Bloomin’ Brands Provides Interim Business Update Related to COVID-19
Reports Strengthening Sales Trends and Cash Flow
Announces 2020 Q2 Financial Results
Statement from
Our priorities remain unchanged as we continue to address these challenging times. We are focused on taking care of our people and serving food in a safe environment that protects both our Team Members and customers.
The investments made over the past several years to enhance the customer experience and rapidly pursue the emerging delivery opportunity have been critical to our success in navigating this pandemic. At the onset of this pandemic in March, we were able to quickly pivot to an off-premises only business model as dining rooms were forced to close. The rapid growth we experienced in off-premises sales allowed us to keep substantially all of our locations open during this time.
Starting in May, states began the process of partially re-opening their economies. Our decision to not furlough any employees during this pandemic has allowed us to quickly prepare our restaurants to re-open dining rooms in a safe and efficient manner. As of
Recently, there has been a significant increase in reported COVID cases in certain states, including
Despite these recent developments and the challenging environment that remains, we are looking forward to emerging as a better, stronger, operations-focused company. I am more convinced than ever of the important role that full-service restaurants will continue to play in the lives of our customers and our communities.
Recent Sales Results
The following table includes
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RESTAURANTS WITH |
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RESTAURANTS WITH |
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OPEN IN-RESTAURANT DINING |
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OFF-PREMISES DINING ONLY |
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WEEK ENDED |
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WEEK ENDED |
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Comparable restaurant sales (stores open 18 months or more): |
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Average sales volumes |
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|
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|
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|
|
|
|
|
Comparable restaurant sales |
6.8% |
|
(11.6)% |
|
(13.6)% |
|
(9.7)% |
|
(10.7)% |
|
(36.4)% |
|
(41.9)% |
|
(48.6)% |
|
(42.2)% |
|
(38.6)% |
|
Number of Restaurants |
464 |
|
491 |
|
530 |
|
525 |
|
527 |
|
99 |
|
72 |
|
33 |
|
38 |
|
36 |
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Carrabba’s |
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Average sales volumes |
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Comparable restaurant sales |
(0.7)% |
|
(16.5)% |
|
(17.3)% |
|
(15.0)% |
|
(16.5)% |
|
(32.4)% |
|
(38.5)% |
|
(40.2)% |
|
(33.5)% |
|
(33.0)% |
|
Number of Restaurants |
180 |
|
183 |
|
193 |
|
191 |
|
191 |
|
19 |
|
16 |
|
6 |
|
8 |
|
8 |
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Average sales volumes |
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|
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|
|
|
|
|
|
|
|
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Comparable restaurant sales |
(14.6)% |
|
(31.8)% |
|
(29.4)% |
|
(28.9)% |
|
(32.4)% |
|
(49.4)% |
|
(47.0)% |
|
(48.0)% |
|
(51.2)% |
|
(51.9)% |
|
Number of Restaurants |
155 |
|
156 |
|
167 |
|
162 |
|
162 |
|
26 |
|
25 |
|
14 |
|
19 |
|
19 |
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|
|
|
|
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|
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Fleming’s |
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Average sales volumes |
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|
|
|
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Comparable restaurant sales |
14.9% |
|
(26.3)% |
|
(9.6)% |
|
(24.2)% |
|
(27.4)% |
|
(50.0)% |
|
(68.3)% |
|
(44.6)% |
|
(55.3)% |
|
(51.0)% |
|
Number of Restaurants |
56 |
|
58 |
|
52 |
|
48 |
|
48 |
|
9 |
|
7 |
|
13 |
|
17 |
|
17 |
|
|
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|
|
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Combined |
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Average sales volumes |
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|
|
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|
|
|
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|
|
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Comparable restaurant sales |
2.5% |
|
(17.0)% |
|
(16.5)% |
|
(14.4)% |
|
(16.1)% |
|
(39.2)% |
|
(44.9)% |
|
(47.0)% |
|
(47.2)% |
|
(44.6)% |
|
Number of Restaurants |
855 |
|
888 |
|
942 |
|
926 |
|
928 |
|
153 |
|
120 |
|
66 |
|
82 |
|
80 |
|
_________________ (1) The week ended |
The following table includes estimated comparable restaurant sales by concept for our
|
WEEK ENDED |
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Comparable restaurant sales (stores open 18 months or more): |
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|
|
|
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|
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||||||
|
(0.8) |
% |
|
(15.7) |
% |
|
(15.7) |
% |
|
(12.0) |
% |
|
(12.6) |
% |
|
Carrabba’s |
(3.9) |
% |
|
(18.3) |
% |
|
(17.9) |
% |
|
(15.7) |
% |
|
(17.1) |
% |
|
|
(20.1) |
% |
|
(34.1) |
% |
|
(31.0) |
% |
|
(31.4) |
% |
|
(34.6) |
% |
|
Fleming’s |
3.8 |
% |
|
(32.0) |
% |
|
(20.0) |
% |
|
(35.5) |
% |
|
(35.8) |
% |
|
Combined |
(4.2) |
% |
|
(20.6) |
% |
|
(18.8) |
% |
|
(17.4) |
% |
|
(18.7) |
% |
|
_________________ (1) The week ended |
Cash Utilization and Liquidity Update
As of yesterday, our total liquidity position was
Second Quarter Diluted EPS and Adjusted Diluted EPS
The following table reconciles Diluted (loss) earnings per share attributable to common stockholders to Adjusted diluted (loss) earnings per share for the second quarter 2020 (“Q2 2020”) compared to the second quarter 2019 (“Q2 2019”).
