NYSE: EAT

Our average annual net sales per Company-owned Chili’s restaurant during fiscal 2026 was $5.0 million, and the average revenue per meal, including alcoholic beverages, was approximately $23.12 per guest. Food and non-alcoholic beverage sales accounted for 91.1% of Chili’s Company sales in fiscal 2026 with alcoholic beverage sales accounting for the remainder.

Maggiano’s Little Italy

Maggiano’s is a full-service, national restaurant brand offering Italian American favorites through both a la carte and Family Style dining. The brand serves guests across a variety of occasions, from everyday lunch and dinner to special events and celebrations with family and friends. Each Maggiano’s location is designed to create a welcoming atmosphere, and feature dedicated banquet spaces that support celebrations, business gatherings, and other large-party occasions. Maggiano’s menu features Italian American favorites, prepared in a scratch-made kitchen, with a focus on abundant portions, complemented by a robust wine list and handcrafted cocktails.

Our average annual sales per Maggiano’s restaurant in fiscal 2026 was $9.5 million and the average revenue per meal, including alcoholic beverages, was approximately $41.36 per guest. Food and non-alcoholic beverage sales accounted for 87.4% of Maggiano’s Company sales for fiscal 2026 with alcoholic beverage sales accounting for the remainder.

Business Strategy

We are committed to strategies and a Company culture that we believe will grow sales, increase profits, bring back guests and engage team members. Our strategies and culture are intended to strengthen our position in casual dining and grow our core business over time.

Chili’s

Our strategy is to make everyone feel special through a fun atmosphere, delicious food and drinks, and Chilihead hospitality. We are making work at Chili’s easier, more fun and more rewarding for our team members so that they are more engaged and provide a better experience for our guests. One way we have done this is by eliminating tasks that were unnecessary and did not add value to our guests. We have also simplified our menu to focus on core equities we believe can help grow sales—burgers, fajitas, Chicken Crispers, margaritas, and the Triple Dipper. Our team members can make our core menu items better and more consistently because we have fewer menu items that need to be perfected. We have a flexible platform of value offerings at both lunch and dinner that we believe is

compelling to our guests. Our “3 for Me” platform allows guests to enjoy a non-alcoholic drink, an appetizer and certain entrées starting at just $10.99. We believe our value offerings will continue to be an important traffic driver in the current economic circumstances, and we will continue to highlight this value in our marketing efforts. We have increased menu pricing in other areas in light of the inflationary challenges, and we have also improved menu offerings to incentivize our guests to purchase higher-priced items. Another priority is having clean and well-maintained restaurants that provide an inviting atmosphere for team members to work and guests to dine.

We are improving our hospitality by scheduling more team members per shift to serve our guests and by improving systems and technology that can help with our order accuracy and guest experience. In addition, Chili’s has focused on a seamless digital experience as our guests’ preferences and expectations around dining convenience have evolved in recent years. Investments in our technology and off-premise options have enabled us to provide a faster, more convenient dine-in experience and to offer more To-Go and delivery options for our guests. Our To-Go menu is available through the Chili’s mobile app, chilis.com, our delivery partners DoorDash, Uber Eats, and Grubhub, Google Food Ordering or by calling the restaurant directly.

In dining rooms, we use tabletop devices with functionality for guests to pay at the table, provide guest feedback and interact with our My Chili’s® program. Our My Chili’s program offers free chips and salsa or a non-alcoholic beverage to members any time they visit our restaurants and allows us to communicate and advertise to our guests through email and text. Our servers use handheld tablets to place orders for our guests, increasing the efficiency of our team members and allowing orders to reach our kitchen quicker for better service to our guests.

Maggiano’s Little Italy

At Maggiano’s, the focus is improving performance and operations through the Company’s Back to Maggiano’s strategy. The strategy includes ongoing initiatives across food, service and atmosphere with the aim of revitalizing the brand’s core, serving Italian American favorites with warm and attentive service. While our dining rooms support the majority of our business, we also offer carry-out and delivery options through partnerships with delivery service providers that have made our restaurants more accessible to guests. Our restaurants also have banquet rooms to host large special events, particularly during the holiday season in the second and third quarters of the fiscal year.

