The value of the Ferguson brand is directly linked to the quality of its 32,000 associates. As the company has stated, ?Our reputation for providing extraordinary customer service and delivering the industry?s most comprehensive mix of quality products and services is built on the dedication and innovative thinking of our people.? [1] It has also written, ?Our associates are fundamental to the long-term success of the Company. We continue to invest in the development of our associates and are committed to attracting, developing, engaging and retaining the best talent.? [2] While Ferguson currently discloses aggregated workforce composition data by gender and ?minority? status, it does not currently provide investors with information on whether it successfully retains talent across demographic groups. High turnover imposes recruitment, onboarding, and training costs. Gallup estimates employee-related turnover costs at 40% of annual salary for frontline workers. [3] As employees leave, they take with them institutional knowledge, customer relationships, and process memory. Direct training costs do not reflect the on-the-job time needed by new employees before they are able to contribute fully. Frequent staffing disruption also impairs operational efficiency, scheduling, safety, service consistency, team cohesion, and employee enthusiasm. [4] 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. Retention is a forward-looking signal of human capital and overall business health; Strong retention rates signal a healthy internal culture; one where employees have confidence in the future of the company. Employers such as Microsoft, Visa, Procter & Gamble, Bank of America, Netflix, and Pfizer already disclose retention or attrition data by demographic group, showing whether any demographic is exiting disproportionately. The collection and assessment of retention rate data is possible in all major workforce management databases; it is a standard human resource practice. Human capital management reflects a company?s contribution to economic security, job quality, and fair employment practices, which are recognized public policy concerns. Retention rates are a clear indicator of the success of a company?s human capital management practices, as well as its potential for future growth. Additionally, employee retention reflects systemic workforce stability and economic resilience, rising beyond routine operational matters. A note on the request: 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, benchmarking, and disclosure location to the Company?s discretion. [1] https://www.ferguson.com/content/corporate-information/careers/ [2] https://www.sec.gov/ix?doc=/Archives/edgar/data/0002011641/000201164125000027/ferg-20250731.htm` [3] https://www.gallup.com/workplace/646538/employee-turnover-preventable-often-ignored.aspx [4] https://www.researchgate.net/publication/211392097_The_Cost_of_Employee_Turnover;