|
Q2 |
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|
||||||||
|
2020 |
|
2019 |
|
CHANGE |
||||||
Diluted (loss) earnings per share attributable to common stockholders |
$ |
(1.05) |
|
|
$ |
0.32 |
|
|
$ |
(1.37) |
|
Adjustments |
0.31 |
|
|
0.04 |
|
|
0.27 |
|
|||
Adjusted diluted (loss) earnings per share |
$ |
(0.74) |
|
|
$ |
0.36 |
|
|
$ |
(1.10) |
|
|
|
|
|
|
|
||||||
______________ See Non-GAAP Measures later in this release. |
Our second quarter results on a GAAP and adjusted basis included
Second Quarter Financial Results
(dollars in millions) |
Q2 2020 |
|
Q2 2019 |
|
CHANGE |
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Total revenues |
$ |
578.5 |
|
|
$ |
1,021.9 |
|
|
(43.4)% |
|
|
|
|
|
|
||||
GAAP restaurant-level operating margin |
2.1 |
% |
|
15.0 |
% |
|
(12.9)% |
||
Adjusted restaurant-level operating margin (1) |
2.7 |
% |
|
15.0 |
% |
|
(12.3)% |
||
|
|
|
|
|
|
||||
GAAP operating (loss) income margin |
(19.3) |
% |
|
4.3 |
% |
|
(23.6)% |
||
Adjusted operating (loss) income margin (1) |
(13.7) |
% |
|
4.6 |
% |
|
(18.3)% |
||
___________________ (1) See Non-GAAP Measures later in this release. |
- The decrease in total revenues was primarily due to: (i) significantly lower comparable restaurant sales principally attributable to the COVID-19 pandemic, (ii) the net impact of restaurant closures and openings, (iii) lower franchise revenue and (iv) the effect of foreign currency translation of the Brazil Real relative to the
U.S. dollar.
- GAAP and Adjusted restaurant-level operating margin decreased due to: (i) significantly lower comparable restaurant sales and costs incurred in connection with the COVID-19 pandemic, including incremental delivery related costs and relief pay net of tax credits and (ii) higher labor costs and commodity inflation. These decreases are partially offset by: (i) reduced operating, advertising and utilities expense and (ii) cost savings from waste reduction initiatives.
- GAAP operating income margin decreased due to: (i) a decline in restaurant-level operating margin discussed above, (ii) sales deleveraging in connection with the COVID-19 pandemic across depreciation and amortization and general and administrative expense and (iii) asset impairment charges related to the COVID-19 pandemic. These decreases are partially offset by cost savings from our restructuring and transformation initiatives. Item (iii) from above was excluded from our adjusted operating income margin.
Second Quarter Comparable Restaurant Sales
THIRTEEN WEEKS ENDED |
|
COMPANY-OWNED |
Comparable restaurant sales (stores open 18 months or more): |
|
|
|
|
|
|
|
(32.9)% |
Carrabba’s |
|
(36.7)% |
|
|
(56.8)% |
Fleming’s |
|
(56.3)% |
Combined |
|
(39.4)% |
International |
|
|
|
|
(63.9)% |
______________ (1) |
2020 Financial Outlook
As announced on
Conference Call
The Company will host a conference call today,
Non-GAAP Measures
In addition to the results provided in accordance with GAAP, this press release and related tables include certain non-GAAP measures, which present operating results on an adjusted basis. These are supplemental measures of performance that are not required by or presented in accordance with GAAP and include the following: (i) Adjusted restaurant-level operating margin, (ii) Adjusted (loss) income from operations and the corresponding margin, (iii) Adjusted net (loss) income, (iv) Adjusted diluted (loss) earnings per share, (v) Adjusted segment restaurant-level operating margin and (vi) Adjusted segment (loss) income from operations and the corresponding margin.
We believe that our use of non-GAAP financial measures permits investors to assess the operating performance of our business relative to our performance based on GAAP results and relative to other companies within the restaurant industry by isolating the effects of certain items that may vary from period to period without correlation to core operating performance or that vary widely among similar companies. However, our inclusion of these adjusted measures should not be construed as an indication that our future results will be unaffected by unusual or infrequent items or that the items for which we have made adjustments are unusual or infrequent or will not recur. We believe that the disclosure of these non-GAAP measures is useful to investors as they form part of the basis for how our management team and Board of Directors evaluate our operating performance, allocate resources and administer employee incentive plans.
