Good day, and welcome to the Yum! Brands, Inc. Second Quarter 2020 Earnings Conference Call. All participants will be in listen-only mode. [Operator Instructions] After today’s presentation, there will be an opportunity to ask questions. [Operator Instructions] Please note today’s event is being recorded. I would now like to turn the conference over to Keith Siegner, Vice President, Investor Relations, M&A and Treasurer. Please go ahead.

Thanks, operator. Good morning, everyone, and thank you for joining us. On our call today are David Gibbs, our CEO; Chris Turner, our Chief Financial Officer; and Dave Russell, our Senior Vice President and Corporate Controller. Following remarks from David and Chris, we'll open the call to questions. Before we get started, I'd like to remind you that this conference call includes forward-looking statements. Forward-looking statements are subject to future events and uncertainties that could cause our actual results to differ materially from these statements. We're going to do our best to provide our current thinking about the impact of the COVID-19 pandemic on our business, but obviously, this situation is completely unprecedented and evolving. So any forward-looking remarks should be considered in light of the uncertainty regarding the severity and duration of the pandemic and the variables that will be impacted as a result. All forward-looking statements are made only as of the date of this announcement and should be considered in conjunction with the cautionary statements in our earnings release and the risk factors included in our filings with the SEC. In addition, please refer to our earnings releases and relevant sections of our filings with the SEC to find disclosures and reconciliations of non-GAAP financial measures that may be used on today's call. Please note the following regarding our basis of presentation. First, all system sales results exclude the impact of foreign currency. Second, core operating profit growth figures exclude the impact of foreign currency and special items. For more information on our reporting calendar for each market, please visit the Financial Reports section of our website. We are broadcasting this conference call via our website. This call is also being recorded and will be available for playback. Please be advised that if you ask a question, it will be included in both our live conference and in any future use of the recording. We'd like to make you aware of upcoming Yum! investor events and the following: First, disclosures pertaining to outstanding debt in our restricted group capital structure will be provided at the time of the Form 10-Q filing. Second, third quarter earnings will be released on October 29, 2020, with the conference call on the same day. Now, I'd like to turn the call over to Mr. David Gibbs.

Thank you, Keith, and good morning, everyone. I want to start by thanking and recognizing our employees, franchisees and restaurant team members around the globe. They have adapted to the incredible challenges of 2020 with remarkable agility bringing our delicious, affordable food to customers in a low contact manner. As a result, we are well positioned to leverage our scale and capabilities to generate profitable system sales growth in the new customer environment. On the foundation of our resilient, highly diversified business model, we are driving our recipes for growth and good to emerge a stronger company for all stakeholders. Our Recipe for Growth, using our four key growth drivers, continues to guide our business strategy. So I'll start with an overall review of the second quarter and use a few examples to illustrate the power of our relevant, easy and distinctive, or RED, brands unmatched operating capability and Unrivaled Culture & Talent growth drivers. Then Chris will share more details of our Q2 results, our bold restaurant development growth driver and our healthy liquidity position. First, Q2 results, the quarter was significantly impacted by COVID-19, the primary driver of our 25% core operating profit decline. Overall, Yum! system sales declined 12% with a 15% same-store sales decline, offset by a 3% increase in net units year-over-year. The impact on our sales in each of our market's dependent on the timing, severity and duration of the outbreak as well as our reliance on dine-in sales in the market. Overall, our sales declines were primarily driven by temporary store closures, which peaked in early April at about 11,000 restaurants. We then experienced a consistent pace of reopening until our June 10 8-K filing when approximately 5,000 units or 10% of our global system remained close. I'm excited to share that closures…

Thank you, David, and good morning, everyone. Today, I'll discuss our second quarter results, bold restaurant development and our strong liquidity and balance sheet position. But first, I'd like to express my appreciation for the focus and execution of our team members around the globe who rose to the occasion and generated competitively superior results. It has now been a year since I joined Yum!, and the challenges COVID-19 has presented to the entire restaurant industry have given me an even greater appreciation for the power and resilience of Yum!'s unique and highly diversified business model. That, combined with our tremendous strides in digital and delivery, innovation and operations, give me confidence that Yum! was, is and will remain a high-growth company generating attractive returns for all stakeholders. To begin, let's discuss Q2. As David mentioned, core operating profit declined 25% during the quarter, and overall Yum! system sales declined 12%. This was driven by a 15% same-store sales decline, partly offset by a 3% increase in net units year-over-year. The brand most impacted was KFC, where operating margin, excluding FX, decreased approximately 8% versus prior year, driven by lower same-store sales due in large part to temporary closures, higher bad debt expense and lower company restaurant margins, partially offset by net new unit growth. Excluding The Habit, general and administrative expenses, excluding FX and special items, were approximately flat over the second quarter 2019 as onetime COVID-related expenses were offset by reduced P&E, other efficiency actions and onetime savings. Interest expense was approximately $131 million, a 10% increase from prior year, driven by higher debt balances, including our outstanding revolver balance, partially offset by lower interest rates on our floating rate debt. We recorded $84 million of pretax investment income related to the change in fair value of our…

