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8-K - FORM 8-K - Burger King Holdings Inc | g27888e8vk.htm |
Exhibit 99
Burger King Holdings, Inc. Reports Second Quarter Results
MIAMI August 11, 2011 Burger King Holdings, Inc. today reported 2011 second quarter adjusted
EBITDA of $150.6 million compared to $117.1 million in the same quarter of 2010, a 29% improvement
primarily driven by cost savings following a global restructuring and from the companys previously
disclosed zero-based budgeting (ZBB) program. The company posted an improvement in global company
restaurant margin of 140 basis points (bps) and increased international restaurant count by 56 net
new restaurants in the second quarter. Comparable sales grew by 6.8% in Latin America and 2.2% in
Europe, Middle East, Africa and Asia Pacific (EMEA/APAC) and declined by 5.3% in the U.S. and
Canada compared to the same period last year. Softness in the U.S. and Canada led to system-wide
comparable sales of negative 2.2%. Adjusted net income was $50.3 million for the quarter compared
to $48.2 million in the same period last year.
The company had net income of $42.8 million for the quarter compared to net income of $49.0 million
for the same period in the prior year, primarily due to a significant increase in interest expense
as a result of debt incurred in connection with the sale of the company to an affiliate of 3G
Capital in October 2010 and $12.0 million in transaction costs, global restructuring costs and
related professional fees.
This quarter, we achieved our highest adjusted EBITDA margin in over a decade, said Daniel
Schwartz, chief financial officer. We continued to experience robust growth in adjusted EBITDA and
adjusted EBITDA margin primarily due to the benefits derived from our global restructuring and
zero-based budgeting program. We also continued to generate strong and stable cash flow and our
balance sheet reflects the highest cash balance in five years. Going forward, our focus remains on
growing our comparable sales, improving our company restaurant margin and expanding our global
footprint through franchisee development.
The company reported revenues of $596.2 million for the second quarter of 2011, down 4% from the
same quarter last year, due to refranchising activity over the past 12 months and negative
comparable sales growth. Company restaurant margin improved by 140 bps, as the benefits from
improved labor margins, a shift in product mix away from lower-margin value menu items and
selective price increases outweighed increased commodity costs and the deleveraging effect of
negative comparable sales growth on fixed costs in the U.S.
Second quarter general and administrative (G&A) expenses before non-cash and other items decreased
by 29% or $25.6 million compared to the prior year. These expense reductions are directly
attributable to the benefits derived from the companys global restructuring efforts and the
implementation of the ZBB program and are consistent with the companys expectations that overall
G&A expenses will decrease on an annual run rate basis by approximately $85 million to $110
million. Total selling, general and administrative expenses for the second quarter decreased by 12%
or $15.1 million compared to the same period in the prior year.
As of June 30, 2011 the companys total net debt to adjusted EBITDA ratio was 5.1x for the
trailing twelve month period, an improvement over the total net debt to adjusted EBITDA ratio of
5.6x as of December 31, 2010.
Internationally, the companys growth strategy remains focused on continuing to grow comparable
sales and net restaurants. During the second quarter, the company agreed to enter into a master
franchise agreement in Brazil and expects to significantly accelerate the pace of future net
restaurant growth in that country. Comparable sales growth also improved in Latin America and
EMEA/APAC in the second quarter compared to the same period last year.
Looking ahead, the company believes its improved operating cost structure and delivering on its
four priorities for North America marketing communications, menu, operations and image will
position it to enhance the performance of the company and its franchisees.
Investor Conference Call
The company will host an investor conference call and webcast on Thursday, August 11, 2011 at 4:00 p.m. EDT to review second quarter 2011 financial results. During the call, Chief Financial Officer Daniel Schwartz, Executive Vice President and Chief Brand and Operations Officer Jonathan Fitzpatrick, and Controller and Chief Accounting Officer Jackie Friesner will discuss the companys results for the second quarter of 2011.
The company will host an investor conference call and webcast on Thursday, August 11, 2011 at 4:00 p.m. EDT to review second quarter 2011 financial results. During the call, Chief Financial Officer Daniel Schwartz, Executive Vice President and Chief Brand and Operations Officer Jonathan Fitzpatrick, and Controller and Chief Accounting Officer Jackie Friesner will discuss the companys results for the second quarter of 2011.
