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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
☒ Annual Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
☐
Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 27, 2020
or
For the transition period from to
Commission File Number: 0-2166050
PAPA JOHN’S INTERNATIONAL, INC.
(Exact name of registrant as specified in its charter)
Delaware
(State or other jurisdiction of
incorporation or organization)
2002 Papa John’s Boulevard
Louisville, Kentucky
(Address of principal executive offices)
61-1203323
(I.R.S. Employer
Identification No.)
40299-2367
(Zip Code)
(502) 261-7272
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
(Title of Each Class)
Common Stock, $0.01 par value
Trading Symbol(s)
PZZA
(Name of each exchange on which registered)
The NASDAQ Stock Market LLC
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months
(or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this
chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ☒ No ☐
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company or an emerging growth company. See
the definitions of “large accelerated filer,” “accelerated filer” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
Large accelerated filer ☒
Non-accelerated filer ☐
Accelerated filer ☐
Smaller reporting company ☐
Emerging growth company ☐
If an emerging growth company, indicate by check mark if the Registrant has elected not to use the extended transition period for complying with any new or revised financial accounting
standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under
Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ☐ No ☒
The aggregate market value of the common stock held by non-affiliates of the Registrant, computed by reference to the closing sale price on The NASDAQ Stock Market as of the last
business day of the Registrant’s most recently completed second fiscal quarter, June 28, 2020, was $2,554,281,121.
As of February 17, 2021, there were 32,928,113 shares of the Registrant’s common stock outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Registrant’s Proxy Statement for the Annual Meeting of Stockholders to be held April 27, 2021 are incorporated by reference into Part III of this annual report where
indicated.
Table of Contents
TABLE OF CONTENTS
PART I
Item 1.
Item 1A.
Item 1B.
Item 2.
Item 3.
Item 4.
Business
Risk Factors
Unresolved Staff Comments
Properties
Legal Proceedings
Mine Safety Disclosures
PART II
Item 5.
Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer
Purchases of Equity Securities
Item 6.
Item 7.
Item 7A.
Item 8.
Item 9.
Item 9A.
Item 9B.
Selected Financial Data
Management’s Discussion and Analysis of Financial Condition and Results of Operations
Quantitative and Qualitative Disclosures About Market Risk
Financial Statements and Supplementary Data
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
Controls and Procedures
Other Information
PART III
Item 10.
Item 11.
Item 12.
Directors, Executive Officers and Corporate Governance
Executive Compensation
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder
Matters
Item 13.
Item 14.
Certain Relationships and Related Transactions, and Director Independence
Principal Accounting Fees and Services
PART IV
Item 15.
Exhibits, Financial Statement Schedules
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PART I
Item 1. Business
General
Papa John’s International, Inc., a Delaware corporation (referred to as the “Company”, “Papa John’s” or in the first person
notations of “we”, “us” and “our”), operates and franchises pizza delivery and carryout restaurants and, in certain
international markets, dine-in and delivery restaurants under the trademark “Papa John’s”. Papa John’s began operations
in 1984. At December 27, 2020, there were 5,400 Papa John’s restaurants in operation, consisting of 588 Company-owned
and 4,812 franchised restaurants operating in 48 countries and territories. Our Company-owned restaurants include 188
restaurants operated under four joint venture arrangements. All of the 2,111 international restaurants are franchised.
Strategy
We are committed to delivering on our brand promise “BETTER INGREDIENTS. BETTER PIZZA.®” and a business
strategy designed to drive sustainable long-term, profitable growth.
We believe that using high quality ingredients leads to superior quality pizzas. Our original crust pizza dough is made
from six simple ingredients and is fresh, never frozen. We also top our pizzas with real cheese made from mozzarella,
pizza sauce made with vine-ripened tomatoes, and meat free of fillers. Our marketing and menu strategies emphasize the
quality of our ingredients and our new product innovations to accelerate sales. Our menu innovations in 2020 included
Garlic Parmesan Crust, toasted handheld “Papadias” flatbread-style sandwiches, and Jalapeno Popper Rolls, followed by
Epic Stuffed Crust Pizza in the first quarter of 2021. New product innovations are designed to increase sales without adding
costs or significant operational complexity to our restaurants.
We utilize technology to deliver a better customer experience, improve operational efficiencies and inform our decision-
making. Our loyalty and one-to-one marketing platforms help us retain loyal customers and attract new ones. We also
partner with three of the four top domestic delivery aggregators to meet customer demand for our products. The novel
coronavirus (“COVID-19”) pandemic has accelerated customer demand for our products through alternate delivery
channels, and these changes have enabled us to meet customer demand during the pandemic, especially during peak times
when our delivery teams are working at full capacity.
We care about the health and safety of our team members and customers. The Company has taken steps to mitigate the
impact of the COVID-19 pandemic by implementing extra health and safety measures across our business, including No
Contact Delivery and enhanced cleaning and sanitization measures. We offered virtual doctor’s visits for team members
and paid special bonuses to many of our front-line employees in addition to existing benefits such as no-cost mental health
support and affordable health plan options.
We continue to expand our footprint, both domestically and internationally. Our growth is dependent on maintaining a
strong franchise system and improving unit economics. We seek to attract and retain franchisees with experience in
restaurant or retail operations and with the financial resources and management capability to open single or multiple
locations. While each Papa John’s franchisee manages and operates its own restaurants and business, we devote significant
resources to providing franchisees with assistance in restaurant operations, quality assurance, technology, training,
marketing, site selection and restaurant design. The COVID-19 pandemic has negatively impacted our ability to open
stores, both domestically and internationally, but we have expended additional resources to drive our development efforts
when the pandemic subsides. We expect overall unit growth to come increasingly from international markets.
Our success depends on our ability to recruit, motivate and retain a highly qualified workforce in an intensely competitive
environment. We believe that increasing diversity in our workforce will also help us drive innovation that reflects and
resonates with the increasing diversity of our customers domestically and globally.
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Segment Overview
Papa John’s has defined four reportable segments: Domestic Company-owned restaurants, North America commissaries
(Quality Control Centers), North America franchising and International operations.
Domestic Company-owned Restaurants
The Domestic Company-owned restaurant segment consists of the operations of all domestic Company-owned restaurants
(“domestic” is defined as the contiguous United States) and derives its revenues principally from retail sales of pizza,
“Papadias”, which are flatbread-style sandwiches, and side items, including breadsticks, cheesesticks, chicken poppers
and wings, dessert items and canned or bottled beverages.
Of the total 3,289 North American restaurants open as of December 27, 2020, 588 units, or approximately 18%, were
Company-owned. In 2020, the 579 domestic Company-owned restaurants included in the full year’s comparable restaurant
base generated average annual unit sales of $1.2 million. We are committed to maintaining sound restaurant unit
economics.
Operating Company-owned restaurants allows us to improve operations, training, marketing and quality standards for the
benefit of the entire system.
North America commissary
The North America commissary segment comprises 11 full-service regional dough production and distribution Quality
Control Centers (“QC Centers”) in the United States (“U.S.”), which supply pizza sauce, dough, food products, paper
products, smallwares and cleaning supplies twice weekly to each traditional restaurant served. This system enables us to
monitor and control product quality and consistency while lowering food and other costs. We also have one QC Center in
Canada, which produces and distributes fresh dough. We evaluate the QC Center system capacity in relation to existing
restaurants’ volumes and planned restaurant growth, and facilities are developed or upgraded as operational or economic
conditions warrant. To ensure consistent food quality, each domestic franchisee is required to purchase dough and pizza
sauce from our QC Centers and to purchase all other supplies from our QC Centers or other approved suppliers.
North America franchising
The North America franchising segment consists of our franchise sales and support activities and derives its revenues from
the sale of franchise and development rights and the collection of royalties from our franchisees located in the United
States and Canada. Our North American franchised restaurants, which included 2,377 restaurants in the full year’s
comparable base for 2020, generated average annual unit sales of $1.0 million. These sales, while not included in the
Company’s revenues, contribute to our royalty revenues, franchisee marketing fund contributions, and commissary
revenue.
International
The International segment principally consists of distribution sales to franchised Papa John’s restaurants located in the
United Kingdom (“UK”) and our franchise sales and support activities, which derive revenues from sales of franchise and
development rights and the collection of royalties from our international franchisees. International franchisees are defined
as all franchise operations outside of the United States and Canada. As of December 27, 2020, there were 2,111
international restaurants, all of which are franchised. The Company currently operates one international QC Center, which
is in the UK. Other QC Centers outside the U.S. are operated by franchisees pursuant to license agreements or by other
third parties.
All others
All other business units that do not meet the quantitative thresholds for determining reportable segments, which are not
operating segments, we refer to as “all others,” which consists of operations that derive revenues from the sale, principally
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to Company-owned and franchised restaurants, of printing and promotional items, franchise contributions to marketing
funds and information systems and related services used in restaurant operations, including our point-of-sale system, online
and other technology-based ordering platforms.
See “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Note 23” of “Notes
to Consolidated Financial Statements” for financial information about our segments.
Development
At December 27, 2020, there were 5,400 Papa John’s restaurants operating in 48 countries and territories, as follows:
Beginning - December 29, 2019
Opened
Closed
Ending - December 27, 2020
Net unit growth (decline) - 2020
598
2
(12)
588
(10)
Domestic
Company-
owned
Franchised
North
America
2,690
62
(51)
2,701
11
Total
North
America
3,288
64
(63)
3,289
1
International
2,107
156
(152)
2,111
4
System-wide
5,395
220
(215)
5,400
5
Although most of our domestic Company-owned markets are well-penetrated, our Company-owned restaurant growth
strategy is to continue to open domestic restaurants in existing markets as appropriate, thereby increasing consumer
awareness and enabling us to take advantage of operational and marketing scale efficiencies. Our experience in developing
markets indicates that market penetration through the opening of multiple restaurants in a particular market results in
increased average restaurant sales in that market over time. We have co-developed domestic markets with some franchisees
or divided markets among franchisees and will continue to use market co-development in the future, where appropriate.
As of December 27, 2020, we have development agreements with our franchisees for approximately 210 additional North
America restaurants, the majority of which are committed to open over the next two years, and 1,250 additional
international franchised restaurants, the majority of which are scheduled to open over the next six years.
Franchise Program
We continue to attract qualified and experienced franchisees, whom we consider to be a vital part of our system’s continued
growth. We believe our relationship with our franchisees is fundamental to the performance of our brand and we strive to
maintain a collaborative relationship with our franchisees. Franchisees are approved on the basis of the applicant’s
business background, restaurant operating experience and financial resources.
North America Development and Franchise Agreements. We enter into development agreements with our franchisees in
North America for the opening of a specified number of restaurants within a defined period of time and specified
geographic area. The franchise agreement is generally executed once a franchisee secures a location. Our current standard
franchise agreement requires the franchisee to pay a royalty fee of 5% of sales, and the majority of our existing franchised
restaurants have a 5% contractual royalty rate in effect. Incentives offered from time to time, including new store
incentives, will reduce the contractual royalty rate paid. We provided financial assistance for traditional North America
franchisees in 2018, 2019 and 2020 in the form of lower royalties, royalty-based service incentives, targeted relief as well
as additional contributions to Papa John’s Marketing Fund (“PJMF”).
Over the past several years, we have offered various development incentive programs for domestic franchisees to
accelerate unit openings. Such incentives included the following for 2020 traditional openings: (1) waiver of all or part of
the standard one-time franchise fee; (2) waiver of all or part of the 5% royalty fee for a period of time; (3) credit for new
store equipment; and (4) credit to be applied toward a future food purchase, under certain circumstances. We believe
development incentive programs have accelerated unit openings, and we expect to continue to utilize such development
incentives.
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Substantially all existing franchise agreements have an initial 10-year term with a 10-year renewal option. We have the
right to terminate a franchise agreement for a variety of reasons, including a franchisee’s failure to make payments when
due or failure to adhere to our operational policies and standards. Many state franchise laws limit our ability as a franchisor
to terminate or refuse to renew a franchise.
International Development and Franchise Agreements. In international markets, we have either a development agreement
or a master franchise agreement with a franchisee for the opening of a specified number of restaurants within a defined
period of time and specified geographic area. Under a master franchise agreement, the franchisee has the right to sub-
franchise a portion of the development to one or more sub-franchisees approved by us.
Our current standard international master franchise and development agreements provide for payment to us of a royalty
fee of 5% of sales. For international markets with sub-franchise agreements, the effective sub-franchise royalty received
by the Company is generally 3% of sales and the master franchisee generally receives a royalty of 2% of sales. The
remaining terms applicable to the operation of individual restaurants are substantially equivalent to the terms of our
domestic franchise agreement. Development agreements will be negotiated at other-than-standard terms for fees and
royalties, and we may offer various development and royalty incentives to help drive net unit growth and results.
Franchise Operations. All franchisees are required to operate their Papa John’s restaurants in compliance with our policies,
standards and specifications, including matters such as menu items, ingredients, and restaurant design. Franchisees have
full discretion in human resource practices, and generally have full discretion to determine the prices to be charged to
customers, but we generally have the authority to set maximum price points for nationally advertised promotions.
Franchisee Loans. Selected domestic and international franchisees have borrowed funds from us, principally for the
purchase of restaurants from us or other franchisees or, in certain international markets, for construction and development
of new restaurants. Loans made to franchisees can bear interest at fixed or floating rates and in most cases are secured by
the fixtures, equipment and signage of the restaurant and/or are guaranteed by the franchise owners. At December 27,
2020, net loans outstanding totaled $47.9 million. See “Note 2” of “Notes to Consolidated Financial Statements” for
additional information.
Marketing Programs
Our domestic marketing strategy consists of both national and local components. Our national strategy includes national
advertising via television, print, direct mail, digital, mobile marketing and social media channels. Our digital marketing
activities have increased significantly over the past several years in response to increasing customer use of online and
mobile technology. Local advertising programs include television, radio, print, direct mail, store-to-door flyers, digital,
mobile marketing and local social media channels.
Domestic Company-owned and franchised Papa John’s restaurants within a defined market may be required to join an area
advertising cooperative (“Co-op”). Each member restaurant contributes a percentage of sales to the Co-op for market-wide
programs, such as television, radio, digital and print advertising, and sports sponsorships. The rate of contribution and uses
of the monies collected are determined by a majority vote of the Co-op’s members.
The restaurant-level and Co-op marketing efforts are supported by media, print, digital and electronic advertising materials
that are produced by PJMF, our national marketing fund. PJMF is a consolidated nonstock corporation, designed to operate
at break-even for the purpose of designing and administering advertising and promotional programs for all participating
domestic restaurants. PJMF produces and buys air time for Papa John’s national television commercials and advertises the
Company’s products through digital media including banner advertising, paid search-engine advertising, mobile
marketing, social media advertising and marketing, text messaging, and email. PJMF also engages in other brand-building
activities, such as consumer research and public relations activities. Domestic Company-owned and franchised Papa John’s
restaurants are required to contribute a certain minimum percentage of sales to PJMF.
In international markets, our marketing focuses on reaching customers who live or work within a small radius of a Papa
John’s restaurant. Our international markets use a combination of advertising strategies, including television, radio, print,
digital, mobile marketing and local social media depending on the size of the local market.
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Human Capital
Our team members are critical to our success. As of December 27, 2020, we employed approximately 16,700 persons, of
whom approximately 14,200 were team members at Company-owned restaurants, approximately 700 were management
personnel at Company-owned restaurants, approximately 700 were corporate personnel and approximately 1,100 were QC
Center and our print and promotions subsidiary personnel. Most restaurant team members work part-time and are paid on
an hourly basis.
Our franchisees are independent business owners, so their employees are not our employees and therefore are not included
in our employee count. We estimate the total number of persons in Papa John’s system, including our team members,
franchisees and the team members of franchisees, was approximately 130,000 as of December 27, 2020.
Diversity, Equity and Inclusion
Our commitment to diversity, equity and inclusion is rooted in our belief that having a Papa John's family that fully reflects
and celebrates the global nature of our brand is the right way to do business.
We are building a culture of leaders who believe in inclusivity, diversity and winning. We’re implementing initiatives to
diversify our workforce and leadership pipeline, embed policies and practices that ensure fairness and instill and reward
behaviors across the organization that foster belonging and increase employee engagement. Out of the 11 members of our
Executive Leadership Team, four are female, one is Lesbian Gay Bisexual Transgender Queer or Questioning (“LGBTQ”)
and two are Black. We have also initiated multiple corporate initiatives over the past several years. Some examples are
our affordable healthcare plans and free virtual healthcare visits available to all part-time and full-time team members; the
launch of The Papa John’s Foundation for Building Community; our inaugural Day of Service with Boys and Girls Clubs
of America; and the creation of eight employee resource affinity groups.
Talent Attraction, Retention and Development
To help our team members succeed in their roles and to ensure consistent operational execution, we emphasize continuous
training and development opportunities, including providing innovative tools and materials for the operational training
and development of team members. Operations personnel complete our management training program and ongoing
development programs, including multi-unit training, in which instruction is given on all aspects of our systems and
operations. In addition, to further support our team members’ development, we have established our Dough & Degrees
program, which allows our team members to earn a college degree for free or at a reduced tuition in partnership with
Purdue University Global and the University of Maryland Global Campus. We also offer a tuition reimbursement program
that provides another opportunity for our team members to advance their careers. We also previously announced the
planned 2021 opening of an office in Atlanta, Georgia to tap into the diverse, deep talent pool in the region.
Workplace Health and Safety
As part of the Company’s enterprise-wide safety management system, we invest in training, technology and people
to protect both our customers and team members. All Papa John’s team members, from those at our corporate office to
those working in our warehouses and restaurants, receive annual safety training based on the requirements of their
roles. Both QC Centers and restaurant operations undergo annual safety audits, as well as random safety checks by
regional safety managers and field safety coordinators.
We have also taken steps to mitigate the impact of the COVID-19 pandemic on our team members and our customers by
implementing extra health and safety measures across our business, including No Contact Delivery and enhanced cleaning
and sanitization measures.
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Industry and Competition
The United States Quick Service Restaurant pizza (“QSR Pizza”) industry is mature and highly competitive with respect
to price, service, location, food quality, customer loyalty programs and product innovation. The QSR Pizza category is
largely fragmented and competitors include international, national and regional chains, as well as a large number of local
independent pizza operators, any of which can utilize a growing number of food delivery services. Some of our
competitors have been in existence for substantially longer periods than Papa John’s, have substantially greater resources
than Papa John’s and can have higher levels of restaurant penetration and stronger, more developed brand awareness in
markets where we compete. Competition from delivery aggregators and other food delivery concepts continues to increase
both domestically and internationally.
With respect to the sale of franchises, we compete with many franchisors of restaurants and other business concepts. There
is also active competition for management personnel, drivers and hourly team members, and attractive commercial real
estate sites suitable for Papa John’s restaurants.
Government Regulation
We, along with our franchisees, are subject to various federal, state, local and international laws affecting the operation of
our respective businesses, including laws and regulations related to our marketing and advertising as well as the preparation
and sale of food, food safety and menu labeling. Each Papa John’s restaurant is subject to licensing and regulation by a
number of governmental authorities, which include zoning, health, safety, sanitation, building and fire agencies in the state
or municipality in which the restaurant is located. Difficulties in obtaining, or the failure to obtain, required licenses or
approvals could delay or prevent the opening of a new restaurant in a particular area. Our QC Centers are licensed and
subject to regulation by state and local health and fire codes, and the operation of our trucks is subject to federal and state
transportation regulations. We are also subject to federal and state environmental regulations. In addition, our domestic
operations are subject to various federal and state laws governing such matters as minimum wage requirements, benefits,
taxation, working conditions, citizenship requirements, and overtime.
We are subject to Federal Trade Commission (“FTC”) regulation and various state laws regulating the offer and sale of
franchises. The laws of several states also regulate substantive aspects of the franchisor-franchisee relationship. The FTC
requires us to furnish to prospective franchisees a franchise disclosure document containing prescribed information. State
laws that regulate the franchisor-franchisee relationship presently exist in a significant number of states, and bills have
been introduced in Congress from time to time that would provide for federal regulation of the U.S. franchisor-franchisee
relationship in certain respects if such bills were enacted. State laws often limit, among other things, the duration and scope
of non-competition provisions and the ability of a franchisor to terminate or refuse to renew a franchise. Some foreign
countries also have disclosure requirements and other laws regulating franchising and the franchisor-franchisee
relationship. National, state and local government regulations or initiatives, including health care legislation, “living
wage,” or other current or proposed regulations, and increases in minimum wage rates affect Papa John’s as well as others
within the restaurant industry. We are also subject to applicable laws in each non-U.S. jurisdiction in which we operate.
Privacy and Data Protection
We are subject to privacy and data protection laws and regulations globally. The legal and regulatory landscape for privacy
and data protection continues to evolve, and there has been an increase in attention given to privacy and data protection
issues with the potential to impact our business. This includes recently enacted laws and regulations in the U.S. and in
other countries which require notification to individuals and government authorities of breaches involving certain
categories of personal information. Any changes in privacy and data protection laws or regulations could also adversely
impact the way we use e-mail, text messages and other marketing techniques and could require changes in our marketing
strategies. We have a privacy policy posted on our website at www.papajohns.com. The security of our financial data,
customer information and other personal information is a priority for us.
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Trademarks, Copyrights and Domain Names
We protect our intellectual property through a combination of patents, copyrights, trademarks and trade secrets, foreign
intellectual property laws, confidentiality agreements and other contractual provisions. We have also registered, and
applied for the registration of, U.S. and international trademarks, service marks, domain names and copyrights. From time
to time, we are made aware of the use by other persons in certain geographical areas of names and marks that are the same
as or substantially similar to our marks. It is our policy to pursue registration of our marks whenever possible and to
vigorously oppose any infringement of our marks.
We hold copyrights in authored works used in our business, including advertisements, packaging, training, website, and
promotional materials. In addition, we have registered and maintain Internet domain names, including “papajohns.com,”
and country code domains patterned as papajohns.cc, or a close variation thereof, with “.cc” representing a specific country
code.
Impact of COVID-19
Please refer to “Recent Business Matters” within “Item 7. Management’s Discussion and Analysis of Financial Condition
and Results of Operations” for a discussion of recent business developments, including the impact the COVID-19
pandemic is having on our business and results of operations and financial condition.
Additional Information
All of our periodic and current reports filed with the Securities and Exchange Commission (the “SEC”) pursuant to
Section 13(a) or 15(d) of the Securities and Exchange Act of 1934, as amended (the “Exchange Act”), are available, free
of charge, through our website located at www.papajohns.com. These reports include our annual reports on Form 10-K,
quarterly reports on Form 10-Q, current reports on Form 8-K and any amendments to those reports. These reports are
available through our website as soon as reasonably practicable after we electronically file them with the SEC. We also
make available free of charge on our website our Corporate Governance Guidelines, Board Committee Charters, and our
Code of Ethics, which applies to Papa John’s directors, officers and employees. Printed copies of such documents are also
available free of charge upon written request to Investor Relations, Papa John’s International, Inc., P.O. Box 99900,
Louisville, KY 40269-0900. The SEC maintains an internet site that contains reports, proxy and information statements,
and other information regarding issuers that file electronically with the SEC, including us, at www.sec.gov. The references
to these website addresses do not constitute incorporation by reference of the information contained on the websites, which
should not be considered part of this document.
Item 1A. Risk Factors
We are subject to risks that could have a negative effect on our business, financial condition and results of operations.
These risks could cause actual operating results to differ from those expressed in certain “forward-looking statements”
contained in this Form 10-K as well as in other Company communications. You should carefully consider the following
risk factors together with all other information included in this Form 10-K and our other publicly filed documents.
Industry Risks
We are subject to risks related to pandemic outbreaks, including COVID-19, which may have a material adverse effect on
our business, financial condition and results of operations.
We are subject to risks related to the global COVID-19 pandemic, which has had, and is expected to continue to have,
significant adverse impacts on economic and market conditions. In response to the pandemic, governments and other
authorities around the world have imposed measures to attempt to control the spread of COVID-19, including restrictions
on freedom of movement and business operations such as travel bans, social distancing requirements, including limitations
on gatherings, shelter-in-place orders and quarantines, and mandated business closures, which have resulted in significant
changes in commercial activity and consumer behavior. We cannot predict when the effects of the pandemic will subside,
how long there will be continuing resurgences or mutations of the virus or the effectiveness of vaccines and treatment
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therapies or the speed of vaccine distribution. To the extent that the COVID-19 pandemic continues or worsens, restrictions
imposed by governments may not be lifted, or additional restrictions may be imposed. As a result, businesses such as our
restaurants or QC Centers may be required to shut down, our employees may be prohibited from working, and our supply
chains may be interrupted. It may be challenging to obtain and process ingredients and raw materials to support our
business needs. In addition, individuals have and may continue to become ill, quarantined or otherwise unable to work
and/or travel due to health reasons or governmental restrictions. Also, governments may impose other laws, regulations or
taxes which could adversely impact our business, financial condition or results of operations. Further, if our customers’
economic conditions are similarly affected, they might delay or reduce purchases from us, which could adversely affect
our business, financial condition or results of operations.
The potential adverse effects of COVID-19 also could include, but may not be limited to, our ability to meet consumer
demand through the continued availability of our workforce; adverse impacts from new laws and regulations affecting our
business; increased cyber risks and reliance on technology infrastructure to support our business and operations, including
through remote-work protocols; fluctuations in foreign currency markets credit risks of our customers and counterparties;
and impairment of long-lived assets, the carrying value of goodwill or other indefinite-lived intangible assets. However,
given the evolving health, economic, social, and governmental environments, the specific impact that COVID-19 could
have on these risks remains uncertain.
Moreover, during the duration of the COVID-19 pandemic, we have experienced a significant increase in comparable sales
and revenues. The circumstances that have contributed to the acceleration of the growth of our business stemming from
the effects of the COVID-19 pandemic may not continue in the future once the impact of the COVID-19 pandemic tapers,
particularly as a vaccine becomes widely available, and customers are no longer subject to shelter-in-place or social
distancing mandates. We expect the growth rates in comparable sales and revenues to slow or decline.
Our profitability may suffer as a result of intense competition in our industry.
The QSR Pizza industry is mature and highly competitive. Competition is based on price, service, location, food quality,
brand recognition and loyalty, product innovation, effectiveness of marketing and promotional activity, use of technology,
and the ability to identify and satisfy consumer preferences. We may need to reduce the prices for some of our products to
respond to competitive and customer pressures, which may adversely affect our profitability. When commodity and other
costs increase, we may be limited in our ability to increase prices. With the significant level of competition and the pace
of innovation, we may be required to increase investment spending in several areas, particularly marketing and technology,
which can decrease profitability.
