throughoutPROPOSAL 3 APPROVAL, ON AN ADVISORY BASIS, OF EXECUTIVE COMPENSATION

During 2020, we recaptured approximately 903,000 square feet within the consolidated portfolio related to retailer bankruptcies and brand-wide restructurings. As a direct result of the pandemic and these bankruptcies and restructurings, our 2020 earnings were negatively impacted by approximately $47.3 million due to (1) write-offs related to bankruptcies and other

uncollectible accounts due to financial weakness, (2) one-time concessions in exchange for landlord-favorable amendments to lease structure, (3) reserves for a portion of deferred and under negotiation billings that we expect to become uncollectible in future periods, (4) and write-offs of straight-line rents associated with the bankruptcies and uncollectible accounts:

	Net Income		Net loss available to common shareholders was $0.40 per share, or $37.0 million, for the year ended December 31, 2020 compared to net income available to common shareholders of $0.93 per share, or $86.5 million, for the prior year.
	Core FFO*		Core FFO available to common shareholders was $1.57 per share, or $153.7 million, for the year ended December 31, 2020 compared to $2.31 per share, or $226.1 million, for the prior year.
	Same Center NOI*		Same Center NOI for the consolidated portfolio 22.4% during 2015, compareddecreased 19.5% for the year ended December 31, 2020 largely due to 23.0% for 2014; the impact of the COVID-19 pandemic, including the write-off of rental revenues (excluding straight-line rents) of $40 million.
●	obtained a 97.5% year-end occupancy within our
	Occupancy		91.9% occupied consolidated portfolio higher than any other public mall REIT,at year-end 2020 (compared to 97.0% on December 31, 2019), reflecting the recapture of 903,000 square feet or 8% of GLA of the consolidated portfolio due to retailer bankruptcies and marking the 35th consecutive year that we have achieved a year-end occupancy rate at or above 95%; brand-wide restructurings.
●	completed the sale of six non-core outlet centers, including our interest in a joint venture partnership that owned one non-core outlet center during 2015, and in January 2016, completed the sale of one additional non-core outlet center;
●	recordedQuarterly Common Share Cash Dividends		Paid $0.7125 per share in dividends during 2020 prior to the temporary suspension of the dividend in order to conserve approximately $35.0 million in cash per quarter and preserve our balance sheet strength and flexibility. In January 2021, we announced that the Board of Directors declared a year-end debt to total market capitalization ratioquarterly cash dividend of 32%; and $0.1775 per share. We have paid an all-cash dividend every year since becoming a public company in May 1993.
●	maintained a strong
	Interest Coverage Ratio		Maintained an interest coverage ratio which was 4.58(calculated as Adjusted EBITDA* divided by interest expense) of 3.3 times for 2015. 2020 compared to 4.3 times for 2019.
	Debt Compliance		Remained in full compliance with all debt covenants as of December 31, 2020.

*

Core FFO (formerly referred to as AFFO), Same Center NOI and Adjusted EBITDA are financial measures that the Company’s management believes to be important supplemental indicators of our operating performance and which are used by securities analysts, investors and other interested parties in the evaluation of REITs, but are not measures computed in accordance with GAAP. For a discussion of Core FFO, Same Center NOI and Adjusted EBITDA including a reconciliation to GAAP, please see Appendix A.

As of December 31, 2020, we had approximately $685 million of liquidity, including cash and cash equivalents and the full undrawn capacity under our $600 million unsecured lines of credit. Our outstanding floating rate debt totaled approximately $11 million, representing less than 1% of total consolidated debt and less than 1% of total enterprise value. Approximately 94% of our consolidated square footage was unencumbered. As of December 31, 2020, our outstanding debt had a weighted average interest rate of 3.6% and a weighted average term to maturity, including extension options, of approximately 4.5 years with no significant maturities until December 2023.