The earnings call will be broadcast live via the companys investor relations website at
http://investor.bk.com and will be available for replay for 30 days. All persons interested in
actively participating during the Q&A portion of the earnings call will need to contact Jackie
Friesner at the phone number or e-mail address listed below by 3:00 p.m. EDT on Thursday, August
11, 2011.
About Burger King Holdings, Inc.
Founded in 1954, BURGER KING® is the second largest fast food hamburger chain in the
world. The original HOME OF THE WHOPPER®, the BURGER KING® system operates
more than 12,300 locations serving over 11 million guests daily in 78 countries and territories
worldwide. Approximately 90 percent of BURGER KING® restaurants are owned and operated
by independent franchisees, many of them family-owned operations that have been in business for
decades. In October 2010, Burger King Corp. was purchased by 3G Capital, a multi-billion dollar,
global investment firm focused on long-term value creation, with a particular emphasis on
maximizing the potential of brands and businesses. For more information on 3G Capital, please go to
http://3gcapital.com/. To learn more about Burger King Corp., please visit the companys website at
www.bk.com or follow us on Facebook and Twitter.
Source: Burger King Holdings, Inc.
Contacts:
BKC Communications
Michelle Miguelez, Director, Global Communications
305-378-7277
mediainquiries@whopper.com
Michelle Miguelez, Director, Global Communications
305-378-7277
mediainquiries@whopper.com
BKC Investor Relations
Jackie Friesner, Controller and Chief Accounting Officer
305-378-7696
investor@whopper.com
Jackie Friesner, Controller and Chief Accounting Officer
305-378-7696
investor@whopper.com
2
Forward-Looking Statements
This press release contains certain forward-looking statements, which reflect managements
expectations regarding future events and operating performance and speak only as of the date
hereof. These forward-looking statements are not guarantees of future performance and involve a
number of risks and uncertainties. These forward-looking statements include statements about our
expectations and beliefs regarding our ability to grow our comparable sales, improve our company
restaurant margins and expand our global footprint through franchisee development; our expectation
that overall G&A expenses will decrease on an annual run rate basis by approximately $85 million to
$110 million; our expectations and beliefs regarding our ability to significantly accelerate the
pace of future net restaurant growth in Brazil; our expectations and beliefs regarding our ability
to improve our operating cost structure and deliver on our four priorities for North America of
marketing communications, menu, operations, and image to enhance the performance of the company and
its franchisees. The factors that could cause actual results to differ materially from our
expectations are detailed in the companys filings with the Securities and Exchange Commission,
such as its annual and quarterly reports and current reports on Form 8-K, including the following:
risks related to our ability to successfully implement our domestic and international growth
strategy and risks related to our international operations; risks related to our ability to realize
anticipated costs savings and efficiencies, including those arising from our recent staff
reductions and cost reduction plans, and our ability to successfully implement our business
strategy with reduced personnel; risks related to our ability and the ability of our franchisees to
manage costs increases; and risks related to the effectiveness of our marketing and advertising
programs.
3
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Condensed Consolidated Statements of Operations
(Unaudited)
Condensed Consolidated Statements of Operations
(Unaudited)
Successor | Predecessor | ||||||||||||||||
Three Months Ended | |||||||||||||||||
June 30, | Increase/(Decrease) | ||||||||||||||||
2011 | 2010 | $ | % | ||||||||||||||
(In millions, except %s) | |||||||||||||||||
Revenues: |
|||||||||||||||||
Company restaurant revenues |