In addition to competition with our larger competitors, we face competition from new competitors such as fast casual pizza
concepts. We also face competitive pressures from an array of food delivery concepts and aggregators delivering for quick
service or dine in restaurants, using new delivery technologies or delivering for competitors who previously did not have
delivery capabilities, some of which may have more effective marketing. The emergence or growth of new competitors,
in the pizza category or in the food service industry generally, may make it difficult for us to maintain or increase our
market share and could negatively impact our sales and our system-wide restaurant operations. We also face increasing
competition from other home delivery services and grocery stores that offer an increasing variety of prepped or prepared
meals in response to consumer demand. As a result, our sales can be directly and negatively impacted by actions of our
competitors, the emergence or growth of new competitors, consumer sentiment or other factors outside our control.
One of our competitive strengths is our “BETTER INGREDIENTS. BETTER PIZZA.®” brand promise. This means we
may use ingredients that cost more than the ingredients some of our competitors may use. Because of our investment in
higher-quality ingredients, we could have lower profit margins than some of our competitors if we are not able to establish
a quality differentiator that resonates with consumers. Our sales may be particularly impacted as competitors increasingly
emphasize lower-cost menu options.
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Changes in consumer preferences or discretionary consumer spending could adversely impact our results.
Changes in consumer preferences and trends could negatively affect us (for example, changes in consumer perceptions of
certain ingredients that could cause consumers to avoid pizza or some of its ingredients in favor of foods that are or are
perceived as healthier, lower-calorie, or lower in carbohydrates or otherwise based on their ingredients or nutritional
content). Preferences for a dining experience such as fast casual pizza concepts could also adversely affect our restaurant
business and reduce the effectiveness of our marketing and technology initiatives. Also, our success depends to a
significant extent on numerous factors affecting consumer confidence and discretionary consumer income and spending,
such as general economic conditions, customer sentiment and the level of employment. Any factors that could cause
consumers to spend less on food or shift to lower-priced products could reduce sales or inhibit our ability to maintain or
increase pricing, which could adversely affect our operating results.
Food safety and quality concerns may negatively impact our business and profitability.
Incidents or reports of food- or water-borne illness or other food safety issues, investigations or other actions by food
safety regulators, food contamination or tampering, employee hygiene and cleanliness failures, improper franchisee or
employee conduct, or presence of communicable disease at our restaurants (both Company-owned and franchised), QC
Centers, or suppliers could lead to product liability or other claims. If we were to experience any such incidents or reports,
our brand and reputation could be negatively impacted. This could result in a significant decrease in customer traffic and
could negatively impact our revenues and profits. Similar incidents or reports occurring at quick service restaurants
unrelated to us could likewise create negative publicity, which could negatively impact consumer behavior towards us.
We rely on our domestic and international suppliers, as do our franchisees, to provide quality ingredients and to comply
with applicable laws and industry standards. A failure of one of our domestic or international suppliers to meet our quality
standards, or meet domestic or international food industry standards, could result in a disruption in our supply chain and
negatively impact our brand and our results.
Failure to preserve the value and relevance of our brand could have a negative impact on our financial results.
Our results depend upon our ability to differentiate our brand and our reputation for quality. Damage to our brand or
reputation could negatively impact our business and financial results. Our brand has been highly rated in certain U.S.
surveys, and we strive to build the value of our brand as we develop international markets.
Consumer perceptions of our brand are affected by a variety of factors, such as the nutritional content and preparation of
our food, the quality of the ingredients we use, our corporate culture, our policies and systems related to diversity, equity
and inclusion, our business practices and the manner in which we source the commodities we use. Consumer acceptance
of our offerings is subject to change for a variety of reasons, and some changes can occur rapidly. Consumer perceptions
may also be affected by third parties, including former employees and executives, presenting or promoting adverse
commentary or portrayals of our industry, our brand, our suppliers or our franchisees, or otherwise making statements,
disclosing information or taking actions that could damage our reputation. If we are unsuccessful in managing incidents
that erode consumer trust or confidence, particularly if such incidents receive considerable publicity or result in litigation,
our brand value and financial results could be negatively impacted.
Our inability or failure to recognize, respond to and effectively manage the accelerated impact of social media could
adversely impact our business.
In recent years, there has been a marked increase in the use of social media platforms, including blogs, chat platforms,
social media websites, and other forms of internet-based communications that allow individuals access to a broad audience
of consumers and other persons. The rising popularity of social media and other consumer-oriented technologies has
increased the speed and accessibility of information dissemination. The dissemination of negative information via social
media could harm our business, brand, reputation, marketing partners, financial condition, and results of operations,
regardless of the information’s accuracy.
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In addition, we frequently use social media to communicate with consumers and the public in general. Failure to use social
media effectively could lead to a decline in brand value and revenue. Other risks associated with the use of social media
include improper disclosure of proprietary information, negative comments about our brand, exposure of personally
identifiable information, fraud, hoaxes or malicious dissemination of false information.
Our franchise business model presents a number of risks.
Our success increasingly relies on the financial success and cooperation of our franchisees, yet we have limited influence
over their operations. Our franchisees manage their businesses independently, and therefore are responsible for the day-
to-day operation of their restaurants. The revenues we realize from franchised restaurants are largely dependent on the
ability of our franchisees to grow their sales. If our franchisees do not experience sales growth, our revenues and margins
could be negatively affected. Also, if sales trends worsen for franchisees, especially in emerging markets and/or high cost
markets, their financial results may deteriorate, which could result in, among other things, higher levels of required
financial support from us, higher numbers of restaurant closures, reduced numbers of restaurant openings, delayed or
reduced payments to us, or increased franchisee assistance, which reduces our revenues.
Our success also increasingly depends on the willingness and ability of our franchisees to remain aligned with us on
operating, promotional and marketing plans. Franchisees’ ability to continue to grow is also dependent in large part on the
availability of franchisee funding at reasonable interest rates and may be negatively impacted by the financial markets in
general or by the creditworthiness of our franchisees. Our operating performance could also be negatively affected if our
franchisees experience food safety or other operational problems or project an image inconsistent with our brand and
values, particularly if our contractual and other rights and remedies are limited, costly to exercise or subjected to litigation.
If franchisees do not successfully operate restaurants in a manner consistent with our required standards, the brand’s image
and reputation could be harmed, which in turn could hurt our business and operating results.
We may be adversely impacted by increases in the cost of food ingredients and other costs.
We are exposed to fluctuations in prices of commodities. An increase in the cost or sustained high levels of the cost of
cheese or other commodities could adversely affect the profitability of our system-wide restaurant operations, particularly
if we are unable to increase the selling price of our products to offset increased costs. Cheese, representing our largest food
cost, and other commodities can be subject to significant cost fluctuations due to weather, availability, global demand and
other factors that are beyond our control. Additionally, increases in labor, mileage, insurance, fuel, and other costs could
adversely affect the profitability of our restaurant and QC Center businesses. Many of the factors affecting costs in our
system-wide restaurant operations are beyond our control, and we may not be able to adequately mitigate these costs or
pass along these costs to our customers or franchisees, given the significant competitive pricing pressures we face.
Changes in privacy or data protection laws could adversely affect our ability to market our products effectively.
We rely on a variety of direct marketing techniques, including email, text messages and postal mailings. Any future
restrictions in federal, state or foreign laws regarding marketing and solicitation or domestic or international data protection
laws that govern these activities could adversely affect the continuing effectiveness of email, text messages and postal
mailing techniques and could force changes in our marketing strategies. If this occurs, we may need to develop alternative
marketing strategies, which may not be as effective and could impact the amount and timing of our revenues.
Our international operations are subject to increased risks and other factors that may make it more difficult to achieve or
maintain profitability or meet planned growth rates.
Our international operations could be negatively impacted by volatility and instability in international economic, political,
security or health conditions in the countries in which the Company or our franchisees operate, especially in emerging
markets. In addition, there are risks associated with differing business and social cultures and consumer preferences. We
may face limited availability for restaurant locations, higher location costs and difficulties in franchisee selection and
financing. We may be subject to difficulties in sourcing and importing high-quality ingredients (and ensuring food safety)
in a cost-effective manner, hiring and retaining qualified team members, marketing effectively and adequately investing
in information technology, especially in emerging markets.
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Our international operations are also subject to additional risk factors, including import and export controls, compliance
with anti-corruption and other foreign laws, difficulties enforcing intellectual property and contract rights in foreign
jurisdictions, and the imposition of increased or new tariffs or trade barriers. We intend to continue to expand
internationally, which would make the risks related to our international operations more significant over time.
Our international restaurants’ results, which are completely franchised, depend heavily on the operating capabilities and
financial strength of our franchisees. Any changes in the ability of our franchisees to run their stores profitably in
accordance with our operating standards, or to effectively sub-franchise restaurants, could result in brand damage, a higher
number of restaurant closures and a reduction in the number of new restaurant openings.
Sales made by our franchisees in international markets and certain loans we provide to such franchisees are denominated
in their local currencies, and fluctuations in the U.S. dollar occur relative to the local currencies. Accordingly, changes in
currency exchange rates will cause our revenues, investment income and operating results to fluctuate. We have not
historically hedged our exposure to foreign currency fluctuations. Our international revenues and earnings may be
adversely impacted as the U.S. dollar rises against foreign currencies because the local currency will translate into fewer
U.S. dollars. Additionally, the value of certain assets or loans denominated in local currencies may deteriorate. Other
items denominated in U.S. dollars, including product imports or loans, may also become more expensive, putting pressure
on franchisees’ cash flows.
We are subject to risks and uncertainties associated with the United Kingdom’s withdrawal from the European Union
(referred to as “Brexit”), including implications for the free flow of labor and goods in the United Kingdom and the
European Union and other financial, legal, tax and trade implications.
Adverse global economic conditions subject us to additional risk.
Our financial condition and results of operations are impacted by global markets and economic conditions over which
neither we nor our franchisees have control. An economic downturn, including deterioration in the economic conditions
in the U.S. or international markets where we compete, may result in a reduction in the demand for our products, longer
payment cycles, slower adoption of new technologies and increased price competition.
Poor economic conditions may adversely affect the ability of our franchisees to pay royalties or amounts owed and could
also disrupt our business and adversely affect our results.
Higher labor costs and increased competition for qualified team members increase the cost of doing business and ensuring
adequate staffing in our restaurants and QC Centers. Additionally, changes in employment and labor laws, including
health care legislation and minimum wage increases, could increase costs for our system-wide operations.
Our success depends in part on our and our franchisees’ ability to recruit, motivate, train and retain a qualified workforce
to work in our restaurants in an intensely competitive environment. Increased costs associated with recruiting, motivating
and retaining qualified employees to work in Company-owned and franchised restaurants have had, and may in the future
have, a negative impact on our Company-owned restaurant margins and the margins of franchised restaurants.
Competition for qualified drivers for both our restaurants and supply-chain function also continues to increase as more
companies compete for drivers or enter the delivery space, including third party aggregators. Additionally, economic
actions, such as boycotts, protests, work stoppages or campaigns by labor organizations, could adversely affect us
(including our ability to recruit and retain talent) or our franchisees and suppliers. Social media may be used to foster
negative perceptions of employment with our Company in particular or in our industry generally, and to promote strikes
or boycotts.
We are also subject to federal, state and foreign laws governing such matters as minimum wage requirements, overtime
compensation, benefits, working conditions, citizenship requirements and discrimination and family and medical leave
and employee related litigation. Labor costs and labor-related benefits are primary components in the cost of operation of
our restaurants and QC Centers. Labor shortages, increased employee turnover and health care mandates could increase
our system-wide labor costs.
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A significant number of hourly personnel are paid at rates close to the federal and state minimum wage requirements.
Accordingly, the enactment of additional state or local minimum wage increases above federal wage rates or regulations
related to exempt employees has increased and could continue to increase labor costs for our domestic system-wide
operations. A significant increase in the federal minimum wage requirement could adversely impact our financial condition
and results of operations.
We rely on information technology to operate our businesses and maintain our competitiveness, and any failure to invest
in or adapt to technological developments or industry trends could harm our business.
We rely heavily on information systems, including digital ordering solutions, through which over half of our domestic
sales originate. We also rely heavily on point-of-sale processing in our Company-owned and franchised restaurants for
data collection and payment systems for the collection of cash, credit and debit card transactions, and other processes and
procedures. Our ability to efficiently and effectively manage our business depends on the reliability and capacity of these
technology systems. In addition, we anticipate that consumers will continue to have more options to place orders digitally,
both domestically and internationally. We plan to continue to invest in enhancing and improving the functionality and
features of our information technology systems. However, we cannot ensure that our initiatives will be beneficial to the
extent, or within the timeframes, expected or that the estimated improvements will be realized as anticipated or at all. Our
failure to adequately invest in new technology, adapt to technological developments and industry trends, particularly our
digital ordering capabilities, could result in a loss of customers and related market share. Notwithstanding adequate
investment in new technology, our marketing and technology initiatives may not be successful in improving our
comparable sales results. Additionally, we are in an environment where the technology life cycle is short and consumer
technology demands are high, which requires continued reinvestment in technology that will increase the cost of doing
business and will increase the risk that our technology may not be customer-centric or could become obsolete, inefficient
or otherwise incompatible with other systems.
We rely on our international franchisees to maintain their own point-of-sale and online ordering systems, which are often
purchased from third-party vendors, potentially exposing international franchisees to more operational risk, including
cyber and data privacy risks and governmental regulation compliance risks.
Company Risks
Our reorganization activities will increase our expenses, may not be successful, and may adversely impact employee hiring
and retention.
On September 17, 2020, we announced plans to open an office in Atlanta, Georgia. As a result, we have incurred and will
incur certain non-recurring corporate reorganization costs in 2020 and 2021, and these expenses have impacted and will
adversely impact our results of operations during the relevant periods and will reduce our cash position. Additionally, the
amount of these estimated expenses, as well as our ability to achieve the anticipated benefits of our corporate
reorganization, are subject to assumptions and uncertainties. If we do not realize the anticipated benefits from these
measures, or if we incur costs greater than anticipated, our financial condition and operating results may be adversely
affected.
In addition, turnover in our corporate office support teams due to certain functions relocating to our office in Georgia could
distract our employees, decrease employee morale, harm our reputation, and negatively impact the overall performance of
our corporate support teams. As a result of these or other similar risks, our business, results of operations and financial
condition may be adversely affected.
We may not be able to effectively market our products or maintain key marketing partnerships.
The success of our business depends on the effectiveness of our marketing and promotional plans. We may not be able to
effectively execute our national or local marketing plans, particularly if we experienced lower sales that would result in
reduced levels of marketing funds. We may be required to expend additional funds to effectively improve consumer
sentiment and sales, and we may also be required to engage in additional activities to retain customers or attract new
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customers to the brand. Such marketing expenses and promotional activities, which could include discounting our
products, could adversely impact our results.
Persons or marketing partners who endorse our products could take actions that harm their reputations, which could also
cause harm to our brand. From time to time, in response to changes in the business environment and the audience share of
marketing channels, we expect to reallocate marketing resources across social media and other channels. That reallocation
may not be effective or as successful as the marketing and advertising allocations of our competitors, which could
negatively impact the amount and timing of our revenues.
We may not be able to execute our strategy or achieve our planned growth targets, which could negatively impact our
business and our financial results.
Our growth strategy depends on our and our franchisees’ ability to open new restaurants and to operate them on a profitable
basis. We expect substantially all of our international unit growth and much of our domestic unit growth to be franchised
units. Accordingly, our profitability increasingly depends upon royalty revenues from franchisees. If our franchisees are
not able to operate their businesses successfully under our franchised business model, our results could suffer.
Additionally, we may fail to attract new qualified franchisees or existing franchisees may close underperforming locations.
Planned growth targets and the ability to operate new and existing restaurants profitably are affected by economic,
regulatory and competitive conditions and consumer buying habits. A decrease in sales, such as what we experienced in
2018 and the first half of 2019, or increased commodity or operating costs, including, but not limited to, employee
compensation and benefits or insurance costs, could slow the rate of new store openings or increase the number of store
closings. Our business is susceptible to adverse changes in local, national and global economic conditions, which could
make it difficult for us to meet our growth targets. Additionally, we or our franchisees may face challenges securing
financing, finding suitable store locations at acceptable terms or securing required domestic or foreign government permits
and approvals. Declines in comparable sales, net store openings and related operating profits can impact our stock price.
If we do not continue to improve future sales and operating results and meet our related growth targets or external
expectations for net restaurant openings or our other strategic objectives in the future, our stock price could decline.
Our franchisees remain dependent on the availability of financing to remodel or renovate existing locations, upgrade
systems and enhance technology, or construct and open new restaurants. From time to time, the Company may provide
financing to certain franchisees and prospective franchisees in order to mitigate store closings, allow new units to open, or
complete required upgrades. If we are unable or unwilling to provide such financing, which is a function of, among other
things, a franchisee’s creditworthiness, the number of new restaurant openings may be slower or the rate of closures may
be higher than expected and our results of operations may be adversely impacted. To the extent we provide financing to
franchisees, our results could be negatively impacted by negative performance of these franchisee loans.
Our dependence on a sole supplier or a limited number of suppliers for some ingredients could result in disruptions to our
business.
Domestic restaurants purchase substantially all food and related products from our QC Centers. We are dependent on
Leprino Foods Dairy Products Company (“Leprino”) as our sole supplier for mozzarella cheese, one of our key ingredients.
Leprino, one of the major pizza category suppliers of cheese in the United States, currently supplies all of our mozzarella
cheese domestically and substantially all of our mozzarella cheese internationally. We also depend on a sole source for
our supply of certain desserts and garlic sauce, which constitute less than 10% of our domestic Company-owned restaurant
sales. While we have no other sole sources of supply for key ingredients or menu items, we do source other key ingredients
from a limited number of suppliers. Alternative sources of mozzarella cheese, desserts, other key ingredients or menu
items may not be available on a timely basis or may not be available on terms as favorable to us as under our current
arrangements.
Our Company-owned and franchised restaurants could also be harmed by supply chain interruptions including those caused
by factors beyond our control or the control of our suppliers. Prolonged disruption in the supply of products from or to
our QC Centers due to weather, climate change, natural disasters, COVID-19, crop disease, food safety incidents,
regulatory compliance, labor dispute or interruption of service by carriers could increase costs, limit the availability of
ingredients critical to our restaurant operations and have a significant impact on results. In particular, adverse weather or
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crop disease affecting the California tomato crop could disrupt the supply of pizza sauce to our and our franchisees’
restaurants. Insolvency of key suppliers could also cause similar business interruptions and negatively impact our business.
We rely on third parties for certain business processes and services, and failure or inability of such third-party vendors
to perform subjects us to risks, including business disruption and increased costs.
We depend on the performance of suppliers and other third parties in our business operations. Third-party business
processes we utilize include information technology, gift card authorization and processing, other payment processing,
benefits, and other accounting and business services. We conduct third-party due diligence and seek to obtain contractual
assurance that our vendors will maintain adequate controls, such as adequate security against data breaches. However, the
failure of our suppliers to maintain adequate controls or comply with our expectations and standards could have a material
adverse effect on our business, financial condition, and operating results.
Changes in purchasing practices by our domestic franchisees could harm our commissary business.
Although our domestic franchisees currently purchase substantially all food products from our QC Centers, the only
required QC Center purchases by franchisees are pizza sauce, dough and other items we may designate as proprietary or
integral to our system. Any changes in purchasing practices by domestic franchisees, such as seeking alternative approved
suppliers of ingredients or other food products, could adversely affect the financial results of our QC Centers and the
Company.
Our current insurance may not be adequate and we may experience claims in excess of our reserves.
Our insurance programs for workers’ compensation, owned and non-owned automobiles, general liability, property, and
health insurance coverage provided to our employees are funded by the Company up to certain retention levels under our
retention programs. Retention limits generally range from $1,000 to $1.0 million. These insurance programs may not be
adequate to protect us, and it may be difficult or impossible to obtain additional coverage or maintain current coverage at
a reasonable cost. We also have experienced claims volatility and high costs for our insurance programs. We estimate loss
reserves based on historical trends, actuarial assumptions and other data available to us, but we may not be able to
accurately estimate reserves. If we experience claims in excess of our projections, our business could be negatively
impacted. Our franchisees could be similarly impacted by higher claims experience, hurting both their operating results
and/or limiting their ability to maintain adequate insurance coverage at a reasonable cost.
We are subject to debt covenant restrictions.
Our credit agreement contains affirmative and negative covenants, including financial covenants. If a covenant violation
occurs or is expected to occur, we would be required to seek a waiver or amendment from the lenders under the credit
agreement. The failure to obtain a waiver or amendment on a timely basis would result in our inability to borrow additional
funds or obtain letters of credit under our credit agreement and allow the lenders under our credit agreement to declare our
loan obligations due and payable, require us to cash collateralize outstanding letters of credit or increase our interest rate.
If any of the foregoing events occur, we would need to refinance our debt, or renegotiate or restructure, the terms of the
credit agreement.
With our indebtedness, we may have reduced availability of cash flow for other purposes. Increases in interest rates would
also increase our debt service costs and could materially impact our profitability as well as the profitability of our
franchisees.
Current debt levels under our existing credit facility may reduce available cash flow to plan for or react to business changes,
changes in the industry or any general adverse economic conditions. Under our credit facility, we are exposed to variable
interest rates. We have entered into interest rate swaps that fix a significant portion of our variable interest rate risk.
However, by using a derivative instrument to hedge exposures to changes in interest rates, we also expose ourselves to
credit risk. Credit risk is due to the possible failure of the counterparty to perform under the terms of the derivative contract.
Higher inflation, and a related increase in costs, including rising interest rates, could also impact our franchisees and their
ability to open new restaurants or operate existing restaurants profitably.
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In addition, the loans under our credit facility accrue interest at a per annum rate that may include, at the Company’s
election, a spread over the London Interbank Offered Rate (“LIBOR”). In July 2017, the head of the United Kingdom
Financial Conduct Authority (the authority that regulates LIBOR) announced its intention to phase out the use of LIBOR
by the end of 2021. However, the Intercontinental Exchange Benchmark Administration, in its capacity as administrator
of USD LIBOR, has announced that it intends to extend publication of USD LIBOR (other than one-week and two-month
tenors) by 18 months to June 2023. Notwithstanding this possible extension, a joint statement by key regulatory authorities
calls on banks to cease entering into new contracts that use USD LIBOR as a reference rate by no later than December 31,
2021. The U.S. Federal Reserve, in conjunction with the Alternative Reference Rates Committee, a steering committee
comprised of large U.S. financial institutions, is considering replacing U.S.-dollar LIBOR with the Secured Overnight
Financing Rate ("SOFR"), a new index calculated by short-term repurchase agreements, backed by Treasury securities.
Although SOFR appears to be the preferred replacement rate for U.S. dollar LIBOR, at this time, it is not possible to
definitively predict the effect of any changes to LIBOR, any phase out of LIBOR or any establishment of alternative
benchmark rates, including SOFR. The cessation of LIBOR will require us to amend the terms of our credit facility or any
future credit agreements extending beyond June 2023 and indexed to LIBOR to replace LIBOR with SOFR or such other
standard that is established, which could have a material adverse effect on us, including on our cost of funds, access to
capital markets and financial results.
Investment Risks
Our Board of Directors has adopted a limited duration stockholder rights agreement, which could delay or discourage a
merger, tender offer, or assumption of control of the Company not approved by our Board of Directors.
On April 30, 2019, the Company’s stockholders ratified the adoption by the Board of Directors of the Rights Agreement,
dated as of July 22, 2018, as amended on February 3, 2019, March 6, 2019, and October 23, 2019 (as amended, the “Rights
Agreement”). The original Rights Agreement adopted by the Board of Directors on July 22, 2018 had an expiration date
of July 22, 2019 and a beneficial ownership trigger threshold of 15%. On February 3, 2019, in connection with the sale
and issuance of shares of the Company’s Series B Convertible Preferred Stock (“Series B Preferred Stock”) to certain
funds affiliated with, or managed by, Starboard Value LP (collectively, “Starboard”), the original Rights Agreement was
amended to exempt Starboard from being considered an “Acquiring Person” under the Rights Agreement solely as a result
of its beneficial ownership of (i) shares of common stock beneficially owned by Starboard prior to the sale and issuance
of the Series B Preferred Stock, (ii) shares of Series B Preferred Stock issued or issuable to Starboard under the terms of
the Securities Purchase Agreement, dated February 3, 2019, with Starboard (the “Securities Purchase Agreement”), and
(iii) shares of the common stock (or in certain circumstances certain series of preferred stock) issuable upon conversion of
the Series B Preferred Stock (or certain series of preferred stock issuable on conversion thereof) pursuant to the terms of
the Certificate of Designation of Series B Preferred Stock. On March 6, 2019, the Rights Agreement was further amended
to extend the term of the Rights Agreement to March 6, 2022, increase the beneficial ownership trigger threshold at which
a person becomes an acquiring person from 15% to 20%, except for a “grandfathered person” provision, and make certain
other changes. The Rights Agreement was further amended on October 23, 2019 to eliminate the “grandfathered person”
provision as there are no stockholders that currently beneficially own 20% or more of the Company’s common stock.
The Rights Agreement is intended to enable all of our stockholders to realize the full potential value of their investment in
the Company and to protect the interests of the Company and its stockholders by reducing the likelihood that any person
or group gains control of the Company through open market accumulation or other tactics without paying an appropriate
control premium. The Rights Agreement could render more difficult, or discourage, a merger, tender offer, or assumption
of control of the Company that is not approved by our Board of Directors. The Rights Agreement, however, should not
interfere with any merger, tender or exchange offer or other business combination approved by our Board of Directors. In
addition, the Rights Agreement does not prevent our Board of Directors from considering any offer that it considers to be
in the best interest of the Company’s stockholders.
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The issuance of shares of our Series B Preferred Stock to Starboard and its permitted transferees dilutes the ownership
and relative voting power of holders of our common stock and may adversely affect the market price of our common stock.
Pursuant to the Securities Purchase Agreement, the Company sold 250,000 shares of our newly designated Series B
Preferred Stock to Starboard in 2019.
As of December 27, 2020, the shares held by Starboard represent 13.3% of our outstanding common stock on an as-
converted basis. The Series B Preferred Stock is convertible at the option of the holders at any time into shares of common
stock based on the conversion rate determined by dividing $1,000, the stated value of the Series B Preferred Stock, by
$50.06.
Because holders of our Series B Preferred Stock are entitled to vote, on an as-converted basis, together with holders of our
common stock on all matters submitted to a vote of the holders of our common stock, the issuance of the Series B Preferred
Stock to Starboard effectively reduces the relative voting power of the holders of our common stock.
In addition, the conversion of the Series B Preferred Stock into common stock would dilute the ownership interest of
existing holders of our common stock. Furthermore, any sales in the public market of the common stock issuable upon
conversion of the Series B Preferred Stock could adversely affect prevailing market prices of our common stock. Pursuant
to a customary registration rights agreement with Starboard, we have registered for resale under the Securities Act of 1933
the shares of Series B Preferred Stock and any shares of common stock issued upon conversion of the Series B Preferred
Stock. This registration may facilitate the resale of such securities into the public market, and any such resale would
increase the number of shares of our common stock available for public trading. Sales by Starboard of a substantial number
of shares of our common stock in the public market, or the perception that such sales might occur, could have a material
adverse effect on the price of our common stock.