Thank you. We will now begin the question-and-answer session. [Operator Instructions] The first question today comes from John Glass of Morgan Stanley. Q – John Glass: Thanks very much. Chris, just going back to the comments on development. What are the conversations with the franchisees? I know it matters by market, by brand. Are you willing to change your philosophy in terms of capital allocation to help rekindle that growth in certain markets? How do they think about the share opportunity ahead of them in certain markets where some of these smaller chain's independents? What – I know you're not going to give specific guidance, but can you talk about the relative enthusiasm? Is it too early to give a comment about that, about resuming growth in various markets? A – Chris Turner: Yeah. Good question, John. Obviously, unit development and growing our network has been an important part of our algorithm. And we think in the long-term, we remain confident that it will be an important part of Yum!'s story. Obviously, given the uncertainty in the near-term, we're not sure when we'll get back to that. But if you think about the factors that actually are driving this conversation, it depends really on where you are around the globe. We've got certain markets where sales are strong. Our brands have proven their resilience, and our franchisees are forward focused. You heard Yum! China last night reaffirm their units for the year. And then we've got other markets at the other end of the spectrum where we still got some closures or -- and where sales are more impacted by COVID. Those franchisees are focused on just basic operations right now. So the discussions really depend on where you are around the globe. But in general, we believe the investment case for our restaurants will be even stronger going forward. Our brands have proven resiliency. We believe real estate costs should be more favorable going forward. Our digital capabilities allow us to pivot to off-premise, and we'll obviously be looking at optimizing our footprints for that environment. So we feel really good about the investment case.

And look, that said, we're not wavering from our asset-light model, right? Our model is for franchisees to do development. Within that, though, we've been building a couple of Taco Bells, equity stores. To the point of your question, John, we are going to continue to do that. And then Habit, we talked about the data a little bit in the prepared remarks, but we've been really pleased with how Habit has gone through this and the resiliency of that business, and they have been building corporate stores. We'll continue to do that as we slowly open it up to franchising over time. So there will be company investment in mostly Taco Bells and Habit stores over the near term.

Next question, please

The next question comes from Gregory Francfort of Bank of America. Please go ahead.

Hey, thanks for the question. You just touched a little bit on Yum!'s willingness, I guess, to maybe invest in some of these franchisees. And I guess the question comes back somewhat to the NPC situation. And I guess, if you could put some capital in and maybe accelerate some of the asset changes there. Is that something Yum!'s considering? Or is that something that will be off the table at this point? Thanks.

Yes. Again, back to the comment I just made. We're committed to the asset-light model. We never rule out any possibility, but there's plenty of interest in getting into all of our different businesses around the world as investors have seen how resilient our business is. And we're not going to comment very specifically about the NPC situation, but other than to say we're working productively. There's lots of interest in that business, and we expect it to be in the hands of a capable franchisee coming out of this process.

Thank you. Next question, please.

The next question comes from Sara Senatore of Bernstein. Please go ahead.

Thank you. I was wondering if you could maybe talk about Pizza Hut and KFC in particular. They would – I characterize them as maybe some of the few beneficiaries, if you will, of the changes in the consumer behavior during the pandemic. Both I think comping better. Certainly, the off-premise business repeats that, and we've seen it in a long time. Can you just talk about how you think about retaining some of that strength, specifically the two dynamics I'm interested is what happens when people are able to go out, eat again? Your dining rooms are open. How much of that do you think you'd give back? And then also to the extent that you've taken market share, how do you keep that Pizza Hut, x closures and dine-in comps, I think, over 20%, which is actually pretty consistent with what we've seen from other large pizza chains who have historically, I think, led Pizza Hut in many quarters. So I guess, how do you capitalize on these things? Or can you over the long term? Thanks.