$ | 419.0 | $ | 454.1 | $ | (35.1 | ) | (8 | )% | ||||||||
Franchise revenues |
148.8 | 140.3 | 8.5 | 6 | % | ||||||||||||
Property revenues |
28.4 | 28.6 | (0.2 | ) | (1 | )% | |||||||||||
Total revenues |
596.2 | 623.0 | (26.8 | ) | (4 | )% | |||||||||||
Company restaurant expenses: |
|||||||||||||||||
Food, paper and product costs |
135.4 | 147.2 | (11.8 | ) | (8 | )% | |||||||||||
Payroll and employee benefits |
122.2 | 139.3 | (17.1 | ) | (12 | )% | |||||||||||
Occupancy and other operating costs |
110.8 | 119.2 | (8.4 | ) | (7 | )% | |||||||||||
Total company restaurant expenses |
368.4 | 405.7 | (37.3 | ) | (9 | )% | |||||||||||
Selling, general and administrative expenses |
106.0 | 121.1 | (15.1 | ) | (12 | )% | |||||||||||
Property expenses |
17.7 | 14.7 | 3.0 | 20 | % | ||||||||||||
Other operating (income) expense, net |
0.3 | (1.3 | ) | 1.6 | NM | ||||||||||||
Total operating costs and expenses |
492.4 | 540.2 | (47.8 | ) | (9 | )% | |||||||||||
Income from operations |
103.8 | 82.8 | 21.0 | 25 | % | ||||||||||||
Interest expense |
47.7 | 12.2 | 35.5 | 291 | % | ||||||||||||
Interest income |
(0.4 | ) | (0.2 | ) | (0.2 | ) | 100 | % | |||||||||
Total interest expense, net |
47.3 | 12.0 | 35.3 | 294 | % | ||||||||||||
Income before income taxes |
56.5 | 70.8 | (14.3 | ) | (20 | )% | |||||||||||
Income tax expense |
13.7 | 21.8 | (8.1 | ) | (37 | )% | |||||||||||
Net income |
$ | 42.8 | $ | 49.0 | $ | (6.2 | ) | (13 | )% | ||||||||
NM not meaningful
4
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Condensed Consolidated Statements of Operations
(Unaudited)
Condensed Consolidated Statements of Operations
(Unaudited)
Successor | Predecessor | ||||||||||||||||
Six Months Ended | |||||||||||||||||
June 30, | Increase/(Decrease) | ||||||||||||||||
2011 | 2010 | $ | % | ||||||||||||||
(In millions, except %s) | |||||||||||||||||
Revenues: |
|||||||||||||||||
Company restaurant revenues |
$ | 811.6 | $ | 893.3 | $ | (81.7 | ) | (9 | )% | ||||||||
Franchise revenues |
281.0 | 270.2 | 10.8 | 4 | % | ||||||||||||
Property revenues |
56.7 | 56.4 | 0.3 | (2 | )% | ||||||||||||
Total revenues |
1,149.3 | 1,219.9 | (70.6 | ) | (6 | )% | |||||||||||
Company restaurant expenses: |
|||||||||||||||||
Food, paper and product costs |
262.4 | 285.2 | (22.8 | ) | (8 | )% | |||||||||||
Payroll and employee benefits |
242.2 | 277.5 | (35.3 | ) | (13 | )% | |||||||||||
Occupancy and other operating costs |
219.5 | 232.5 | (13.0 | ) | (6 | )% | |||||||||||
Total company restaurant expenses |
724.1 | 795.2 | (71.1 | ) | (9 | )% | |||||||||||
Selling, general and administrative expenses |
212.2 | 238.9 | (26.7 | ) | (11 | )% | |||||||||||
Property expenses |
35.9 | 29.9 | 6.0 | 20 | % | ||||||||||||
Other operating (income) expense, net |
5.3 | (5.8 | ) | 11.1 | NM | ||||||||||||
Total operating costs and expenses |
977.5 | 1,058.2 | (80.7 | ) | (8 | )% | |||||||||||
Income from operations |
171.8 | 161.7 | 10.1 | 6 | % | ||||||||||||
Interest expense |
99.4 | 24.4 | 75.0 | 307 | % | ||||||||||||
Interest income |
(1.6 | ) | (0.5 | ) | (1.1 | ) | 220 | % | |||||||||
Total interest expense, net |
97.8 | 23.9 | 73.9 | 309 | % | ||||||||||||
Loss on early extinguishment of debt |
19.6 | | 19.6 | NM | |||||||||||||
Income before income taxes |
54.4 | 137.8 | (83.4 | ) | (61 | )% | |||||||||||
Income tax expense |
14.4 | 47.8 | (33.4 | ) | (70 | )% | |||||||||||
Net income |
$ | 40.0 | $ | 90.0 | $ | (50.0 | ) | (56 | )% | ||||||||
NM not meaningful
As previously reported, on the merger date of October 19, 2010, the Company was acquired by an
affiliate of 3G Capital in a transaction accounted for as a business combination using the
acquisition method of accounting. During the quarter ended June 30, 2011, the company adjusted its
preliminary estimate of the fair value of net assets acquired. All purchase price allocations have
been reflected on a retrospective basis as of the merger date. As of June 30, 2011, the purchase
price allocation remains preliminary and is subject to change. Subsequent changes to the purchase
price allocation will be adjusted retrospectively.