Our Series B Preferred Stock has rights, preferences and privileges that are not held by, and are preferential to, the rights
of, our common stockholders, which could adversely affect our liquidity and financial condition, result in the interests of
holders of our Series B Preferred Stock differing from those of our common stockholders and delay or prevent an attempt
to take over the Company.
Starboard and the other holders of our Series B Preferred Stock have a liquidation preference entitling them to be paid,
before any payment may be made to holders of our common stock in connection with a liquidation event, an amount per
share of Series B Preferred Stock equal to the greater of (i) the stated value thereof plus accrued and unpaid dividends and
(ii) the amount that would have been received had such share of Series B Preferred Stock been converted into common
stock immediately prior to such liquidation event.
Holders of Series B Preferred Stock are entitled to a preferential cumulative dividend at the rate of 3.6% per annum,
payable quarterly in arrears. On the third anniversary of the date of issuance, each holder of Series B Preferred Stock will
have the right to increase the dividend on the shares of Series B Preferred Stock held by such holder to 5.6%, and on the
fifth anniversary of the date of issuance, each holder will have the right to increase the dividend on the shares of Series B
Preferred Stock held by such holder to 7.6% (in each case subject to the Company’s right to redeem some or all of such
shares of Series B Preferred Stock for cash).
The holders of our Series B Preferred Stock also have certain redemption rights or put rights, including the right on any
date following November 6, 2026 to require us to repurchase all or any portion of the Series B Preferred Stock. Holders
of the Series B Preferred Stock also have the right, subject to certain exceptions, to require us to repurchase all or any
portion of the Series B Preferred Stock upon certain change of control events.
These dividend and share repurchase obligations could impact our liquidity and reduce the amount of cash flows available
for working capital, capital expenditures, growth opportunities, acquisitions, and other general corporate purposes. Our
obligations to Starboard, as the initial holder of our Series B Preferred Stock, could also limit our ability to obtain additional
financing or increase our borrowing costs, which could have an adverse effect on our financial condition. The preferential
rights could also result in divergent interests between Starboard and holders of our common stock. Furthermore, a sale of
our Company, as a change of control event, may require us to repurchase Series B Preferred Stock, which could have the
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effect of making an acquisition of the Company more expensive and potentially deterring proposed transactions that may
otherwise be beneficial to our stockholders.
Starboard may exercise influence over us, including through its ability to designate up to two members of our Board of
Directors.
The transaction documents entered into in connection with the sale of the Series B Preferred Stock to Starboard grant to
Starboard consent rights with respect to certain actions by us, including:
•
•
•
amending our organizational documents in a manner that would have an adverse effect on the Series B Preferred
Stock;
issuing securities that are senior to, or equal in priority with, the Series B Preferred Stock; and
increasing the maximum number of directors on our Board to more than eleven persons or twelve persons, subject
to the terms of the Governance Agreement (the “Governance Agreement”) entered into in connection with the
Securities Purchase Agreement.
The Securities Purchase Agreement also imposes a number of affirmative and negative covenants on us. As a result,
Starboard has the ability to influence the outcome of matters submitted for the vote of the holders of our common stock.
Starboard and its affiliates are in the business of making or advising on investments in companies, including businesses
that may directly or indirectly compete with certain portions of our business, and they may have interests that diverge
from, or even conflict with, those of our other stockholders. They may also pursue acquisition opportunities that may be
complementary to our business, and, as a result, those acquisition opportunities may not be available to us.
In addition, the terms of the Governance Agreement grant Starboard certain rights to designate directors to be nominated
for election by holders of our common stock. For so long as certain criteria set forth in the Governance Agreement are
satisfied, including that Starboard beneficially own, in the aggregate, at least (i) 89,264 shares of Series B Preferred Stock
or (ii) the lesser of 5.0% of the Company’s then-outstanding common stock (on an as-converted basis, if applicable) and
1,783,141 shares of issued and outstanding common stock (subject to adjustment for stock splits, reclassifications,
combinations and similar adjustments), Starboard has the right to designate two directors for election to our Board,
consisting of one nominee who is affiliated with Starboard and one independent nominee.
The directors designated by Starboard also are entitled to serve on committees of our Board, subject to applicable law and
stock exchange rules. Notwithstanding the fact that all directors will be subject to fiduciary duties to us and to applicable
law, the interests of the directors designated by Starboard may differ from the interests of our security holders as a whole
or of our other directors.
We may not be able to raise the funds necessary to finance a required repurchase of our Series B Preferred Stock.
After November 6, 2026, each holder of Series B Preferred Stock will have the right, upon 90 days’ notice, to require the
Company to repurchase all or any portion of the Series B Preferred Stock for cash at a price equal to $1,000 per share of
Series B Preferred Stock plus all accrued but unpaid dividends. In addition, upon certain change of control events, holders
of Series B Preferred Stock can require us, subject to certain exceptions, to repurchase any or all of their Series B Preferred
Stock.
It is possible that we would not have sufficient funds to make any required repurchase of Series B Preferred Stock.
Moreover, we may not be able to arrange financing to pay the repurchase price.
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General Risks
Natural disasters, hostilities, social unrest, severe weather and other catastrophic events may disrupt our operations or
supply chain.
The occurrence of a natural disaster, hostilities, cyber-attack, social unrest, terrorist activity, outbreak of epidemic,
pandemic or contagious disease, power outages, severe weather (such as tornados, hurricanes, blizzards, ice storms, floods,
heat waves, etc.) or other catastrophic events may disrupt our operations or supply chain and result in the closure of our
restaurants (Company-owned or franchised), our corporate offices, any of our QC Centers or the facilities of our suppliers,
and can adversely affect consumer spending, consumer confidence levels and supply availability and costs, any of which
could materially adversely affect our results of operations.
Increasingly complex laws and regulations could adversely affect our business.
We operate in an increasingly complex regulatory environment, and the cost of regulatory compliance is increasing. Our
failure, or the failure of any of our franchisees, to comply with applicable U.S. and international labor, health care, food,
health and safety, consumer protection, anti-bribery and corruption, competition, environmental and other laws may result
in civil and criminal liability, damages, fines and penalties. Enforcement of existing laws and regulations, changes in legal
requirements, and/or evolving interpretations of existing regulatory requirements may result in increased compliance costs
and create other obligations, financial or otherwise, that could adversely affect our business, financial condition or
operating results. Increased regulatory scrutiny of food matters and product marketing claims, and increased litigation and
enforcement actions may increase compliance and legal costs and create other obligations that could adversely affect our
business, financial condition or operating results. Governments may also impose requirements and restrictions that impact
our business. For example, some local government agencies have implemented ordinances that restrict the sale of certain
food or drink products.
Compliance with new or additional domestic and international government laws or regulations, including the European
Union General Data Protection Regulation (“GDPR”) and the California Consumer Privacy Act (“CCPA”) which could
increase costs for compliance. These laws and regulations are increasing in complexity and number, change frequently
and increasingly conflict among the various countries in which we operate, which has resulted in greater compliance risk
and costs. If we fail to comply with these laws or regulations, we could be subject to reputational damage and significant
litigation, monetary damages, regulatory enforcement actions or fines in various jurisdictions. For example, a failure to
comply with the GDPR could result in fines up to the greater of €20 million or 4% of annual global revenues.
Disruptions of our critical business or information technology systems could harm our ability to compete and conduct our
business.
Our critical business and information technology systems have in the past, and could in the future be damaged or
interrupted by power loss, various technological failures, user errors, cyber-attacks, sabotage or acts of God. In particular,
the Company and our franchisees have experienced occasional interruptions of our digital ordering solutions, which make
online ordering unavailable or slow to respond, negatively impacting sales and the experience of our customers. If our
digital ordering solutions do not perform with adequate speed and security, our customers may be less inclined to return
to our digital ordering solutions.
Part of our technology infrastructure, such as our domestic point-of-sale system, is specifically designed for us and our
operational systems, which could cause unexpected costs, delays or inefficiencies when infrastructure upgrades are needed
or prolonged and widespread technological difficulties occur. Significant portions of our technology infrastructure,
particularly in our digital ordering solutions, are provided by third parties, and the performance of these systems is largely
beyond our control. Occasionally, we have experienced or could experience temporary disruptions in our business due to
third-party systems failing to adequately perform. Failure to manage future failures of these systems, particularly as our
online sales grow, could harm our business and the satisfaction of our customers. Such third-party systems could be
disrupted either through system failure or if third party vendor patents and contractual agreements do not afford us
protection against similar technology. In addition, we may not have or be able to obtain adequate protection or insurance
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to mitigate the risks of these events or compensate for losses related to these events, which could damage our business and
reputation and be expensive and difficult to remedy or repair.
Failure to maintain the integrity of internal or customer data could result in damage to our reputation, loss of sales, and/or
subject us to litigation, penalties or significant costs.
We are subject to a number of privacy and data protection laws and regulations. We collect and retain large volumes of
internal and customer data, including credit card data and other personally identifiable information of our employees and
customers housed in the various information systems we use. Constantly changing information security threats, particularly
persistent cyber security threats, pose risks to the security of our systems and networks, and the confidentiality, availability
and integrity of our data and the availability and integrity of our critical business functions. As techniques used in cyber-
attacks evolve, we may not be able to timely detect threats or anticipate and implement adequate security measures. The
integrity and protection of the customer, employee, franchisee and Company data are critical to us. Our information
technology systems and databases, and those provided by our third-party vendors, including international vendors, have
been and will continue to be subject to computer viruses, malware attacks, unauthorized user attempts, phishing and denial
of service and other malicious cyber-attacks. The failure to prevent fraud or security breaches or to adequately invest in
data security could harm our business and revenues due to the reputational damage to our brand. Such a breach could also
result in litigation, regulatory actions, penalties, and other significant costs to us and have a material adverse effect on our
financial results. These costs could be significant and well in excess of, or not covered by, our cyber insurance coverage.
We have been and will continue to be subject to various types of investigations and litigation, including collective and
class action litigation, which could subject us to significant damages or other remedies.
We are subject to the risk of investigations and litigation from various parties, including vendors, customers, franchisees,
state and federal agencies, stockholders and employees. From time to time, we are involved in a number of lawsuits,
claims, investigations, and proceedings consisting of securities, antitrust, intellectual property, employment, consumer,
personal injury, corporate governance, commercial and other matters arising in the ordinary course of business.
We have been subject to claims in cases containing collective and class action allegations. Plaintiffs in these types of
lawsuits often seek recovery of very large or indeterminate amounts, and the magnitude of the potential loss and defense
costs relating to such lawsuits may not be accurately estimated. Litigation trends involving personal injury, employment
law, intellectual property and the relationship between franchisors and franchisees may increase our cost of doing business.
We evaluate all of the claims and proceedings involving us to assess the expected outcome, and where possible, we
estimate the amount of potential losses to us. In many cases, particularly collective and class action cases, we may not be
able to estimate the amount of potential losses and/or our estimates may prove to be insufficient. These assessments are
made by management based on the information available at the time made and require the use of a significant amount of
judgment, and actual outcomes or losses may materially differ. Regardless of whether any claims against us are valid, or
whether we are ultimately held liable, such litigation may be expensive to defend and may divert resources away from our
operations and negatively impact earnings. Further, we may not be able to obtain adequate insurance to protect us from
these types of litigation matters or extraordinary business losses.
We may be subject to harassment or discrimination claims and legal proceedings. Our Code of Ethics and Business
Conduct policies prohibit harassment and discrimination in the workplace, in sexual or in any other form. To monitor and
enforce these policies, we have ongoing programs for workplace training and compliance, and we investigate and take
disciplinary action with respect to alleged violations. Nevertheless, actions by our team members could violate those
policies. Franchisees and suppliers are also required to comply with all applicable laws and govern themselves with
integrity. Any violations (or perceptions thereof) by our franchisees or suppliers could have a negative impact on consumer
perceptions of us and our business and create reputational or other harm to the Company.
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We may not be able to adequately protect our intellectual property rights, which could negatively affect our results of
operations.
We depend on the Papa John’s brand name and rely on a combination of trademarks, service marks, copyrights, and similar
intellectual property rights to protect and promote our brand. We believe the success of our business depends on our
continued ability to exclusively use our existing marks to increase brand awareness and further develop our brand, both
domestically and abroad. We may not be able to adequately protect our intellectual property rights, and we may be required
to pursue litigation to prevent consumer confusion and preserve our brand’s high-quality reputation. Litigation could result
in high costs and diversion of resources, which could negatively affect our results of operations, regardless of the outcome.
We may be subject to impairment charges.
Impairment charges are possible due to the nature and timing of decisions we make about underperforming assets or
markets, or if previously opened or acquired restaurants perform below our expectations. This could result in a decrease
in our reported asset value and reduction in our net income.
We operate globally and changes in tax laws could adversely affect our results.
We operate globally and changes in tax laws could adversely affect our results. We have international operations and
generate substantial revenues and profits in foreign jurisdictions. The domestic and international tax environments
continue to evolve as a result of tax changes in various jurisdictions in which we operate and changes in the tax laws in
certain countries, including the United States, could impact our future operating results. A significant increase in the
U.S. corporate tax rate could negatively impact our financial results.
Item 1B. Unresolved Staff Comments
None.
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Item 2. Properties
As of December 27, 2020, there were 5,400 Papa John’s restaurants worldwide. The following tables provide the locations
of our restaurants. We define “North America” as the United States and Canada and “domestic” as the contiguous United
States.
North America Restaurants:
Company (1) Franchised Total
Alabama . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Alaska . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Arizona . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Arkansas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
California . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Colorado . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Connecticut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Delaware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
District of Columbia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Florida . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Georgia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Hawaii . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Idaho . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Illinois . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Indiana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Iowa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Kansas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Kentucky . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Louisiana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Maine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Maryland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Massachusetts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Michigan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Minnesota . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mississippi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Missouri . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Montana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nebraska . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nevada . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
New Hampshire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
New Jersey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
New Mexico . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
New York . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North Carolina . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
North Dakota . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Ohio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Oklahoma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Oregon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pennsylvania . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rhode Island . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
South Carolina . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
South Dakota . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tennessee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Texas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Utah . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Virginia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Washington . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
West Virginia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wisconsin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Wyoming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total U.S. Papa John’s Restaurants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Canada . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total North America Papa John’s Restaurants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3
—
—
—
—
—
—
—
—
39
82
—
—
8
43
—
15
40
—
—
60
—
—
—
—
41
—
—
—
—
—
—
—
99
—
—
—
—
—
—
8
—
34
90
—
26
—
—
—
—
588
—
588
80
11
69
26
178
47
5
17
11
247
94
14
14
72
93
24
19
66
60
3
42
7
35
35
33
28
9
13
24
3
52
16
84
80
9
160
36
14
78
4
78
13
83
212
30
121
42
22
24
9
2,546
155
2,701
83
11
69
26
178
47
5
17
11
286
176
14
14
80
136
24
34
106
60
3
102
7
35
35
33
69
9
13
24
3
52
16
84
179
9
160
36
14
78
4
86
13
117
302
30
147
42
22
24
9
3,134
155
3,289
(1) Company-owned Papa John’s restaurants include restaurants owned by majority-owned subsidiaries. There were 188
such restaurants at December 27, 2020 (60 in Maryland, 90 in Texas, 26 in Virginia, and 12 in Georgia).
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International Restaurants:
Azerbaijan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bahrain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Belarus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bolivia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cayman Islands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Chile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
China . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Colombia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Costa Rica . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cyprus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dominican Republic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Ecuador . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Egypt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
El Salvador . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
France . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Guam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Guatemala . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Iraq . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Ireland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Israel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Kazakhstan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Korea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Kuwait . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Kyrgyzstan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mexico . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Morocco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Netherlands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nicaragua . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Oman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pakistan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Panama . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Peru . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Philippines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Poland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Portugal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Puerto Rico . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Qatar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Russia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Saudi Arabia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Spain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Trinidad . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tunisia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Turkey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
United Arab Emirates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
United Kingdom . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Venezuela . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total International Papa John’s Restaurants (1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Franchised
9
19
21
5
2
115
211
54
32
7
18
21
57
24
4
3
16
1
79
6
6
193
40
3
80
5
30
4
8
10
19
45
15
6
3
26
30
182
7
69
9
9
55
56
467
30
2,111
(1) Of the Company’s 2,111 international franchised restaurants, approximately 65 stores were temporarily closed as of
December 27, 2020, principally in Latin America and Europe, in accordance with government policies as a result of
the COVID-19 outbreak.
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Most Papa John’s Company-owned restaurants are located in leased space. The initial term of most domestic restaurant
leases is five years with most leases providing for one or more options to renew for at least one additional term. Generally,
the leases are triple net leases, which require us to pay all or a portion of the cost of insurance, taxes and utilities. As a
result of assigning our interest in obligations under property leases as a condition of the refranchising of certain restaurants,
we are also contingently liable for payment of approximately 80 domestic leases.
Nine of our 12 North America QC Centers are located in leased space. Our remaining three locations are in buildings we
own. Additionally, our corporate office and our printing operations located in Louisville, KY are in buildings owned by
us.
On September 17, 2020, we announced plans to open an office in Atlanta, Georgia which will be in a leased space. Certain
corporate functions, including menu innovation, marketing, digital customer experience, human resources, diversity,
equity and inclusion, communications, operations, development, financial planning and analysis and investor relations will
be relocated to the Atlanta office. Our information technology, finance, supply chain, and legal teams will continue to
operate in our Louisville, Kentucky office, which remains critical to our success. We also maintain a Company-owned
office outside of London, United Kingdom (“UK”), where our international operations are managed. For additional
information, see “Note 17” of “Notes to Consolidated Financial Statements”.
At December 27, 2020, we leased and subleased approximately 385 Papa John’s restaurant sites to franchisees in the UK.
The initial lease terms on the franchised sites in the United Kingdom are generally 15 years. The initial lease terms of the
franchisee subleases are generally five to ten years. We own a full-service QC Center in the UK. See “Note 3” of “Notes
to Consolidated Financial Statements” for additional information.
Item 3. Legal Proceedings
The information contained in “Note 20, Litigation, Commitments and Contingencies” of “Notes to Consolidated Financial
Statements” is incorporated by reference herein.
Item 4. Mine Safety Disclosures
None.
25
Table of Contents
Set forth below are the current executive officers of Papa John’s:
Information about our Executive Officers
Name
Age (a) Position
First Elected
Executive Officer
Robert M. Lynch
44
President and Chief Executive Officer
Ann B. Gugino
Marvin Boakye
Amanda Clark
48
Chief Financial Officer
47
Chief People and Diversity Officer
41
Chief Development Officer
James A. Norberg
55
Chief Operating Officer, North America
Caroline M. Oyler
55
Chief Legal and Risk Officer
Jack H. Swaysland
56
Chief Operating Officer, International
C. Max Wetzel
44
Chief Commercial and Marketing Officer
(a) Ages are as of January 1, 2021
2019
2020
2019
2020
2019
2018
2018
2019
Robert M. Lynch was appointed as President and Chief Executive Officer in August 2019. Mr. Lynch joined Papa John’s
after serving as President of Arby’s Restaurant Group since August 2017, and served as Brand President and Chief
Marketing Officer from August 2013 to August 2017. Prior to Arby’s, he served as Vice President of Marketing at Taco
Bell. Mr. Lynch has more than 20 years combined experience in the QSR and consumer packaged goods industries, and
also held senior roles at HJ Heinz Company and Procter & Gamble.
Ann B. Gugino was appointed to Chief Financial Officer in October 2020. Ms. Gugino joins Papa John’s from Target
Corporation where she served as Senior Vice President, Financing Planning and Analysis since 2018, providing overall
strategy, guidance, and direction in the development and execution of Target’s planning, analysis and capital investment
portfolios. Prior to Target, Ms. Gugino spent 18 years at Patterson Companies Inc., including four years as Executive Vice
President and Chief Financial Officer.
Marvin Boakye was appointed Chief People and Diversity Officer in November 2019 after previously serving as Papa
John’s first Chief People Officer since January 2019. Mr. Boakye joined Papa John’s after serving as Vice President of
Human Resources at petroleum company Andeavor, in Texas where he also led diversity, equity and inclusion. Prior to
Andeavor, he was Chief Human Resources Officer for MTS Allstream, a telecommunications company now part of Bell
Canada from June 2015 to March 2017. Prior to that, Mr. Boakye held senior human resources positions for organizations
across the United States, Canada and Latin America, including at Goodyear, the Pulte Group and The Home Depot.
Amanda Clark was appointed as Chief Development Officer in February 2020. Ms. Clark joins Papa John’s from Taco
Bell, where she was responsible for design, consumer facing technology, merchandising, customer marketing, new
concepts and company development, serving as Executive Vice President Restaurant Experience from February 2019 to
February 2020, Senior Vice President North America Development from May 2017 to February 2019 and the General
Manager for Taco Bell Canada from November 2015 to August 2018. Previously, Ms. Clark served in roles of increasing
responsibility in Brand Marketing at Taco Bell since 2013. Prior to joining Taco Bell, Ms. Clark worked at Procter and
Gamble in various marketing roles for nearly 12 years on P&G brands including Olay, Pampers and Oral-B.
James A. Norberg was named Chief Operating Officer, North America in November 2019 after serving as Chief Restaurant
Operations Officer since July 2019. Mr. Norberg, a QSR industry veteran, spent more than 30 years of his career at
McDonald’s. His most recent role there was Executive Vice President and Chief Operations Officer from 2014 to 2015,
26
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where he managed operations for 14,000 U.S. restaurants. After his long tenure at McDonald’s, Norberg served as an
independent strategic advisor from 2015 to 2019 to organizations in the restaurant, hospitality, entertainment and consumer
goods categories. He serves as a member of the board of directors for Out & Equal Workplace Advocates, the world’s
premier nonprofit organization dedicated to achieving lesbian, gay, bisexual, transgender, and queer workplace equality.
Caroline M. Oyler was appointed Chief Legal and Risk Officer in October 2018. Ms. Oyler previously served as Senior
Vice President, Chief Legal Officer from May 2018 to October 2018 and Senior Vice President, General Counsel from
May 2014 to May 2018. Additionally, Ms. Oyler served as Senior Vice President, Legal Affairs from November 2012 to
May 2014. She joined the Company’s legal department in 1999. She also served as interim head of Human Resources
from December 2008 to September 2009. Prior to joining Papa John’s, Ms. Oyler practiced law with the firm Wyatt,
Tarrant and Combs LLP.
Jack H. Swaysland was appointed to Chief Operating Officer, International in May 2018 after serving as Senior Vice
President, International since April 2016. Mr. Swaysland previously served as Vice President, International from April
2015 to April 2016, Regional Vice President, International from May 2013 to April 2015, and Vice President, International
Operations from April 2010 to May 2013. Mr. Swaysland has served in various capacities of increasing responsibility in
International Operations since joining the Company 13 years ago.
C. Max Wetzel was appointed Chief Commercial and Marketing Officer in November 2019. Mr. Wetzel joined Papa
John’s after serving as Vice President Consumer Brands and Business Transformation – U.S. and Canada since July 2018
at PPG Architectural Coatings. Also at PPG, Mr. Wetzel served as Vice President Home Centers and Global Strategic
Marketing from June 2016 through July 2018 and as General Manager Home Centers and Chief Marketing Officer U.S.
& Canada starting in November 2014. Prior to PPG, Mr. Wetzel worked at H.J. Heinz Company for ten years in a variety
of domestic and global roles, leading consumer-driven businesses, developing brand marketing strategies and delivering
profitable growth.
There are no family relationships between any of the directors or executive officers of the Company.
27
Table of Contents
PART II
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity
Securities
Our common stock trades on The NASDAQ Global Select Market tier of The NASDAQ Stock Market under the symbol
PZZA. As of February 17, 2021, there were 1,297 record holders of common stock. However, there are significantly more
beneficial owners of our common stock than there are record holders.
On January 25, 2021, our Board of Directors declared a first quarter dividend of $0.225 per share of common stock
(approximately $7.4 million was paid to common stockholders and $1.1 million was paid as “pass through” dividends to
holders of Series B Preferred Stock on an “as converted basis”). The first quarter dividend on outstanding shares of Series
B Preferred Stock was also declared on January 25, 2021. The common stock dividend was paid on February 19, 2021 to
stockholders of record as of the close of business on February 8, 2021. The first quarter preferred dividend of $2.3 million
will be paid to holders of Series B Preferred Stock on April 1, 2021.
We anticipate continuing the payment of quarterly cash dividends. The actual amount of such dividends is subject to
declaration by our Board of Directors and will depend upon future earnings, results of operations, capital requirements,
our financial condition and other relevant factors. There can be no assurance that the Company will continue to pay
quarterly cash dividends at the current rate or at all.
Our Board of Directors has authorized the repurchase of up to $75.0 million of common stock under a share repurchase
program that began on November 4, 2020 and is effective through December 31, 2021. In fiscal 2020, a total of 32,000
shares with an aggregate cost of $2.7 million and an average price of $83.90 per share were repurchased under this
program. Funding for the share repurchase program has been provided through our operating cash flows.
The following table summarizes our repurchase activity by fiscal period during the fourth quarter ended December 27,
2020 (in thousands, except per share amounts):
Total
Number
Average of Shares Purchased
as Part of Publicly
Price
Total Number
Maximum Dollar
Value of Shares
that May Yet Be
Fiscal Period
of Shares Paid per Announced Plans Purchased Under the
Plans or Programs
or Programs
Purchased Share
11/23/2020 - 12/27/2020
32 $ 83.90
32 $
72,299
Subsequent to year-end, we acquired an additional 15,000 shares at an aggregate cost of $1.3 million. Approximately
$71.0 million remained available under the Company’s share repurchase program as of February 17, 2021.
The Company utilizes a written trading plan under Rule 10b5-1 under the Securities Exchange Act of 1934, as amended,
from time to time to facilitate the repurchase of shares of our common stock under this share repurchase program. There
can be no assurance that we will repurchase shares of our common stock either through a Rule 10b5-1 trading plan or
otherwise.
The information required by Item 5 with respect to securities authorized for issuance under equity compensation plans is
incorporated herein by reference to Part III, Item 12 of this Form 10-K.
28
Table of Contents
Stock Performance Graph
The following performance graph compares the cumulative shareholder return of the Company’s common stock for the
five-year period between December 27, 2015 and December 27, 2020 to (i) the NASDAQ Stock Market (U.S.) Index and
(ii) a group of the Company’s peers consisting of U.S. companies listed on NASDAQ with standard industry classification
(SIC) codes 5800-5899 (eating and drinking places). Management believes the companies included in this peer group
appropriately reflect the scope of the Company’s operations and match the competitive market in which the Company
operates. The graph assumes the value of the investments in the Company’s common stock and in each index was $100
on December 27, 2015, and that all dividends were reinvested.