Company Development

During fiscal 2026, we continued to develop our restaurant brands domestically through the opening of new Company-owned restaurants in strategically desirable markets. We concentrate on development within certain identified markets that we believe are most likely to improve our competitive position and achieve the desired level of market share, profitability, and return on invested capital. Our domestic expansion efforts focus not only on major metropolitan areas in the United States but also in smaller market areas and partnerships with franchisees to enter non-traditional locations (such as airports) that can adequately support our restaurant brands.

The restaurant site selection process is critical, and we devote significant effort to the investigation of new locations utilizing a variety of sophisticated analytical techniques. Members of each brand’s executive team inspect, review, and approve each restaurant site prior to its leasing or acquisition for that brand. Our process evaluates a variety of factors, including:

•Trade area demographics, such as target population density and household income levels;

•Physical site characteristics, such as visibility, accessibility and traffic volume;

•Relative proximity to activity centers, such as shopping centers, hotel and entertainment complexes and office buildings; and

•Supply and demand trends, such as proposed infrastructure improvements, new developments and existing and potential competition.

The specific rate at which we are able to open new restaurants is determined, in part, by our success in locating satisfactory sites, negotiating acceptable lease or purchase terms, securing appropriate local governmental permits and approvals, and our capacity to supervise construction and efficiently staff our restaurant openings.

The following table illustrates total Company-owned restaurants, fiscal 2026 openings, and fiscal 2027 projected openings:

Fiscal Year Openings Projected Openings

Total Open Restaurants at

June 24, 2026 June 25, 2025 Fiscal 2026 Fiscal 2027

Company-owned restaurants

Chili’s domestic 1,110 1,109 6 4

Chili’s international 4 4 — —

Maggiano’s domestic 49 49 — —

Total Company-owned 1,163 1,162 6 4

We periodically evaluate the financial performance of Company-owned restaurants to assess whether performance has fallen below our minimum standards. In the event that a restaurant’s financial performance falls below expectations, each brand makes a concerted effort to improve the restaurant’s performance by providing physical, operating, and marketing enhancements unique to each restaurant’s situation. In some cases, the brand considers relocation to a proximate, more desirable site, or evaluates closing the restaurant if the brand’s measurement criteria, such as cash flow and area demographic trends, do not support relocation. During fiscal 2026, the Company closed one Maggiano's restaurant and reopened the same restaurant as part of a relocation. We also permanently closed five Company-owned Chili’s restaurants that were performing below our standards or where we were unable to reach mutually agreeable terms for an extended lease for these locations. Our strategic plan is targeted to support our long-term growth objectives, with a focus on continued development of those restaurant locations that have the greatest return potential for the Company and our shareholders.

During fiscal 2026, Chili’s initiated the “modern Greenville” re-image program designed to bring the brand back to its first Chili’s built in 1975 on Greenville Avenue. The new design features updated exteriors, reconfigured dining rooms, and operational upgrades to handle more guest traffic. The program aims to remodel approximately 60-80 restaurants in fiscal 2027 and then approximately 10% of the restaurant fleet annually. Chili’s is also focused on new unit growth, and is establishing a pipeline of future sites to accelerate restaurant openings beginning in fiscal 2028. Additionally, on June 1, 2026, we executed an asset purchase agreement with a franchisee for the acquisition of 12 Chili’s restaurants located in Alabama and Mississippi, including the real estate for six of the locations. The transaction is expected to close on August 27, 2026. Refer to Note 1 - Nature of Operations and Summary of Significant Accounting Policies within Part II, Item 8 - Financial Statements and Supplementary Data, Notes to Consolidated Financial Statements for more information. Future projections remain subject to change.