Shareholders are urged to read theCompensation Discussionand Analysissection of this Proxy Statement, which discusses in detail how our compensation policies and procedures implement our compensation philosophy. For a discussion of AFFO and NOI, please see our Annual Report on Form 10-K for the year ended December 31, 2015 filed with the Securities and Exchange Commission on February 23, 2016 beginning on page 60.

Vote Required.This non-binding advisory vote shallwill be approved if the votes cast for the proposal exceed the votes cast against the proposal. Accordingly, abstentions, broker non-votes and Common Shares present at the meeting for any other purpose but which are not voted on this proposal will not affect the outcome of the vote on the proposal.

THE BOARD RECOMMENDS THAT YOU VOTE FOR, ON A NON-BINDING BASIS, THE APPROVAL OF THE COMPENSATION OF OUR NAMED EXECUTIVE OFFICERS.

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OTHER MATTERS

SHAREHOLDER PROPOSALS AND NOMINATIONS FOR THE 2022 ANNUAL MEETING OF SHAREHOLDERS

SHAREHOLDER PROPOSALS FOR INCLUSION IN THE 2022 PROXY STATEMENT

Proposals of shareholders pursuant to Rule 14a-8 of the Exchange Act intended to be presented at our Annual Meeting of Shareholders to be held in 2022 must be received by us no later than December 9, 2021. Such proposals must comply with the requirements as to form and substance established by

the SEC for such proposals in order to be included in our Proxy Statement. Proposals should be sent to Tanger Factory Outlet Centers, Inc., 3200 Northline Avenue, Suite 360, Greensboro, North Carolina 27408, Attn: Corporate Secretary.

OTHER PROPOSALS AND SHAREHOLDER NOMINATIONS FOR DIRECTOR

Under our By-Laws, certain procedures are provided that a shareholder must follow to nominate persons for election as directors or to propose an item of business at an Annual Meeting of Shareholders that is not intended to be included in our Proxy Statement pursuant to Rule 14a-8. These procedures provide that nominations for director and/or an item of business to be introduced at an Annual Meeting of Shareholders must be submitted in writing to the Corporate Secretary at our principal executive offices. We must receive the notice of your intention to introduce a nomination or to propose an item of business not earlier than the close of business on the 120^th day and not later than the close of business on the 90^th day prior to the first anniversary of the preceding year’s annual meeting.

For the 2022 Annual Meeting of Shareholders, such nominations or proposals must be received by our Corporate Secretary not earlier than the close of business on January 21, 2022 and not later than the close of business on February 20, 2022 in order to be considered at the 2022 Annual Meeting of Shareholders. If we do not receive notice during that time period, any such defective matters raised at the meeting will be disregarded. A shareholder’s notice to nominate a director or bring any other

business before the 2022 Annual Meeting of Shareholders must set forth certain information specified in our By-Laws.

If the date of the 2022 Annual Meeting of Shareholders is more than 30 days before or more than 60 days after May 21, 2022, shareholders must submit such nominations or proposals not earlier than the close of business on the 120^th day prior to the meeting and not later than the close of business on the later of the 90^th day prior to the meeting or by the close of business on the 10^th day following the date on which public announcement of the date of the meeting is first made by us. In addition, with respect to nominations for directors, if the number of directors to be elected at the 2022 Annual Meeting of Shareholders is increased and there is no public announcement by us naming all of the nominees for director or specifying the size of the increased Board at least 70 days prior to May 21, 2022, notice will also be considered timely, but only with respect to nominees for any new positions created by such increase, if it is delivered to the Corporate Secretary at our principal executive offices not later than the close of business on the 10^th day following the day on which such public announcement is first made by us.