300
200
100
0
Dec. 27, 2015
100.00
100.00
100.00
Dec. 25, 2016
159.09
110.54
103.59
Dec. 31, 2017
103.84
140.85
104.77
Dec. 30, 2018
76.17
137.47
114.02
Dec. 29, 2019
123.64
189.25
151.50
Dec. 27, 2020
169.86
269.76
177.22
Papa John's International, Inc.
NASDAQ Stock Market (U.S. Companies)
NASDAQ Stocks (SIC 5800-5899 U.S. Companies) Eating and Drinking
29
Table of Contents
Item 6. Selected Financial Data
The selected financial data presented for each of the past five fiscal years were derived from our audited Consolidated
Financial Statements. The selected financial data below should be read in conjunction with “Management’s Discussion
and Analysis of Financial Condition and Results of Operations” and the “Consolidated Financial Statements” and Notes
thereto included in Item 7 and Item 8, respectively, of this Form 10-K.
(In thousands, except per share data)
Income Statement Data
Revenues:
Year Ended (1)
Dec. 27,
Dec. 29,
Dec. 30,
Dec. 31,
Dec. 30,
2020
2019
2018
2017
2016
52 weeks 52 weeks 52 weeks 53 weeks 52 weeks
Domestic Company-owned restaurant sales
North America franchise royalties and fees (2)
North America commissary revenues
International revenues (3)
Other revenues
Total revenues
$ 700,757 $ 652,053
71,828
612,652
102,924
179,791
1,619,248
96,732
680,793
123,963
210,989
1,813,234
$ 692,380
79,293
609,866
110,349
170,983
1,662,871
$ 816,718 $
106,729
673,712
114,021
72,179
1,783,359
815,931
102,980
623,883
100,904
69,922
1,713,620
Refranchising and impairment gains/(losses), net
Operating income (4)
Legal settlement
Investment income
Interest expense
Income before income taxes
Income tax expense (benefit)
Net income before attribution to noncontrolling
interests
Net income attributable to noncontrolling
interests (5)
Net income attributable to the Company
$
Net income (loss) attributable to common
shareholders
Basic earnings (loss) per common share
Diluted earnings (loss) per common share
Basic weighted average common shares
outstanding
Diluted weighted average common shares
outstanding
Dividends declared per common share
Balance Sheet Data
Total assets
Total debt
Series B Convertible Preferred Stock
Redeemable noncontrolling interests
Total stockholders’ (deficit) equity
—
90,253
—
2,131
(17,022)
75,362
14,748
4,739
24,535
—
1,104
(20,593)
5,046
(611)
(289)
31,553
—
817
(25,673)
6,697
2,624
(1,674)
151,017
—
608
(11,283)
140,342
33,817
10,222
164,523
898
785
(7,397)
158,809
49,717
60,614
5,657
4,073
106,525
109,092
(2,682)
57,932 $
(791)
4,866
$
$
$
41,737 $
1.29 $
1.28 $
(7,633)
(0.24)
(0.24)
(1,599)
2,474
(4,233)
$ 102,292 $
(6,272)
102,820
2,474
0.08
0.08
$ 103,288 $
2.86 $
$
2.83 $
$
102,967
2.76
2.74
$
$
$
$
32,421
31,632
32,083
36,083
37,253
32,717
$
0.90 $
31,632
0.90
$
32,299
0.90
36,522
$
0.85 $
37,608
0.75
$ 872,770 $ 730,721
370,000
251,133
5,785
(316,656)
350,000
251,901
6,474
(266,939)
$ 595,897
625,009
—
5,464
(304,013)
$ 555,553 $
470,000
—
6,738
(105,954)
512,565
300,575
—
8,461
9,801
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Table of Contents
(1) We operate on a 52-53 week fiscal year ending on the last Sunday of December of each year. All fiscal years
consisted of 52 weeks with the exception of the 2017 fiscal year which consisted of 53 weeks. The additional
week resulted in additional revenues of approximately $30.9 million and additional operating income of
approximately $6.2 million, or $0.17 per diluted share for 2017.
(3)
(2) North America franchise royalties were derived from franchised restaurant sales of $2.49 billion in 2020,
$2.10 billion in 2019, $2.13 billion in 2018, $2.30 billion in 2017 ($2.25 billion on a 52-week basis), and
$2.20 billion in 2016.
Includes international royalties and fees, restaurant sales for international Company-owned restaurants, and
international commissary revenues. International royalties were derived from franchised restaurant sales of
$994.8 million in 2020, $884.4 million in 2019, $832.3 million in 2018, $761.3 million in 2017 ($744.0
million on a 52-week basis), and $648.9 million in 2016. Restaurant sales for international Company-owned
restaurants were $6.2 million in 2018, $13.7 million in 2017 ($13.4 million on a 52-week basis), and $14.5
million in 2016 (none in 2020 and 2019).
(4) The Company incurred $14.2 million and $25.3 million of Special charges in 2019 and 2018, respectively.
See “Management’s Discussion and Analysis of Financial Condition and Results of Operations” for
additional information.
(5) Represents the noncontrolling interests’ allocation of income for our joint venture arrangements.
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Table of Contents
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
Introduction
Papa John’s International, Inc. (referred to as the “Company,” “Papa John’s” or in the first-person notations of “we,” “us”
and “our”) began operations in 1984. At December 27, 2020, there were 5,400 Papa John’s restaurants in operation,
consisting of 588 Company-owned and 4,812 franchised restaurants. Our revenues are derived from retail sales of pizza
and other food and beverage products to the general public by Company-owned restaurants, franchise royalties, and sales
of franchise and development rights. Additionally, approximately 46% to 48% of our North America revenues in each of
the last two fiscal years were derived from sales to franchisees of various items including food and paper products from
our domestic Quality Control Centers (“QC Centers”), printing and promotional items and information systems equipment,
and software and related services. We also derive revenues from the operation of our international QC center in the United
Kingdom and from contributions received by Papa John’s Marketing Fund (“PJMF”), our national marketing fund. We
believe that in addition to supporting both Company and franchised profitability and growth, these activities contribute to
product quality and consistency throughout the Papa John’s system.
We strive to obtain high-quality restaurant sites with good access and visibility and to enhance the appearance and quality
of our restaurants. We believe these factors improve our image and brand awareness. Detailed below are progressions of
our Domestic and International restaurants over the last two fiscal years:
Beginning - December 30, 2018
Opened
Closed
Acquired
Sold
Ending - December 29, 2019
Opened
Closed
Ending - December 27, 2020
Recent Business Matters
Domestic
Company-
owned
645
3
(5)
1
(46)
598
2
(12)
588
Franchised
North
America
2,692
76
(123)
46
(1)
2,690
62
(51)
2,701
Total North
America
3,337
79
(128)
47
(47)
3,288
64
(63)
3,289
International
1,966
233
(92)
—
—
2,107
156
(152)
2,111
System-wide
5,303
312
(220)
47
(47)
5,395
220
(215)
5,400
In 2020, the Company focused on executing the strategic priorities and building a foundation for long-term success,
including the specific items described below.
Innovation. Beginning in the fourth quarter of 2019, the Company has embraced a new culture of innovation, delivering
multiple new product innovations and marketing successes. In 2020, we launched Garlic Parmesan Crust Pizza, toasted
handheld “Papadias” flatbread-style sandwiches, Jalapeno Popper Rolls, and the Shaq-a-Roni pizza. Of particular
highlight, the Shaq-a-Roni pizza was launched as part of a fund-raiser for The Papa John’s Foundation, in collaboration
with Shaquille O’Neal, our board member and restaurant owner. The Shaq-a-Roni pizza was a differentiated, high-value
product, with a charitable component that supported meaningful causes aligned with our brand’s values. In the fourth
quarter of 2020, we also tested Epic Stuffed Crust, which was officially launched in 2021. Epic Stuffed Crust was the
Company’s biggest new product launch to date and builds upon our original fresh, never frozen, six-ingredient dough.
Product innovation is not only an important part of our plan for 2021 to continue building sales but also represents another
platform for our longer-term strategy and opportunity.
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Table of Contents
Novel Coronavirus (“COVID-19”). The COVID-19 outbreak began to result in disruption in certain of our international
markets beginning in January 2020. Subsequently, the outbreak was characterized as a pandemic by the World Health
Organization on March 11, 2020 and declared a national emergency in the United States during the same timeframe. The
outbreak has presented evolving risks and developments domestically and internationally, as well as new opportunities for
our business. Our delivery and carryout model has positioned us to continue to experience strong demand for our products.
To ensure we can continue to meet the demand of our customers, we continue to monitor our supply chain and have not
experienced material disruptions.
Our primary focus continues to be the safety of our team members, franchisees, and customers. The Company has taken
steps to mitigate the impact of the COVID-19 pandemic by implementing extra health and safety measures across our
business, including No Contact Delivery and enhanced cleaning and sanitization measures, for the protection of both our
customers and team members. We have expanded our employee benefits to include free virtual doctor visits and paid
special bonuses to many of our front-line team members. This is in addition to existing employee benefits of no-cost mental
health support, affordable health plan options and access to the Papa John’s Team Member Emergency Relief Fund, if and
when needed. In addition, the Company hired thousands of new restaurant team members in 2020 to help meet demand
and serve our customers.
Of the Company’s 2,111 international franchised stores, approximately 65 stores were temporarily closed as of December
27, 2020, principally in Latin America and Europe, in accordance with government policies. In North America, almost all
traditional restaurants remain open and fully operational. A number of non-traditional restaurants located in universities
and stadiums are temporarily closed; these non-traditional locations are not significant to our revenues and operating
results.
We believe the pandemic has accelerated our previously announced efforts to innovate and bring new and former
customers to the Papa John’s system. We believe that even after the pandemic-related restrictions are lifted we will benefit
from the increase in customers we have experienced due to our menu innovation, customer loyalty programs and our
offerings of high-quality pizza and other menu items. Due to the substantial uncertainty related to the effects of the
pandemic and its duration, we are unable to predict the specific impact the pandemic and related restrictions will have on
our results of operations, liquidity or long-term financial condition, including whether and to what extent the increased
demand for our products will continue. For a discussion of the risks to our business presented by the COVID-19 pandemic,
see Item 1A. Risk Factors of this Form 10-K.
Strategic Corporate Reorganization for Long-term Growth. In the third quarter of 2020, we announced plans to open an
office in Atlanta, Georgia located in Three Ballpark Center at The Battery Atlanta in the summer of 2021. The Atlanta
office is part of a broader strategic reorganization of corporate functions reflecting the Company’s ongoing transformation
into a brand and culture that can effectively and efficiently deliver on the Company’s purpose, values and strategic business
priorities. Affected employees who do not relocate to Atlanta have been offered a separation package. As a result, we
expect to incur certain one-time corporate reorganization costs of approximately $15.0 to $20.0 million related to employee
severance and transition, recruitment and relocation and other third-party costs through 2021. Of that amount, we incurred
costs of approximately $6.0 million in 2020.
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Table of Contents
Presentation of Financial Results
Critical Accounting Policies and Estimates
The results of operations are based on our Consolidated Financial Statements, which were prepared in conformity with
accounting principles generally accepted in the United States (“GAAP”). The preparation of Consolidated Financial
Statements requires management to select accounting policies for critical accounting areas as well as estimates and
assumptions that affect the amounts reported in the Consolidated Financial Statements. The Company’s significant
accounting policies, including recently issued accounting pronouncements, are more fully described in “Note 2” of “Notes
to Consolidated Financial Statements.” Significant changes in assumptions and/or conditions in our critical accounting
policies could materially impact the operating results. We have identified the following accounting policies and related
judgments as critical to understanding the results of our operations:
Allowance for Credit Losses on Accounts and Franchisee Notes Receivable
As of December 27, 2020, accounts receivable was $93.8 million with an allowance for credit losses of $3.6 million and
franchisee notes receivable was $51.1 million with an allowance for credit losses of $3.2 million. As of December 29,
2019, accounts receivable was $77.8 million with an allowance for credit losses of $7.3 million and franchisee notes
receivable was $44.4 million with an allowance for credit losses of $3.6 million. Estimates of expected credit losses, even
if remote, are based upon historical account write-off trends, facts about the current financial condition of the debtor,
forecasts of future operating results based upon current trends of select operating metrics, and macroeconomic factors. The
allowance for credit losses on franchisee note receivables is based on review of each franchisee’s economic performance
and market conditions after consideration of the fair value of our underlying collateral rights (e.g., underlying franchisee
business, property and equipment) and any guarantees. Credit quality is monitored through the timing of payments
compared to the prescribed payment terms and known facts regarding the financial condition of the franchisee or customer.
Account and note receivable balances are charged off against the allowance after recovery efforts have ceased.
Insurance Reserves
Our insurance programs for workers’ compensation, owned and non-owned automobiles, general liability, property, and
health insurance coverage provided to our employees are funded by the Company up to certain retention levels under our
retention programs. Retention limits generally range from $1,000 to $1.0 million.
As of December 27, 2020 and December 29, 2019, our insurance reserves were $82.0 million and $75.2 million,
respectively. Losses are accrued based upon undiscounted estimates of the liability for claims incurred and for events that
have occurred but have not been reported using certain third-party actuarial projections and our claims loss experience.
The determination of the recorded insurance reserves is highly judgmental and complex due to the significant uncertainty
in the potential value of reported claims and the number and potential value of incurred but not reported claims, the
application of significant judgment in making those estimates and the use of various actuarial valuation methods. The
estimated insurance claims losses could be significantly affected should the frequency or ultimate cost of claims differ
significantly from historical trends used to estimate the insurance reserves recorded by the Company. The Company
records estimated losses above retention within its reserve with a corresponding receivable for expected amounts due from
insurance carriers.
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Table of Contents
Intangible Assets — Goodwill
We evaluate goodwill annually in the fourth quarter or whenever we identify certain triggering events or circumstances
that would more-likely-than-not reduce the fair value of a reporting unit below its carrying amount. Such tests are
completed separately with respect to the goodwill of each of our reporting units. We may perform a qualitative assessment
or move directly to the quantitative assessment for any reporting unit in any period if we believe that it is more efficient
or if impairment indicators exist.
We elected to perform a qualitative assessment for our operations in the fourth quarter of 2020. As a result of our
qualitative analyses, we determined that it was more-likely-than-not that the fair values of our reporting units were greater
than their carrying amounts. Subsequent to completing our goodwill impairment tests, no indicators of impairment were
identified. See “Note 12” of “Notes to Consolidated Financial Statements” for additional information.
Income Tax Accounts and Tax Reserves
Papa John’s is subject to income taxes in the United States and several foreign jurisdictions. Significant judgment is
required in determining Papa John’s provision for income taxes and the related assets and liabilities. The provision for
income taxes includes income taxes paid, currently payable or receivable and those deferred.
Deferred tax assets and liabilities are determined based on differences between financial reporting and tax basis of assets
and liabilities and are measured using enacted tax rates and laws that are expected to be in effect when the differences
reverse. Deferred tax assets are also recognized for the estimated future effects of tax attribute carryforwards (e.g., net
operating losses, capital losses, and foreign tax credits). The effect on deferred taxes of changes in tax rates is recognized
in the period in which the new tax rate is enacted. Valuation allowances are established when necessary on a jurisdictional
basis to reduce deferred tax assets to the amounts we expect to realize.
Tax authorities periodically audit the Company. We record reserves and related interest and penalties for identified
exposures as income tax expense. We evaluate these issues and adjust for events, such as statute of limitations expirations,
court rulings or audit settlements, which may impact our ultimate payment for such exposures. We recognized a decrease
in income tax expense of $500,000 and $400,000 in 2020 and 2019, respectively, associated with the finalization of certain
income tax matters. See “Note 18” of “Notes to Consolidated Financial Statements” for additional information.
Fiscal Year
Our fiscal year ends on the last Sunday in December of each year. All fiscal years presented in the accompanying
Consolidated Financial Statements consist of 52 weeks.
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Table of Contents
Results of Operations
2020 Compared to 2019
This section of this Form 10-K generally discusses fiscal 2020 and 2019 items and year-to-year comparisons between
fiscal 2020 and 2019. Discussions of 2018 items and year-to-year comparisons between fiscal 2019 and 2018 that are not
included in this Form 10-K can be found in “Management’s Discussion and Analysis of Financial Condition and Results
of Operations” in Part II, Item 7 of the Company’s Annual Report on Form 10-K for the fiscal year ended December 29,
2019.
Discussion of Revenues. Consolidated revenues increased $194.0 million, or 12.0%, to $1.81 billion in 2020, compared
to $1.62 billion in 2019. Revenues are summarized in the following table (dollars in thousands).
Year Ended
Domestic Company-owned restaurant sales
North America franchise royalties and fees
North America commissary revenues
International revenues
Other revenues
Total revenues
Dec. 27,
2020
$ 700,757
96,732
680,793
123,963
210,989
$ 1,813,234
Dec. 29,
2019
Increase
$ 652,053 $ 48,704
24,904
68,141
21,039
31,198
$ 1,619,248 $ 193,986
71,828
612,652
102,924
179,791
Percent
Change
7.5 %
34.7 %
11.1 %
20.4 %
17.4 %
12.0 %
Domestic Company-owned restaurant sales increased $48.7 million, or 7.5%, in 2020. Excluding the impact of
refranchising 46 restaurants in 2019 primarily located in South Florida and Georgia, Domestic Company-owned restaurant
sales increased $79.2 million, or 12.7%. The increase was primarily due to positive comparable sales of 14.2%, partially
offset by the 2019 favorable impact from the expiration of customer rewards associated with our Papa Rewards loyalty
program of $6.0 million. “Comparable sales” represents the change in year-over-year sales for the same base of restaurants
for the same fiscal periods.
North America franchise royalties and fees increased $24.9 million, or 34.7%, in 2020. Excluding the impact of
refranchising, North America franchise royalties and fees increased $22.9 million, or 31.9%. The increase was primarily
due to positive comparable sales of 18.6%. Franchise royalties and fees in 2020 also reflect a higher effective royalty rate
due to lower temporary royalty relief which was part of our franchise assistance program (see “Temporary Franchise
Support”).
North America franchise restaurant sales increased 18.6% to $2.49 billion for 2020 compared to prior year. North America
franchise restaurant sales are not included in Company revenues; however, our North America franchise royalties are
derived from these sales.
North America commissary revenues increased $68.1 million, or 11.1%, primarily due to higher volumes and pricing
associated with higher commodities costs, primarily cheese.
International revenues increased $21.0 million, or 20.4%, in 2020 primarily due to higher PJUK commissary revenues and
higher royalties from higher comparable sales of 12.6%.
International franchise restaurant sales increased 15.5% to $1.0 billion in 2020, excluding the impact of foreign currency,
primarily due to increases in comparable sales. International franchise restaurant sales are not included in Company
revenues; however, our international royalty revenue is derived from these sales.
Other revenues, which primarily includes our North America marketing funds, online and mobile ordering business and
our wholly-owned print and promotions subsidiary, increased $31.2 million, or 17.4% in 2020 primarily due to higher
marketing fund revenues from an increase in franchise sales and an increase in the national marketing fund contribution
rate in 2020 and higher online revenues from increased restaurant sales.
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Table of Contents
Discussion of Operating Results
Operating income is summarized in the following table on a reporting segment basis. Operating income increased
approximately $65.7 million for the year ended December 27, 2020 as compared to the prior year. Alongside the GAAP
operating income data, we have included “adjusted” operating income to exclude Special items. Special items for 2020
include strategic corporate reorganization costs associated with our new office in Atlanta, Georgia projected to open in the
summer of 2021. The reconciliation of GAAP to non-GAAP financial results, as well as the Special items, are included in
“Items Impacting Comparability; Non-GAAP Measures.” We believe these non-GAAP measures are important for
comparability purposes.
Year Ended
(In thousands)
Reported
Dec. 27,
2020
Special Adjusted
Dec. 27,
items
in 2020
Reported
Dec. 29,
2020
2019
Special
items
in 2019
Adjusted
Dec. 29,
2019
Adjusted
Increase
(Decrease)
Domestic Company-owned restaurants $ 37,049 $
North America franchising
North America commissaries
International
All others
Unallocated corporate expenses
Elimination of intersegment profits
Adjusted operating income
— $ 37,049 $ 33,957 $ (4,739) $ 29,218 $ 7,831
25,439
—
2,495
—
—
5,296
—
9,009
11,975
5,985
176
—
$ 90,253 $ 5,985 $ 96,238 $ 24,535 $ 9,482 $ 34,017 $ 62,221
64,362
30,690
18,738
(1,966)
(94,084) (120,280)
(966)
89,801
33,185
24,034
7,043
(100,069)
(790)
64,362
30,690
18,738
(1,966)
(106,059)
(966)
—
—
—
—
14,221
—
89,801
33,185
24,034
7,043
(790)
The increase in operating income of $65.7 million, and increase in adjusted operating income of $62.2 million in 2020,
excluding Special items, was primarily due to the following:
• Domestic Company-owned Restaurants Segment. Domestic Company-owned restaurants operating income
increased $7.8 million for 2020 as compared to the prior year comparable period. The increase was primarily due
to higher profits from positive comparable sales of 14.2%, partially offset by labor initiatives and bonus expenses,
including a special end-of-year bonus for front-line team members, and higher commodities costs. Additionally,
2019 benefited from the expiration of customer rewards associated with our Papa Rewards loyalty program of
$6.0 million.
• North America Franchising Segment. North America franchising operating income increased $25.4 million
for 2020, primarily due to higher comparable sales of 18.6%. The fiscal year 2020 also benefited from a higher
effective royalty rate compared to 2019 primarily due to lower royalty relief in 2020 as discussed in “Temporary
Franchise Support.”
• North America Commissaries Segment. North America commissaries operating income increased $2.5 million
in 2020, primarily due to higher profits from higher volumes, partially offset by the bonus for front-line team
members.
•
International Segment. International operating income increased $5.3 million for 2020 compared to the prior
year primarily due to higher royalty revenue, PJUK commissary income attributable to increased units and higher
comparable sales and lower travel costs due to COVID-19. These increases were partially offset by lower
revenues received from certain franchisees as a result of royalty support, higher bonuses and the unfavorable
impact of foreign exchange rates.
• All Others. All Others operating income increased $9.0 million primarily due to higher online revenues, partially
offset by timing of marketing spend in the prior year.
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Table of Contents
• Unallocated Corporate Expenses. Unallocated corporate expenses decreased approximately $12.0 million in
2020 compared to 2019 primarily due to lower marketing fund investments of $12.5 million as discussed in
“Temporary Franchise Support”.
Review of Consolidated Results
Revenues. For the reasons discussed above, consolidated revenues increased $194.0 million, or 12.0%, to $1.81 billion in
2020, compared to $1.62 billion in 2019.
($ in thousands)
Revenues:
Domestic Company-owned restaurant sales
North America franchise royalties and fees
North America commissary revenues
International revenues
Other revenues
Total revenues
Costs and expenses:
Operating costs (excluding depreciation and
amortization shown separately below):
Domestic Company-owned restaurant
expenses
North America commissary expenses
International expenses
Other expenses
General and administrative expenses
Depreciation and amortization
Total costs and expenses
Refranchising gains
Operating income
Investment income
Interest expense
Income before income taxes
December 27, 2020
December 29, 2019
Year Ended
% of Related
Revenues
% of Related
Revenues
Increase
(Decrease)
$
700,757
96,732
680,793
123,963
210,989
1,813,234
563,799
630,937
73,994
200,304
204,242
49,705
1,722,981
-
90,253
2,131
(17,022)
75,362
$
$
652,053
71,828
612,652
102,924
179,791
1,619,248
80.5%
92.7%
59.7%
94.9%
11.3%
2.7%
95.0%
0.0%
5.0%
0.1%
(0.9%)
4.2% $
526,237
569,180
57,702
175,592
223,460
47,281
1,599,452
4,739
24,535
1,104
(20,593)
5,046
80.7%
92.9%
56.1%
97.7%
13.8%
2.9%
98.8%
0.3%
1.5%
0.1%
(1.3%)
0.3%
(0.2%)
(0.2%)
3.6%
(2.8%)
(2.5%)
(0.2%)
(3.8%)
(0.3%)
3.5%
0.0%
0.4%
3.9%
Costs and expenses. Total costs and expenses were approximately $1.7 billion, or 95.0% of total revenues in 2020
compared to $1.6 billion, or 98.8%, in 2019. The decrease in total costs and expenses, as a percentage of revenues, was
primarily due to the following:
Domestic Company-owned restaurants expenses were $563.8 million in 2020, or 80.5% of related revenues, as compared
to the prior year expenses of $526.2 million, or 80.7% of related revenues, in 2019. The 0.2% decrease, as a percentage
of revenues, was primarily due to lower food costs, including the favorable impact of current year promotions which more
than offset higher commodities costs and lower operating expenses on higher sales. These decreases were partially offset
by higher bonus expense and the 2019 favorable impact of the expiration of customer rewards with our Papa Rewards
loyalty program.
North America commissary expenses were $630.9 million in 2020, or 92.7% of related revenues compared to $569.2
million in 2019, or 92.9% of related revenues in 2019. The 0.2% decrease in expenses, as a percentage of related revenues,
was primarily due to lower operating costs on higher volumes and lower delivery costs.
International expenses were $74.0 million in 2020, or 59.7% of related revenues, compared to prior year expenses of $57.7
million, or 56.1% of related revenues in 2019. The increase of 3.6% in expenses, as a percentage of related revenues, was
primarily due to the higher mix of United Kingdom commissary revenues which have a lower overall margin and lower
revenues resulting from increased royalty support provided to certain franchisees.
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Table of Contents
Other expenses were $200.3 million in 2020, or 94.9% of related revenues, compared to prior year expenses of $175.6
million, or 97.7% of related revenues in 2019. The 2.8% decrease in expenses, as a percentage of related revenues, was
primarily due to higher margins from our online and mobile ordering business, partially offset by lower revenues at our
printing subsidiary.
General and administrative (“G&A”) expenses were $204.2 million, or 11.3% of revenues for 2020 compared to $223.5
million, or 13.8% of revenues for 2019. G&A expenses consisted of the following (dollars in thousands):
Administrative expenses (a)
Special items (b) (c)
Other general expenses (d)
General and administrative expenses
Year Ended
December 27,
2020
December 29,
2019
$
$
185,202 $
5,985
13,055
204,242 $
179,122
13,859
30,479
223,460
(a) The increase in administrative expenses of $6.1 million for the year ended December 27, 2020 compared to prior year
was primarily due to higher management incentive costs, partially offset by reduced travel costs due to COVID-19
restrictions and lower professional and consulting fees.
(b) Represents $6.0 million in strategic reorganization costs for the year ended December 27, 2020 associated with our
new office in Atlanta, Georgia projected to open in the summer of 2021. See “Note 17” of “Notes to Consolidated
Financial Statements” for additional information.