Great question, Sara. And it's obviously our intent to hold on to the gains that we've made. A lot of the gains at Pizza Hut and KFC have been from the fact that they offer great Family Meal solutions, which is right for these times. But one of the things that I'm really encouraged about all of our brands is the incredibly positive feedback we're getting in our customer satisfaction surveys. Customers that are – and the new customers that are being drawn to our brands during these times. So those two things coupled together says that we should be able to hold on to some of these new customers, given the great experiences that they're having and the new normal It's very hard, obviously, to predict what the world will look like six months from now. I think we're most proud that we've demonstrated how resilient our businesses and how nimble we are and how we can pivot to meet customers as their needs change. We know, like a lot of other retailers, we're looking at data about how -- what happens when customers do return to dining-in in certain parts of the country or in certain markets. And we see a little bit of an impact on that to our business, but not to the degree that will lead you to conclude we'll give up the gain -- all the gains that we've gotten here. So, it's a pretty bright picture in terms of what it paints for the future.

Thanks. Operator, next question please.

The next question comes from John Ivankoe of JPMorgan. Please go ahead.

Hi. Thank you and apologies, I went through the release, obviously, very quickly. First, the Taco Bell store margins really did jump off the page, considering the comp that you guys reported. Can you provide some color on that in terms of like what happened? And what out of that margin is actually sustainable? And if there is a kind of a new Taco Bell company store margin coming out of this is the first question. And then secondly, if I may, there's obviously been a lot of news in disruption in terms of third-party delivery. Can you comment on -- in the U.S. business specifically and around the world, if you'd like to, your ability to grow delivery dollars year-over-year? And how some potential changes in the relationship might benefit or, I guess, impact your business in some way? Thank you.

Yes. Thanks, John. Good questions. On the Taco Bell store margins, I'd say, yes, obviously, 24.5% and outstanding result from Taco Bell. And I think the main takeaway for us is that shows how resilient the Taco Bell business model is, similar to what we've seen in our other brands around the globe. But I think that's the main takeaway for us is the resiliency. That was primarily driven by some things that probably are related to pandemic. So, we have seen higher average check sizes as consumers are buying more for family occasions than prior to the pandemic. We've also had some labor efficiencies as the dining rooms have been closed, and we've adjusted our operating hours for a bit. So, I'd say those two things were the primary things that helped. Of course, we had some things on the other side of the equation. We paid some extra bonuses to our front-line and had other COVID-related expenses. So, that helped balance it. So, I think it was a good story. But those two primary drivers of check and dining rooms, once those things go back to normal, those would be things that would sort of swing back to the other direction. So, I think the main takeaway is resiliency during the crisis. On third-party delivery, I think at the highest level, our philosophy remains we want to be accessible to our customers where they want to do business with us. And we build relationships with aggregators to serve that purpose. In terms of total delivery capabilities around the globe, we saw a more than 10% increase versus last year in terms of our number of restaurants. We're now north of 34,000 restaurants that offer delivery, up from just over 30,000 at this point last year. Part of that's driven by our aggregated relationships. Of course, we've got our own proprietary delivery capabilities and a number of those restaurants as well. So, it's a mix there. But I think in general, where customers are doing business with aggregators, we want to be there.

Yes. The other point about delivery as much as we've seen delivery growth, we've also seen a lot of carryout growth with options like curbside pickup in a contactless way, which is obviously great for our operators because it's a high-margin business when you can do -- carry out in that way. So the growth that we're seeing, yes, delivery is one of the drivers. But carryout is very much growing at the same kind of pace.

Next question please.

The next question comes from Dennis Geiger of UBS. Please go ahead.

Thanks, and I hope you're all doing well. Just wondering if you could talk a bit more about Taco Bell, the strength of the brand and the franchisees, and thinking about maintaining that industry-leading momentum going forward. Maybe specifically, if you could comment on some of the latest developments, including the loyalty program, what the opportunity there is, as well as menu simplification? And if the drivers there are more operations in speed or making way for new items coming in the future? Thank you very much.

Yeah. Look, Taco Bell was a bright spot for the quarter. If you look at -- they're basically flat on a two-year basis, and they made tremendous progress during the quarter. If you just look at our previous filings from sales results, you can see that they probably had the best results moving from April forward through the quarter. If you think about what -- in the U.S., for example, Taco Bell, with almost one-quarter of their sales is dine-in and the late night and breakfast business, they were impacted the most. So they had the most ground to make up. And now we've got into July, and Taco Bell, along with the other two big U.S. brands are all positive. So that's enormous progress given the hit to their business. It's due to the fact that they've pivoted really well, leveraging the option -- the menu that consumers love with items like the Grilled Cheese Burrito, that's obviously proven a hit. And the loyalty program, as you mentioned, which recently launched still in its infancy, but obviously has a lot of upside. The margins actually were somewhat of a record, tying a record for us for store-level margins in the quarter. So when you add all that up, it's the brand with a huge amount of momentum as we come out of the quarter. I'm very excited about the future for Taco Bell. The relationship with the franchisees, as you mentioned, couldn't be more positive. They've been great partners working through all these challenging times. Again, they were hit the most at the beginning of this pandemic. So they were the ones that were in some ways in the U.S. in the most dire straits, but quickly partnered together with the franchisees. Mark King and his team have done an amazing job to get the business on much more solid footing and with momentum right now.