Franchise Development

International Franchises

Our Chili’s international franchise agreements provide for development fees and initial franchise fee revenues in addition to subsequent royalty fee revenues based on the gross sales of each restaurant. International growth is driven by development agreements with new and existing franchise partners. This growth introduces Chili’s to new countries and expands the brand within our existing markets. As of June 24, 2026, we have 19 active development arrangements, including two new development arrangements entered into during fiscal 2026. We plan to strategically pursue expansion of Chili’s internationally in areas where we see the most growth opportunities. We expect future agreements to remain limited to enterprises that demonstrate a proven track record as a restaurant operator and showcase financial strength that can support a multi-unit development agreement.

Domestic Franchises

Similar to our international agreements, a typical domestic franchise agreement provides for initial franchise fee revenues in addition to subsequent royalty and advertising fee revenues based on the gross sales of each restaurant. New domestic franchise locations are generally approved on a case-by-case basis through site consent letters prior to the development of a new location.

The following table illustrates total franchise-operated restaurants, fiscal 2026 openings, and fiscal 2027 projected new Chili’s franchise locations. The fiscal 2027 projected openings remain subject to change.

Fiscal Year Openings Projected Openings

Total Open Restaurants at

June 24, 2026 June 25, 2025 Fiscal 2026 Fiscal 2027

Franchise restaurants

Chili’s domestic 99 99 4 1-2

Chili’s international 370 364 23 25-30

Maggiano’s domestic 3 3 — —

Total franchise 472 466 27 26-32

The following table shows the proportion of domestic, international, and total franchise-operated Chili's restaurants to the respective total company-owned and franchise-operated Chili’s restaurants, as of June 24, 2026:

Domestic International Overall

Franchise-operated restaurants 8.2 % 98.9 % 29.6 %

Restaurant Management

Our Chili’s and Maggiano’s brands have separate designated teams who support each brand, including operations, brand recruiting, finance, marketing, culinary innovation and franchise. We believe these strategic, brand-focused teams foster the identities of the individual and uniquely positioned brands. To maximize efficiencies, brands continue to utilize common and shared infrastructure, including, among other services, information technology, human capital management, accounting, legal, purchasing, and restaurant development.

At the restaurant level, management structure varies by brand. A typical Chili’s restaurant is led by a management team including a general manager and two to four additional managers. Each Chili’s restaurant is overseen by a Director of Operations and Vice President of Operations, collectively “Regional Management”, who directly or indirectly report to the brand’s Chief Operating Officer. A typical Maggiano’s restaurant is led by an executive chef partner and two to three additional chefs. Each Maggiano’s restaurant is overseen by a Director of Operations and Regional Operations Chef, collectively “Regional Management”, who directly or indirectly report to the brand’s Chief Operating Officer.

The level of restaurant supervision depends upon the operating complexity and traffic of individual locations. We believe there is a high correlation between the quality of restaurant management and the long-term success of a brand. In that regard, we encourage longer tenure at all management positions through various short and long-term incentive programs, which may include equity ownership. These programs, coupled with a general management philosophy emphasizing quality of life, have enabled us to attract and retain key team members.

We strive to provide consistent quality standards in our brands through the issuance of operational manuals covering all elements of operations and food and beverage manuals, which provide guidance for preparation of brand-formulated recipes. Routine restaurant visits by Regional Management and brand and executive leadership enforce strict adherence to our overall brand standards and operating procedures and also create an opportunity to capture and act on feedback so we continue to improve. Each brand is responsible for maintaining their operational training program. Depending on the brand, the training program typically includes a training period of two to three months for restaurant management trainees, as well as special training for high-potential team members and managers. We also provide recurring management training for managers and supervisors to improve effectiveness or prepare them for more responsibility.