(c) The Special items for the year ended December 29, 2019 include the following:
(1) $5.9 million of legal and advisory fees primarily associated with the review of a wide range of strategic
opportunities that culminated in a strategic investment in the Company by funds affiliated with, or managed by,
Starboard Value LP (“Starboard”);
(2) $5.6 million related to a one-time mark-to-market adjustment from the increase in value of the Starboard option
to purchase shares of the Company’s Series B Convertible Preferred Stock (“Series B Preferred Stock”) that
culminated in the purchase of $50.0 million of Series B Preferred Stock in late March. See “Note 7” of “Notes
to Consolidated Financial Statements” for additional information; and
(3) $2.4 million that includes severance costs for the Company’s former CEO as well as costs related to the
termination of a license agreement for intellectual property no longer being utilized.
(d) The decrease in other general expenses of $17.4 million was primarily due to lower discretionary marketing fund
investments and lower provisions for uncollectible accounts and notes receivable.
See “Items Impacting Comparability; Non-GAAP Measures” for additional information regarding the Special items.
Depreciation and amortization. Depreciation and amortization expense was $49.7 million, or 2.7% of revenues in 2020,
as compared to $47.3 million, or 2.9% of revenues for 2019.
Refranchising gains. Refranchising gains of $4.7 million in 2019 were primarily associated with the refranchising of 19
Company-owned restaurants in Georgia and 24 Company-owned restaurants in South Florida. See “Note 11” of “Notes
to the Consolidated Financial Statements” for additional information.
Interest expense. Interest expense decreased approximately $3.6 million for the year ended December 27, 2020 primarily
due to a decrease in the average outstanding debt balance and lower interest rates. Total debt outstanding was $350.0
million as of December 27, 2020. Outstanding debt at December 27, 2020 decreased $20.0 million from December 29,
2019 primarily due to repayments on our secured term loan facility.
Income before income taxes. Income before income taxes was $75.4 million in 2020, compared to $5.0 million in 2019,
or an increase of $70.4 million due to the reasons discussed above.
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Table of Contents
Income tax expense (benefit). The effective income tax rate was 19.6% for 2020, compared to (12.1%) for 2019. The
effective rate was higher in 2020 due to the impact of similar tax credit amounts on higher income before income taxes.
The 2019 income tax rate included a non-deductible $5.9 million expense associated with the one-time mark-to-market
increase in the fair value of the Starboard option to purchase Series B Preferred Stock, as previously mentioned. The
following compares income tax expense (benefit) for 2020 and 2019:
Income before income taxes
Income tax expense (benefit)
Effective tax rate
Year Ended
December 27, 2020 December 29, 2019
5,046
$
(611)
$
(12.1)%
$
$
19.6%
75,362
14,748
See “Items Impacting Comparability; Non-GAAP Measures” and “Note 7” and “Note 18” of “Notes to Consolidated
Financial Statements,” for additional information.
Diluted earnings (loss) per share. Diluted earnings per common share was $1.28 for 2020, compared to diluted loss per
common share of $0.24 in 2019, representing an increase of $1.52. Excluding Special items, adjusted diluted earnings per
common share was $1.40, compared to $0.03 in 2019, representing an increase of $1.37. Diluted earnings per common
share was reduced by approximately $0.07 per share in 2020 ($0.09 impact when excluding Special items) due to income
attributable to participating securities, including Series B Preferred Stockholders, based on undistributed earnings for 2020.
See “Note 8” of “Notes to Consolidated Financial Statements” for additional information.
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Items Impacting Comparability; Non-GAAP Measures
The table below reconciles our GAAP financial results to our adjusted financial results, which are non-GAAP measures
(collectively defined as “Special items”). The non-GAAP adjusted results shown below and within this Form 10-K, which
exclude the Special items, should not be construed as a substitute for or a better indicator of the Company’s performance
than the Company’s GAAP results. Management believes presenting certain financial information excluding the Special
items is important for purposes of comparison to prior year results. In addition, management uses these metrics to evaluate
the Company’s underlying operating performance and to analyze trends. See “Results of Operations” for further analysis
regarding the impact of the Special items, and “Note 8”, “Note 11”, and “Note 18” of “Notes to Consolidated Financial
Statements,” respectively, for additional information about the Special items.
Note: Effective as of the first quarter of 2020, the Company modified its presentation of adjusted (non-GAAP) financial
results to no longer present certain financial assistance provided to the North America system in the form of royalty relief
and discretionary marketing fund investments as Special charges. This financial assistance, which began in the third quarter
of 2018 in response to declining sales in North America, concluded in the third quarter of 2020, as announced in a formal
plan in July 2019. The adjusted financial results for the Company’s fiscal year ended December 29, 2019 have been revised
to remove these items. See “Temporary Franchise Support” below for additional information regarding this change in
presentation.
(In thousands, except per share amounts)
GAAP operating income
Strategic corporate reorganization costs (1)
Special charges:
Legal and advisory fees (2)
Mark-to-market adjustment on option valuation (3)
Other costs (4)
Refranchising gains
Adjusted operating income
GAAP net income (loss) attributable to common shareholders
Strategic corporate reorganization costs (1)
Special charges:
Legal and advisory fees (2)
Mark-to-market adjustment on option valuation (3)
Other costs (4)
Refranchising gains
Tax effect of Non-GAAP items (5) (6)
Two-class impact for Non-GAAP adjustment to net income (7)
Adjusted net income attributable to common shareholders
GAAP diluted earnings (loss) per share
Strategic corporate reorganization costs (1)
Special charges:
Legal and advisory fees (2)
Mark-to-market adjustment on option valuation (3)
Other costs (4)
Refranchising gains
Tax effect of Non-GAAP items (5) (6)
Two-class impact for Non-GAAP adjustment to earnings per share (7)
Adjusted diluted earnings per share
41
Year Ended
Dec. 27,
2020
Dec. 29,
2019
$
90,253
5,985
$
—
—
—
—
96,238
41,737
5,985
—
—
—
—
(1,346)
(662)
45,714
1.28
0.18
—
—
—
—
(0.04)
(0.02)
1.40
$
$
$
$
$
$
$
$
$
$
(Note)
24,535
—
5,922
5,914
2,385
(4,739)
34,017
(7,633)
—
5,922
5,914
2,385
(4,739)
(799)
—
1,050
(0.24)
—
0.19
0.19
0.07
(0.15)
(0.03)
—
0.03
Table of Contents
(1) Represents strategic corporate reorganization costs associated with our new office in Atlanta, Georgia projected
to open in the summer of 2021.
(2) Represents advisory and legal costs incurred in 2019 primarily associated with the review of a wide range of
strategic opportunities that culminated in the strategic investment in the Company by affiliates of Starboard Value
LP (“Starboard”) as well as certain litigation costs associated with legal proceedings initiated by our founder.
(3) Represents a one-time mark-to-market adjustment of $5.9 million primarily related to the increase in the fair
value of the Starboard option to purchase Series B Preferred Stock that culminated in the purchase of additional
preferred stock in late March 2019.
(4) Includes severance costs for our former CEO and costs related to the termination of a license agreement for
intellectual property no longer being utilized.
(5) The tax effect for strategic corporate reorganization costs was calculated by applying the 2020 full year marginal
tax rate of 22.5%.
(6) The tax effect for Legal and advisory fees, Other costs, and Refranchising gains was calculated by applying the
2019 full year marginal rate of 22.4%. The mark-to-market adjustment on option valuation was non-deductible
for tax purposes.
(7) Represents an adjustment to the allocation of undistributed earnings to participating securities for the strategic
corporate reorganization costs.
The non-GAAP adjusted results shown above and within this document, which exclude the Special items, should not be
construed as a substitute for or a better indicator of the Company’s performance than the Company’s GAAP results.
Management believes presenting certain financial information excluding the Special items is important for purposes of
comparability. In addition, management uses these metrics to evaluate the Company’s underlying operating performance
and to analyze trends. See “Results of Operations” for further analysis regarding the impact of the Special items.
Temporary Franchise Support. Beginning in the third quarter of 2018, the Company began providing various forms of
support and financial assistance to the North America franchise system in response to declining North America sales. In
July 2019, the Company announced a formal relief program to provide our North America franchisees with certainty
regarding the availability and schedule of the temporary relief which concluded in the third quarter of 2020. The Company
provided royalty relief and discretionary marketing fund investments to franchisees in North America, included herein as
“Temporary Franchise Support” of $29.3 million (or approximately $0.69 per diluted share) for 2020, compared to $46.6
million (or approximately $1.14 per diluted share) for 2019, as follows (in thousands):
Royalty relief (a)
Marketing fund investments (b)
Total Temporary Franchise Support
Year Ended
December 27,
2020
December 29,
2019
$
$
14,270 $
15,000
29,270 $
19,096
27,500
46,596
(a) Represents financial assistance provided to the North America system in the form of temporary royalty reductions
that are above and beyond the level of franchise assistance the Company would incur in the ordinary course of
its business. These royalty reductions are not an expense, but rather consist of the amount of waived royalties that
the Company would otherwise have been entitled to absent the waiver. The waived royalties are not included in
North America franchise royalties and fees revenues.
(b) Represents incremental discretionary marketing fund investments in excess of contractual Company-owned
restaurant-level contributions, which were made as part of the temporary financial support package to our
franchisees. The marketing fund investments are included in Unallocated corporate expenses.
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In addition, we present free cash flow in this report, which is a non-GAAP measure. We define free cash flow as net cash
provided by operating activities (from the Consolidated Statements of Cash Flows) less the purchases of property and
equipment and dividends paid to preferred stockholders. We view free cash flow as an important measure because it is one
factor that management uses in determining the amount of cash available for discretionary investment. Free cash flow is
not a term defined by GAAP, and as a result, our measure of free cash flow might not be comparable to similarly titled
measures used by other companies. Free cash flow should not be construed as a substitute for or a better indicator of our
performance than the Company’s GAAP measures. See “Liquidity and Capital Resources” for a reconciliation of free cash
flow to the most directly comparable GAAP measure.
The presentation of the non-GAAP measures in this report is made alongside the most directly comparable GAAP
measures.
Liquidity and Capital Resources
Debt
The Company has a secured revolving credit facility with available borrowings of $400.0 million (the “Revolving
Facility”), of which $10.0 million was outstanding as of December 27, 2020, and a secured term loan facility with an
outstanding balance of $340.0 million (the “Term Loan Facility”) and together with the Revolving Facility, the “PJI
Facilities”. Including outstanding letters of credit, the Company’s remaining availability under the PJI Facilities at
December 27, 2020 was approximately $344.2 million.
We use interest rate swaps to hedge against the effects of potential interest rate increases on borrowings under our PJI
Facilities. As of December 27, 2020, we have the following interest rate swap agreements with a total notional value of
$350.0 million:
Effective Dates
April 30, 2018 through April 30, 2023
April 30, 2018 through April 30, 2023
April 30, 2018 through April 30, 2023
January 30, 2018 through August 30, 2022
January 30, 2018 through August 30, 2022
January 30, 2018 through August 30, 2022
Floating Rate Debt
$
$
$
$
$
$
55 million
35 million
35 million
100 million
75 million
50 million
Fixed Rates
2.33 %
2.36 %
2.34 %
1.99 %
1.99 %
2.00 %
The weighted average interest rates on our PJI Facilities, including the impact of the interest rate swap agreements, were
3.8% and 4.1% in fiscal 2020 and 2019, respectively.
Our PJI Credit Agreement contains affirmative and negative covenants, including the following financial covenants, as
defined by the PJI Credit Agreement:
Leverage ratio
Interest coverage ratio
Actual Ratio for the
Permitted Ratio
Not to exceed 4.75 to 1.0
Year Ended
December 27, 2020
2.4 to 1.0
Not less than 2.25 to 1.0
3.8 to 1.0
Our leverage ratio is defined as outstanding debt divided by consolidated earnings before interest, taxes, depreciation and
amortization (“EBITDA”) for the most recent four fiscal quarters. Our interest coverage ratio is defined as the sum of
consolidated EBITDA and consolidated rental expense for the most recent four fiscal quarters divided by the sum of
consolidated interest expense and consolidated rental expense for the most recent four fiscal quarters. We were in
compliance with all financial covenants as of December 27, 2020.
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Papa John’s Marketing Fund, Inc. (“PJMF”) our national marketing fund, has a $20.0 million revolving line of credit (the
“PJMF Revolving Facility”) pursuant to a Revolving Loan Agreement, dated September 30, 2015 (as amended, the “PJMF
Loan Agreement”) with U.S. Bank National Association, as lender. There was no balance outstanding under the PJMF
Revolving Facility as of December 27, 2020 and December 29, 2019. The PJMF operating results and the related debt
outstanding do not impact the financial covenants under the PJI Credit Agreement.
See “Note 13” of “Notes to Consolidated Financial Statements” for additional information.
Cash Flows
Cash flow provided by operating activities was $186.4 million for 2020 as compared to $61.7 million in 2019. The increase
of approximately $124.7 million was primarily due to higher net income and favorable working capital changes including
timing of payments.
Cash flow used in investing activities was $41.1 million in 2020 as compared to $32.6 million for the same period in 2019.
The increase in cash flow used in investing activities was primarily due to proceeds from the refranchising of restaurants
in 2019. This was somewhat offset by higher note repayments from franchisees in 2020.
Cash flow used in financing activities was $43.5 million in 2020 as compared to $34.6 million for the same period in 2019.
The increase in cash flow used in financing activities was primarily due to the timing of repayments on our Term Loan
Facility, repurchases of common stock and higher dividends paid to preferred stockholders, offset by higher cash proceeds
received from the exercise of stock options. In 2019, we also received $252.5 million in proceeds from the issuance of
Series B Preferred Stock, which was primarily used for net repayments on our Revolving Facility of $240.0 million.
The Company recorded dividends of approximately $43.1 million for the year ended December 27, 2020 consisting of the
following:
•
•
•
$29.4 million paid to common stockholders ($0.90 per share);
$4.6 million in common stock “pass-through” dividends paid to Series B Preferred Stockholders on an as-
converted basis ($0.90 per share); and
$9.1 million in preferred dividends on the Series B Preferred Stock (3.6% of the investment per annum).
The Company paid common stock dividends of $28.6 million, common stock “pass-through” dividends to Series B
Preferred Stockholders of $4.3 million, and $5.7 million in preferred dividends on the Series B Preferred Stock in 2019.
On January 25, 2021, our Board of Directors declared a first quarter dividend of $0.225 per share of common stock
(approximately $7.4 million was paid to common stockholders and $1.1 million was paid as “pass through” dividends to
holders of Series B Preferred Stock on an as-converted basis). The first quarter dividend on outstanding shares of Series
B Preferred Stock was also declared on January 25, 2021. The common stock dividend was paid on February 19, 2021 to
stockholders of record as of the close of business on February 8, 2021. The first quarter preferred dividend of $2.3 million
will be paid to holders of Series B Preferred Stock on April 1, 2021.
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We also use free cash flow, a non-GAAP measure, defined as net cash provided by operating activities (from the
Consolidated Statements of Cash Flows) less the purchases of property and equipment and dividends paid to preferred
stockholders. We view free cash flow as an important measure because it is one factor that management uses in determining
the amount of cash available for discretionary investment. Free cash flow is not a term defined by GAAP, and as a result,
our measure of free cash flow might not be comparable to similarly titled measures used by other companies. Free cash
flow should not be construed as a substitute for or a better indicator of the Company’s performance than the Company’s
GAAP measures. See “Items Impacting Comparability; Non-GAAP Measures” for a discussion of free cash flow. The
Company’s free cash flow for the last two years was as follows (in thousands):
Net cash provided by operating activities
Purchases of property and equipment
Dividends paid to preferred stockholders
Free cash flow
Contractual Obligations
Year Ended
Dec. 27,
Dec. 29,
2020
$ 186,439 $
(35,652)
(13,649)
$ 137,138 $
2019
61,749
(37,711)
(10,020)
14,018
Contractual obligations and payments as of December 27, 2020 due by year are as follows (in thousands):
Less than
1 Year
1-3 Years
3-5 Years
After 5
Years
Total
Payments Due by Period
Contractual Obligations:
Term Loan Facility (1)
Revolving Facility (1)
Interest payments (2)
Total debt
Operating leases (3)
Finance leases (3)
Total contractual obligations
—
12,669
$ 20,000 $ 320,000 $
— $
—
1,602
10,000
10,048
$ 32,669 $ 340,048 $ 1,602 $
58,224
8,682
— $ 340,000
—
10,000
24,319
—
— $ 374,319
190,776
19,176
$ 69,473 $ 406,954 $ 45,766 $ 62,078 $ 584,271
39,072
5,092
61,024
1,054
32,456
4,348
(1) We utilize interest rate swaps to hedge our variable rate debt. At December 27, 2020, we had an interest rate swap
liability of $13.5 million recorded in Accrued expenses and other current liabilities and Other long-term liabilities in
the Consolidated Balance Sheet.
(2) Interest payments assume an outstanding debt balance of $350.0 million. Interest payments are calculated based on
LIBOR plus the applicable margin in effect at December 27, 2020, and includes the impact of interest rate swap
agreements in effect. The actual interest rates on our variable rate debt and the amount of our indebtedness could vary
from those used to compute the above interest payments. See “Note 13” of “Notes to Consolidated Financial
Statements” for additional information concerning our debt and credit arrangements.
(3) See “Note 3” of “Notes to Consolidated Financial Statements” for additional information. The above amounts exclude
future expected sub-lease income in the United Kingdom.
The above table does not include the following:
• Unrecognized tax benefits of $1.0 million since we are not able to make reasonable estimates of the period of
cash settlement with respect to the taxing authority.
• Redeemable noncontrolling interests of $6.5 million as we are not able to predict the timing of the redemptions.
• Expected minimum lease payments of approximately $33.0 million associated with our new office in Atlanta,
Georgia which is expected to commence in fiscal 2021.
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Off-Balance Sheet Arrangements
We guarantee leases for certain Papa John’s North American franchisees who have purchased restaurants that were
previously Company-owned. We are contingently liable on these leases. These leases have varying terms, the latest of
which expires in 2036. As of December 27, 2020, the estimated maximum amount of undiscounted payments the Company
could be required to make in the event of nonpayment by the primary lessees was approximately $14.3 million.
We have certain other commercial commitments where payment is contingent upon the occurrence of certain events. With
our insurance programs, we are party to standby letters of credit with off-balance sheet risk as follows by year (in
thousands):
Amount of Commitment Expiration Per Period
Standby letters of credit
Less than 1-3
3-5
1 Year
Years
$ 45,840 $ — $ — $ — $ 45,840
Years
Total
After
5 Years
See “Note 13” and “Note 20” of “Notes to Consolidated Financial Statements” for additional information related to
contractual and other commitments.
Forward-Looking Statements
Certain matters discussed in this Annual Report on Form 10-K and other Company communications that are not statements
of historical fact constitute forward-looking statements within the meaning of the federal securities laws. Generally, the
use of words such as “expect,” “intend,” “estimate,” “believe,” “anticipate,” “will,” “forecast,” “plan,” “project,” or similar
words identify forward-looking statements that we intend to be included within the safe harbor protections provided by
the federal securities laws. Such forward-looking statements include or may relate to projections or guidance concerning
business performance, revenue, earnings, cash flow, earnings per share, share repurchases, the financial impact of the
temporary business opportunities, disruptions and temporary changes in demand we are experiencing related to the current
outbreak of the novel coronavirus disease (COVID-19), including our cash on hand and access to our credit facilities,
commodity costs, currency fluctuations, profit margins, unit growth, unit level performance, capital expenditures,
restaurant and franchise development, the duration of changes in consumer behavior caused by the pandemic, the duration
and number of temporary store closures, our plans to open an office in Atlanta, the associated reorganization costs and the
related organizational, employment and real estate changes that are expected, royalty relief, the effectiveness of menu
innovations and other business initiatives, marketing efforts, liquidity, compliance with debt covenants, strategic decisions
and actions, dividends, effective tax rates, regulatory changes and impacts, adoption of new accounting standards, and
other financial and operational measures. Such statements are not guarantees of future performance and involve certain
risks, uncertainties and assumptions, which are difficult to predict and many of which are beyond our control. Therefore,
actual outcomes and results may differ materially from those matters expressed or implied in such forward-looking
statements. The risks, uncertainties and assumptions that are involved in our forward-looking statements include, but are
not limited to:
•
•
the ability of the Company to manage difficulties and opportunities associated with or related to the COVID-19
pandemic, including risks related to: the impact of governmental restrictions on freedom of movement and
business operations including quarantines, social distancing requirements and mandatory business closures; the
virus’s impact on the availability of our workforce; the potential disruption of our supply chain; changes in
consumer demand or behavior; impact of delayed new store openings, both domestically and internationally; the
overall contraction in global economic activity, including increased unemployment; our liquidity position; our
ability to navigate changing governmental programs and regulations relating to the pandemic; and the increased
risk of phishing and other cyber-attacks;
the assumption that the store closures in international markets and non-traditional restaurants in North America
are not expected to be permanent; the assumption that our delivery restaurants will continue to stay open and be
deemed essential businesses by national, state and local authorities in most of the jurisdictions in which we
operate;
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
the uncertainty of whether and to what extent the increase in demand for our products that we are currently
experiencing during the COVID-19 pandemic will continue following a cessation of the effects of the virus in the
future;
our ability to successfully implement or fully realize the anticipated benefits of our corporate reorganization and
new office in Atlanta, Georgia and corporate reorganization in the timeframes we desire or within the expected
range of expenses, or at all. In addition, turnover in our support teams due to our relocation to Georgia could
distract our employees, decrease employee morale, harm our reputation, and negatively impact the overall
performance of our corporate support teams;
increased costs for branding initiatives and launching new advertising and marketing campaigns and promotions
to improve consumer sentiment and sales trends, and the risk that such initiatives will not be effective;
risks related to social media, including publicity adversely and rapidly impacting our brand and reputation;
aggressive changes in pricing or other marketing or promotional strategies by competitors, which may adversely
affect sales and profitability; and new product and concept developments by food industry competitors;
changes in consumer preferences or consumer buying habits, including the growing popularity of delivery
aggregators, as well as changes in general economic conditions or other factors that may affect consumer
confidence and discretionary spending, including higher unemployment;
the adverse impact on the Company or our results caused by global health concerns, product recalls, food quality
or safety issues, incidences of foodborne illness, food contamination and other general public health concerns
about our Company-owned or franchised restaurants or others in the restaurant industry;
the effectiveness of our technology investments and changes in unit-level operations;
the ability of the Company and its franchisees to meet planned growth targets and operate new and existing
restaurants profitably, including difficulties finding qualified franchisees, store level employees or suitable sites;
increases in labor costs, food costs or sustained higher other operating costs. This could include increased
employee compensation, including as a result of changes in minimum wage, benefits, insurance, tax rates, new
regulatory requirements or increasing compliance costs;
increases in insurance claims and related costs for programs funded by the Company up to certain retention limits,
including medical, owned and non-owned vehicles, workers’ compensation, general liability and property;
disruption of our supply chain or commissary operations which could be caused by our sole source of supply of
mozzarella cheese, desserts, garlic cups or limited source of suppliers for other key ingredients or more generally
due to weather, natural disasters including drought, disease, or geopolitical or other disruptions beyond our
control, including COVID-19;
increased risks associated with our international operations, including economic and political conditions and risks
associated with the withdrawal of the United Kingdom from the European Union, instability or uncertainty in our
international markets, especially emerging markets, fluctuations in currency exchange rates, difficulty in meeting
planned sales targets and new store growth;
the impact of current or future claims and litigation and our ability to comply with current, proposed or future
legislation that could impact our business including compliance with the European Union General Data Protection
Regulation;
the Company's ability to continue to pay dividends to stockholders based upon profitability, cash flows and capital
adequacy if restaurant sales and operating results decline;
disruption of critical business or information technology systems, or those of our suppliers, and risks associated
with systems failures and data privacy and security breaches, including theft of confidential Company, employee
and customer information, including payment cards; and
changes in Federal or state income, general and other tax laws, rules and regulations and changes in generally
accepted accounting principles.
These and other risk factors are discussed in detail in “Part I. Item 1A. — Risk Factors” of this Annual Report on Form
10-K. We undertake no obligation to update publicly any forward-looking statements, whether as a result of future events,
new information or otherwise, except as required by law.
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Item 7A. Quantitative and Qualitative Disclosures About Market Risk
Interest Rate Risk
We are exposed to the impact of interest rate changes on our Revolving Facility and our Term Loan Facility, which
comprise the PJI Facilities. We attempt to minimize interest rate risk exposure by fixing our interest rate through the
utilization of interest rate swaps, which are derivative financial instruments. Our swaps are entered into with financial
institutions that participate in the PJI Facilities. By using a derivative instrument to hedge exposures to changes in interest
rates, we expose ourselves to credit risk due to the possible failure of the counterparty to perform under the terms of the
derivative contract. We do not enter into contracts for trading purposes and do not use leveraged instruments. See “Note
13” of “Notes to Consolidated Financial Statements” for additional information on our debt obligations and derivative
instruments.
Foreign Currency Exchange Rate Risk
We are exposed to foreign currency exchange rate fluctuations from our operations outside of the United States, which
can adversely impact our revenues, net income and cash flows. Our international operations principally consist of
distribution sales to franchised Papa John’s restaurants located in the United Kingdom and our franchise sales and support
activities, which derive revenues from sales of franchise and development rights and the collection of royalties from our
international franchisees. Approximately 6.8% of our 2020 revenues, 7.8% of our 2019 revenues and 8.3% of our revenues
for 2018 were derived from these international operations.
We have not historically hedged our exposure to foreign currency fluctuations. Foreign currency exchange rate fluctuations
had an unfavorable impact of approximately $600,000 on our consolidated revenues in 2020 compared to an unfavorable
impact of $5.1 million in 2019. Foreign currency exchange rates had an unfavorable impact of $1.0 million on our
operating income in 2020 compared to an unfavorable impact of $1.3 million in 2019. An additional 10% adverse change
in the foreign currency rates for our international markets would result in an additional negative impact on annual revenue
and operating income of approximately $13.3 million and $2.7 million, respectively.
Commodity Price Risk
In the ordinary course of business, the food and paper products we purchase, including cheese (our largest ingredient cost),
are subject to seasonal fluctuations, weather, availability, demand and other factors that are beyond our control. We have
pricing agreements with some of our vendors, including forward pricing agreements for a portion of our cheese purchases
for our domestic Company-owned restaurants, which are accounted for as normal purchases; however, we still remain
exposed to on-going commodity volatility.