These non-GAAP financial measures are not intended to replace GAAP financial measures, and they are not necessarily standardized or comparable to similarly titled measures used by other companies. We maintain internal guidelines with respect to the types of adjustments we include in our non-GAAP measures. These guidelines endeavor to differentiate between types of gains and expenses that are reflective of our core operations in a period, and those that may vary from period to period without correlation to our core performance in that period. However, implementation of these guidelines necessarily involves the application of judgment, and the treatment of any items not directly addressed by, or changes to, our guidelines will be considered by our disclosure committee. You should refer to the reconciliations of non-GAAP measures in tables four, five, and six included later in this release for descriptions of the actual adjustments made in the current period and the corresponding prior period.
About Bloomin’
Bloomin’
Forward-Looking Statements
Certain statements contained herein, including statements under the headings “Statement from
Note: Numerical figures included in this release have been subject to rounding adjustments.
TABLE ONE |
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BLOOMIN’ BRANDS, INC. |
||||||||||||||||
CONSOLIDATED STATEMENTS OF OPERATIONS |
||||||||||||||||
(UNAUDITED) |
||||||||||||||||
|
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
|||||||||||||
(in thousands, except per share data) |
|
|
|
|
|
|
|
|||||||||
Revenues |
|
|
|
|
|
|
|
|||||||||
Restaurant sales |
$ |
576,261 |
|
|
$ |
1,005,687 |
|
|
$ |
1,572,498 |
|
|
$ |
2,117,329 |
|
|
Franchise and other revenues |
2,198 |
|
|
16,243 |
|
|
14,298 |
|
|
32,732 |
|
|||||
Total revenues |
578,459 |
|
|
1,021,930 |
|
|
1,586,796 |
|
|
2,150,061 |
|
|||||
Costs and expenses |
|
|
|
|
|
|
|
|||||||||
Cost of sales |
180,758 |
|
|
312,679 |
|
|
500,451 |
|
|
664,790 |
|
|||||
Labor and other related |
205,537 |
|
|
301,213 |
|
|
514,806 |
|
|
620,228 |
|
|||||
Other restaurant operating |
177,846 |
|
|
240,895 |
|
|
424,401 |
|
|
491,749 |
|
|||||
Depreciation and amortization |
45,784 |
|
|
49,788 |
|
|
94,052 |
|
|
99,270 |
|
|||||
General and administrative |
55,487 |
|
|
71,955 |
|
|
140,289 |
|
|
142,544 |
|
|||||
Provision for impaired assets and restaurant closings |
24,959 |
|
|
1,940 |
|
|
66,277 |
|
|
5,526 |
|
|||||
Total costs and expenses |
690,371 |
|
|
978,470 |
|
|
1,740,276 |
|
|
2,024,107 |
|
|||||
(Loss) income from operations |
(111,912) |
|
|
43,460 |
|
|
(153,480) |
|
|
125,954 |
|
|||||
Loss on modification of debt |
(237) |
|
|
— |
|
|
(237) |
|
|
— |
|
|||||
Other income (expense), net |
581 |
|
|
12 |
|
|
(212) |
|
|
(156) |
|
|||||
Interest expense, net |
(16,639) |
|
|
(12,448) |
|
|
(28,347) |
|
|
(23,629) |
|
|||||
(Loss) income before (benefit) provision for income taxes |
(128,207) |
|
|
31,024 |
|
|
(182,276) |
|
|
102,169 |
|
|||||
(Benefit) provision for income taxes |
(35,779) |
|
|
1,215 |
|
|
(55,434) |
|
|
6,711 |
|
|||||
Net (loss) income |
(92,428) |
|
|
29,809 |
|
|
(126,842) |
|
|
95,458 |
|
|||||
Less: net (loss) income attributable to noncontrolling |
(172) |
|
|
788 |
|
|
25 |
|
|
2,137 |
|
|||||
Net (loss) income attributable to Bloomin’ Brands |
(92,256) |
|
|
$ |
29,021 |
|
|
(126,867) |
|
|
93,321 |
|
||||
Redemption of preferred stock in excess of carrying value |
— |
|
|
— |
|
|
(3,496) |
|
|
— |
|
|||||
Net (loss) income attributable to common stockholders |
$ |
(92,256) |
|
|
$ |
29,021 |
|
|
$ |
(130,363) |
|
|
$ |
93,321 |