5
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Key Business Measures
(Unaudited)
Key Business Measures
(Unaudited)
Successor | Predecessor | Successor | Predecessor | |||||||||||||||
For the | For the | |||||||||||||||||
Three Months Ended | Six Months Ended | |||||||||||||||||
June 30, | June 30, | |||||||||||||||||
2011 | 2010 | 2011 | 2010 | |||||||||||||||
(In constant currencies, | (In constant currencies, | |||||||||||||||||
except ARS) | except ARS) | |||||||||||||||||
Company Comparable Sales Growth: |
||||||||||||||||||
U.S. and Canada
|
(3.7 | )% | (1.3 | )% | (4.8 | )% | (2.6 | )% | ||||||||||
EMEA/APAC
|
5.3 | % | (2.2 | )% | 5.0 | % | (3.1 | )% | ||||||||||
Latin America
|
4.6 | % | (0.3 | )% | 0.3 | % | (2.7 | )% | ||||||||||
Total Company Comparable Sales Growth
|
(1.6 | )% | (1.5 | )% | (2.6 | )% | (2.7 | )% | ||||||||||
Franchise Comparable Sales Growth: |
||||||||||||||||||
U.S. and Canada
|
(5.5 | )% | (1.6 | )% | (5.8 | )% | (3.9 | )% | ||||||||||
EMEA/APAC
|
1.9 | % | 0.5 | % | 1.7 | % | 1.1 | % | ||||||||||
Latin America
|
6.9 | % | 4.2 | % | 5.7 | % | 1.4 | % | ||||||||||
Total Franchise Comparable Sales Growth
|
(2.2 | )% | (0.5 | )% | (2.5 | )% | (2.1 | )% | ||||||||||
Comparable Sales Growth: |
||||||||||||||||||
U.S. and Canada
|
(5.3 | )% | (1.5 | )% | (5.6 | )% | (3.7 | )% | ||||||||||
EMEA/APAC
|
2.2 | % | 0.2 | % | 1.9 | % | 0.6 | % | ||||||||||
Latin America
|
6.8 | % | 3.9 | % | 5.4 | % | 1.2 | % | ||||||||||
Total System-wide Comparable Sales Growth
|
(2.2 | )% | (0.7 | )% | (2.5 | )% | (2.1 | )% | ||||||||||
Sales Growth: |
||||||||||||||||||
U.S. and Canada
|
(5.5 | )% | (0.7 | )% | (5.3 | )% | (3.1 | )% | ||||||||||
EMEA/APAC
|
8.9 | % | 14.5 | % | 8.4 | % | 17.3 | % | ||||||||||
Latin America
|
16.6 | % | 15.6 | % | 16.2 | % | 15.0 | % | ||||||||||
Total System-wide Sales Growth
|
0.4 | % | 4.8 | % | 0.5 | % | 3.9 | % | ||||||||||
Worldwide Average Restaurant Sales (ARS) (In
thousands) (1)
|
$ | 315 | $ | 309 | $ | 608 | $ | 603 |
(1) | The worldwide-average restaurant sales shown above includes the favorable impact of currency exchange rates of $10,000 for both the three and six months ended June 30, 2011. |
6
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Restaurant Count
(Unaudited)
Restaurant Count
(Unaudited)
Successor | Predecessor | ||||||||||||
As of June 30, | |||||||||||||
Increase / | |||||||||||||
2011 | 2010 | (Decrease) | |||||||||||
Restaurant Count Data: |
|||||||||||||
Number of Company restaurants: |
|||||||||||||
U.S. and Canada |
978 | 987 | (9 | ) | |||||||||
EMEA/APAC |
255 | 303 | (48 | ) | |||||||||
Latin America |
97 | 97 | | ||||||||||
Total Company restaurants |
1,330 | 1,387 | (57 | ) | |||||||||
Number of franchise restaurants: |
|||||||||||||
U.S. and Canada |
6,550 | 6,562 | (12 | ) | |||||||||
EMEA/APAC |
3,388 | 3,184 | 204 | ||||||||||
Latin America |
1,068 | 1,041 | 27 | ||||||||||
Total franchise restaurants |
11,006 | 10,787 | 219 | ||||||||||
Total system-wide restaurants |
12,336 | 12,174 | 162 | ||||||||||
7
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Non-GAAP Financial Measures
(Unaudited)
Non-GAAP Financial Measures
(Unaudited)
Successor | Predecessor | ||||||||
Three Months Ended June 30, | |||||||||
2011 | 2010 | ||||||||
Adjusted EBITDA (In millions) |
$ | 150.6 | $ | 117.1 | |||||
Successor | Predecessor | ||||||||
Six Months Ended June 30, | |||||||||
2011 | 2010 | ||||||||
Adjusted EBITDA (In millions) |
$ | 271.6 | $ | 223.3 | |||||
Twelve Months Ended | |||||||||
June 30, 2011 | June 30, 2010 | ||||||||
Adjusted EBITDA (In millions) |
$ | 501.9 | $ | 453.5 | |||||
As of | As of | ||||||||
June 30, | December 31, | ||||||||
2011 | 2010 | ||||||||
(In millions, except ratios) | |||||||||
Total cash |
$ | 282.2 | $ | 207.0 | |||||
Total debt(1) |
$ | 2,820.1 | $ | 2,748.6 | |||||
Total net debt(2) |
$ | 2,537.9 | $ | 2,541.6 | |||||
Total net debt / TTM Adjusted EBITDA |
5.1 | x | 5.6 | x |
(1) | Total debt includes current and long term debt and current and long term capital leases. | |
(2) | Total net debt is debt minus cash and cash equivalents. |
To supplement the companys condensed consolidated financial statements presented on a U.S.