The following table presents the actual average block price for cheese by quarter in 2020, 2019 and 2018. Also presented
is the projected 2021 average block price by quarter (based on the February 17, 2021 Chicago Mercantile Exchange cheese
futures prices for 2021):
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Full Year
2021
Projected
Market
$
$
1.814
1.802
1.834
1.818
1.817
2020
Block
Price
1.857
1.679
2.262
2.235
2.008
$
$
2019
Block
Price
1.490
1.696
1.898
1.984
1.767
$
$
2018
Block
Price
1.522
1.607
1.592
1.487
1.552
$
$
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Item 8. Financial Statements and Supplementary Data
Report of Independent Registered Public Accounting Firm
To the Stockholders and the Board of Directors of Papa John’s International, Inc. and Subsidiaries
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of Papa John’s International, Inc. and Subsidiaries (the
Company) as of December 27, 2020 and December 29, 2019, the related consolidated statements of operations,
comprehensive income (loss), stockholders' deficit and cash flows for each of the two years in the period ended December
27, 2020, and the related notes and financial statement schedule listed in the Index at Item 15(a) (collectively referred to
as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all
material respects, the financial position of the Company at December 27, 2020 and December 29, 2019, and the results of
its operations and its cash flows for each of the two years in the period ended December 27, 2020, in conformity with U.S.
generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United
States) (PCAOB), the Company's internal control over financial reporting as of December 27, 2020, based on criteria
established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the
Treadway Commission (2013 Framework), and our report dated February 25, 2021, expressed an unqualified opinion
thereon.
Adoption of ASU No. 2016-02
As discussed in Note 2 to the consolidated financial statements, the Company changed its method of accounting for leases
in 2019 due to the adoption of ASU No. 2016-02, Leases, as amended.
Basis for Opinion
These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion
on the Company’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB
and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and
the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and
perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement,
whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of
the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such
procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.
Our audits also included evaluating the accounting principles used and significant estimates made by management, as well
as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for
our opinion.
Critical Audit Matters
The critical audit matters communicated below are matters arising from the current period of the consolidated financial
statements that were communicated or required to be communicated to the audit committee and that: (1) relate to accounts
or disclosures that are material to the consolidated financial statements and (2) involved our especially challenging,
subjective or complex judgments. The communication of critical audit matters does not alter in any way our opinion on
the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matters below,
providing separate opinions on the critical audit matters or on the accounts or disclosures to which they relate.
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Description of the Matter
How We Addressed the Matter in
Our Audit
Description of the Matter
Measurement and valuation of reserve for franchisee notes receivable
As described in Note 2 to the consolidated financial statements, the Company has a
reserve for franchisee notes receivable of $3.2 million (“Reserve for Franchisee
Notes Receivables”) against a gross balance of franchisee notes receivables of $51.1
million at December 27, 2020. The Reserve for Franchisee Notes Receivables is
estimated to reduce the outstanding notes receivable for expected credit losses after
consideration of the fair value of the Company’s collateral rights (e.g., underlying
franchisee business, property and equipment) and any guarantees as well as a review
of each franchisee’s economic performance, historical loss information, current
market conditions, and future economic conditions.
Auditing the valuation of the Reserve for Franchisee Notes Receivables is
challenging due to the judgment inherent in estimating the fair value of the
Company’s collateral rights, which has a significant effect on the measurement of the
Reserve for Franchisee Notes Receivables.
We tested management’s controls related to the measurement and valuation of the
Reserve for Franchisee Notes Receivables. For example, we tested controls over
management’s review of the progression of outstanding notes receivable and the
Reserve for Franchisee Notes Receivable and the overall review of the adequacy of
the Reserve for Franchisee Notes Receivable. Where judgment was exercised by
management, our audit procedures included testing controls over management’s
evaluation of the assumptions, including the fair value of the collateral rights and
guarantees where collateral was taken or personal guarantee given in connection with
issuance of the applicable note. Our control testing also considered management’s
review over the completeness and accuracy of the underlying data used in evaluating
the measurement and valuation of the Reserve for Franchisee Notes Receivables.
To test the measurement and valuation of the Reserve for Franchisee Notes
Receivables, our audit procedures included, among others, evaluating the status of
collection of scheduled payments for outstanding notes receivables, analyzing unit
economics for franchisees to identify indicators of their financial health, evaluating
the estimates of collateral value, and the underlying data used by management. For
example, to evaluate the estimates of collateral value, we compared management’s
estimates to those of recently executed market transactions to understand potential
market adjustments within the estimation process.
Measurement and valuation of insurance reserves
As described in Note 2 to the consolidated financial statements, as of December 27,
2020, the Company has $82.0 million accrued for self-insurance reserves (“Insurance
Reserves”). The Company is self-insured for certain obligations up to stated retention
levels under its retention programs related to workers’ compensation, automobile,
property and general liability programs and judgments and estimates are used by the
Company in determining the potential value associated with reported claims and for
events that have occurred but have not been reported.
50
Table of Contents
Auditing the valuation of the Insurance Reserves was highly judgmental and complex
due to the significant uncertainty in estimating the potential value of reported claims,
estimating the number and potential value of incurred but not reported claims and the
use of actuarial valuation methods. The reserve estimate is sensitive to actuarial
assumptions (e.g., future emergence of losses, incurred but not reported claims) used
to estimate the ultimate liability for reported claims and to estimate the fair value of
claims that have been incurred but have not been reported.
How We Addressed the Matter in
Our Audit
We tested controls related to the measurement and valuation of the Insurance
Reserves. For example, we tested controls over management’s review of the
assumptions and methods used to establish the estimate, the underlying data,
significant actuarial assumptions and the related reconciliations.
To test the measurement and valuation of the Insurance Reserves, our audit
procedures included, among others, performing transactional testing over the
completeness and accuracy of claims data and vouching payments made to third
parties. Furthermore, we involved our actuarial specialists to assist in the evaluation
of the key assumptions and methodologies used by management to determine the
Insurance Reserves.
/s/ Ernst & Young LLP
We have served as the Company’s auditor consecutively since 2019.
Louisville, Kentucky
February 25, 2021
51
Table of Contents
Report of Independent Registered Public Accounting Firm
To the Stockholders and Board of Directors
Papa John’s International, Inc.:
Opinion on the Consolidated Financial Statements
We have audited the accompanying consolidated statements of operations, comprehensive income, stockholders’ deficit,
and cash flows of Papa John’s International, Inc. and subsidiaries (the Company) for the year ended December 30, 2018,
and the related notes and financial statement schedule II (collectively, the consolidated financial statements). In our
opinion, the consolidated financial statements present fairly, in all material respects, the results of operations of the
Company and its cash flows for the year ended December 30, 2018, in conformity with U.S. generally accepted accounting
principles.
Basis for Opinion
These consolidated financial statements are the responsibility of the Company’s management. Our responsibility is to
express an opinion on these consolidated financial statements based on our audit. We are a public accounting firm
registered with the Public Company Accounting Oversight Board (United States) (PCAOB) and are required to be
independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and
regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform
the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material
misstatement, whether due to error or fraud. Our audit included performing procedures to assess the risks of material
misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that
respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and
disclosures in the consolidated financial statements. Our audit also included evaluating the accounting principles used and
significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial
statements. We believe that our audit provides a reasonable basis for our opinion.
/s/ KPMG LLP
We served as the Company’s auditor from 2018 to 2019.
Louisville, Kentucky
March 8, 2019
52
Table of Contents
Papa John’s International, Inc. and Subsidiaries
Consolidated Statements of Operations
(In thousands, except per share amounts)
Revenues:
Domestic Company-owned restaurant sales
North America franchise royalties and fees
North America commissary revenues
International revenues
Other revenues
Total revenues
Costs and expenses:
Year ended
December 27, December 29, December 30,
2020
2019
2018
$
700,757 $
652,053 $
96,732
680,793
123,963
210,989
1,813,234
71,828
612,652
102,924
179,791
1,619,248
692,380
79,293
609,866
110,349
170,983
1,662,871
Operating costs (excluding depreciation and amortization shown separately below):
Domestic Company-owned restaurant expenses
North America commissary expenses
International expenses
Other expenses
General and administrative expenses
Depreciation and amortization
Total costs and expenses
Refranchising gains (losses)
Operating income
Investment income
Interest expense
Income before income taxes
Income tax expense (benefit)
Net income before attribution to noncontrolling interests
Net income attributable to noncontrolling interests
Net income attributable to the Company
Calculation of net income (loss) for earnings (loss) per share:
Net income attributable to the Company
Dividends paid to participating securities and accretion
Net income attributable to participating securities
Net income (loss) attributable to common shareholders
Basic earnings (loss) per common share
Diluted earnings (loss) per common share
Basic weighted average common shares outstanding
Diluted weighted average common shares outstanding
563,799
630,937
73,994
200,304
204,242
49,705
1,722,981
—
90,253
2,131
(17,022)
75,362
14,748
60,614
(2,682)
57,932 $
526,237
569,180
57,702
175,592
223,460
47,281
1,599,452
4,739
24,535
1,104
(20,593)
5,046
(611)
5,657
(791)
4,866 $
577,658
575,103
67,775
170,556
193,534
46,403
1,631,029
(289)
31,553
817
(25,673)
6,697
2,624
4,073
(1,599)
2,474
$
$
$
$
$
57,932 $
(14,059)
(2,136)
41,737 $
4,866 $
(12,499)
—
(7,633) $
1.29 $
1.28 $
(0.24) $
(0.24) $
2,474
—
—
2,474
0.08
0.08
32,421
32,717
31,632
31,632
32,083
32,299
Dividends declared per common share
$
0.90 $
0.90 $
0.90
See accompanying notes.
53
Table of Contents
Papa John’s International, Inc. and Subsidiaries
Consolidated Statements of Comprehensive Income (Loss)
(In thousands)
Net income before attribution to noncontrolling interests
Other comprehensive loss, before tax:
Foreign currency translation adjustments (1)
Interest rate swaps (2)
Other comprehensive loss, before tax
Income tax effect:
Foreign currency translation adjustments (1)
Interest rate swaps (3)
Income tax effect (4)
Other comprehensive loss, net of tax
Comprehensive income (loss) before attribution to noncontrolling interests
Less: comprehensive (income) loss, redeemable noncontrolling interests
Less: comprehensive (income), nonredeemable noncontrolling interests
Comprehensive income (loss) attributable to the Company
$
Year Ended
December 27, December 29, December 30,
2020
60,614 $
2019
5,657 $
2018
4,073
$
2,344
(7,517)
(5,173)
1,638
(10,783)
(9,145)
(539)
1,729
1,190
(3,983)
56,631
(824)
(1,858)
53,949 $
(377)
2,480
2,103
(7,042)
(1,385)
519
(1,310)
(2,176) $
(4,903)
4,254
(649)
1,110
(1,032)
78
(571)
3,502
488
(2,087)
1,903
(1) On June 15, 2018, the Company refranchised 34 Company-owned restaurants and a quality control center located in
China. In conjunction with the transaction, approximately $1,300 of accumulated other comprehensive income and
$300 associated deferred tax related to foreign currency translation were reversed. See “Note 11” of “Notes to
Consolidated Financial Statements” for additional information.
(2) Amounts reclassified out of accumulated other comprehensive loss into interest expense included ($5,068), $660 and
($22) for the years ended December 27, 2020, December 29, 2019 and December 30, 2018, respectively.
(3) The income tax effects of amounts reclassified out of accumulated other comprehensive loss were $1,140, ($152), and
$5 for the years ended December 27, 2020, December 29, 2019 and December 30, 2018, respectively.
(4) As of January 1, 2018, we adopted Accounting Standards Update (“ASU”) 2018-02, “Reclassification of Certain Tax
Effects from Accumulated Other Comprehensive Income,” and reclassified stranded tax effects of approximately $455
to retained earnings in the first quarter of 2018.
See accompanying notes.
54
Table of Contents
Papa John’s International, Inc. and Subsidiaries
Consolidated Balance Sheets
(In thousands, except per share amounts)
Assets
Current assets:
Cash and cash equivalents
Accounts receivable (less allowance for credit losses of $3,622 in 2020 and $7,341 in 2019)
Notes receivable, current portion
Income tax receivable
Inventories
Prepaid expenses and other current assets
Total current assets
Property and equipment, net
Finance lease right-of-use assets, net
Operating lease right-of-use assets
Notes receivable, less current portion (less allowance for credit losses of $3,211 in 2020 and $3,572 in
2019)
Goodwill
Deferred income taxes
Other assets
Total assets
Liabilities, Series B Convertible Preferred Stock, Redeemable noncontrolling interests and
Stockholders’ deficit
Current liabilities:
Accounts payable
Income and other taxes payable
Accrued expenses and other current liabilities
Current deferred revenue
Current finance lease liabilities
Current operating lease liabilities
Current portion of long-term debt
Total current liabilities
Deferred revenue
Long-term finance lease liabilities
Long-term operating lease liabilities
Long-term debt, less current portion, net
Deferred income taxes
Other long-term liabilities
Total liabilities
Series B Convertible Preferred Stock; $0.01 par value; 260.0 shares authorized, 252.5 shares issued and
outstanding at December 27, 2020 and December 29, 2019
Redeemable noncontrolling interests
Stockholders’ deficit:
Common stock ($0.01 par value per share; issued 45,288 at December 27, 2020 and 44,748 at
December 29, 2019)
Additional paid-in capital
Accumulated other comprehensive loss
Retained earnings
Treasury stock (12,743 shares at December 27, 2020 and 12,854 shares at December 29, 2019, at cost)
Total stockholders’ deficit
Noncontrolling interests in subsidiaries
Total Stockholders’ deficit
Total liabilities, Series B Convertible Preferred Stock, Redeemable noncontrolling interests and
Stockholders’ deficit
See accompanying notes.
55
December 27,
December 29,
2020
2019
$
$
$
$
$
$
130,204
90,135
11,318
1,273
30,265
43,212
306,407
200,895
16,840
148,110
36,538
80,791
10,800
72,389
872,770
37,370
10,263
174,563
19,590
3,545
23,538
20,000
288,869
13,664
13,531
124,666
328,292
948
111,364
881,334
251,901
6,474
453
254,103
(14,168)
219,158
(741,724)
(282,178)
15,239
(266,939)
27,911
70,462
7,790
4,024
27,529
43,830
181,546
211,741
9,383
148,229
33,010
80,340
1,839
64,633
730,721
29,141
7,599
108,517
17,673
1,789
23,226
20,000
207,945
14,722
7,629
125,297
347,290
2,649
84,927
790,459
251,133
5,785
447
219,047
(10,185)
205,697
(747,327)
(332,321)
15,665
(316,656)
$
872,770
$
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Table of Contents
Papa John’s International, Inc. and Subsidiaries
Consolidated Statements of Cash Flows
(In thousands)
Operating activities
Net income before attribution to noncontrolling interests
Adjustments to reconcile net income to net cash provided by operating
activities:
(Credit) provision for allowance for credit losses on accounts and notes
receivable
Depreciation and amortization
Deferred income taxes
Preferred stock option mark-to-market adjustment
Stock-based compensation expense
(Gain) loss on refranchising
Other
Changes in operating assets and liabilities:
Accounts receivable
Income tax receivable
Inventories
Prepaid expenses and other current assets
Other assets and liabilities
Accounts payable
Income and other taxes payable
Accrued expenses and other current liabilities
Deferred revenue
Net cash provided by operating activities
Investing activities
Purchases of property and equipment
Notes issued
Repayments of notes issued
Proceeds from divestitures of restaurants
Other
Net cash used in investing activities
Financing activities
Repayments of term loan
Net (repayments) proceeds of revolving credit facilities
Debt issuance costs
Proceeds from exercise of stock options
Dividends paid to common stockholders
Dividends paid to preferred stockholders
Tax payments for equity award issuances
Acquisition of Company common stock
Proceeds from issuance of preferred stock
Issuance costs associated with preferred stock
Contributions from noncontrolling interests
Distributions to noncontrolling interests
Other
Net cash used in financing activities
Effect of exchange rate changes on cash and cash equivalents
Change in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period
See accompanying notes.
$
58
Year ended
December 27,
2020
December 29, December 30,
2019
2018
$
60,614 $
5,657 $
4,073
(4,734)
49,705
(9,268)
—
16,310
—
2,257
(22,420)
3,760
(2,736)
2,884
20,879
8,229
2,664
59,353
(1,058)
186,439
(35,652)
(16,589)
11,154
—
16
(41,071)
3,139
47,281
(3,764)
5,914
15,303
(4,739)
3,203
(6,181)
12,122
(326)
1,367
(6,354)
2,035
1,009
(11,331)
(2,586)
61,749
(37,711)
(15,864)
5,616
13,495
1,889
(32,575)
6,849
46,403
1,620
—
9,936
289
5,677
2,157
(12,157)
3,093
3,795
1,464
(400)
(3,971)
21,753
1,873
92,454
(42,028)
(10,463)
5,805
7,707
180
(38,799)
(20,000)
—
—
30,622
(29,362)
(13,649)
(3,974)
(2,701)
—
—
—
(2,420)
(1,977)
(43,461)
386
102,293
27,911
130,204 $
(15,000)
(240,026)
—
16,010
(28,552)
(10,020)
(1,433)
—
252,530
(7,527)
840
(870)
(526)
(34,574)
53
(5,347)
33,258
27,911 $
(20,000)
163,585
(1,913)
2,699
(28,985)
—
(1,521)
(158,049)
—
—
—
(4,269)
356
(48,097)
(191)
5,367
27,891
33,258
Table of Contents
Papa John’s International, Inc. and Subsidiaries
Notes to Consolidated Financial Statements
1. Description of Business
Papa John’s International, Inc. (referred to as the “Company,” “Papa John’s” or in the first person notations of “we,” “us”
and “our”), operates and franchises pizza delivery and carryout restaurants under the trademark “Papa John’s,” in 48
countries and territories as of December 27, 2020. Our revenues are derived from retail sales of pizza and other food and
beverage products to the general public by Company-owned restaurants, franchise royalties and sales of franchise and
development rights, printing and promotional items and information systems equipment, and software and related services.
We generated revenues from the operation of our Quality Control Centers (“QC Centers”) which supply pizza sauce,
dough, food products, paper products, smallwares and cleaning supplies to restaurants. We also derived revenue from
contributions received by our North America Marketing funds.
2. Significant Accounting Policies
Principles of Consolidation
The accompanying Consolidated Financial Statements include the accounts of Papa John’s International, Inc. and its
subsidiaries. All intercompany balances and transactions have been eliminated.
Fiscal Year
Our fiscal year ends on the last Sunday in December of each year. All fiscal years presented consist of 52 weeks.
Use of Estimates
The preparation of Consolidated Financial Statements in conformity with accounting principles generally accepted in the
United States requires management to make estimates and assumptions that affect the amounts reported in the Consolidated
Financial Statements and accompanying notes. Significant items that are subject to such estimates and assumptions include
the allowance for credit losses on accounts and notes receivable, intangible assets, contract assets and contract liabilities
including the customer loyalty program obligation, right-of-use assets and lease liabilities, gift card breakage, insurance
reserves and tax reserves. Although management bases its estimates on historical experience and assumptions that are
believed to be reasonable under the circumstances, actual results could significantly differ from these estimates.
Revenue Recognition
Revenue is measured based on consideration specified in contracts with customers and excludes waivers or incentives and
amounts collected on behalf of third parties, primarily sales tax. The Company recognizes revenue when it satisfies a
performance obligation by transferring control over a product or service to a customer. Taxes assessed by a governmental
authority that are both imposed on and concurrent with a specific revenue-producing transaction, that are collected by the
Company from a customer, are excluded from revenue. Delivery costs, including freight associated with our domestic
commissary and other sales, are accounted for as fulfillment costs and are included in operating costs.
The following describes principal activities, separated by major product or service, from which the Company generates its
revenues:
Domestic Company-owned Restaurant Sales
The domestic Company-owned restaurants principally generate revenue from retail sales of high-quality pizza, Papadias,
which are flatbread-style sandwiches, and side items including breadsticks, cheesesticks, chicken poppers and wings,
dessert items and canned or bottled beverages. Revenues from Company-owned restaurants are recognized when the
products are delivered to or carried out by customers.
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Our North American customer loyalty program, Papa Rewards, is a spend-based program that rewards customers with
points for each purchase. Papa Rewards points are accumulated and redeemed for dollar off discounts (“Papa Dough”) to
be used on future purchases within a six-month expiration window. The accrued liability in the Consolidated Balance
Sheets, and corresponding reduction of Company-owned restaurant sales in the Consolidated Statements of Operations, is
for the estimated reward redemptions at domestic Company-owned restaurants based upon estimated redemption patterns.
The liability related to Papa Rewards is calculated using the estimated redemption value for which the points and
accumulated rewards are expected to be redeemed. Revenue is recognized when the customer redeems the Papa Dough
reward and when the points or Papa Dough reward expires.
Franchise Royalties and Fees
Franchise royalties, which are based on a percentage of franchise restaurant sales, are recognized as sales occur. Any
royalty reductions, including waivers or those offered as part of a new store development incentive or as incentive for
other behaviors, including acceleration of restaurant remodels or equipment upgrades, are recognized at the same time as
the related royalty, as they are not separately distinguishable from the full royalty rate. Our current standard franchise
agreement requires the franchisee to pay a royalty fee of 5% of sales, and the majority of our existing franchised restaurants
have a 5% contractual royalty rate in effect. Incentives offered from time to time, including new store incentives, will
reduce the contractual royalty rate paid. Franchise royalties are billed on a monthly basis.
The majority of initial franchise license fees and area development exclusivity fees are from international locations. Initial
franchise license fees are billed at the store opening date. Area development exclusivity fees are billed upon execution of
the development agreements which grant the right to develop franchised restaurants in future periods in specific geographic
areas. Area development exclusivity fees are included in Deferred revenue in the Consolidated Balance Sheets and
allocated on a pro rata basis to all stores opened under that specific development agreement. The pre-opening services
provided to franchisees do not contain separate and distinct performance obligations from the franchise right; thus, the
fees collected will be amortized on a straight-line basis beginning at the store opening date through the term of the franchise
agreement, which is typically 10 years. Franchise license renewal fees for both domestic and international locations, which
generally occur every 10 years, are billed before the renewal date. Fees received for future license renewal periods are
included in deferred revenue in the Consolidated Balance Sheets and amortized over the life of the renewal period.
The Company offers various incentive programs for franchisees including royalty incentives, new restaurant opening
incentives (i.e. development incentives) and other support initiatives. Royalties and franchise fees sales are reduced to
reflect any royalty incentives earned or granted under these programs that are in the form of discounts.
Commissary Revenues
Commissary revenues are comprised of food and supplies sold to franchised restaurants and are recognized as revenue
upon shipment of the related products to the franchisees. Payments are generally due within 30 days.
As noted above, there are various incentive programs available to franchisees related to new restaurant openings including
discounts on initial commissary orders and new store equipment incentives, at substantially no cost to franchisees.
Commissary revenues are reduced to reflect incentives in the form of direct discounts on initial commissary orders. The
new store equipment incentive is also recorded as a reduction of commissary sales over the term of the incentive agreement,
which is generally three to five years.
Other Revenues
Franchise Marketing Fund revenues represent a required established percentage of monthly restaurant sales collected by
Papa John’s Marketing Fund, Inc. (“PJMF”), which is our national marketing fund, and various other international and
domestic marketing funds (“Co-op” or “Co-operative” Funds) where we have determined for purposes of accounting that
we have control over the significant activities of the funds. PJMF funds its operations with ongoing financial support and
contributions from domestic Papa John’s restaurants, of which approximately 80% are franchised restaurant members.
Contributions are based on a percentage of monthly restaurant sales and are billed monthly. When we are determined to
be the principal in these arrangements, advertising fund contributions and expenditures are reported on a gross basis in the
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Consolidated Statements of Operations. Our obligation related to these funds is to develop and conduct advertising
activities in a specific country, region, or market, including the placement of electronic and print materials.
There are no expiration dates and we do not deduct non-usage fees from outstanding gift cards. While the Company and
the franchisees continue to honor all gift cards presented for payment, the likelihood of redemption may be determined to
be remote for certain cards due to long periods of inactivity. In these circumstances, the Company recognizes breakage
revenue for amounts not subject to unclaimed property laws. Based upon our analysis of historical gift card redemption
patterns, we can reasonably estimate the amount of gift cards for which redemption is remote. Breakage revenue is
recognized over time in proportion to estimated redemption patterns as Other revenues. Commissions on gift cards sold
by third parties are recorded as a reduction to Deferred revenue and a reduction to Other revenues based upon estimated
redemption patterns.
Fees for information services, including software maintenance fees, help desk fees, centralized call center fees, and online
ordering fees are recognized as revenue as such services are provided and are included in Other revenues.
Revenues for printing, promotional items, and direct mail marketing services are recognized upon shipment of the related
products to franchisees and other customers. Direct mail advertising discounts are also periodically offered by our
Preferred Marketing Solutions subsidiary. Other revenues are reduced to reflect these advertising discounts.
Rental income, primarily derived from properties leased by the Company and subleased to franchisees in the United
Kingdom, is recognized on a straight-line basis over the respective operating lease terms.
Advertising and Related Costs
Domestic Company-owned advertising and related costs of $56.7 million, $54.3 million and $60.8 million in 2020, 2019,
and 2018, respectively, include the costs of domestic Company-owned local restaurant activities such as mail coupons,
door hangers and promotional items and advertising activities administered through PJMF and various local market
cooperative advertising funds. PJMF is responsible for developing and conducting marketing and advertising for the
domestic Papa John’s system. The Co-op Funds are responsible for developing and conducting advertising activities in a
specific market, including the placement of electronic and print materials developed by PJMF. During 2020 and 2019, the
Company contributed additional amounts of $15.0 million and $27.5 million, respectively, to PJMF, representing
incremental discretionary marketing fund investments in excess of contractual Company-owned restaurant-level
contributions as part of our temporary financial support package to our franchisees. The marketing fund investments are
included in General and administrative expenses within the accompanying Consolidated Statements of Operations.
Leases
Lease expense is recognized on a straight-line basis over the expected life of the lease term for operating leases, whereas
lease expense follows an accelerated expense recognition for finance leases. A lease term often includes option periods,
available at the inception of the lease. Lease expense is comprised of operating and finance lease costs, short-term lease
costs, and variable lease costs, which primarily include common area maintenance, real estate taxes, and insurance for the
Company’s real estate leases. Lease costs also include variable rent, which is primarily related to the Company’s supply
chain tractor and trailer leases that are based on a rate per mile.
The Company adopted ASU 2016-02 “Leases (Topic 842)” in the first quarter of 2019 and prior periods have not been
restated and continue to be reported under the accounting standards in effect for those periods.
Stock-Based Compensation
Compensation expense for equity grants is estimated on the grant date, net of projected forfeitures, and is recognized over
the vesting period (graded vesting over three years). Restricted stock is valued based on the market price of the Company’s
shares on the date of grant. Stock options are valued using a Black-Scholes option pricing model. Our specific assumptions
for estimating the fair value of options are included in Note 21.
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Table of Contents
Cash Equivalents
Cash equivalents consist of highly liquid investments with maturity of three months or less at date of purchase. These
investments are carried at cost, which approximates fair value.