|
|
|
|
|
|
|
|
|
|
|||||||||
(Loss) earnings per share attributable to common stockholders: |
|
|
|
|
|
|
|
|||||||||
Basic |
$ |
(1.05) |
|
|
$ |
0.32 |
|
|
$ |
(1.49) |
|
|
$ |
1.03 |
|
|
Diluted |
$ |
(1.05) |
|
|
$ |
0.32 |
|
|
$ |
(1.49) |
|
|
$ |
1.02 |
|
|
|
|
|
|
|
|
|
|
|||||||||
Weighted average common shares outstanding: |
|
|
|
|
|
|
|
|||||||||
Basic |
87,496 |
|
|
90,194 |
|
|
87,312 |
|
|
90,805 |
|
|||||
Diluted |
87,496 |
|
|
90,953 |
|
|
87,312 |
|
|
91,807 |
|
TABLE TWO |
||||||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||||||
SEGMENT RESULTS |
||||||||||||||||
(UNAUDITED) |
||||||||||||||||
(dollars in thousands) |
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
|||||||||||||
|
|
|
|
|
|
|
|
|||||||||
Revenues |
|
|
|
|
|
|
|
|||||||||
Restaurant sales |
$ |
536,767 |
|
|
$ |
900,616 |
|
|
$ |
1,421,656 |
|
|
$ |
1,901,429 |
|
|
Franchise and other revenues |
313 |
|
|
13,603 |
|
|
9,921 |
|
|
27,297 |
|
|||||
Total revenues |
$ |
537,080 |
|
|
$ |
914,219 |
|
|
$ |
1,431,577 |
|
|
$ |
1,928,726 |
|
|
Restaurant-level operating margin |
3.2 |
% |
|
14.5 |
% |
|
8.4 |
% |
|
15.6 |
% |
|||||
(Loss) income from operations |
$ |
(62,921) |
|
|
$ |
78,814 |
|
|
$ |
(51,542) |
|
|
$ |
191,849 |
|
|
Operating (loss) income margin |
(11.7) |
% |
|
8.6 |
% |
|
(3.6) |
% |
|
9.9 |
% |
|||||
International Segment |
|
|
|
|
|
|
|
|||||||||
Revenues |
|
|
|
|
|
|
|
|||||||||
Restaurant sales |
$ |
39,494 |
|
|
$ |
105,071 |
|
|
$ |
150,842 |
|
|
$ |
215,900 |
|
|
Franchise and other revenues |
1,885 |
|
|
2,640 |
|
|
4,377 |
|
|
5,435 |
|
|||||
Total revenues |
$ |
41,379 |
|
|
$ |
107,711 |
|
|
$ |
155,219 |
|
|
$ |
221,335 |
|
|
Restaurant-level operating margin |
(21.8) |
% |
|
18.4 |
% |
|
8.0 |
% |
|
20.4 |
% |
|||||
(Loss) income from operations |
$ |
(17,070) |
|
|
$ |
6,909 |
|
|
$ |
(10,283) |
|
|
$ |
20,629 |
|
|
Operating (loss) income margin |
(41.3) |
% |
|
6.4 |
% |
|
(6.6) |
% |
|
9.3 |
% |
|||||
Reconciliation of Segment (Loss) Income from |
|
|
|
|
|
|
|
|||||||||
Segment (loss) income from operations |
|
|
|
|
|
|
|
|||||||||
|
$ |
(62,921) |
|
|
$ |
78,814 |
|
|
$ |
(51,542) |
|
|
$ |
191,849 |
|
|
International |
(17,070) |
|
|
6,909 |
|
|
(10,283) |
|
|
20,629 |
|
|||||
Total segment (loss) income from operations |
(79,991) |
|
|
85,723 |
|
|
(61,825) |
|
|
212,478 |
|
|||||
Unallocated corporate operating expense |
(31,921) |
|
|
(42,263) |
|
|
(91,655) |
|
|
(86,524) |
|
|||||
Total (loss) income from operations |
$ |
(111,912) |
|
|
$ |
43,460 |
|
|
$ |
(153,480) |
|
|
$ |
125,954 |
|
TABLE THREE |
||||||||
BLOOMIN’ BRANDS, INC. |
||||||||
SUPPLEMENTAL BALANCE SHEET INFORMATION |
||||||||
(UNAUDITED) |
||||||||
(in thousands) |
|
|
|
|||||
Cash and cash equivalents (1) |
$ |
181,432 |
|
|
$ |
67,145 |
|
|
Net working capital (deficit) (2) |
$ |
(483,255) |
|
|
$ |
(621,553) |
|
|
Total assets |
$ |
3,433,575 |
|
|
$ |
3,592,683 |
|
|
Total debt, net (1) |
$ |
1,210,792 |
|
|
$ |
1,048,704 |
|
|
Total stockholders’ equity |
$ |
29,198 |
|
|
$ |
177,481 |
|
|
Common stock outstanding |
87,534 |
|
|
86,946 |
|
_________________ |
|
(1) |
During the twenty-six weeks ended |
(2) |
We have, and in the future may continue to have, negative working capital balances (as is common for many restaurant companies). We operate successfully with negative working capital because cash collected on Restaurant sales is typically received before payment is due on our current liabilities, and our inventory turnover rates require relatively low investment in inventories. Additionally, ongoing cash flows from restaurant operations and gift card sales are typically used to service debt obligations and to make capital expenditures. |