Supply Chain and Quality Assurance

Our ability to maintain consistent quality and continuity of supply throughout each restaurant brand depends upon acquiring products from reliable sources. Our approved suppliers and our restaurants are required to adhere to strict

product and safety specifications established through our quality assurance and culinary programs. These requirements are intended to promote serving high-quality products in each of our restaurants. We strategically negotiate directly with major suppliers to obtain competitive prices. We also use purchase agreements when appropriate to stabilize the potentially volatile pricing associated with certain commodity items. All essential products are available from pre-qualified distributors to be delivered to our restaurant brands. Although we have not experienced significant supply chain disruptions given recent market conditions, we have experienced limited product shortages in our supply chain.

Additionally, as a purchaser of a variety of food products, we require our suppliers to adhere to our supplier code of conduct, which sets forth our expectation of business integrity, food safety and food ingredients, animal welfare and sustainability. Due to the relatively rapid turnover of perishable food products and inventories in the restaurants, which consist primarily of food, beverages and supplies, our inventories have a modest aggregate dollar value in relation to revenues. Internationally, our franchisees may encounter cultural and regulatory differences resulting in variances with product specifications for international restaurant locations.

Government Regulations

We are subject to numerous federal, state, local, and, in connection with our international franchise operations, foreign laws and regulations affecting our business. Each of our restaurants must satisfy licensing and operating requirements imposed by governmental authorities, including those governing health, sanitation, food safety, labor, and accessibility, and the development of new restaurants is further subject to zoning, land-use, environmental, and similar requirements. In addition, a portion of our revenues is derived from the sale of alcoholic beverages, the sale of which is regulated by state and local licensing authorities. These licenses generally must be renewed periodically and may be suspended or revoked. We are also subject to a broad range of federal and state labor and employment laws, including those relating to minimum wage, overtime, tip credits, paid leave, working conditions, work authorization and immigration status, and anti-discrimination, as well as laws relating to menu labeling and nutritional disclosure, data privacy and the security of guest and employee information. For a further discussion of the risks of a failure by us to comply with applicable laws and regulations, refer to Item 1A - Risk Factors.

Advertising and Marketing

Chili’s primary focus for developing menu innovation and targeting our digital advertising and loyalty program direct promotions are Millennial families and Gen Z – both of which desire quality food, abundant value and a service experience that allows them to connect with family and friends. These two cohorts represent a significant percentage of our guest base today and, we believe, will only grow in importance in the years ahead. In order to reach these audiences, we updated our strategy in recent years to include significant investments in television, streaming, digital video and social media. In fiscal 2025 and fiscal 2026, we have continued various advertising campaigns on several platforms that highlight our different value offerings.

Our domestic Chili’s franchise agreements generally require advertising contributions to us by the franchisees. We use these contributions, in conjunction with Company funds, for the purpose of retaining advertising agencies, obtaining consumer insights, developing and producing brand-specific creative materials and purchasing national or regional media to meet the brand’s strategies. Some franchisees also spend additional amounts on local advertising. Any such local advertising is required to be approved by us.

Maggiano’s primarily targets guests from affluent households who live and work around the higher-end malls where the majority of Maggiano’s restaurants are located. Maggiano’s relies on digital marketing, direct marketing, social media and word of mouth to advertise.

Seasonality

Our business has historically been seasonal and experienced fluctuation in sales volume during the fiscal year. The highest sales are generally observed during the winter and the spring months, whereas the summer and the fall months are accompanied by lower sales. Moreover, factors such as inclement weather conditions, natural disasters, and timing of holidays tend to impact this seasonality by region.

Sustainability

Building sustainable value for all of our stakeholders has always been a key part of our business strategy. Our ability to sustainably deliver profits to shareholders is built on a foundation of our mission of investing in and caring for all of our team members, safely serving great quality food to our guests and acting responsibly in all that we do. Our Board’s Governance and Nominating Committee oversees and provides input on the sustainability strategic framework, goals and initiatives, as well as reviews sustainability metrics and results. For more information, please review our Sustainability report on our Sustainability page on our website at www.brinker.com. The contents of the Sustainability report and our website are not incorporated by reference into this Form 10-K.