Generally Accepted Accounting Principles (GAAP) basis, the company provides certain non-GAAP
financial measures, including EBITDA, Adjusted EBITDA, adjusted net income; adjusted income tax
expense, net debt, net debt to Adjusted EBITDA ratio and general and administrative expenses before
non-cash and other items.
8
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Non-GAAP Financial Measures
(Unaudited)
Non-GAAP Financial Measures
(Unaudited)
EBITDA is defined as earnings (net income or loss) before interest, taxes, depreciation and
amortization, and is used by management to measure operating performance of the business. Adjusted
EBITDA represents EBITDA as further adjusted to exclude specifically identified items that
management believes do not directly reflect our core operations. Adjusted EBITDA is a tool intended
to assist our management in comparing our performance on a consistent basis for purposes of
business decision-making by removing the impact of certain items that management believes do not
directly reflect our core operations. We also believe that EBITDA and Adjusted EBITDA improve the
comparability of Predecessor and Successor results of operations because the application of
acquisition accounting resulted in non-comparable depreciation and amortization for Predecessor and
Successor periods.
EBITDA and Adjusted EBITDA are also used as part of our incentive compensation program for our
executive officers and others and are factors in our tangible and intangible asset impairment
tests. EBITDA and Adjusted EBITDA are intended to provide additional information only and do not
have any standard meaning prescribed by generally accepted accounting principles in the U.S., or
U.S. GAAP.
We also believe EBITDA and Adjusted EBITDA are useful to investors, analysts and other external
users of our consolidated financial statements because they are widely used by investors to measure
operating performance without regard to items such as income taxes, net interest expense,
depreciation and amortization, non-cash stock compensation expense and other infrequent or unusual
items, which can vary substantially from company to company depending upon accounting methods and
book value of assets, financing methods, capital structure and the method by which assets were
acquired.
Because of their limitations, neither EBITDA nor Adjusted EBITDA should be considered as a measure
of discretionary cash available to us to reinvest in the growth of our business or as a measure of
cash that will be available to us to meet our obligations. Moreover, our presentation of Adjusted
EBITDA is different than Adjusted EBITDA as defined in our debt agreements.
Adjusted net income measures earnings from ongoing operations excluding the impact of unusual
items. This measure is used by management to evaluate and forecast earnings from ongoing operations
excluding the impact of unusual items. Net debt to Adjusted EBITDA ratio is used by management to
evaluate and forecast the companys business performance. Further, management believes that these
non-GAAP measures provide both management and investors with a more complete understanding of
operating results, capital structure and trends and an enhanced overall understanding of the
companys financial performance.
General and administrative expenses before non-cash and other items is a non-GAAP measure. This
measure is used by management to evaluate the efficiency of the core operations and to assist
management in comparing our performance on a consistent basis for purposes of business
decision-making by removing the impact of certain items that were impacted at the sale of the
company to an affiliate of 3G Capital, the application of acquisition accounting and our
restructuring initiatives.