SHAREHOLDER SUGGESTIONS FOR DIRECTOR NOMINATIONS

The Nominating and Corporate Governance Committee of the Board will consider suggestions from shareholders for nominees for election as directors to be presented at the 2022 Annual Meeting of Shareholders. The person proposing the nominee must be a shareholder entitled to vote at the 2022 Annual Meeting of Shareholders and the suggestion must be made pursuant to timely notice. Shareholder suggestions for director nominees must be received between January 21, 2022 and February 20, 2022, and should include: (i) the candidate’s written consent to being named in the Proxy Statement as

a nominee and to serve as a director if elected, (ii) the name and address of the shareholder submitting the suggestion or beneficial owner on whose behalf the proposed candidate is being suggested for nomination, and (iii) the class and number of our shares owned beneficially and of record by the shareholder or beneficial owner submitting the suggestion. The Nominating and Corporate Governance Committee will consider candidates suggested by shareholders on the same terms as candidates selected by the Nominating and Corporate Governance Committee.

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DELINQUENT SECTION 16(a) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE16(A) REPORTS

Section 16(a) of the Exchange Act requires our officers and directors, and persons who own more than ten percent of a registered class of our equity securities, to file reports of the ownership and changes in the ownership (Forms 3, 4 and 5) with the SEC and the New York Stock Exchange. Officers, directors and beneficial owners of more than ten percent of our Common Shares are required by the SEC’s regulations to furnish us with copies of all such forms which they file.

Based solely on our review of the copies of Forms 3, 4 and 5 and any amendments thereto received by us, for the year ended December 31, 2015, or written representations from certain reporting persons, we believe that all Forms 3, 4 or 5 for the year ended December 31, 2020 were filed timely, with the exception of one Form 4 reporting one transaction for each of Mr. Citrin and Mr. McDonough.Worsham.

SHAREHOLDER PROPOSALS AND NOMINATIONS FOR THE 2017
ANNUAL MEETING OF SHAREHOLDERS

Shareholder Proposals for Inclusion in the 2017 Proxy Statement

Proposals of shareholders pursuant to Rule 14a-8 of the Exchange Act intended to be presented at our Annual Meeting of Shareholders to be held in 2017 must be received by us no later than December 6, 2016. Such proposals must comply with the requirements as to formand substance established by the SEC for such proposals in order to be included in our Proxy Statement. Proposals should be sent to Tanger Factory Outlet Centers, Inc., 3200 Northline Avenue, Suite 360, Greensboro, North Carolina 27408, Attn: Corporate Secretary.

Other Proposals and Shareholder Nominations for Director

Under our By-Laws, certain procedures are provided that a shareholder must follow to nominate persons for election as Directors or to propose an item of business at an Annual Meeting of Shareholders that is not intended to be included in our Proxy Statement pursuant to Rule 14a-8. These procedures provide that nominations for Director and/or an item of business to be introduced at an Annual Meeting of Shareholders must be submitted in writing to the Corporate Secretary at our principal executive offices. We must receive the notice of your intention to introduce a nomination or to propose an item of business not earlier than the close of business on the 120th day and not later than the close of business on the 90th day prior to the first anniversary of the preceding year’s annual meeting.

For the 2017 Annual Meeting of Shareholders, such nominations or proposals must be received by our Corporate Secretary not earlier than the close of business on January 20, 2017 and not later than the close of business on February 19, 2017 in order to be considered at the 2017 Annual Meeting. If we do not receive notice during that time period, any such defective matters raised at the meeting will be disregarded and the persons named as proxies in the proxy materials relating to the 2017 Annual Meeting of Shareholders will use their discretion in voting the proxieswith respect to any such matters. A shareholder’s notice to nominate a director or bring any other business before the 2017 Annual Meeting of Shareholders must set forth certain information specified in our By-Laws.

If the date of the 2017 Annual Meeting of Shareholders is more than 30 days before or more than 60 days after May 20, 2017, shareholders must submit such nominations or proposals not earlier than the close of business on the 120th day prior to the meeting and not later than the close of business on the later of the 90th day prior to the meeting or by the close of business on the 10th day following the date on which public announcement of the date of the meeting is first made by us. In addition, with respect to nominations for directors, if the number of directors to be elected at the 2017 Annual Meeting of Shareholders is increased and there is no public announcement by us naming all of the nominees for director or specifying the size of the increased Board at least 70 days prior to May 20, 2017, notice will also be considered timely, but only with respect to nominees for any new positions created by such increase, if it is delivered to the Corporate Secretary at our principal executive offices not later than the close of business on the 10th day following the day on which such public announcement is first made by us.

