Operator: Good day, everyone, and welcome to the ViacomCBS First Quarter 2020 Earnings Conference Call. Today’s call is being recorded. At this time, I’d like to turn the call over to Executive Vice President of Investor Relations, Mr. Anthony DiClemente. Please go ahead, sir.

Good morning, everyone. Thank you for taking the time to join us for our first quarter 2020 earnings call. Joining me for today’s discussion are Bob Bakish, our President and CEO; and Chris Spade, our CFO. Please note that in addition to our earnings release, we have trending schedules containing supplemental information available on our website. Also on our website, we have a slide presentation for you to follow along with our remarks. I want to refer you to the second slide in the presentation and remind you that certain statements made on this call are forward-looking statements that involve risks and uncertainties. These risks and uncertainties are discussed in more detail in our filings with the SEC. Today’s remarks will focus on adjusted results. Reconciliations for non-GAAP financial information discussed on this call can be found on our earnings release or on our website. Now I will turn the call over to Bob.

Good morning. And thank you for joining us. Before we begin, I want to acknowledge the extraordinary time we’re in. Our thoughts are with all who are affected worldwide and especially those who have lost loved ones. To the heroes on the front line of first response in health care and to all the essential workers, we owe you a debt of thanks. I also want to thank ViacomCBS employees around the world for their adaptive creativity and continued focus on serving our audiences, commercial partners and shareholders amid these unprecedented times. Let me now dive into our first quarter earnings call. Today, there are three headlines. First, ViacomCBS delivered a solid quarter with clear operating momentum and sequential improvement on key financial metrics. Second, we’re proactively managing through the COVID-19 crisis, supporting our employees and communities, while strengthening our financial flexibility, reducing costs and ensuring business continuity. And third, we remain consistently focused on value creation and are acting swiftly to execute against cost and revenue opportunities that will create both immediate and lasting benefits. I’ll start with Q1 2020, our first full quarter as a combined company, one where we made significant progress unlocking the value of our must-watch content across multiple platforms globally and at scale. We integrated commercial teams to provide partners the strength of our combined asset base. We made progress capturing the run rate merger-related cost synergies we committed to, and we saw strong momentum in streaming, momentum we will build on. Examples of our progress include key operating wins. Among them, the continued strength of our domestic media networks, which held the highest share of TV viewing in all key audience demos. This leadership starts with broadcast. CBS will finish the season as America’s most watched network for the 12th straight year. CBS…

Thank you, Bob. And good morning, everyone. I would first like to say that our hearts go out to everyone who has been impacted by this pandemic. I want to acknowledge and thank the employees at ViacomCBS for their extreme care for well-being and resilience in this unprecedented time. I am proud to be a part of the tremendous team work currently taking place across our company, our industry and our communities. Specific to ViacomCBS, we are faced with a much different financial environment for this earnings call than just a quarter ago when we closed year end 2019. We did realize solid results in Q1 2020, our first full quarter as a united company. Then at the end of the quarter, we pivoted to manage the risk from COVID-19, while continuing to focus on unlocking the value of ViacomCBS. Today, I will first take you through the actions taken to strengthen our liquidity and financial flexibility. Then I will walk you through our first quarter 2020 results, which demonstrate early evidence of the power of ViacomCBS. And finally, I will provide you with some insights into what we are seeing today coming from COVID-19 effects and the actions we are taking to mitigate them. We are proactively managing through this crisis with the security of increased liquidity, while aggressively controlling our costs and preserving cash. At the same time, we are accelerating the momentum we are seeing in our streaming businesses to position ViacomCBS well for the future. Let’s start with ViacomCBS’ liquidity and balance sheet. Early on, we prioritized taking the necessary steps to ensure we have sufficient liquidity and financial flexibility to manage through this crisis. On April 1, we accessed the credit market and issued $2.5 billion of debt. Using the proceeds from this bond issuance…

Thank you. At this time, we’ll be conducting a question-and-answer session. [Operator Instructions] Our first question comes from line of Alexia Quadrani with JPMorgan. Please proceed with your question.