Human Capital Management

Our Board’s Talent and Compensation Committee reviews our talent management strategies and overall organization culture.

Our employee base as of June 24, 2026, consisted of 85,003 team members, including 723 restaurant support center team members, 5,125 restaurant management team members, with the remainder being hourly team members. Of our hourly team members, approximately 18% are full-time and 82% are part-time employees. Our team members are not covered by any collective bargaining agreements. Our executive officers have an average of more than 21 years of experience in the restaurant industry.

For decades, our culture has been built on our purpose of making people feel special, and that starts with our team members. We affectionately call them Brinkerheads, Chiliheads or Maggiano’s Teammates, and we know that when they feel their best, they provide great food and service to our guests. Our motto is “Life is Short, Work Happy,” and we believe that attracting, developing, and retaining the best team members is a key component to our culture.

We seek to attract team members with competitive pay and benefits and then support their wellbeing by providing resources and opportunities to help them be their best with our Be Well initiatives. These initiatives are focused around four key areas of wellbeing: career, financial, physical/emotional, and community. In addition to our career development programs, annual fitness reimbursements for salaried team members, 401(k) plan, and free mental health counselling for those enrolled in our benefits plans, we provide resources and opportunities to raise millions of dollars annually for charitable causes.

We strive to help our team members turn their jobs into lasting careers by providing development programs for each of our new managers, managers preparing to become general managers, and general managers preparing to become directors of operations. During fiscal 2026, approximately 87% of our new general managers were promoted from our existing team members. Our no-cost education program, Best You EDU™, provides GED, associate degree programs, and other educational benefits. Best You EDU is available to all team members on their first day of employment.

Information Technology

We leverage information technology to support our restaurant operations, enhance the guest experience, and improve operational efficiency across our business. Our technology platforms enable digital and contactless guest experiences through mobile applications, tabletop and handheld devices, and integrated restaurant systems.

Our restaurant operators utilize back-office systems that support inventory management, forecasting, demand planning, and labor productivity. Our service desk supports the needs of both our restaurant support center and our restaurant locations.

Our technology infrastructure is designed to support business continuity and scalability. We operate geographically dispersed data centers and maintain systems across multiple cloud environments, providing resiliency, flexibility, and the ability to scale our infrastructure in support of business growth. Our technology environment consists of a combination of internally developed and third-party software, and our teams develop and maintain integration frameworks to support interoperability across platforms.

We believe our information systems are sufficient to support our current business operations and strategic initiatives, and we continue to evaluate and enhance our technology capabilities in alignment with the Company’s strategic and financial priorities.

In fiscal 2026, we upgraded our restaurant network architecture and increased bandwidth across our locations to improve system stability, reliability, and resiliency.

Trademarks

We have registered, among other marks, “Brinker International”, “Chili’s” and “Maggiano’s” as trademarks with the United States Patent and Trademark Office.

Available Information

We maintain a website with the address of https://www.brinker.com. You may obtain at our website, free of charge, copies of our reports filed with, or furnished to, SEC on Forms 10-K, 10-Q and 8-K. The SEC also maintains a website, with the address of www.sec.gov, which contains reports, proxy and information statements, and other information filed electronically or furnished to the SEC.

In addition, you may view and obtain, free of charge, at our website, copies of our corporate governance materials, including: Corporate Governance Guidelines, Audit Committee Charter, Talent & Compensation Committee Charter, Governance & Nominating Committee Charter, Code of Conduct for the Board of Directors, Brinker International Inc. Code of Conduct - Making People Feel Special, Brinker Reporting and Whistleblower Policy, FCPA and Anti-Corruption Policy, Policy Governing the Improper Use of Material Nonpublic Information and Trading in Brinker’s Securities, Supplier Code of Conduct, Policy Regarding Shareholder Meetings, and Human Rights Policy. The information contained on our website is not a part of this Annual Report on Form 10-K.