TABLE FOUR |
||||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||||
RESTAURANT-LEVEL OPERATING MARGIN NON-GAAP RECONCILIATION |
||||||||||||||
(UNAUDITED) |
||||||||||||||
|
THIRTEEN WEEKS ENDED |
|
(UNFAVORABLE) |
|||||||||||
|
|
|
|
|
||||||||||
Consolidated: |
GAAP |
|
ADJUSTED (1) |
|
GAAP |
|
ADJUSTED |
|
||||||
Restaurant sales |
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Cost of sales |
31.4 |
% |
|
31.2 |
% |
|
31.1 |
% |
|
31.1 |
% |
|
(0.1) |
% |
Labor and other related |
35.7 |
% |
|
35.7 |
% |
|
30.0 |
% |
|
30.0 |
% |
|
(5.7) |
% |
Other restaurant operating |
30.9 |
% |
|
30.4 |
% |
|
24.0 |
% |
|
23.9 |
% |
|
(6.5) |
% |
|
|
|
|
|
|
|
|
|
|
|||||
Restaurant-level operating margin (2) |
2.1 |
% |
|
2.7 |
% |
|
15.0 |
% |
|
15.0 |
% |
|
(12.3) |
% |
|
|
|
|
|
|
|
|
|
|
|||||
Segments - Restaurant-level operating margin: |
|
|
|
|
|
|
|
|
|
|||||
|
3.2 |
% |
|
3.9 |
% |
|
14.5 |
% |
|
14.5 |
% |
|
(10.6) |
% |
International (2) |
(21.8) |
% |
|
(21.4) |
% |
|
18.4 |
% |
|
18.4 |
% |
|
(39.8) |
% |
|
|
|
|
|
|
|
|
|
|
|||||
|
TWENTY-SIX WEEKS ENDED |
|
(UNFAVORABLE) |
|||||||||||
|
|
|
|
|
||||||||||
Consolidated: |
GAAP |
|
ADJUSTED (1) |
|
GAAP |
|
ADJUSTED |
|
||||||
Restaurant sales |
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
100.0 |
% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||
Cost of sales |
31.8 |
% |
|
31.4 |
% |
|
31.4 |
% |
|
31.4 |
% |
|
— |
% |
Labor and other related |
32.7 |
% |
|
32.7 |
% |
|
29.3 |
% |
|
29.3 |
% |
|
(3.4) |
% |
Other restaurant operating |
27.0 |
% |
|
27.0 |
% |
|
23.2 |
% |
|
23.2 |
% |
|
(3.8) |
% |
|
|
|
|
|
|
|
|
|
|
|||||
Restaurant-level operating margin (2) |
8.4 |
% |
|
8.9 |
% |
|
16.1 |
% |
|
16.1 |
% |
|
(7.2) |
% |
|
|
|
|
|
|
|
|
|
|
|||||
Segments - Restaurant-level operating margin: |
|
|
|
|
|
|
|
|
|
|||||
|
8.4 |
% |
|
8.7 |
% |
|
15.6 |
% |
|
15.6 |
% |
|
(6.9) |
% |
International (2) |
8.0 |
% |
|
9.3 |
% |
|
20.4 |
% |
|
20.4 |
% |
|
(11.1) |
% |
_________________ |
(1) |
The table set forth below titled “ Restaurant-level Operating Margin Adjustments” provides additional information regarding the adjustments for each period presented. | ||
(2) |
The following categories of our revenue and operating expenses are not included in restaurant-level operating margin because we do not consider them reflective of operating performance at the restaurant-level within a period: | ||
(a) |
Franchise and other revenues, which are earned primarily from franchise royalties and other non-food and beverage revenue streams, such as rental and sublease income. |
||
(b) |
Depreciation and amortization which, although substantially all of which is related to restaurant-level assets, represent historical sunk costs rather than cash outlays for the restaurants. |
||
(c) |
General and administrative expense which includes primarily non-restaurant-level costs associated with support of the restaurants and other activities at our corporate offices. |
||
(d) |
Asset impairment charges and restaurant closing costs which are not reflective of ongoing restaurant performance in a period. |
Restaurant-level Operating Margin Adjustments - Following is a summary of unfavorable (favorable) adjusted restaurant-level operating margin adjustments recorded in Other restaurant operating expense (unless otherwise noted below) for the following activities, as described in table five of this release:
|
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
||||
(dollars in millions) |
|