Hi. Thank you very much. I hope everybody on the call is safe and well. I wanted to just touch on advertising first, and then I have a follow-up on 2Q. First, on the advertising market. Can you provide any more color on how it trended in April? And are you seeing any signs of sort of some strengthening like maybe outsized demand for return of goal? And then on the YouTube renew, congratulations, it sounds like a great renewal there and with Viacom being added. I guess any more color you can give us in terms of when we’ll see Viacom included in any incremental color on where you see incremental revenue from the Viacom network being added to that contract?

Yeah. Thanks, Alexia. We’re all fine, trust you are as well. In terms of advertising, as I said in my remarks, we are seeing a significant impact in Q2, and but we do see Q3 and Q4 improving, assuming businesses reopen, and we’re well positioned to capitalize on that and gain share. Now with respect to Q2 specifically, on a relative basis, broadcast is strongest, then cable, then digital, local is weakest. Interestingly, though, the weakness is dominated by five categories, and they’re categories you would expect: auto, restaurants, retail, travel, movies. So they’re all significantly impacted by COVID. Now as we’ve seen some decline in demand, we also have been using some of that inventory to benefit our own products, including promoting SVOD, digital books and cross-boarding our schedules. So that inventory hasn’t gone to waste. We’ve also, in some cases, reduced load to improve the viewing environment and to maintain strong pricing. On positive note, one of our largest clients came to market in Q2 with scatter dollars, and we know we got the largest share. So that’s a good reflection on the power of on the portfolio. It’s also worth noting that we’ve seen in May and June scatter improve relative to April. So that’s a good sign. And we do see categories continuing to be active in the market, pharmaceuticals, CBG, financial services, tech. And as we look to Q3, in particular, we’ll also see live sports beginning to return. For us, the PGA starts on June 11 in Texas. We’re seeing very strong demand for that and golf. And as you know, the NFL is releasing their schedule later today. So that’s all a positive. Again, we’re very well positioned against this backdrop, given our number one position on linear television as well as our…

Thanks a lot. Operator, let’s take our next question please.

Thank you. Our next question comes from the line of Michael Morris with Guggenheim Partners. Please proceed with your question.

Thank you. Good morning guys. Two questions. First, on the content side. On the completion of the merger, you guys spoke about $13 billion is an approximate level of cash content spend. I’m wondering if you have any updated thought on that level of spend. And any updates on how you’re thinking of sort of the evolution of how you allocate that given the breadth of distribution of distribution options that you have, any place you’re putting more to work or maybe pulling back any? And then second, I’m curious about the advertising pacing at Pluto TV in particular. You guys disclosed each of your digital metrics were up 50% plus in the quarter, if I sort of parse that a little bit. Can you talk about how Pluto is pacing on a relative basis and whether you’ve seen any - whether it’s held up better or maybe been a little softer in the sort of COVID-driven disruption? Thanks.