9
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Non-GAAP Reconciliations
(Unaudited)
Non-GAAP Reconciliations
(Unaudited)
Reconciliations for EBITDA, Adjusted EBITDA, adjusted income tax expense, adjusted net income and
net debt to Adjusted EBITDA ratio are as follows:
Successor | Predecessor | ||||||||
Three Months Ended June 30, | |||||||||
2011 | 2010 | ||||||||
(In millions) | |||||||||
EBITDA and Adjusted EBITDA |
|||||||||
Net income |
$ | 42.8 | $ | 49.0 | |||||
Interest expense, net |
47.3 | 12.0 | |||||||
Income tax expense |
13.7 | 21.8 | |||||||
Depreciation and amortization |
34.1 | 31.8 | |||||||
EBITDA |
137.9 | 114.6 | |||||||
Adjustments: |
|||||||||
Share-based compensation expense(1) |
0.4 | 3.8 | |||||||
Other operating (income) expense, net(2) |
0.3 | (1.3 | ) | ||||||
Transaction costs(3) |
0.3 | | |||||||
Global restructuring and related professional
fees(4) |
11.7 | | |||||||
Total adjustments |
12.7 | 2.5 | |||||||
Adjusted EBITDA |
$ | 150.6 | $ | 117.1 | |||||
Successor | Predecessor | ||||||||
Six Months Ended June 30, | |||||||||
2011 | 2010 | ||||||||
EBITDA and Adjusted EBITDA |
(In millions) | ||||||||
Net income |
$ | 40.0 | $ | 90.0 | |||||
Interest expense, net |
97.8 | 23.9 | |||||||
Loss on early extinguishment of debt |
19.6 | | |||||||
Income tax expense |
14.4 | 47.8 | |||||||
Depreciation and amortization |
68.9 | 59.3 | |||||||
EBITDA |
240.7 | 221.0 | |||||||
Adjustments: |
|||||||||
Share-based compensation expense(1) |
0.6 | 8.1 | |||||||
Other operating (income) expense, net(2) |
5.3 | (5.8 | ) | ||||||
Transaction costs(3) |
1.1 | | |||||||
Global restructuring and related professional
fees(4) |
23.9 | | |||||||
Total adjustments |
30.9 | 2.3 | |||||||
Adjusted EBITDA |
$ | 271.6 | $ | 223.3 | |||||
10
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Non-GAAP Reconciliations
(Unaudited)
Non-GAAP Reconciliations
(Unaudited)
Twelve Months Ended | |||||||||
June 30, 2011(5) | December 31, 2010(5) | ||||||||
EBITDA and Adjusted EBITDA |
(In millions) | ||||||||
Net income |
$ | 1.5 | $ | 55.5 | |||||
Interest expense, net |
173.3 | 99.5 | |||||||
Loss on early extinguishment of debt |
19.6 | | |||||||
Income tax expense |
1.8 | 36.7 | |||||||
Depreciation and amortization |
139.2 | 123.9 | |||||||
EBITDA |
335.4 | 315.6 | |||||||
Adjustments: |
|||||||||
Share-based compensation expense(1) |
6.6 | 14.1 | |||||||
Other operating (income) expense, net(2) |
(10.0 | ) | (21.1 | ) | |||||
Transaction costs(3) |
44.3 | | |||||||
Global restructuring and related professional
fees(4) |
125.6 | 144.9 | |||||||
Total adjustments |
166.5 | 137.9 | |||||||
Adjusted EBITDA |
$ | 501.9 | $ | 453.5 | |||||
Successor | Predecessor | ||||||||
Three Months Ended June 30, | |||||||||
2011 | 2010 | ||||||||
Adjusted net income |
(In millions) | ||||||||
Net income |
$ | 42.8 | $ | 49.0 | |||||
Income tax expense |
13.7 | 21.8 | |||||||
Income before income taxes |
56.5 | 70.8 | |||||||
Adjustments: |
|||||||||
Other operating (income) expense, net(2) |
0.3 | (1.3 | ) | ||||||
Transaction costs(3) |
0.3 | | |||||||
Global restructuring and related professional
fees(4) |
11.7 | | |||||||
Total adjustments |
12.3 | (1.3 | ) | ||||||
Adjusted income before income taxes |
68.8 | 69.5 | |||||||
Adjusted Income tax expense (6) |
18.5 | 21.3 | |||||||
Adjusted net income |
$ | 50.3 | $ | 48.2 | |||||
11
Successor | Predecessor | ||||||||
Six Months Ended June 30, | |||||||||
2011 | 2010 | ||||||||
Adjusted net income |
(In millions) | ||||||||
Net income |
$ | 40.0 | $ | 90.0 | |||||
Income tax expense |
14.4 | 47.8 | |||||||
Income before income taxes |
54.4 | 137.8 | |||||||
Adjustments: |
|||||||||
Other operating (income) expense, net(2) |
5.3 | (5.8 | ) | ||||||
Transaction costs(3) |
1.1 | | |||||||
Global restructuring and related professional
fees(4) |
23.9 | | |||||||