|
|
||||
Restaurant and asset impairments and closing costs |
$ |
— |
|
|
$ |
2.8 |
|
Restaurant relocations and related costs |
— |
|
|
(0.1) |
|
||
COVID-19 related costs (1) |
(3.7) |
|
|
(9.9) |
|
||
|
$ |
(3.7) |
|
|
$ |
(7.2) |
|
_________________ |
|
(1) |
Includes |
TABLE FIVE |
||||||||||||||||
BLOOMIN’ BRANDS, INC. |
||||||||||||||||
(LOSS) INCOME FROM OPERATIONS, NET (LOSS) INCOME AND DILUTED (LOSS) EARNINGS PER SHARE NON-GAAP |
||||||||||||||||
(UNAUDITED) |
||||||||||||||||
|
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
|||||||||||||
(in thousands, except per share data) |
|
|
|
|
|
|
|
|||||||||
(Loss) income from operations |
$ |
(111,912) |
|
|
$ |
43,460 |
|
|
$ |
(153,480) |
|
|
$ |
125,954 |
|
|
Operating (loss) income margin |
(19.3) |
% |
|
4.3 |
% |
|
(9.7) |
% |
|
5.9 |
% |
|||||
Adjustments: |
|
|
|
|
|
|
|
|||||||||
COVID-19 related costs (1) |
30,342 |
|
|
— |
|
|
79,218 |
|
|
— |
|
|||||
Severance and other transformational costs (2) |
2,415 |
|
|
748 |
|
|
24,647 |
|
|
3,603 |
|
|||||
Restaurant relocations and related costs (3) |
— |
|
|
952 |
|
|
592 |
|
|
1,984 |
|
|||||
Legal and other matters |
— |
|
|
— |
|
|
178 |
|
|
— |
|
|||||
Restaurant and asset impairments and closing costs (4) |
— |
|
|
2,039 |
|
|
(2,797) |
|
|
4,170 |
|
|||||
Total income from operations adjustments |
$ |
32,757 |
|
|
$ |
3,739 |
|
|
$ |
101,838 |
|
|
$ |
9,757 |
|
|
Adjusted (loss) income from operations |
$ |
(79,155) |
|
|
$ |
47,199 |
|
|
$ |
(51,642) |
|
|
$ |
135,711 |
|
|
Adjusted operating (loss) income margin |
(13.7) |
% |
|
4.6 |
% |
|
(3.3) |
% |
|
6.3 |
% |
|||||
|
|
|
|
|
|
|
|
|||||||||
Net (loss) income attributable to common stockholders |
$ |
(92,256) |
|
|
$ |
29,021 |
|
|
$ |
(130,363) |
|
|
$ |
93,321 |
|
|
Adjustments: |
|
|
|
|
|
|
|
|||||||||
(Loss) income from operations adjustments |
32,757 |
|
|
3,739 |
|
|
101,838 |
|
|
9,757 |
|
|||||
Amortization of debt discount (5) |
1,379 |
|
|
— |
|
|
1,379 |
|
|
— |
|
|||||
Total adjustments, before income taxes |
34,136 |
|
|
3,739 |
|
|
103,217 |
|
|
9,757 |
|
|||||
Adjustment to provision for income taxes (6) |
(6,474) |
|
|
(413) |
|
|
(28,469) |
|
|
(1,232) |
|
|||||
Redemption of preferred stock in excess of carrying value (7) |
— |
|
|
— |
|
|
3,496 |
|
|
— |
|
|||||
Net adjustments |
27,662 |
|
|
3,326 |
|
|
78,244 |
|
|
8,525 |
|
|||||
Adjusted net (loss) income |
$ |
(64,594) |
|
|
$ |
32,347 |
|
|
$ |
(52,119) |
|
|
$ |
101,846 |
|
|
|
|
|
|
|
|
|
|
|||||||||
Diluted (loss) earnings per share attributable to common |
$ |
(1.05) |
|
|
$ |
0.32 |
|
|
$ |
(1.49) |
|
|
$ |
1.02 |
|
|
Adjusted diluted (loss) earnings per share (8) |
$ |
(0.74) |
|
|
$ |
0.36 |
|
|
$ |
(0.60) |
|
|
$ |
1.11 |
|
|
|
|
|
|
|
|
|
|
|||||||||
Diluted weighted average common shares outstanding (8) |
87,496 |
|
|
90,953 |
|
|
87,312 |
|
|
91,807 |
|
_________________ |
|
(1) |
Represents costs incurred in connection with the economic impact of the COVID-19 pandemic, primarily consisting of fixed asset and right-of-use asset impairments, restructuring charges, inventory obsolescence and spoilage, contingent lease liabilities and current expected credit losses. |
(2) |
Relates to severance and other costs incurred as a result of transformational and restructuring activities. |
(3) |
Represents asset impairment charges and accelerated depreciation incurred in connection with our relocation program. |
(4) |
Includes a lease termination gain of |
(5) |
Represents the amortization of the debt discount related to the issuance of senior convertible notes. |
(6) |
