Disclosure of Key Human Capital Management Indicators | Interfaith Center on Corporate Responsibility

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<h4>Resolution Details</h4>
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<strong>Company:</strong>
<p>Bloomin' Brands Inc.</p>
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<strong>Year:</strong>
<p>2026 </p>
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<strong>Issue Area:</strong>
<p>Inclusiveness </p>
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<strong>Focus Area:</strong>
<p>Human Capital Risk Management, Workplace Equity </p>
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<strong>Status:</strong>
<p>Filed</p>
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<h2>Resolution Text</h2>
<p><strong>BE IT RESOLVED:  </strong>Shareholders request that Bloomin’ Brands Inc (“the Company”) publish annual reporting, prepared at reasonable cost and excluding proprietary information, disclosing its employee retention rates by the categories the Company is currently required to track under applicable state or federal laws, such as veteran status, age, gender, race, and disability status. </p>
<p><strong>SUPPORTING STATEMENT:  </strong>This request seeks disclosure only; it does not seek changes to any particular retention programs, targets, or operational decisions, and it leaves decisions about formats, baselines, and benchmarking to the Company’s discretion. The reporting may be added to existing investor-facing reports and, at management discretion, could usefully include definitions, methodology, and commentary on trends that materially affect retention and workforce stability.</p>
<p><strong>WHEREAS:  </strong>While Bloomin’ Brands discloses workforce diversity by age, race, and gender, it does not currently provide investors with information on whether it successfully retains talent across demographic groups. As of January 2024, the 10-year average annual restaurant industry turnover rate was 79.6%.[1]  High turnover is especially costly in the restaurant sector. </p>
<p>As employees leave, they take with them institutional knowledge, customer relationships, and process memory. High turnover also imposes recruitment, onboarding, and training costs.  Gallup estimates employee-related turnover costs at 40% of annual salary for frontline workers.[2] Direct training costs do not reflect the on-the-job time needed by new employees before they are able to contribute fully. </p>
<p>Frequent staffing disruption also impairs operational efficiency, scheduling, safety, service consistency, team cohesion, and employee morale.[3] This, in turn, can hurt sales, customer satisfaction, and brand reputation.[4] It is hard to quantify the harms of lowered morale, pre-exit behavior of departing employees, and the costs of errors made by overburdened workers in understaffed restaurants.[5] In high-volume periods (e.g. weekends, holidays), understaffing due to turnover has outsized negative impacts on revenue and guest experience.[6]</p>
<p>When a business can retain employees more consistently, those efficiencies may free up resources for customer service and investment in growth. Reducing separation rates also allows more investment per employee (training, development, cross-skilling) and the ability to build and deepen employee skills over time.</p>
<p>Employers such as Microsoft, Visa, Procter & Gamble, Bank of America, Netflix, and Pfizer already disclose retention or attrition data by demographic group. The collection and assessment of retention rate data is possible in all major workforce management databases; it is a standard human resource practice.</p>
<p>Retention is a forward-looking signal of human capital and overall business health; it is far more valuable to investors than static head counts alone. Strong retention signals a healthy internal culture; one where employees have confidence in the future of the company. Aggregate workforce representation data (such as the EEO-1 form) is important to show who is in the workforce at a moment in time, but retention rate data, by demographic group, shows whether any group is exiting disproportionately.</p>
<p>[1] https://pos.toasttab.com/blog/on-the-line/restaurant-turnover-rate </p>
<p>[2] https://www.gallup.com/workplace/646538/employee-turnover-preventable-often-ignored.aspx</p>
<p>[3] https://www.researchgate.net/publication/211392097_The_Cost_of_Employee_Turnover</p>
<p>[4] https://www.gallup.com/workplace/646538/employee-turnover-preventable-often-ignored.aspx</p>
<p>[5] https://www.researchgate.net/publication/211392097_The_Cost_of_Employee_Turnover</p>
<p>[6] https://www.nber.org/system/files/working_papers/w26179/w26179.pdf </p>

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<h3>Lead Filer</h3>
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<div class=”views-field views-field-nothing”><span class=”field-content”> Meredith Benton</span></div><div class=”views-field views-field-title views-field-field-shareholder”><span class=”field-content”>As You Sow</span></div>
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