Loss on early extinguishment of debt |
19.6 | | |||||||
Total adjustments |
49.9 | (5.8 | ) | ||||||
Adjusted income before income taxes |
104.3 | 132.0 | |||||||
Adjusted Income tax expense (6) |
33.9 | 45.5 | |||||||
Adjusted net income |
$ | 70.4 | $ | 86.5 | |||||
As of | As of | ||||||||
June 30, | December 31, | ||||||||
2011 | 2010 | ||||||||
Net debt to Adjusted EBITDA |
(In millions, except ratios) | ||||||||
Long Term Debt, net of current portion |
$ | 2,692.3 | $ | 2,652.0 | |||||
Capital leases, net of current portion |
97.2 | 63.7 | |||||||
Current portion of long term debt and
capital leases |
30.6 | 32.9 | |||||||
Total Debt |
2,820.1 | 2,748.6 | |||||||
Cash and cash equivalents |
282.2 | 207.0 | |||||||
Net debt |
2,537.9 | 2,541.6 | |||||||
TTM Adjusted EBITDA(5) |
501.9 | 453.5 | |||||||
Net debt/TTM Adjusted EBITDA |
5.1 | x | 5.6 | x | |||||
12
BURGER KING HOLDINGS, INC. AND SUBSIDIARIES
Non-GAAP Reconciliations
(Unaudited)
Non-GAAP Reconciliations
(Unaudited)
(1) | Share-based compensation expense relates to expense for stock option plans, restricted stock units and restricted stock awards for our employees and directors of the company. We recognize stock-based compensation cost based on the grant date estimated fair value of each award, net of estimated forfeitures, over the employees requisite service period, which is generally the vesting period of the equity award. | |
(2) | Represents income and expenses that are not directly derived from our primary business such as gains and losses on asset and business disposals, write-offs associated with company restaurant closures, impairment charges, charges recorded in connection with acquisitions of franchise operations, gains and losses on currency transactions, gains and losses on foreign currency forward contracts and other miscellaneous items. | |
(3) | Represents expenses incurred related to the sale of the company. | |
(4) | Represents severance benefits, other severance-related costs and related professional fees incurred in connection with the companys global restructuring efforts, the voluntary resignation severance program offered for a limited time to eligible employees based at its Miami headquarters and additional reductions in corporate and field positions in the U.S. | |
(5) | As previously reported by the company, on October 19, 2010, an affiliate of 3G Capital acquired all of the outstanding equity of the company. Accounting principles generally accepted in the United States require operating results for the company prior to the October 19, 2010 acquisition to be presented as Predecessors results in the historical financial statements. Operating results for the company subsequent to the October 19, 2010 acquisition are presented as Successor results in our historical financial statements. References to the twelve months ended June 30, 2011, relate to the combined results of the July 1, 2010 through October 18, 2010 results for the Predecessor and October 19, 2010 through June 30, 2011 results for the Successor. References to the twelve months ended December 31, 2010, relate to the combined results of the January 1, 2010 through October 18, 2010 results for the Predecessor and October 19, 2010 through December 31, 2010 results for the Successor. We believe that the discussion of our combined results allow a more meaningful way to discuss our performance. | |
(6) | Adjusted income tax expense for the three and six months ended June 30, 2011 and 2010 is calculated using the companys actual tax rate for all items with the exception of the adjustments listed above to which a U.S. federal and state statutory tax rate of 39.0% and 38.8%, respectively, has been applied. |
13
Burger King Holdings, Inc. and Subsidiaries
Supplementary Data
(Unaudited)
Supplementary Data
(Unaudited)
Company Restaurant Margin