Represents income tax effect of the adjustments for the periods presented. |
(7) |
Represents consideration paid in excess of the carrying value for the redemption of preferred stock of our Abbraccio subsidiary. |
(8) |
Due to the net loss, the effect of dilutive securities was excluded from the calculation of diluted (loss) earnings per share for the thirteen and twenty-six weeks ended |
Following is a summary of the financial statement line item classification of the net (loss) income adjustments:
|
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
||||||||||||
(dollars in thousands) |
|
|
|
|
|
|
|
||||||||
Cost of sales |
$ |
1,163 |
|
|
$ |
— |
|
|
$ |
7,345 |
|
|
$ |
— |
|
Other restaurant operating |
2,467 |
|
|
65 |
|
|
(176) |
|
|
43 |
|
||||
Depreciation and amortization |
— |
|
|
607 |
|
|
407 |
|
|
1,172 |
|
||||
General and administrative |
3,632 |
|
|
1,075 |
|
|
27,856 |
|
|
4,330 |
|
||||
Provision for impaired assets and restaurant closings |
25,495 |
|
|
1,992 |
|
|
66,406 |
|
|
4,212 |
|
||||
Interest expense, net |
1,379 |
|
|
— |
|
|
1,379 |
|
|
— |
|
||||
Provision for income taxes |
(6,474) |
|
|
(413) |
|
|
(28,469) |
|
|
(1,232) |
|
||||
Redemption of preferred stock in excess of carrying value |
— |
|
|
— |
|
|
3,496 |
|
|
— |
|
||||
Net adjustments |
$ |
27,662 |
|
|
$ |
3,326 |
|
|
$ |
78,244 |
|
|
$ |
8,525 |
|
TABLE SIX |
|||||||||||||||
BLOOMIN’ BRANDS, INC. |
|||||||||||||||
SEGMENT INCOME FROM OPERATIONS NON-GAAP RECONCILIATION |
|||||||||||||||
(UNAUDITED) |
|||||||||||||||
(dollars in thousands) |
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
||||||||||||
|
|
|
|
|
|
|
|
||||||||
(Loss) income from operations |
$ |
(62,921) |
|
|
$ |
78,814 |
|
|
$ |
(51,542) |
|
|
$ |
191,849 |
|
Operating (loss) income margin |
(11.7) |
% |
|
8.6 |
% |
|
(3.6) |
% |
|
9.9 |
% |
||||
Adjustments: |
|
|
|
|
|
|
|
||||||||
COVID-19 related costs (1) |
29,805 |
|
|
— |
|
|
72,784 |
|
|
— |
|
||||
Restaurant relocations and related costs (2) |
— |
|
|
952 |
|
|
592 |
|
|
1,984 |
|
||||
Severance (3) |
— |
|
|
— |
|
|
— |
|
|
700 |
|
||||
Restaurant and asset impairments and closing costs (4) |
— |
|
|
246 |
|
|
(2,797) |
|
|
2,081 |
|
||||
Adjusted (loss) income from operations |
$ |
(33,116) |
|
|
$ |
80,012 |
|
|
$ |
19,037 |
|
|
$ |
196,614 |
|
Adjusted operating (loss) income margin |
(6.2) |
% |
|
8.8 |
% |
|
1.3 |
% |
|
10.2 |
% |
||||
|
|
|
|
|
|
|
|
||||||||
International Segment |
|
|
|
|
|
|
|
||||||||
(Loss) income from operations |
$ |
(17,070) |
|
|
$ |
6,909 |
|
|
$ |
(10,283) |
|
|
$ |
20,629 |
|
Operating (loss) income margin |
(41.3) |
% |
|
6.4 |
% |
|
(6.6) |
% |
|
9.3 |
% |
||||
Adjustments: |
|
|
|
|
|
|
|
||||||||
COVID-19 related costs (1) |
459 |
|
|
— |
|
|
5,651 |
|
|
— |
|
||||
Restaurant and asset impairments and closing costs (4) |
— |
|
|
1,793 |
|
|
— |
|
|
2,089 |
|
||||
Adjusted (loss) income from operations |
$ |
(16,611) |
|
|
$ |
8,702 |
|
|
$ |
(4,632) |
|
|
$ |
22,718 |
|
Adjusted operating (loss) income margin |
(40.1) |
% |
|
8.1 |
% |
|
(3.0) |
% |
|
10.3 |
% |
_________________ | |
(1) |
Represents costs incurred in connection with the economic impact of the COVID-19 pandemic, primarily consisting of fixed asset and right-of-use asset impairments, restructuring charges, inventory obsolescence and spoilage, contingent lease liabilities and current expected credit losses. |
(2) |
Represents asset impairment charges and accelerated depreciation incurred in connection with our relocation program. |
(3) |
Relates to severance costs incurred as a result of restructuring activities. |
(4) |
Includes a lease termination gain of |