Yeah. Sure, Michael. So on content, the company has a very substantial content asset. That includes current production through Paramount, CBS, Viacom Media Networks, as well as a huge library. And the $13 billion cash content spend that we’ve referred to in the past is a very material number. Relative to that number, we expect COVID to result in some reduction in overall content expenses in 2020. Now that’s driven by the cancellation of certain events, say, the NCAAs, as an example, the reduction in number of episodes of certain seasons series, so CBS prime. A lot of those series only delivered 18 episodes versus the planned 22 because we have to have to shut down production early. And we did move some films out of 2020. So all those things will reduce the 13, but that’s really a 2020 issue. It’s not a planned change in run rate. Now in terms of that aggregate spend, we continue to spend, we continue to prioritize investments in our owned and operated platforms. And that includes streaming with a growth emphasis on streaming as we shift mix from lower- to higher growth sectors. With respect to streaming, our biggest franchises will be key to that strategy as well as well as our broad programming strength really across genres, genres being kids, animations, crime procedurals, et cetera. And so we will be prioritizing those programming areas for our owned and operated platforms. That said, we will continue to selectively license to third parties. It’s a big market. Playing in that market has multiple benefits, not just revenue, but also expanding the reach of IP to new fans that benefits the franchise and related businesses like consumer products, like setting up for theatricals, et cetera. We’re doing that in a very strategic way. So we’re not going to license critical mass of any of our key programming areas, kids, procedurals, et cetera, to any single player. Likewise, again, we’re prioritizing franchise IP to our owned platforms. And regardless of what we do in the licensing space, remember, ultimately, these deals are rentals. The IP does revert back. So that’s how we’re thinking about it, Mike. In terms of Pluto, I referenced that digital was weaker, but digital is an aggregation of a lot of a lot of different things. We continue to see fantastic advertiser reception for the Pluto product. It really is the closest thing to linear television on the planet. And if you’ve seen Pluto in the last month with our Venetia upgrade, the product is fantastic. The presentation is improved. And by the way, the ad guts behind it are also upgraded. So we continue to see strong demand, certainly strong demand in the first quarter. We’re doing fine in the second quarter, again, against a general softer backdrop, which everybody is seeing. But we continue to love the asset and advertisers do, too.

Thanks a lot, Mike. Operator, let’s take our next question please.

Thank you. Our next question comes from the line of Ben Swinburne with Morgan Stanley. Please proceed with your question.

Thanks. Good morning. Two questions. You guys talked about your plans with the balance sheet and asset sales. I’m just wondering, as we try to think about free cash flow generation this year, anything else you can tell us beyond your answer to Mike’s question on cash spend and how to think about the puts and takes for free cash flow further, I know it’s hard to give guidance given visibility. And are you thinking about additional asset sales and monetization opportunities even beyond the BlackRock building and Simon & Schuster? And then I had a follow-up on Paramount.

Sure. Thanks, Ben. I appreciate the questions. So relative to our balance sheet, the way we think about our cash flow with the non-core asset sales, as I said in my comments, BlackRock, we will resume the tours and the sale process when the building reopens. And we do anticipate that, that sale will complete in 2020. For Simon & Schuster, we’re currently preparing to make available for sale when the market conditions allow. So as we look at our capital allocation plan relative to thinking about how we use our cash, it’s organic free cash flow generation, which we will benefit from the near-term production shutdown. It will be a benefit near term to free cash flow. But then also with the proceeds we get from the asset sales, we will look to pay down our debt to achieve 2.75 times leverage ratio.

And then just to follow-up with the second part of your question, Ben, in terms of the strategic your question, when I look at it, there are really three interrelated elements of our business. And those are studios, networks and streaming. And that gives us a very clear lens to look through to consider where the assets fit or not. Based on that, again, it’s clear that BlackRock, which is an iconic office building in New York, but doesn’t fit any of those three categories, and Simon & Schuster, which is a preeminent publisher and an extraordinary company, again doesn’t fit in any of those segments. So those are non-core, even though they are super high quality assets, and again we’ve had lots of interest in them. But when you look at that framework through the rest of the assets we own, the company really has a pretty compelling combination. So COVID hasn’t changed our view on strategic asset composition in anything; if anything, it’s reinforced it. We believe the combination of studios, networks and streaming makes enormous synergistic sense together.

Thanks, Ben. Operator, let’s take our next question, please.

Thank you. Our next question comes from the line of Rich Greenfield with LightShed Partners. Please proceed with your question.

Rich, you might be on mute.

Rich?

Operator, let’s go to the next question, and we can bring Rich back.

Thank you. Our next question comes from the line of Jessica Reif Ehrlich with Bank of America. Please proceed with your question.

Thank you. What is – Bob, I hear your confidence in your ability to outperform, but given the increasingly challenging pay TV environment, you are growing share in linear. But as we all know, the universe is shrinking at kind of an alarming rate. What gives you that confidence to outperform? And as you pivot to streaming, can you talk a little more – give us some color on what you think the investment will be over the next year or two? What is the profitability on that $471 million in revenue? And how are you thinking about long-term margins? It’s now one of your core three areas. So did that – just any color you can give us on where you see that profitability going? And then one last thing on advertising. Q3 cancellations were due. What are you seeing there? And where are you seeing most demand? Is it sports, entertainment or news? Thank you.