Successor | Predecessor | ||||||||||||||||
Three Months Ended June 30, | |||||||||||||||||
2011 | 2010 | ||||||||||||||||
(In millions, except %s) | |||||||||||||||||
% of | % of | ||||||||||||||||
Company | Company | ||||||||||||||||
Restaurant | Restaurant | ||||||||||||||||
$ | Revenues | $ | Revenues | ||||||||||||||
Company restaurant expenses: |
|||||||||||||||||
Food, paper and product costs |
$ | 135.4 | 32.3 | % | $ | 147.2 | 32.4 | % | |||||||||
Payroll and employee benefits |
122.2 | 29.2 | % | 139.3 | 30.7 | % | |||||||||||
Occupancy and other operating costs: |
|||||||||||||||||
Depreciation and amortization |
21.3 | 5.1 | % | 23.9 | 5.3 | % | |||||||||||
Other occupancy and operating costs |
89.5 | 21.4 | % | 95.3 | 21.0 | % | |||||||||||
Total occupancy and other operating costs |
110.8 | 26.4 | % | 119.2 | 26.2 | % | |||||||||||
Total Company restaurant expenses |
368.4 | 87.9 | % | 405.7 | 89.3 | % | |||||||||||
Company restaurant margin |
$ | 50.6 | 12.1 | % | $ | 48.4 | 10.7 | % | |||||||||
Company Restaurant Margin
Successor | Predecessor | ||||||||||||||||
Six Months Ended June 30, | |||||||||||||||||
2011 | 2010 | ||||||||||||||||
(In millions, except %s) | |||||||||||||||||
% of | % of | ||||||||||||||||
Company | Company | ||||||||||||||||
Restaurant | Restaurant | ||||||||||||||||
$ | Revenues | $ | Revenues | ||||||||||||||
Company restaurant expenses: |
|||||||||||||||||
Food, paper and product costs |
$ | 262.4 | 32.3 | % | $ | 285.2 | 31.9 | % | |||||||||
Payroll and employee benefits |
242.2 | 29.8 | % | 277.5 | 31.1 | % | |||||||||||
Occupancy and other operating costs: |
|||||||||||||||||
Depreciation and amortization |
42.7 | 5.3 | % | 44.1 | 4.9 | % | |||||||||||
Other occupancy and operating costs |
176.8 | 21.8 | % | 188.3 | 21.1 | % | |||||||||||
Total occupancy and other operating costs |
219.5 | 27.0 | % | 232.4 | 26.0 | % | |||||||||||
Total Company restaurant expenses |
724.1 | 89.2 | % | 795.1 | 89.0 | % | |||||||||||
Company restaurant margin |
$ | 87.5 | 10.8 | % | $ | 98.2 | 11.0 | % | |||||||||
14
Burger King Holdings, Inc. and Subsidiaries
Supplementary Data
(Unaudited)
Supplementary Data
(Unaudited)
Reconciliations for total general and administrative expenses and general and administrative
expenses before non-cash and other items are as follows:
Successor | Predecessor | ||||||||||||
Three Months Ended June 30, | |||||||||||||
2011 | 2010 | % Change | |||||||||||
(In millions, except %s) | |||||||||||||
Selling expenses |
$ | 20.5 | $ | 22.7 | (10 | )% | |||||||
General and administrative expenses before
non-cash and other items: |
62.4 | 88.0 | (29 | )% | |||||||||
Share-based compensation(1) |
0.4 | 3.9 | (90 | )% | |||||||||
Depreciation and amortization |
10.7 | 6.5 | 65 | % | |||||||||
Transaction costs(3) |
0.3 | | NM | ||||||||||
Global restructuring and related
professional fees(4) |
11.7 | | NM | ||||||||||
Total general and administrative expenses |
85.5 | 98.4 | (13 | )% | |||||||||
Selling, general and administrative expenses |
$ | 106.0 | $ | 121.1 | (12 | )% | |||||||
NM not meaningful
Successor | Predecessor | ||||||||||||
Six Months Ended June 30, | |||||||||||||
2011 | 2010 | % Change | |||||||||||
(In millions, except %s) | |||||||||||||
Selling expenses |
$ | 39.5 | $ | 44.3 | (11 | )% | |||||||
General and administrative expenses before
non-cash and other items: |
125.4 | 173.5 | (28 | )% | |||||||||
Share-based compensation(1) |
0.6 | 8.1 | (93 | )% | |||||||||
Depreciation and amortization |
21.7 | 13.0 | 67 | % | |||||||||
Transaction costs(3) |
1.1 | | NM | ||||||||||
Global restructuring and related
professional fees(4) |
23.9 | | NM | ||||||||||
Total general and administrative expenses |
172.7 | 194.6 | (11 | )% | |||||||||
Selling, general and administrative expenses |
$ | 212.2 | $ | 238.9 | (11 | )% | |||||||
NM not meaningful
15