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Shareholder Suggestions for Director Nominations

The Nominating and Corporate Governance Committee of the Board will consider suggestions from shareholders for nominees for election as directors to be presented at the 2017 Annual Meeting of Shareholders. The person proposing the nominee must be a shareholder entitled to vote at the 2017 Annual Meeting of Shareholders and the suggestion must be made pursuant to timely notice. Shareholder suggestions for director nominees must be received between January 20, 2017 and February 19, 2017, and should include: (i) the candidate’s written consent to being named in the Proxy Statement as a nominee andto serve as a director if elected, (ii) the name and address of the shareholder submitting the suggestion or beneficial owner on whose behalf the proposed candidate is being suggested for nomination, and (iii) the class and number of our shares owned beneficially and of record by the shareholder or beneficial owner submitting the suggestion. The Nominating and Corporate Governance Committee will consider candidates suggested by shareholders on the same terms as candidates selected by the Nominating and Corporate Governance Committee.

BOARD COMMITTEE CHARTERS, CORPORATE GOVERNANCE
GUIDELINES AND CODE OF BUSINESSCONDUCT AND ETHICS

Each of the Board’s Audit Committee, Compensation and Human Capital Committee, and Nominating and Corporate Governance Committee operateoperates under a written charterscharter adopted by the Board. The Board has also adopted written Corporate Governance Guidelines in accordance with listing requirements of the New York Stock Exchange and a written Code of Business Conduct and Ethics that applies to directors, management and employees of the Company. We have made

available copies of our BoardCommitteeBoard Committee Charters, Corporate Governance Guidelines and Code of Business Conduct and Ethics on our website at www.tangeroutlets.com by first clicking on “INVESTOR RELATIONS”, then “CORPORATE OVERVIEW”“GOVERNANCE”, and then “GOVERNANCE DOCUMENTS”.DOCUMENTS.” Copies of these documents may also be obtained by sending a request in writing to Tanger Factory Outlet Centers, Inc., 3200 Northline Avenue, Suite 360, Greensboro, North Carolina 27408, Attn: Corporate Secretary.

HOUSEHOLDING OF PROXY MATERIALS

The SEC permits a single set of annual reports, proxy statements, and Noticesmaterials to be sent to any householdaddress at which two or more shareholders reside, if itreside. This delivery method is believed the shareholders are members of the same family.referred to as “householding.” Each shareholder would receive a separate voter instruction form if you havethe household received printed proxy materials. This procedure, referred to as householding, reduces the volume of duplicate information shareholders receive and reduces mailing and printing costs. A number of brokerage firms have instituted householding. Only one copy of the Notice will be sent to certain beneficial shareholders who share a single address, unless any shareholder residing at that address gave contrary instructions.

Depending upon the practices of your broker, bank or other nominee, you may be required to contact themyour nominee directly to discontinue duplicate mailings to your household. If you wish to revoke your consent to householding,receive a separate copy of an annual report, Proxy Statement, or Notice of Internet Availability of Proxy Materials, as applicable, you must contact your broker, bank or other nominee. If you hold Common Shares in your own name as a shareholder of record,

householding will not apply to you. ExtraWe agree to deliver promptly, upon written or oral request, a separate set of proxy materials, as requested, to any shareholder at the shared address to which a single set of those documents was delivered. If you prefer to receive separate copies of anythe annual report, Proxy Statement information statement or Notice Regarding theof Internet Availability of Proxy Materials they may be obtained free of charge by calling our Investor Relations Department at (336) 834-6892 or sending your request to the attention of the Secretary of the Company at 3200 Northline Avenue, Suite 360, Greensboro, NC 27408.