Yeah, Jessica. Sure. So in terms of affiliate, I think probably the best way to think about it is, if you look at pay subs, we saw stable trends in Q1 relative to Q4. That said, given what we’re hearing and people are talking about in Q2, we do expect some modest incremental cord cutting. But importantly, our deal with YouTube will more than offset that when it kicks in this summer. So that’s, to your question of outperformance. Also, on the domestic cable affiliate revenue side, as you know, we got a nice improvement in rate of change between Q4 and Q1. Q2 might move back a bit given what I just mentioned on sub trends. Again, we don’t know what that actually is, but there’s possibility. But given the deals we have locked in as of today, we see further improvement in second half of the year on the domestic cable affiliate revenue trend line. So that’s to your question on outperformance. Look, on streaming profitability, again, we’re not giving guidance, certainly not into 2020 COVID environment. I can tell you that we are – it really – it’s all about the mix of content expenditures across the company and continuing to remix from investment towards higher growth areas that includes streaming. In the short term, there’s a lot of incremental content that we’re bringing to the platform that is existing content. And over time, there’ll be growing original content on the streaming side. But again, that’s largely a mix. And again, as we look at a business plan for streaming, both in free and pay and more importantly, on this integrated linked ecosystem, we’re very excited about what we see tracking out over the coming years. Finally, on Q3 ad sales, again, based on everything we see today, we believe Q3 ad sales will be better than Q2. And, again, right now, May and June scatter May and June scatter looked better than April. So that’s a good sign. We do see categories active in the market, again, pharma, CPG, financial services, tech. We do see for sure demand for sports, starting with this June 11 PGA event and these PGA events are sort of staggered in kind of more open states, if you will, in locations. So we feel good about that. We have a very specific production plan for those, which we believe mitigates risk. And we’re definitely seeing strong demand for that. And again, it speaks to the power of the portfolio, the fact that we can serve advertisers through our number one linear position across really all genres, add in Pluto and other high quality digital assets. And importantly, deliver it through a single point of customer contact. I think that will be even more important as we negotiate, say, this virtual upfront. So that’s what I’m seeing.

Okay. Thanks, Jessica. Operator, we’ll take our next question, please.

Thank you. Our next question comes from the line of Rich Greenfield with LightShed Partners. Please proceed with your question.

If I could just figure out how to use my headset, all would be good. But just a couple of quick questions. Remote work is interesting. Viacom DISH is up this month, I think there is a lot of investors on this call are proudly thought that Charlie Ergen is going to give you a very hard time in that renewal. I’m wondering with literally no sports on TV, there is a leverage with distributors sort of shift a little bit. At least until sports come back, it would seem like Viacom is a pretty large portion of overall content on the air right now. Then on the movie business, you’re talking about putting up movies later this year. Some of your peers have moved films into literally a year, if not more. Do you really plan to put out movies if they can’t generate hundreds of millions of dollars of box office? Like how are you going to make the decision of whether to really put things out in August, September versus delay until August or September of 2021? And just because everyone is literally asking me to ask, Bob, could you just be very specific? Fox said ad sales are down 50%; AMC, down 30%. Could you just give us actual specificity on the numbers of ad decline in Q2? Thanks.