Accounts Receivable
Substantially all accounts receivable is due from franchisees for purchases of food, paper products, point of sale equipment,
printing and promotional items, information systems and related services, marketing and royalties. Credit is extended
based on an evaluation of the franchisee’s financial condition and collateral is generally not required. An allowance for
credit losses is an estimate, even if remote, based upon historical account write-off trends, facts about the current financial
condition of the debtor, forecasts of future operating results based upon current trends of select operating metrics and
macroeconomic factors. Account balances are charged off against the allowance after recovery efforts have ceased.
See Recent Accounting Pronouncements for information regarding the adoption and related accounting impact of ASU
2016-13, “Credit Losses”, which was effective December 30, 2019.
Notes Receivable
The Company has provided financing to select domestic and international franchisees principally for use in the
construction and development of their restaurants and for the purchase of restaurants from the Company or other
franchisees. Most notes receivable bear interest at fixed or floating rates and are generally secured by the assets of each
restaurant and the ownership interests in the franchise. The Company has provided long-term financing to certain
franchisees with royalty payment plans. We establish an allowance for credit losses for franchisee notes receivables to
reduce the outstanding notes receivable to their net realizable values based on a review of each franchisee’s economic
performance and market conditions after consideration of the fair value of our underlying collateral rights (e.g., underlying
franchisee business, property and equipment) and any guarantees. Note balances are charged off against the allowance
after recovery efforts have ceased.
Interest income recorded on franchisee loans was approximately $2.1 million in 2020, $800,000 in 2019 and $750,000 in
2018 and is reported in Investment income in the accompanying Consolidated Statements of Operations.
See Recent Accounting Pronouncements for information regarding the adoption and related accounting impact of ASU
2016-13, “Credit Losses”, which was effective December 30, 2019.
Inventories
Inventories, which consist of food products, paper goods and supplies, smallwares, and printing and promotional items,
are stated at the lower of cost, determined under the first-in, first-out (FIFO) method, or net realizable value.
Property and Equipment
Property and equipment are stated at cost. Depreciation is recorded using the straight-line method over the estimated useful
lives of the assets (generally five to ten years for restaurant, commissary and other equipment, twenty to forty years for
buildings and improvements, and five years for technology and communication assets). Leasehold improvements are
amortized over the shorter of their estimated useful lives or the terms of the respective leases, including the first renewal
period (generally five to ten years).
Depreciation expense was $46.6 million in 2020, $45.9 million in 2019 and $45.6 million in 2018.
Deferred Costs
We capitalize certain information systems development and related costs that meet established criteria. Amounts
capitalized, which are included in property and equipment, are amortized principally over periods not exceeding five years
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upon completion of the related information systems project. Total costs capitalized were approximately $3.3 million in
2020, $3.5 million in 2019 and $4.3 million in 2018. The unamortized information systems development costs
approximated $10.5 million and $11.5 million as of December 27, 2020 and December 29, 2019, respectively.
Intangible Assets — Goodwill
We evaluate goodwill annually in the fourth quarter or whenever we identify certain triggering events or circumstances
that would more-likely-than-not reduce the fair value of a reporting unit below its carrying amount. Such tests are
completed separately with respect to the goodwill of each of our reporting units, which includes our domestic Company-
owned restaurants, United Kingdom (“PJUK”), China, and Preferred Marketing Solutions operations. We may perform a
qualitative assessment or move directly to the quantitative assessment for any reporting unit in any period if we believe
that it is more efficient or if impairment indicators exist.
We elected to perform a qualitative assessment for our domestic Company-owned restaurants, PJUK, China, and Preferred
Marketing Solutions operations in the fourth quarter of 2020. As a result of our qualitative analyses, we determined that
it was more-likely-than-not that the fair values of our reporting units were greater than their carrying amounts. Subsequent
to completing our goodwill impairment tests, no indicators of impairment were identified. See Note 12 for additional
information.
Deferred Income Tax Accounts and Tax Reserves
We are subject to income taxes in the United States and several foreign jurisdictions. Significant judgment is required in
determining the provision for income taxes and the related assets and liabilities. The provision for income taxes includes
income taxes paid, currently payable or receivable and those deferred.
Deferred tax assets and liabilities are determined based on differences between financial reporting and tax basis of assets
and liabilities and are measured using enacted tax rates and laws that are expected to be in effect when the differences
reverse. Deferred tax assets are also recognized for the estimated future effects of tax attribute carryforwards (e.g., net
operating losses, capital losses, and foreign tax credits). The effect on deferred taxes of changes in tax rates is recognized
in the period in which the new tax rate is enacted. Valuation allowances are established when necessary on a jurisdictional
basis to reduce deferred tax assets to the amounts we expect to realize.
Tax authorities periodically audit the Company. We record reserves and related interest and penalties for identified
exposures as income tax expense. We evaluate these issues and adjust for events, such as statute of limitations expirations,
court rulings or audit settlements, which may impact our ultimate payment for such exposures. See Note 18 for additional
information.
Insurance Reserves
Our insurance programs for workers’ compensation, owned and non-owned automobiles, general liability, property, and
health insurance coverage provided to our employees are funded by the Company up to certain retention levels under our
retention programs. Retention limits generally range from $1,000 to $1.0 million.
Losses are accrued based upon undiscounted estimates of the liability for claims incurred and for events that have occurred
but have not been reported using certain third-party actuarial projections and our claims loss experience. The determination
of the recorded insurance reserves is highly judgmental and complex due to the significant uncertainty in the potential
value of reported claims and the number and potential value of incurred but not reported claims, the application of
significant judgment in making those estimates and the use of various actuarial valuation methods. The estimated insurance
claims losses could be significantly affected should the frequency or ultimate cost of claims differ significantly from
historical trends used to estimate the insurance reserves recorded by the Company. The Company records estimated losses
above retention within its reserve with a corresponding receivable for expected amounts due from insurance carriers.
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Derivative Financial Instruments
We recognize all derivatives on the balance sheet at fair value. At inception and on an ongoing basis, we assess whether
each derivative that qualifies for hedge accounting continues to be highly effective in offsetting changes in the cash flows
of the hedged item. If the derivative meets the hedge criteria as defined by certain accounting standards, depending on the
nature of the hedge, changes in the fair value of the derivative are either offset against the change in fair value of assets,
liabilities or firm commitments through earnings or recognized in accumulated other comprehensive income/(loss) until
the hedged item is recognized in earnings.
In 2019, we reduced the notional value of our swaps by $50.0 million as a result of paying down a substantial portion of
debt under our Revolving Facility using the proceeds received from the sale of our Series B Convertible Preferred Stock
(the “Series B Preferred Stock”). The termination of $50.0 million of notional swap value was not significant to our results
of operations.
We recognized (loss) income of ($7.5) million (($5.8) million after tax) in 2020, ($10.8) million (($8.3) million after tax)
in 2019, and $4.3 million ($3.2 million after tax) in 2018 in other comprehensive loss for the net change in the fair value
of our interest rate swaps. See Note 13 for additional information on our debt and credit arrangements.
Noncontrolling Interests
At December 27, 2020, the Company had four joint ventures consisting of 188 restaurants, which have noncontrolling
interests. Consolidated net income is required to be reported separately at amounts attributable to both the Company and
the noncontrolling interests. Additionally, disclosures are required to clearly identify and distinguish between the interests
of the Company and the interests of the noncontrolling owners, including a disclosure on the face of the Consolidated
Statements of Operations of income attributable to the noncontrolling interest holder.
The following summarizes the redemption feature, location and related accounting within the Consolidated Balance
Sheets for these four joint venture arrangements:
Type of Joint Venture Arrangement
Location within the
Consolidated Balance
Sheets
Recorded Value
Joint ventures with no redemption feature
Joint ventures with option to require the Company to purchase the noncontrolling
interest - not currently redeemable or redemption not probable
Permanent equity Carrying value
Temporary equity Carrying value
See Notes 10 and 11 for additional information regarding noncontrolling interests and divestitures.
Foreign Currency Translation
The local currency is the functional currency for each of our foreign subsidiaries. Revenues and expenses are translated
into U.S. dollars using monthly average exchange rates, while assets and liabilities are translated using year-end exchange
rates and historical rates. The resulting translation adjustments are included as a component of accumulated other
comprehensive loss, net of income taxes.
Recent Accounting Pronouncements
Financial Instruments – Credit Losses
The Company adopted ASU 2016-13, “Financial Instruments – Credit Losses (Topic 326): Measurement of Credit Losses
on Financial Instruments,” (“ASU 2016-13”) as of December 30, 2019 (the first day of fiscal 2020) under the modified
retrospective transition method. Topic 326 requires measurement and recognition of expected versus incurred losses for
financial assets held. Financial instruments subject to ASU 2016-13 include trade accounts receivable, notes receivable
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and interest receivable (classified as Other assets in the Consolidated Balance Sheets) from franchisees. The impact of the
adoption was not material to our consolidated financial statements.
Estimates of expected credit losses, even if remote, are based upon historical account write-off trends, facts about the
current financial condition of the debtor, forecasts of future operating results based upon current trends of select operating
metrics, and macroeconomic factors. Credit quality is monitored through the timing of payments compared to the
prescribed payment terms and known facts regarding the financial condition of the franchisee or customer. Accounts and
notes receivable balances are charged off against the allowance for credit losses after recovery efforts have ceased.
The following table summarizes changes in our allowances for credit losses for accounts receivable, notes receivable and
interest receivable:
(in thousands)
Balance at December 29, 2019
Cumulative effect of adoption of ASU 2016-13
Balance at December 30, 2019
Current period (credit) provision for expected credit losses
Write-offs charged against the allowance
Recoveries collected
Transfers
Balance at December 27, 2020
Reference Rate Reform – Hedging
Accounts
Receivable
Notes Receivable
Interest
Receivable
$
$
7,341 $
912
8,253
(3,843)
(788)
—
—
3,622 $
3,572 $
463
4,035
(191)
(843)
(844)
1,054
3,211 $
910
—
910
144
—
—
(1,054)
—
In March 2020, the FASB issued ASU 2020-04, “Facilitation of the Effects of Reference Rate Reform on Financial
Reporting.” The ASU provides optional expedients and exceptions for applying guidance on contract modifications and
hedge accounting related to the expected market transition from LIBOR and other interbank offered rates to alternative
reference rates if certain criteria are met. This guidance was effective beginning on March 12, 2020, and the Company
may elect to apply the amendments prospectively through December 31, 2022. The hedge accounting expedients may be
applied, on an individual hedging relationship basis, to eligible hedge accounting relationships that existed as of the
beginning of the effective date of this guidance, and to new eligible hedging relationships entered into after the effective
date of this guidance; however, those expedients generally cannot be applied to hedging relationships for periods after
December 31, 2022. The Company adopted certain optional hedge accounting expedients provided by ASU 2020-04
during fiscal 2020. The adoption of this guidance did not have a material impact on the Company’s consolidated financial
position, results of operations, or cash flows.
Accounting Standards to be Adopted in Future Periods
Convertible Instruments
In August 2020, the FASB issued ASU 2020-06, “Debt – Debt with Conversion and Other Options (Subtopic 470-20) and
Derivatives and Hedging Contracts in Entity’s Own Equity (Subtopic 815-40): Accounting for Convertible Instruments
and Contracts in an Entity’s Own Equity.” This ASU amends FASB’s guidance on convertible instruments and the
derivatives scope exception for contracts in an entity’s own equity and improves and amends the related earnings per share
(“EPS”) guidance for both Subtopics. The ASU will be effective for annual reporting periods after December 15, 2021
and interim periods therein, with early adoption permitted. The Company is currently evaluating the impact this guidance
may have on its consolidated financial statements and related disclosures.
Reclassifications
Certain prior year amounts in the Consolidated Balance Sheet and Consolidated Statement of Cash Flows have been
reclassified to conform to the current year presentation.
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3. Leases
The Company has significant leases that include most domestic Company-owned restaurant and commissary locations.
Other domestic leases include tractor and trailer leases used by our distribution subsidiary as well as commissary
equipment. Additionally, the Company leases a significant number of restaurants within the United Kingdom; these
restaurants are then subleased to the franchisees. The Company’s leases have terms as follows:
Domestic Company-owned restaurants
United Kingdom franchise-owned restaurants
Domestic commissary locations
Domestic and international tractors and trailers
Domestic and international commissary and office equipment
Average lease term
Five years, plus at least one renewal
15 years
10 years, plus at least one renewal
Five to seven years
Three to five years
The Company determines if an arrangement is or contains a lease at contract inception and recognizes a right-of-use asset
and a lease liability at the lease commencement date. Leases with an initial term of 12 months or less but greater than one
month are not recorded on the balance sheet for select asset classes. The lease liability is measured at the present value of
future lease payments as of the lease commencement date, or the opening balance sheet date for leases existing at adoption
of Topic 842 (the first day of fiscal 2019). The right-of-use asset recognized is based on the lease liability adjusted for
prepaid and deferred rent and unamortized lease incentives. An operating lease right-of-use asset is amortized on a
straight-line basis over the lease term and is recognized as a single lease cost against the operating lease liability. A finance
lease right-of-use asset is amortized on a straight-line basis, with interest costs reported separately, over the lesser of the
useful life of the leased asset or lease term. Operating lease expense is recognized on a straight-line basis over the lease
term and is included in Operating costs or General and administrative expenses. Variable lease payments are expensed as
incurred.
The Company uses its incremental borrowing rates as the discount rate for its leases, which is equal to the rate of interest
the Company would have to pay on a collateralized basis to borrow an amount equal to the lease payments under similar
terms. We have elected to use the portfolio approach in determining our incremental borrowing rate. The incremental
borrowing rate for all existing leases as of the date of adoption of Topic 842 was based upon the remaining terms of the
leases; the incremental borrowing rate for all new or amended leases is based upon the lease terms. The lease terms for
all the Company’s leases include the contractually obligated period of the leases, plus any additional periods covered by
Company options to extend the leases that the Company is reasonably certain to exercise.
Certain leases provide that the lease payments may be increased annually based on the fixed rate terms or adjustable terms
such as the Consumer Price Index. Future base rent escalations that are not contractually quantifiable as of the lease
commencement date are not included in our lease liability.
The following schedule details the total right-of-use assets and lease liabilities on the Consolidated Balance Sheets as of
December 27, 2020 and December 29, 2019 (in thousands):
Leases
Assets
Finance lease assets, net
Operating lease assets, net
Total lease assets
Liabilities
Current finance lease liabilities
Current operating lease liabilities
Noncurrent finance lease liabilities
Noncurrent operating lease liabilities
Total lease liabilities
Classification
Finance lease right-of-use assets, net
Operating lease right-of-use assets
Current finance lease liabilities
Current operating lease liabilities
Long-term finance lease liabilities
Long-term operating lease liabilities
December 27,
2020
December 29,
2019
$
$
$
$
16,840 $
148,110
164,950 $
3,545 $
23,538
13,531
124,666
165,280 $
9,383
148,229
157,612
1,789
23,226
7,629
125,297
157,941
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Lease expense for lease payments is recognized on a straight-line basis over the lease term. Lease expense is comprised
of operating and finance lease costs, short-term lease costs, and variable lease costs, which primarily include common area
maintenance, real estate taxes, and insurance for the Company’s real estate leases. Lease costs also include variable rent,
which is primarily related to the Company’s supply chain tractor and trailer leases that are based on a rate per mile. Lease
expense for the years ended December 27, 2020 and December 29, 2019 are as follows:
(in thousands)
Finance lease:
Amortization of right-of-use assets
Interest on lease liabilities
Operating lease:
Operating lease cost
Short-term lease cost
Variable lease cost
Total lease costs
Sublease income
Total lease costs, net of sublease income
Year Ended
Year Ended
December 27, 2020 December 29, 2019
$
$
$
2,342
606
$
40,026
3,960
6,503
53,437
(10,407)
43,030 $
$
815
251
42,487
2,704
9,558
55,815
(10,879)
44,936
Future minimum lease payments under contractually-obligated leases and associated sublease income as of December
27, 2020 are as follows (in thousands):
Fiscal Year
2021
2022
2023
2024
2025
Thereafter
Total future minimum lease payments
Less imputed interest
Total present value of lease liabilities (a)
Finance
Lease
Costs
4,348
4,344
4,338
3,361
1,731
1,054
19,176
(2,100)
17,076
$
$
Operating
Lease
Costs
32,456
31,973
26,251
21,730
17,342
61,024
190,776
(42,572)
148,204
$
$
Expected
Sublease
Income
$
$
10,246
10,073
9,778
9,534
9,057
46,642
95,330
—
95,330
(a) Excludes expected minimum lease payments of approximately $33.0 million associated with our new office in Atlanta,
Georgia which is expected to commence in fiscal 2021.
Lessor Operating Leases
We sublease certain retail space to our franchisees in the United Kingdom which are primarily operating leases. At
December 27, 2020, we leased and subleased 385 Papa John’s restaurants to franchisees in the United Kingdom. The
initial lease terms on the franchised sites in the United Kingdom are generally 15 years. The Company has the option to
negotiate an extension toward the end of the lease term at the landlord’s discretion. Rental income, primarily derived from
properties leased and subleased to franchisees in the United Kingdom, is recognized on a straight-line basis over the
respective operating lease terms, in accordance with Topic 842, similar to previous guidance.
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Lease Guarantees
As a result of assigning our interest in obligations under property leases as a condition of the refranchising of certain
restaurants, we are contingently liable for payment of approximately 80 domestic leases. These leases have varying terms,
the latest of which expires in 2036. As of December 27, 2020, the estimated maximum amount of undiscounted payments
the Company could be required to make in the event of nonpayment by the primary lessees was $14.3 million. This
contingent liability is not included in the Consolidated Balance Sheet or future minimum lease obligation. The fair value
of the guarantee is not material.
There were no leases recorded between related parties.
Supplemental Cash Flow & Other Information
Supplemental cash flow information related to leases for the years ended December 27, 2020 and December 29, 2019 are
as follows:
(in thousands)
Cash paid for amounts included in the measurement of lease liabilities:
Operating cash flows from finance leases
Financing cash flows from finance leases
Operating cash flows from operating leases (a)
Right-of-use assets obtained in exchange for new finance lease liabilities
Right-of-use assets obtained in exchange for new operating lease liabilities
Cash received from sublease income
Weighted-average remaining lease term (in years):
Finance leases
Operating leases
Weighted-average discount rate:
Finance leases
Operating leases
Year Ended
December 27, 2020 December 29, 2019
$
$
606
2,139
37,113
9,152
30,266
10,545
4.71
7.00
5.34%
6.65%
269
781
40,152
10,199
20,903
10,139
4.75
7.00
6.38%
6.94%
(a) Included within the change in Other assets and liabilities within the Consolidated Statements of Cash Flows offset by non-cash
operating lease right-of-use asset amortization and lease liability accretion.
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4. Papa John’s Marketing Fund, Inc.
PJMF, which is a consolidated variable interest entity where the Company has been identified as the primary beneficiary,
collects a percentage of revenues from Company-owned and franchised restaurants in the United States, for the purpose
of designing and administering advertising and promotional programs for all participating domestic restaurants.
Contributions and expenditures are reported on a gross basis in the Consolidated Statements of Operations within Other
revenues and Other expenses. PJMF also has a wholly-owned subsidiary, Papa Card, Inc., which administers the
Company’s gift card programs.
Assets and liabilities of PJMF, which are restricted in their use, included in the Consolidated Balance Sheets were as
follows (in thousands):
Assets
Current assets:
Cash and cash equivalents
Accounts receivable, net
Income tax receivable
Prepaid expenses and other current assets
Total current assets
Deferred income taxes, net
Total assets
Liabilities
Current liabilities:
Accounts payable
Income and other taxes payable
Accrued expenses and other current liabilities
Current deferred revenue
Total current liabilities
Deferred revenue
Total liabilities
5. Revenue Recognition
Contract Balances
December 27,
2020
December 29,
2019
$
$
$
$
9,394
23,711
192
1,914
35,211
588
35,799 $
$
5,429
2
32,578
3,938
41,947
2,419
$
44,366 $
4,569
11,196
103
1,316
17,184
410
17,594
764
-
14,287
3,252
18,303
2,094
20,397
Our contract liabilities primarily relate to franchise fees, unredeemed gift card liabilities, and loyalty program obligations,
which we classify as Deferred revenue on the Consolidated Balance Sheets. During the years ended December 27, 2020
and December 29, 2019, the Company recognized $33.2 million and $34.0 million in revenue, respectively, related to
deferred revenue.
The contract liability balances are included in the following (in thousands):
Franchise fees and unredeemed gift cards
Customer loyalty program
Total contract liabilities
$
$
19,890 $
13,364
33,254 $
20,346 $
12,049
32,395 $
December 27, 2020
Contract Liabilities
December 29, 2019
Change
(456)
1,315
859
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Our contract assets consist primarily of equipment incentives provided to franchisees. Equipment incentives are related
to the future value of commissary revenue the Company will receive over the term of the incentive agreement. As of
December 27, 2020 and December 29, 2019, the contract assets were approximately $5.1 million and $6.0 million,
respectively. For the years ended December 27, 2020 and December 29, 2019, respectively, revenue was reduced
approximately $3.2 million and $3.5 million for the amortization of contract assets over the applicable contract terms.
Contract assets are included in Prepaid expenses and other current assets and Other assets on the Consolidated Balance
Sheets.
Transaction Price Allocated to the Remaining Performance Obligations
The following table (in thousands) includes estimated revenue expected to be recognized in the future related to
performance obligations that are unsatisfied at the end of the reporting period.
Less than 1
Year
1-2 Years
Franchise fees
$
2,288
$
2,090
2-3 Years
$
1,822
3-4 Years
$
1,591
4-5 Years
$
1,352
Thereafter
$
2,857
Total
$
12,000
Performance Obligations by Period
Approximately $1.5 million of area development fees related to unopened stores and international unearned royalties are
included in Deferred revenue. Timing of revenue recognition is dependent upon the timing of store openings and
franchisees’ revenues. Gift card liabilities of approximately $6.4 million, included in Deferred revenue, will be recognized
in Company-owned restaurant revenues when gift cards are redeemed. The Company will recognize redemption fee
revenue in Other revenues when cards are redeemed at franchised restaurant locations.
The Company applies the practical expedient in ASC 606-10-50-14 and does not disclose information about remaining
performance obligations that have original expected durations of one year or less.
6. Stockholders’ Deficit
Shares Authorized and Outstanding
The Company has authorized 5.0 million shares of preferred stock, 100.0 million shares of common stock, and 260,000
shares of Series B Preferred Stock. The Company’s outstanding shares of common stock, net of repurchased common
stock, were 32.5 million shares at December 27, 2020 and 31.9 million shares at December 29, 2019. There were 252,530
shares of Series B Preferred Stock outstanding at December 27, 2020 and December 29, 2019.
Share Repurchase Program
Our Board of Directors has authorized the repurchase of up to $75.0 million of common stock under a share repurchase
program that began on November 4, 2020 and is effective through December 31, 2021. In fiscal 2020, a total of 32,000
shares with an aggregate cost of $2.7 million and an average price of $83.90 per share were repurchased under this
program. Funding for the share repurchase program has been provided through our operating cash flows.
The Company repurchased 2.7 million shares for $158.0 million in 2018, which were funded through a credit facility,
operating cash flow, stock option exercises, and cash and cash equivalents. There were no share repurchases during fiscal
2019.
Subsequent to year-end, we acquired an additional 15,000 shares at an aggregate cost of $1.3 million. Approximately
$71.0 million remained available under the Company’s share repurchase program as of February 17, 2021.
The timing and volume of share repurchases may be executed at the discretion of management on an opportunistic basis,
subject to market and business conditions, regulatory requirements and other factors, or pursuant to trading plans or other
arrangements. Repurchases under the new program may be made through open market, block, and privately negotiated
transactions, including Rule 10b5-1 plans, at times and in such amounts as management deems appropriate. Repurchases
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under the Company’s share repurchase program may be commenced or suspended from time to time at the Company’s
discretion without prior notice. Funding for the share repurchase program will be provided through our credit facility,
operating cash flow, stock option exercises and cash and cash equivalents.
Dividends
The Company recorded dividends of approximately $43.1 million for the year ended December 27, 2020 consisting of the
following:
•
•
•
$29.4 million paid to common stockholders ($0.90 per share);
$4.6 million in common stock “pass-through” dividends paid to Series B Preferred Stockholders on an as-
converted basis ($0.90 per share); and
$9.1 million in preferred dividends on the Series B Preferred Stock (3.6% of the investment per annum).
The Company paid common stock dividends of $28.6 million and $29.0 million in 2019 and 2018, respectively.
Additionally, the Company paid common stock “pass-through” dividends to Series B Preferred Stockholders of $4.3
million and $5.7 million in preferred dividends on the Series B Preferred Stock in 2019. There were no dividends to
holders of Series B Preferred stock in 2018.
On January 25, 2021, our Board of Directors declared a first quarter dividend of $0.225 per share of common stock
(approximately $7.4 million was paid to common stockholders and $1.1 million was paid as “pass through” dividends to
holders of Series B Preferred Stock on an as-converted basis). The first quarter dividend on outstanding shares of Series
B Preferred Stock was also declared on January 25, 2021. The common stock dividend was paid on February 19, 2021 to
stockholders of record as of the close of business on February 8, 2021. The first quarter preferred dividend of $2.3 million
will be paid to holders of Series B Preferred Stock on April 1, 2021.
7. Series B Convertible Preferred Stock
On February 3, 2019, the Company entered into a Securities Purchase Agreement (the “Securities Purchase Agreement”)
with certain funds affiliated with, or managed by, Starboard Value LP (together with its affiliates, “Starboard”) pursuant
to which Starboard made a $200.0 million strategic investment in the Company’s newly designated Series B Preferred
Stock, at a purchase price of $1,000 per share. In addition, on March 28, 2019, Starboard made an additional $50.0 million
investment in the Series B Preferred Stock pursuant to an option that was included in the Securities Purchase Agreement.
The cash proceeds from the issuance of the Series B Preferred Stock to Starboard was bifurcated between the option and
preferred stock at the time of issuance based on a relative fair value allocation approach. The Company also issued $2.5
million of Series B Preferred Stock on the same terms as Starboard to certain franchisees that represented to the Company
that they qualify as an “accredited investor” as defined in Rule 501 of Regulation D promulgated under the Securities Act.
The initial dividend rate on the Series B Preferred Stock is 3.6% per annum of the stated value of $1,000 per share (the
“Stated Value”), payable quarterly in arrears. On the third anniversary of the date of issuance, each holder of Series B
Preferred Stock will have the right to increase the dividend on the shares of Series B Preferred Stock to 5.6%, and on the
fifth anniversary of the date of issuance, each holder will have the right to increase the dividend on the shares of Series B
Preferred Stock to 7.6%, subject in each case to the Company’s right to redeem some or all of such shares of Series B
Preferred Stock for cash. The Series B Preferred Stock also participates on an as-converted basis in any regular or special
dividends paid to common stockholders. If at any time, the Company reduces the regular dividend paid to common
stockholders, the Series B Preferred Stock dividend will remain the same as if the common stock dividend had not been
reduced.