If you are currently a shareholder sharing an address with another shareholder and wish to receive only one set of future proxy materials for your household, please contact the above phone number or address.

ANNUAL REPORT ON FORM 10-K

A copy of our Annual Report on Form 10-K for the year ended December 31, 2020, including financial statements and schedules, but not including exhibits, as filed with the SEC, will be sent to any shareholder of record on March 24, 2021 without charge upon written request addressed to: Corporate Secretary, 3200 Northline Avenue, Suite 360, Greensboro, NC 27408.

A reasonable fee will be charged for copies of exhibits. You may also access this Proxy Statement and our Annual Report on Form 10-K at http://www.edocumentview.com/SKT. You also may access our Annual Report on Form 10-K for the year ended December 31, 2020 at www.tangeroutlets.com.

OTHER BUSINESS

We know of no other business which will come before the meeting for action. However, if any business other than that described in thethis Proxy Statement comes beforethebefore the meeting, the persons designated as proxies will have authority to vote in accordance with their best judgment with respect to such business.

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APPENDIX A - DEFINITIONS AND RECONCILIATIONS OF GAAP AND
NON-GAAP FINANCIAL MEASURES

Beginning with the three months ended March 31, 2020, we elected to supplement our disclosure with three additional non-GAAP measures, Adjusted EBITDA, EBITDAre and Adjusted EBITDAre (each as defined below), that are commonly provided in the REIT industry. See “Adjusted EBITDA, EBITDAre and

Adjusted EBITDAre” below for more information. We also now refer to Adjusted Funds from Operations (“AFFO”) as Core Funds From Operations (“Core FFO”), but there has been no change to the definition of this measure.

FUNDS FROM OPERATIONS

Funds From Operations (“FFO”) is a widely used measure of the operating performance for real estate companies that supplements net income (loss) determined in accordance with GAAP. We determine FFO based on the definition set forth by the National Association of Real Estate Investment Trusts (“NAREIT”), of which we are a member. In December 2018, NAREIT issued “NAREIT Funds From Operations White Paper - 2018 Restatement” which clarifies, where necessary, existing guidance and consolidates alerts and policy bulletins into a single document for ease of use. NAREIT defines FFO as net income (loss) available to the Company’s common shareholders computed in accordance with GAAP, excluding (i) depreciation and amortization related to real estate, (ii) gains or losses from sales of certain real estate assets, (iii) gains and losses from change of control, (iv) impairment write-downs of certain real estate assets and investments in entities when the impairment is directly attributable to decreases in the value of depreciable real estate held by the entity and (v) after adjustments for unconsolidated partnerships and joint ventures calculated to reflect FFO on the same basis.

FFO is intended to exclude historical cost depreciation of real estate as required by GAAP which assumes that the value of real estate assets diminishes ratably over time. Historically, however, real estate values have risen or fallen with market conditions. Because FFO excludes depreciation and amortization of real estate assets, gains and losses from property dispositions and extraordinary items, it provides a performance measure that, when compared year over year, reflects the impact to operations from trends in occupancy rates, rental rates, operating costs, development activities and interest costs, providing perspective not immediately apparent from net income (loss).

We present FFO because we consider it an important supplemental measure of our operating performance. In addition, a portion of cash bonus compensation to certain members of management is based on our FFO or Core FFO,

which is described in the section below. We believe it is useful for investors to have enhanced transparency into how we evaluate our performance and that of our management. In addition, FFO is frequently used by securities analysts, investors and other interested parties in the evaluation of REITs, many of which present FFO when reporting their results. FFO is also widely used by us and others in our industry to evaluate and price potential acquisition candidates. NAREIT has encouraged its member companies to report their FFO as a supplemental, industry-wide standard measure of REIT operating performance.