TABLE SEVEN |
|||||||
BLOOMIN’ BRANDS, INC. |
|||||||
COMPARATIVE RESTAURANT INFORMATION |
|||||||
(UNAUDITED) |
|||||||
Number of restaurants (at end of the period): |
|
|
OPENINGS |
|
CLOSURES |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Outback Steakhouse—Company-owned |
575 |
|
1 |
|
(9) |
|
567 |
Franchised |
145 |
|
— |
|
(4) |
|
141 |
Total |
720 |
|
1 |
|
(13) |
|
708 |
Carrabba’s |
|
|
|
|
|
|
|
Company-owned |
204 |
|
— |
|
(5) |
|
199 |
Franchised |
21 |
|
— |
|
— |
|
21 |
Total |
225 |
|
— |
|
(5) |
|
220 |
|
|
|
|
|
|
|
|
Company-owned |
190 |
|
— |
|
(8) |
|
182 |
Franchised |
7 |
|
— |
|
— |
|
7 |
Total |
197 |
|
— |
|
(8) |
|
189 |
Fleming’s |
|
|
|
|
|
|
|
Company-owned |
67 |
|
— |
|
(2) |
|
65 |
Other |
|
|
|
|
|
|
|
Company-owned |
4 |
|
1 |
|
— |
|
5 |
|
1,213 |
|
2 |
|
(28) |
|
1,187 |
International: |
|
|
|
|
|
|
|
Company-owned |
|
|
|
|
|
|
|
|
103 |
|
— |
|
— |
|
103 |
Other (2) |
29 |
|
2 |
|
(1) |
|
30 |
Franchised |
|
|
|
|
|
|
|
|
72 |
|
14 |
|
(1) |
|
85 |
Other (3) |
55 |
|
— |
|
— |
|
55 |
International total |
259 |
|
16 |
|
(2) |
|
273 |
System-wide total |
1,472 |
|
18 |
|
(30) |
|
1,460 |
____________________ |
|
(1) |
The restaurant counts for |
(2) |
As of |
(3) |
Includes two and one fast-casual |
TABLE EIGHT |
|||||||||||
BLOOMIN’ BRANDS, INC. |
|||||||||||
COMPARABLE RESTAURANT SALES INFORMATION |
|||||||||||
(UNAUDITED) |
|||||||||||
|
THIRTEEN WEEKS ENDED |
|
TWENTY-SIX WEEKS ENDED |
||||||||
|
|
|
|
|
|
|
|
||||
Year over year percentage change: |
|
|
|
|
|
|
|
||||
Comparable restaurant sales (stores open 18 months or |
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
||||
|
(32.9) |
% |
|
1.3 |
% |
|
(20.6) |
% |
|
2.4 |
% |
Carrabba’s |
(36.7) |
% |
|
(1.6) |
% |
|
(22.2) |
% |
|
(0.6) |
% |
|
(56.8) |
% |
|
0.1 |
% |
|
(34.7) |
% |
|
1.0 |
% |
Fleming’s |
(56.3) |
% |
|
1.6 |
% |
|
(33.6) |
% |
|
1.1 |
% |
Combined |
(39.4) |
% |
|
0.6 |
% |
|
(24.2) |
% |
|
1.6 |
% |
International |
|
|
|
|
|
|
|
||||
|
(63.9) |
% |
|
3.5 |
% |
|
(27.4) |
% |
|
3.6 |
% |
|
|
|
|
|
|
|
|
||||
Traffic: |
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
||||
|
(31.0) |
% |
|
(1.6) |
% |
|
(20.2) |
% |
|
(1.0) |
% |
Carrabba’s |
(28.1) |
% |
|
(1.4) |
% |
|
(16.7) |
% |
|
(1.4) |
% |
|
(29.8) |
% |
|
(1.5) |
% |
|
(20.6) |
% |
|
(1.7) |
% |
Fleming’s |
(43.5) |
% |
|
3.6 |
% |
|
(28.0) |
% |
|
0.8 |
% |
Combined |
(30.6) |
% |
|
(1.4) |
% |
|
(19.8) |
% |
|
(1.2) |
% |
International |
|
|
|
|
|
|
|
||||
|
(48.5) |
% |
|
1.2 |
% |
|
(19.0) |
% |
|
(0.7) |
% |
|
|
|
|
|
|
|
|
||||
Average check per person (4): |
|
|
|
|
|
|
|
||||
|
|
|
|
|
|
|
|
||||
|
(1.9) |
% |
|
2.9 |
% |
|
(0.4) |
% |
|
3.4 |
% |
Carrabba’s |
(8.6) |
% |
|
(0.2) |
% |
|
(5.5) |
% |
|
0.8 |
% |
|
(27.0) |
% |
|
1.6 |
% |
|
(14.1) |
% |
|
2.7 |
% |
Fleming’s |
(12.8) |
% |
|
(2.0) |
% |
|
(5.6) |
% |
|
0.3 |
% |
Combined |
(8.8) |
% |
|
2.0 |
% |
|
(4.4) |
% |
|
2.8 |
% |
International |
|
|
|
|
|
|
|
||||
|
(15.2) |
% |
|
2.1 |
% |
|
(8.4) |
% |
|
4.4 |
% |
____________________ |
|
(1) |
Relocated restaurants closed more than 60 days are excluded from comparable restaurant sales until at least 18 months after reopening. |
(2) |
Excludes the effect of fluctuations in foreign currency rates. Includes trading day impact from calendar period reporting. |
(3) |
In Q2 2020, |
(4) |
Average check per person includes the impact of menu pricing changes, product mix and discounts. |
View source version on businesswire.com: https://www.businesswire.com/news/home/20200724005054/en/
Group Vice President, IR & Finance
(813) 830-5311
Source: Bloomin’