Thank you. Next question please.

The next question comes from Andrew Charles of Cowen and Company. Please go ahead.

Great. Thanks. As investors try to better understand when the business can return to 4% net restaurant development, can you help set the backdrop a little bit? I'm looking to learn more about KFC International franchisees access to capital, particularly in emerging markets since this is the biggest engine behind Yum! development in the context of the bad debt expense step-up that you saw during the quarter? Thanks.

Yeah. Look, the return to 4% is not a matter of if, it's just a matter of when. And we have 2,000 franchisees around the world. The vast majority of them are coming out of this in good shape. But we have pockets where franchisees are still challenged. We still have a couple of thousand stores that are closed with our bigger presence in emerging markets and emerging markets struggling more to deal with the pandemic in their countries. That's a challenge, which all adds up to making it very difficult to predict exact timing on when we'll get back to our long-term algorithm. But again, there's so many positive things when it comes to development in terms of availability of sites, how resilient our business model has proven, which is obviously attractive to investors that want to invest in this space; the partnerships that we've developed with the vast majority of our franchisees to get through this together; and the positive feelings that creates and the interest in working together long-term to grow the brand. So it will vary by market. It will vary by franchisee in terms of when we get back to the algorithm. Obviously, Yum! China is already there, as they announced last night, which is very encouraging.

Thank you. Next question, please.

The next question comes from Peter Saleh of BTIG. Please go ahead.

Great. Thanks for taking the question. I wanted to ask about your advertising strategy, especially in the U.S. in the second half of the year. Do you guys plan to continue to advertise? Or do you plan on pulling back at all with the election year? And just my second question would be, do you need to get the dining rooms open to start to recapture the previous same-store sales, I guess, momentum you had pre-COVID? Or can you do that with the drive-thru units that you have currently? Thanks.

Yeah. Just taking the last one first on the dining rooms. The reality is that we've got 24,000 dining rooms...

That closed.

That are close today. So – and in the U.S., we really just have a fraction of our dining rooms open. So when you look at the results that we're getting, when you talk about our – excluding closed stores, we still have a lot of stores that are opened with closed dining rooms, it's really quite impressive that we're able to get sales globally back to approaching flat, without those dining rooms in the majority of our stores. So it's not critical to our success. It's obviously something that we will return to over time when it makes sense. And the teams have developed all the right safety protocols to do that, as you can imagine with plexiglass on the front counter and cleaning captains in the dining room to make sure that we clean high-touch points every 30 minutes, all the different things that you would imagine, we – company – the largest restaurant company the world would develop to ensure the safety of our customers. But the dining room piece is really something that we've been able to overcome quite successfully in most markets. Certain markets, obviously more reliant on it, Pizza Hut dine-in restaurants, obviously, in some cases, very reliant on it. So it does – the story does vary. But on average, it's a pretty good story in terms of overcoming dining rooms. On the advertising piece, obviously, our advertising algorithms have been changed in this environment. And we're looking at different ways of promoting our brands. The promotions that we're doing with products have changed. You've heard announcements about us skinnying down our menu. We're advertising more core products, advertising more through digital channels. But for the most part, we're committed to continuing to spend the advertising spend that we – each of our brands has. It varies by brand in terms of what the percentage of sales they spend are, but we're committed to that for the balance of the year.

Thanks, operator. We'll now take the last question. Thank you.

At this time, I'm not showing any additional questions.

Okay. David, do you want to wrap up?

Yeah. Look, thanks, everybody, for spending time with us this morning. As you can tell from the comments, we're incredibly proud of the progress that we've made during the quarter. We were joking that April feels like it was back in 2018. It was so long ago. And what's relevant is the momentum we have coming out of the quarter. I think we've demonstrated that the business is incredibly resilient and nimble, that our teams around the world can move with speed to get new solutions out to meet customers' needs. And they've done that incredibly successfully. And really, what's happened this quarter is accelerated a lot of the strategies that we already had in place, which is a big positive in terms of the business that we do digitally. As we've mentioned, that's up $1 billion year-over-year, actually more than $1 billion. And we – that was part of our plan to grow that business, and we're proud of the progress we've made there. And even things like moving from dine-in assets to delivery assets, that's been accelerated by Q2 2020. So we're coming out of it much stronger, excited about the future. Yum! was, is and will remain a high-growth company for all stakeholders. I think we've demonstrated that this quarter. So thank you.

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.