FFO has significant limitations as an analytical tool, and you should not consider it in isolation, or as a substitute for analysis of our results as reported under GAAP. Some of these limitations are:

IMPORTANT•	FFO does not reflect our cash expenditures, or future requirements, for capital expenditures or contractual commitments;
•	FFO does not reflect changes in, or cash requirements for, our working capital needs;
•	Although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future, and FFO does not reflect any cash requirements for such replacements; and
•	Other companies in our industry may calculate FFO differently than we do, limiting its usefulness as a comparative measure.

Because of these limitations, FFO should not be considered as a measure of discretionary cash available to us to invest in the growth of our business or our dividend paying capacity. We compensate for these limitations by relying primarily on our GAAP results and using FFO only as a supplemental measure.

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Available 24 hoursCORE FUNDS FROM OPERATIONS

We present Core FFO (formerly referred to as AFFO) as a day, 7 days a week!

Insteadsupplemental measure of mailing your proxy,our performance. We define Core FFO as FFO further adjusted to eliminate the impact of certain items that we do not consider indicative of our ongoing operating performance. These further adjustments are itemized in the table below, if applicable. You are encouraged to evaluate these adjustments and the reasons we consider them appropriate for supplemental analysis. In evaluating Core FFO you should be aware that in the future we may choose oneincur expenses that are the same as or similar to some of the voting methods outlined belowadjustments in this presentation. Our presentation of Core FFO should not be construed as an inference that our future results will be unaffected by unusual or non-recurring items.

We present Core FFO because we believe it assists investors and analysts in comparing our performance across reporting periods on a consistent basis by excluding items that we do not believe are indicative of our core operating performance. In addition, we believe it is useful for investors to vote your proxy.have enhanced transparency into how we evaluate management’s performance and the effectiveness of our business strategies. We use Core FFO when certain material, unplanned transactions occur as a factor in evaluating management’s performance and to evaluate the effectiveness of our business strategies, and may use Core FFO when determining incentive compensation.

Core FFO has limitations as an analytical tool. Some of these limitations are:

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•	Core FFO does not reflect our cash expenditures, or future requirements, for capital expenditures or contractual commitments;
•	Core FFO does not reflect changes in, or cash requirements for, our working capital needs;
•	Although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future, and Core FFO does not reflect any cash requirements for such replacements;
•	Core FFO does not reflect the impact of certain cash charges resulting from matters we consider not to be indicative of our ongoing operations; and
•	Other companies in our industry may calculate Core FFO differently than we do, limiting its usefulness as a comparative measure.

Because of these limitations, Core FFO should not be considered in isolation or as a substitute for performance measures calculated in accordance with GAAP. We compensate for these limitations by relying primarily on our GAAP results and using Core FFO only as a supplemental measure.

PORTFOLIO NET OPERATING INCOME AND SAME CENTER NOI

We present portfolio net operating income (“Portfolio NOI”) and same center net operating income (“Same Center NOI”) as supplemental measures of our operating performance. Portfolio NOI represents our property level net operating income which is defined as total operating revenues less property operating expenses and excludes termination fees and non-cash adjustments including straight-line rent, net above and below market rent amortization, impairment charges and gains or losses on the sale of assets recognized during the periods presented. We define Same Center NOI as Portfolio NOI for the properties that were operational for the entire portion of both comparable reporting periods and which were not acquired, or subject to a material expansion or non-recurring event, such as a natural disaster, during the comparable reporting periods.

We believe Portfolio NOI and Same Center NOI are non-GAAP metrics used by industry analysts, investors and management to measure the operating performance of our properties because they provide performance measures directly related to the revenues and expenses involved in owning and operating real estate assets and provide a perspective not immediately apparent from net income (loss), FFO or Core FFO. Because Same Center NOI excludes properties developed, redeveloped, acquired and sold; as well as non-cash adjustments, gains

or losses on the sale of outparcels and termination rents; it highlights operating trends such as occupancy levels, rental rates and operating costs on properties that were operational for both comparable periods. Other REITs may use different methodologies for calculating Portfolio NOI and Same Center NOI, and accordingly, our Portfolio NOI and Same Center NOI may not be comparable to other REITs.