Sure, Rich. And yes, I thought you were kind of on mute before, and I agree, work from home is an interesting concept. But with that caveat, so we are seeing incredible consumption of ViacomCBS content in the current environment. And that’s both our broadcast linear CBS, that is our cable assets, including like Nick Jr. and Nickelodeon, BET, Comedy Central, Trevor’s Killing It, et cetera. So yes, we’re very pleased with what we’re seeing. And by the way, as I said, our streaming services, which we also increasingly call it package into our relationship with our distributors are performing very well. So does that tilt in our favor at the moment? Yes, probably. We, by the way, also look forward to bringing live sports back, and we’re going to be one of the first with golf, the nature of golf probably makes that a little bit simpler than some of the other sports. By the way, we set up a sound stage in Radford, the CBS lot to film both boxing and Bellator events, which we’re going to use that soundstage to sequentially alternately produce those, albeit with no audience for the moment. So we’re going to do some sports stuff around the edges. But yeah, look, I like our position. I think the portfolio is very powerful. You see that starting to come to life with the deals I’ve already talked about, and I feel about our trajectory going forward. With respect to movies, yes, we moved them later. We thought that was the right thing to do to preserve asset value. We obviously look at the market and look at what it will be at a point in time, and we’ll make a decision if there’s sufficient critical mass of screens if you will, theaters to warrant opening a film. Our first film on the schedule is Spongebob at the beginning of August - I think its August 7. So it’s too far out to call if that’s definitely going to be released or it’s definitely not going to be released. We hope it will release, but we will continue to look at and make the right decision in terms of the return on those assets because we got great films. I mean, whether it’s Quiet Place Part II, which we premiered in New York two weeks before the crisis, and we pulled at the last minute. Thank God we did because the film is incredible. And we didn’t waste it. We saved it. Likewise, Top Gun: Maverick is off the chart. So - but we’re going to open them when it makes sense to open them, Rich. Lastly, on ad sales, look we’re not going to - I’m not going to give you a domestic number. I can tell you it’s not as bad as what Fox is saying, that’s for sure, but it’s not pretty either. But as far as a specific number, no, I’m not going to do that.

And then just a follow-up on the film point. You said that yield the base decision on whether theaters are open, how does actual consumer behavior play into it? I mean, theaters could be open, but if people don’t want to go to movie theaters, are you going to still open movies?

Rich, we are going assess it based on economic considerations. So we’re going to take all that into account. Again, we - the cash flow nature of the studio business on new release versus production means that we can be patient and wait. So we’re not going to relight these negatives on fire. We’re going to wait until we can really maximize them because they’re great products.

Thanks. That’s what I was hoping you were going to say.

Thanks, Rich.

Next question, please.

Thank you. Our next question comes from the line of John Janedies with Wolfe Research. Please proceed with your question.

Good morning. Bob, a couple for me. First, can you give us an update on what you’re seeing across key geographies on the international cable network business? And then separately, given the delayed schedule for scripted sports, how are you thinking about a time line for both the return to production and bringing content to air? What do you think the fall season looks like for CBS? And are there any creative solutions to maintain as much of your core audience as possible, assuming originals don’t hit the schedule until the winter?

Yeah. Sure, John. So international, I’d say, overall the dynamics are similar to the U.S. And what I mean by that is escalated content consumption, both linear and streamed, soft ad market and us focusing on cost management. In terms of advertising, Q1 was really a story of U.K. market under pressure. Spain also, Australia was actually up. Q2 is pretty soft across the board. And I would say that international is softer than domestic. And probably a way to think about it is we talked about this 2% growth number in Q1. The domestic number is better than that. The international number was a headwind for it. Importantly, in international, we are - we now have two offices open, Beijing and Hong Kong. So things are moving forward. And that is both a light at the end of the tunnel, but also a great way for us to get experience with facility reopening, which we have a big kind of working group on that. So we’re prepped for it. And then on the international side, importantly, we continue to see new opportunities coming out of the merger when we think big picture. It might take us a little longer to realize them, but they’re definitely there, things like bringing operating expertise from Channel 5 and Telefe to Network 10, things like bringing CBS’ massive television library and production to Viacom International Media Networks distribution across MVPDS, OTT, mobile partners. And as we move forward on streaming again, we see a real international opportunity, which leverages the combined company asset base, and it’s more than seeing it. We have plans to go after it, as I said, in multiple markets over the next 12 months. With respect to production, we have a multifaceted plan in place for restarting production, which…

Thanks, John. Operator, we have time for one last question.