Portfolio NOI and Same Center NOI should not be considered alternatives to net income (loss) or as an indicator of our financial performance since they do not reflect the entire operations of our portfolio, nor do they reflect the impact of general and administrative expenses, acquisition-related expenses, interest expense, depreciation and amortization costs, other non-property income and losses, the level of capital expenditures and leasing costs necessary to maintain the operating performance of our properties, or trends in development and construction activities which are significant economic costs and activities that could materially impact our results from operations. Because of these limitations, Portfolio NOI and Same Center NOI should not be viewed in isolation or as a substitute for performance measures calculated in accordance with GAAP. We compensate for these limitations by relying primarily on our GAAP results and using Portfolio NOI and Same Center NOI only as supplemental measures.

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ADJUSTED EBITDA, EBITDAre AND ADJUSTED EBITDAre

We present Earnings Before Interest, Taxes, Depreciation and Amortization (“EBITDA”) as adjusted for items described below (“Adjusted EBITDA”), EBITDA for Real Estate (“EBITDAre”) and Adjusted EBITDAre, all non-GAAP measures, as supplemental measures of our operating performance. Each of these measures is defined as follows:

We define Adjusted EBITDA as net income (loss) available to the Company’s common shareholders computed in accordance with GAAP before interest expense, income taxes (if applicable), depreciation and amortization, gains and losses on sale of operating properties, joint venture properties, outparcels and other assets, gains and losses on change of control, impairment write-downs of depreciated property and of investment in unconsolidated joint ventures caused by a decrease in value of depreciated property in the affiliate, compensation related to voluntary retirement plan and executive officer retirement, gains and losses on extinguishment of debt, net and other items that we do not consider indicative of the Company’s ongoing operating performance.

We determine EBITDAre based on the definition set forth by NAREIT, which is defined as net income (loss) available to the Company’s common shareholders computed in accordance with GAAP before interest expense, income taxes (if applicable), depreciation and amortization, gains and losses on sale of operating properties, gains and losses on change of control and impairment write-downs of depreciated property and of investment in unconsolidated joint ventures caused by a decrease in value of depreciated property in the affiliate and after adjustments to reflect our share of the EBITDAre of unconsolidated joint ventures.

Adjusted EBITDAre is defined as EBITDAre excluding gains and losses on extinguishment of debt, net, compensation related to voluntary retirement plan and executive officer retirement, gains and losses on sale of outparcels, and other items that that we

do not consider indicative of the Company’s ongoing operating performance.

We present Adjusted EBITDA, EBITDAre and Adjusted EBITDAre as we believe they are useful for investors, creditors and rating agencies as they provide additional performance measures that are independent of a Company’s existing capital structure to facilitate the evaluation and comparison of the Company’s operating performance to other REITs and provide a more consistent metric for comparing the operating performance of the Company’s real estate between periods.

Adjusted EBITDA, EBITDAre and Adjusted EBITDAre have significant limitations as analytical tools, including:

Vote•	They do not reflect our interest expense;
•	They do not reflect gains or losses on sales of operating properties or impairment write-downs of depreciated property and of investment in unconsolidated joint ventures caused by Internet ●Go to www.envisionreports.com/SKT ●Or scana decrease in value of depreciated property in the QR code with your smartphone ●Follow the steps outlinedaffiliate;
•	Adjusted EBITDA and Adjusted EBITDAre do not reflect gains and losses on the secure websiteextinguishment of debt and other items that may affect operations; and
•	Other companies in our industry may calculate these measures differently than we do, limiting its usefulness as a comparative measure.

Because of these limitations, Adjusted EBITDA, EBITDAre and Adjusted EBITDAre should not be considered in isolation or as a substitute for performance measures calculated in accordance with GAAP. We compensate for these limitations by relying primarily on our GAAP results and using Adjusted EBITDA, EBITDAre and Adjusted EBITDAre only as supplemental measures.

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