Thank you. Our final question this morning comes from the line of Michael Nathanson with MoffettNathanson. Please proceed with your question.

Great. Thanks. I’ll have two of you. The first is when I think about Showtime, it’s a pretty competitive market. It’s not global, no advertising capabilities like your other businesses. I wonder is it a long-term core asset? One of the moves you made in Viacom selling right away. So how does Showtime fit into your long-term vision? And secondly, if you look at your competitors in streaming, they all pulled back some big titles Peacock, Office, Friends, HBO MAX. I wondered, when you pull back some of the big library content that sits on Netflix or in a perfect world, what have you pulled back South Park from licensing that. So just give me a sense of that philosophy? Thanks.

Yes. Sure, Michael. So on Showtime, I think two things to note. One, is it for sure, fits in the strategic paradigm that I outlined of studios, networks and streaming? In fact, it’s all three. And the second thing I’d say on Showtime is, we talked about some issues with Showtime circa 2019, but our 2020 plan is all about turning around the performance with respect to earnings and cash flow, and we feel good about our trajectory there. And it’s important to note that it has real momentum on subscribers, particularly over the top. Showtime had its best quarter ever in sign-ups and consumption in Q1. And we’ve seen acceleration in sign-ups, time watched and total streams in April. And the conversion of free-to-pay as it’s accelerated, i.e., more trials, we’re seeing the same or better conversion rates. So that’s all good, and we do have a lot of momentum on the programming side. With respect to streaming, I talked about our strategy a bit in my prepared remarks. And from a content perspective, again, we’re very excited about where we’re taking this. If you look at Pluto, it’s a massive free gateway to our streaming ecosystem. We are going to continue to build that out. That has both owned and operated and third-party content on it. The content offering in ours is definitely weighted towards third party. Our content on it is definitely library, and that’s working well. In respect to our pay product, which is more where your question would show up, we’re in the middle of transforming CBS All Access into this much more compelling product that includes news, live sports and on-demand entertainment. So your question would really apply largely to on-demand entertainment. Again, we put over 100 Paramount films there this week. You will see a major move this summer, where we’ll introduce a fundamentally new UI and add substantial content assets. As we do that, we are prioritizing franchises and importantly, critical mass of programming in genres, whether it’s animation and kids or it’s crime, et cetera, for O&O. We will continue to selectively license outside of that. So we may put a little kids somewhere on one platform, a little bit on another. But in terms of critical mass and in terms of big franchises, we’re going to increasingly lean into that for our owned and operated platforms. We think that’s a strategy that will create a very compelling, streaming product and sort of trajectory for that element - that portion of our business, as well as allow us to continue to participate in a licensing market where there continues to be a lot of demand.

Thank you, Bob.

Look, guys, I really want to thank you for your questions and taking time with us in this strange time we’re all living in. I want to close by saying ViacomCBS is a resilient company. We are well-positioned to navigate the crisis, and we’re really just beginning to tap the potential of our combined assets. To that end, you look at Q1, you look at the time since then, remember, we only closed this deal in December, but there are already multiple proof points to the power of the ViacomCBS combination. That includes recent affiliate deals. We talked about them today. Our cross-company use of content, we talked about today and very material cost synergies, which will probably increase as we move forward, leveraging our experience in COVID. Again, the first quarter and the weeks following demonstrated that our content is in demand in all kinds of formats. We did take aggressive steps to reduce costs, improve financial flexibility and frankly, strengthen our ability to capitalize on emerging opportunities. Our growing scale, audience reach and earnings power will become more apparent as this market rebounds, and we put the full power of our portfolio behind the company, including behind our streaming strategy. So look, thanks everyone, for your continued support. Stay well, and we look forward to seeing you in person, hopefully, sometime soon.

Operator - thanks, everyone. That concludes our earnings call. Have a great day.

Thank you. This concludes today’s conference. You may disconnect your lines at this time. Thank you for your participation.