The Series B Preferred Stock is convertible at the option of the holders at any time into shares of common stock based on
the conversion rate determined by dividing the Stated Value by $50.06. The Series B Preferred Stock is redeemable for
cash at the option of either party from and after the eight-year anniversary of issuance, subject to certain conditions.
Holders of the Series B Preferred Stock also have the right, subject to certain exceptions, to require us to repurchase all or
any portion of the Series B Preferred Stock upon certain change of control events.
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Holders of the Series B Preferred Stock have the right to vote with common stockholders on an as-converted basis on all
matters, without regard to limitations on conversion other than the Exchange Cap, which is equal to the issuance of greater
than 19.99% of the number of shares of common stock outstanding, and subject to certain limitations in the Certificate of
Designation for the Series B Preferred Stock.
Upon consummation of a change of control of the Company, the holders of Series B Preferred Stock have the right to
require the Company to repurchase the Series B Preferred Stock at an amount equal to the sum of (i) the greater of (A) the
Stated Value of the Series B Preferred Stock being redeemed plus accrued and unpaid dividends and interest, and (B) the
Change of Control As-Converted Value with respect to the Series B Preferred Shares being redeemed and (ii) the Make-
Whole Amount (as each of these terms is defined in the Certificate of Designation).
Since the holders have the option to redeem their shares of Series B Preferred Stock from and after the eight-year
anniversary of issuance, which may or may not be exercised, the stock is considered contingently redeemable and,
accordingly, is classified as temporary equity of $251.9 million on the Consolidated Balance Sheet as of December 27,
2020. This amount is reported net of $7.5 million of related issuance costs. In accordance with applicable accounting
guidance, the Company also recorded a one-time mark-to-market temporary equity adjustment of $5.9 million in 2019 for
the increase in fair value for both the $50.0 million option exercised by Starboard and the shares purchased by franchisees
for the period of time the option was outstanding. The mark-to-market temporary equity adjustment was recorded in
General and administrative expenses for $5.6 million (Starboard) and as a reduction to North America franchise royalties
and fees of $0.3 million (Franchisees) within the Consolidated Statement of Operations in 2019 with no associated tax
benefit. Over the initial eight-year term, the $251.9 million investment will be accreted to the related redemption value of
approximately $252.5 million as an adjustment to Retained Earnings.
The following summarizes changes to our Series B Preferred Stock (in thousands):
Balance at December 30, 2018
Issuance of preferred stock
One-time mark-to-market adjustment
Issuance costs
Accretion
Balance at December 29, 2019
Tax deduction on issuance costs
Accretion
Balance at December 27, 2020
$
$
$
—
252,530
5,914
(7,527)
216
251,133
702
66
251,901
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8. Earnings (Loss) per Share
We compute earnings (loss) per share using the two-class method. The two-class method requires an earnings allocation
formula that determines earnings (loss) per share for common shareholders and participating security holders according to
dividends declared and participating rights in undistributed earnings. The Series B Preferred Stock and time-based
restricted stock awards are participating securities because holders of such shares have non-forfeitable dividend rights and
participate in undistributed earnings with common stock. Under the two-class method, total dividends provided to the
holders of participating securities and undistributed earnings allocated to participating securities, are subtracted from net
income attributable to the Company in determining net income (loss) attributable to common shareholders. Additionally,
any accretion to the redemption value for the Series B Preferred Stock is treated as a deemed dividend in the two-class
EPS calculation.
Basic earnings (loss) per common share are computed by dividing net income (loss) attributable to common shareholders
by the weighted-average common shares outstanding. Diluted earnings (loss) per common share are computed by dividing
the net income (loss) attributable to common shareholders by the diluted weighted average common shares outstanding.
Diluted weighted average common shares outstanding consist of basic weighted average common shares outstanding plus
weighted average awards outstanding under our equity compensation plans, which are dilutive securities.
The calculations of basic earnings (loss) per common share and diluted earnings (loss) per common share for the years
ended December 27, 2020, December 29, 2019 and December 30, 2018 are as follows (in thousands, except per share
data):
Basic earnings (loss) per common share
Net income attributable to the Company
Dividends paid to participating securities and accretion
Net income attributable to participating securities
Net income (loss) attributable to common shareholders
Basic weighted average common shares outstanding
Basic earnings (loss) per common share
Diluted earnings (loss) per common share
Net income (loss) attributable to common shareholders
Weighted average common shares outstanding
Dilutive effect of outstanding equity awards (a)
Diluted weighted average common shares outstanding (b)
Diluted earnings (loss) per common share
2020
2019
2018
$ 57,932 $
(14,059)
(2,136)
$ 41,737 $
4,866 $
(12,499)
—
(7,633) $
2,474
—
—
2,474
32,421
31,632
$
1.29 $
(0.24) $
32,083
0.08
$ 41,737 $
(7,633) $
2,474
32,421
296
32,717
31,632
—
31,632
$
1.28 $
(0.24) $
32,083
216
32,299
0.08
(a) Shares subject to options to purchase common stock with an exercise price greater than the average market price for
the year were not included in the computation of diluted earnings per common share because the effect would have
been antidilutive. The weighted average number of shares subject to antidilutive options was 100 in 2020 and 1,200
in 2018, respectively (none in 2019).
(b) The Company had 252.5 shares of Series B Preferred Stock outstanding as of December 27, 2020 and December 29,
2019, respectively. For the fully diluted calculation, the Series B Preferred stock dividends were added back to net
income (loss) attributable to common shareholders. The Company then applied the if-converted method to calculate
dilution on the Series B Preferred Stock, which resulted in 5.0 million additional common shares. This calculation
was anti-dilutive for both periods presented and as such was excluded.
See Note 21 for additional information regarding our equity awards, including restricted stock.
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9. Fair Value Measurements and Disclosures
The Company is required to determine the fair value of financial assets and liabilities based on the price that would be
received to sell the asset or paid to transfer the liability to a market participant. Fair value is a market-based measurement,
not an entity specific measurement. The fair value of certain assets and liabilities approximates carrying value because of
the short-term nature of the accounts, including cash and cash equivalents and, accounts receivable, net of credit losses,
and accounts payable. The carrying value of our notes receivable, net of credit losses, also approximates fair value. The
fair value of the amount outstanding under our term debt and revolving credit facility approximate their carrying values
due to the variable market-based interest rate (Level 2).
Certain assets and liabilities are measured at fair value on a recurring basis and are required to be classified and disclosed
in one of the following categories:
• Level 1: Quoted market prices in active markets for identical assets or liabilities.
• Level 2: Observable market-based inputs or unobservable inputs that are corroborated by market data.
• Level 3: Unobservable inputs that are not corroborated by market data.
Our financial assets and liabilities that were measured at fair value on a recurring basis as of December 27, 2020 and
December 29, 2019 are as follows (in thousands):
December 27, 2020
Financial assets:
Value
Carrying
Fair Value Measurements
Level 2
Level 3
Level 1
Cash surrender value of life insurance policies (a)
$ 37,578 $ 37,578 $
— $ —
Financial liabilities:
Interest rate swaps (b)
December 29, 2019
Financial assets:
13,452
—
13,452
—
Cash surrender value of life insurance policies (a)
$ 33,220 $ 33,220 $
— $ —
Financial liabilities:
Interest rate swaps (b)
6,168
—
6,168
—
(a) Represents life insurance policies held in our non-qualified deferred compensation plan.
(b) The fair value of our interest rate swaps is based on the sum of all future net present value cash flows. The future cash
flows are derived based on the terms of our interest rate swaps, as well as considering published discount factors, and
projected London Interbank Offered Rates (“LIBOR”).
There were no transfers among levels within the fair value hierarchy during fiscal 2020 or 2019.
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10. Noncontrolling Interests
Papa John’s has four joint venture arrangements in which there are noncontrolling interests held by third parties. These
joint venture arrangements include 188 restaurants and 192 restaurants at December 27, 2020 and December 29, 2019
respectively. Net income attributable to these joint ventures for the years ended December 27, 2020, December 29, 2019
and December 30, 2018 were as follows (in thousands):
Papa John’s International, Inc.
Noncontrolling interests
Total net income
2020
$ 5,654 $
2,682
$ 8,336 $
2019
2,560 $
791
3,351 $
2018
5,794
1,599
7,393
As of December 27, 2020, the noncontrolling interest holder of two joint ventures have the option to require the Company
to purchase their interest, though not currently redeemable. Since redemption of the noncontrolling interests is outside of
the Company’s control, the noncontrolling interests are presented in the caption “Redeemable noncontrolling interests” in
the Consolidated Balance Sheets.
The following summarizes changes in our redeemable noncontrolling interests in 2020 and 2019 (in thousands):
Balance at December 30, 2018
Net loss
Contributions
Balance at December 29, 2019
Net income
Distributions
Balance at December 27, 2020
11. Divestitures
$
$
$
5,464
(519)
840
5,785
824
(135)
6,474
In the fourth quarter of 2019, the Company completed the refranchising of 23 Company-owned restaurants in South Florida
for $7.5 million in cash proceeds. The sale resulted in a pre-tax gain of $2.9 million shown in Refranchising gains (losses),
net on the Consolidated Statement of Operations. In connection with the divestiture, we wrote off an allocation of the
goodwill related to the domestic Company-owned restaurants reporting unit of $2.4 million, which represents the pro rata
fair value of the refranchised restaurants in comparison to the total fair value of the Company-owned restaurants reporting
unit.
In the third quarter of 2019, the Company refranchised 19 Company-owned restaurants in Macon, Georgia for $5.6 million
in cash proceeds. The sale resulted in a pre-tax gain of $1.7 million shown in Refranchising gains (losses), net on the
Consolidated Statement of Operations. In connection with the divestiture, we wrote off an allocation of the goodwill
related to the domestic Company-owned restaurants reporting unit of $2.0 million, which represents the pro rata fair value
of the refranchised restaurants in comparison to the total fair value of the Company-owned restaurants reporting unit.
In the third quarter of 2018, the Company completed the refranchising of 31 stores owned through a joint venture in the
Minneapolis, Minnesota market. The Company held a 70% ownership share in the restaurants being refranchised. Total
consideration for the asset sale of the restaurants was $3.75 million. In connection with the divestiture, we wrote off an
allocation of the goodwill related to the domestic Company-owned restaurants reporting unit by approximately $600,000,
which represents the pro rata fair value of the refranchised restaurants in comparison to the total fair value of the Company-
owned restaurants’ reporting unit. We recorded a pre-tax refranchising gain of approximately $930,000 associated with
the sale of the restaurants.
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In the second quarter of 2018, the Company refranchised 34 Company-owned restaurants and a quality control center
located in Beijing and Tianjin, China. The Company recorded an impairment of $1.7 million in 2017 associated with the
China operations. We recorded a pre-tax loss of approximately $1.9 million associated with the sale of the restaurants and
reversed $1.3 million of accumulated other comprehensive income related to foreign currency translation as part of the
disposal. The $1.9 million pre-tax loss in 2018 and impairment recorded in 2017 are recorded in refranchising and
impairment gains (losses), net on the Consolidated Statements of Operations. In addition, we also had $2.4 million of
additional tax expense associated with the China refranchise in the second quarter of 2018. This additional tax expense is
primarily attributable to the required recapture of operating losses previously taken by the Company.
In the first quarter of 2018, the Company refranchised 31 restaurants owned through a joint venture in the Denver, Colorado
market. The Company held a 60% ownership share in the restaurants being refranchised. The noncontrolling interest
portion of the joint venture arrangement was previously recorded at redemption value within the Consolidated Balance
Sheet. Total consideration for the asset sale of the restaurants was $4.8 million, consisting of cash proceeds of $3.7 million,
including cash paid for various working capital items, and notes financed by Papa John’s for $1.1 million.
In connection with the divestiture, we wrote off an allocation of the goodwill related to the domestic Company-owned
restaurants reporting unit of $700,000, which represents the pro rata fair value of the refranchised restaurants in comparison
to the total fair value of the Company-owned restaurants’ reporting unit. We recorded a pre-tax refranchising gain of
approximately $690,000.
12. Goodwill
The following summarizes changes in the Company’s goodwill, by reportable segment (in thousands):
Balance as of December 30, 2018
Divestitures (b)
Foreign currency adjustments
Balance as of December 29, 2019
Foreign currency adjustments
Balance as of December 27, 2020
Domestic
Company-
owned
Restaurants
$
$
68,689 $
(4,435)
—
64,254
—
64,254 $
International (a)
Others Total
All
—
259
15,650
451
15,391 $ 436 $ 84,516
(4,435)
259
80,340
451
16,101 $ 436 $ 80,791
—
—
436
—
(a) The international goodwill balances for all years presented are net of accumulated impairment of $2.3 million
associated with our PJUK reporting unit.
(b) Includes 46 restaurants located primarily in two domestic markets.
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13. Debt
Long-term debt, net consists of the following (in thousands):
Outstanding debt
Unamortized debt issuance costs
Current portion of long-term debt
Total long-term debt, net
December 27,
December 29,
$
$
2020
350,000 $
(1,708)
(20,000)
328,292 $
2019
370,000
(2,710)
(20,000)
347,290
The Company has a secured revolving credit facility with available borrowings of $400.0 million (the “Revolving
Facility”), of which $10.0 million was outstanding as of December 27, 2020, and a secured term loan facility with an
outstanding balance of $340.0 million (the “Term Loan Facility”) and together with the Revolving Facility, the “PJI
Facilities”. The PJI Facilities mature on August 30, 2022. The loans under the PJI Facilities accrue interest at a per annum
rate equal to, at the Company’s election, either LIBOR plus a margin ranging from 125 to 250 basis points or a base rate
(generally determined by a prime rate, federal funds rate or LIBOR plus 1.00%) plus a margin ranging from 25 to 150
basis points. In each case, the actual margin is determined according to a ratio of the Company’s total indebtedness to
earnings before interest, taxes, depreciation and amortization (“EBITDA”) for the then most recently ended four-quarter
period (the “Leverage Ratio”). The Credit Agreement governing the PJI Facilities (the “PJI Credit Agreement”) places
certain customary restrictions upon the Company based on its financial covenants. These include limiting the repurchase
of common stock and not increasing the cash dividend above the lesser of $0.225 per share per quarter or $35.0 million
per fiscal year if the Company’s leverage ratio is above 3.75 to 1.0. Quarterly amortization payments are required to be
made on the Term Loan Facility in the amount of $5.0 million. Loans outstanding under the PJI Facilities may be prepaid
at any time without premium or penalty, subject to customary breakage costs in the case of borrowings for which a LIBOR
rate election is in effect. Up to $35.0 million of the Revolving Facility may be advanced in certain agreed foreign
currencies, including Euros, Pounds Sterling, Canadian Dollars, Japanese Yen, and Mexican Pesos.
The PJI Credit Agreement contains customary affirmative and negative covenants, including financial covenants requiring
the maintenance of the Leverage Ratio and a specified fixed charge coverage ratio. The PJI Credit Agreement allows for
a permitted Leverage Ratio of 4.75 to 1.0, decreasing over time to 4.00 to 1.0 by 2022; and a fixed charge coverage ratio
of 2.25 to 1.0, which increases to 2.50 to 1.0 in 2021 and thereafter. We were in compliance with these financial covenants
at December 27, 2020.
Under the PJI Credit Agreement, we have the option to increase the Revolving Facility or the Term Loan Facility in an
aggregate amount of up to $300.0 million, subject to the Leverage Ratio of the Company not exceeding 4.00 to 1.00. The
Company and certain direct and indirect domestic subsidiaries are required to grant a security interest in substantially all
of the capital stock and equity interests of their respective domestic and first tier material foreign subsidiaries to secure the
obligations owed under the PJI Facilities.
Our outstanding debt of $350.0 million at December 27, 2020 under the PJI Facilities was composed of $340.0 million
outstanding under the Term Loan Facility and $10.0 million outstanding under the Revolving Facility. Including
outstanding letters of credit, the Company’s remaining availability under the PJI Facilities at December 27, 2020 was
approximately $344.2 million.
As of December 27, 2020, the Company had approximately $1.7 million in unamortized debt issuance costs, which are
being amortized into interest expense over the term of the PJI Facilities.
We attempt to minimize interest rate risk exposure by fixing our rate through the utilization of interest rate swaps, which
are derivative financial instruments. Our swaps are entered into with financial institutions that participate in the PJI Credit
Agreement. By using a derivative instrument to hedge exposures to changes in interest rates, we expose ourselves to credit
risk due to the possible failure of the counterparty to perform under the terms of the derivative contract.
We use interest rate swaps to hedge against the effects of potential interest rate increases on borrowings under our PJI
Facilities.
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As of December 27, 2020, we have the following interest rate swap agreements with a total notional value of $350.0
million:
Effective Dates
April 30, 2018 through April 30, 2023
April 30, 2018 through April 30, 2023
April 30, 2018 through April 30, 2023
January 30, 2018 through August 30, 2022
January 30, 2018 through August 30, 2022
January 30, 2018 through August 30, 2022
Floating Rate Debt Fixed Rates
2.33 %
$ 55 million
2.36 %
$ 35 million
2.34 %
$ 35 million
1.99 %
$ 100 million
1.99 %
$ 75 million
2.00 %
$ 50 million
The gain or loss on the swaps is recognized in Accumulated other comprehensive loss and reclassified into earnings as
adjustments to interest expense in the same period or periods during which the swaps affect earnings. Gains or losses on
the swaps representing hedge components excluded from the assessment of effectiveness are recognized in current
earnings.
The following table provides information on the location and amounts of our swaps in the accompanying Consolidated
Financial Statements (in thousands):
Balance Sheet Location
Interest Rate Swap Derivatives
Fair Value
December 27,
2020
Fair Value
December 29,
2019
Other current and long-term liabilities
$
13,452 $
6,168
The effect of derivative instruments on the accompanying Consolidated Financial Statements is as follows (in thousands):
Derivatives -
Cash Flow
Hedging
Relationships
Interest rate swaps:
2020
2019
2018
Amount of Gain or
(Loss) Recognized
in AOCL
on Derivative
Location of Gain
or (Loss)
Reclassified from
AOCL into
Income
Amount of Gain
or (Loss)
Reclassified from
AOCL into
Income
Total Interest Expense
on Consolidated
Statements of
Operations
$
$
$
(5,788)
(8,303)
3,222
Interest expense $
Interest expense $
Interest expense $
(5,068)
660
(22)
$
$
$
(17,022)
(20,593)
(25,673)
The weighted average interest rates on our PJI Facilities, including the impact of the interest rate swap agreements, were
3.8%, 4.1%, and 3.9% in fiscal 2020, 2019, and 2018, respectively. Interest paid, including payments made or received
under the swaps, was $15.8 million in 2020, $18.1 million in 2019, and $23.5 million in 2018. As of December 27, 2020,
the portion of the aggregate $13.5 million interest rate swap liability that would be reclassified into interest expense during
the next twelve months approximates $7.2 million.
PJMF has a $20.0 million revolving line of credit (the “PJMF Revolving Facility”) pursuant to a Revolving Loan
Agreement, dated September 30, 2015 (as amended, the “PJMF Loan Agreement”) with U.S. Bank National Association,
as lender. The PJMF Revolving Facility is secured by substantially all assets of PJMF. The PJMF Revolving Facility
matures on September 30, 2021. The borrowings under the PJMF Revolving Facility accrue interest at a variable rate of
the one-month LIBOR plus 1.75%. The applicable interest rates on the PJMF Revolving Facility were 2.7%, 4.1%, and
3.4% in fiscal 2020, 2019, and 2018, respectively. There was no balance outstanding under the PJMF Revolving Facility
as of December 27, 2020 and December 29, 2019. The PJMF operating results and the related debt outstanding do not
impact the financial covenants under the PJI Credit Agreement.
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14. Property and Equipment, Net
Property and equipment, net consists of the following (in thousands):
Land
Buildings and improvements
Leasehold improvements
Equipment and other
Construction in progress
Total property and equipment
Accumulated depreciation and amortization
Property and equipment, net
December 27, December 29,
$
2020
33,381 $
91,335
123,167
436,678
7,954
692,515
(491,620)
2019
33,349
91,514
121,127
423,556
6,860
676,406
(464,665)
$ 200,895 $ 211,741
15. Accrued Expenses and Other Current Liabilities
Accrued expenses and other current liabilities consist of the following (in thousands):
December 27, December 29,
Marketing
Salaries, benefits and bonuses
Insurance reserves, current
Purchases
Interest rate swaps, current portion
Strategic corporate reorganization costs
Deposits
Consulting and professional fees
Rent
Other
Total
16. Other Long-term Liabilities
$
2020
47,885 $
46,352
32,947
16,550
6,970
4,861
3,782
3,148
3,080
8,988
2019
15,930
24,627
30,025
10,768
2,061
—
2,026
10,667
4,274
8,139
$ 174,563 $ 108,517
Other long-term liabilities consist of the following (in thousands):
Insurance reserves
Deferred compensation plan
Employer payroll taxes (1)
Other
Total
December 27, December 29,
2020
49,002 $
$
35,793
18,473
8,096
$ 111,364 $
2019
45,151
33,220
—
6,556
84,927
(1) Represents deferred employer payroll taxes under the Coronavirus Aid, Relief, and Economic Security Act, of which
approximately half of the deferral is due on December 31, 2021 and December 31, 2022.
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17. Strategic Corporate Reorganization for Long-term Growth
On September 17, 2020, we announced plans to open an office in Atlanta, Georgia located in Three Ballpark Center at
The Battery Atlanta. The 60,000 square foot modern space will be designed to drive continued menu innovation and
optimized integration across marketing, communications, customer experience, operations, human resources, diversity,
equity and inclusion, communications, financial planning and analysis, investor relations and development functions. Our
information technology, finance, supply chain, and legal teams will continue to operate in our Louisville, Kentucky office,
which remains critical to our success. We also maintain an office outside of London, UK, where our international
operations are managed.
The opening of the office in Atlanta and related organizational changes are projected to be completed by the summer of
2021. All affected employees were either offered an opportunity to continue with the organization or were offered a
severance package. As a result, we expect to incur certain one-time corporate reorganization costs of approximately $15.0
to $20.0 million related to employee severance and transition, recruitment and relocation, and third party and other costs
through 2021.
We record severance as a one-time termination benefit and recognize the expense ratably over the employees’ required
future service period. All other costs, including employee transition costs, recruitment and relocation costs, and third-
party costs, are recognized in the period incurred. All strategic corporate reorganization costs have been recorded in
General and administrative expenses on the Consolidated Statement of Operations.
Strategic corporate reorganization costs recorded for the year ended December 27, 2020 consist of the following:
Employee severance and other employee transition costs
Recruiting and professional fees
Other costs
Total strategic corporate reorganization costs
Stock-based compensation forfeitures on unvested awards
Total strategic corporate reorganization costs, net of stock forfeitures
Year Ended
Dec. 27,
2020
$
$
4,775
1,598
552
6,925
(940)
5,985
As of December 27, 2020, the estimate of unpaid strategic corporate reorganization costs are included in Accrued expenses
and other current liabilities on the Consolidated Balance Sheet. The following table summarizes the activity for the year
ended December 27, 2020:
Employee severance and other employee transition costs
Recruiting and professional fees
Other costs
Total strategic corporate reorganization liability
$
$
— $
—
—
— $
4,775 $
1,598
552
6,925 $
(160)
(1,453)
(451)
(2,064)
Balance at
Dec. 29
2019
Charges
Payments
Balance at
Dec. 27
2020
4,615
145
101
4,861
$
$
We expect to recognize additional costs associated with the corporate reorganization in 2021 of approximately $9.0 to
$14.0 million, including expenditures related to (i) employee severance and other employee transition costs of
approximately $2.0 million to $3.0 million, (ii) relocation and recruiting costs of $6.0 million to $9.0 million, and
(iii) third-party and other costs of $1.0 million to $2.0 million.
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18. Income Taxes
The following table presents the domestic and foreign components of income (loss) before income taxes for 2020, 2019
and 2018 (in thousands):
Domestic income (loss)
Foreign income
Total income
2020
2019
$ 48,616 $ (16,065) $ (9,665)
26,746
16,362
$ 75,362 $ 5,046 $ 6,697
21,111
2018
Included within the foreign income before income taxes above is $14.7 million, $15.6 million, and $12.1 million of foreign
sourced income subject to foreign withholding taxes in 2020, 2019, and 2018, respectively.
A summary of the expense (benefit) for income tax follows (in thousands):
2020
2019
2018
Current:
Federal
Foreign
State and local
Deferred:
Federal
Foreign
State and local
Total income tax expense (benefit)
Significant deferred tax assets (liabilities) follow (in thousands):
Accrued liabilities
Accrued bonuses
Other liabilities and asset reserves
Equity awards
Lease liabilities
Other
Net operating losses
Foreign tax credit carryforwards
Total deferred tax assets
Valuation allowances
Total deferred tax assets, net of valuation allowances
Deferred expenses
Accelerated depreciation
Goodwill
Right-of-use assets
Other
Total deferred tax liabilities
Net deferred tax assets (liabilities)
81
$ 16,400 $ (2,734) $ (5,262)
4,736
1,530
5,077
810
6,047
1,569
(7,375)
357
(2,250)
$ 14,748 $
(1,989)
(662)
(1,113)
2,256
(153)
(483)
(611) $ 2,624
December 27, December 29,
$
2020
17,740 $
6,155
18,763
6,760
32,374
2,563
8,139
14,405
106,899
(22,972)
83,927
2019
16,686
2,308
16,244
7,196
30,756
2,418
8,205
10,049
93,862
(17,303)
76,559
(9,623)
(21,337)
(9,801)
(32,065)
(1,249)
(74,075)
(9,521)
(27,299)
(9,510)
(30,257)
(782)
(77,369)
(810)
$
9,852 $
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The Company had approximately $8.0 million and $6.6 million of state deferred tax assets primarily related to state net
operating loss carryforwards as of December 27, 2020 and December 29, 2019, respectively. Our ability to utilize these
state deferred tax assets is dependent on our ability to generate earnings in future years in the respective state jurisdictions.
The Company provided a full valuation allowance of $8.0 million and $6.6 million for these state deferred tax assets as
we believe realization based on the more-likely-than-not criteria has not been met as of December 27, 2020 and December
29, 2019, respectively.
The Company had approximately $6.3 million and $6.2 million of foreign net operating loss and capital loss carryovers as
of December 27, 2020 and December 29, 2019, respectively. The Company had approximately $0.6 million and $0.5
million of valuation allowances primarily related to the foreign capital losses as of December 27, 2020 and December 29,
2019, respectively. A substantial majority of our foreign net operating losses do not have an expiration date.
In addition, the Company had approximately $14.4 million and $10.0 million in foreign tax credit carryforwards as of
December 27, 2020 and December 29, 2019, respectively, that expire ten years from inception in years 2025 through 2029.
Our ability to utilize these foreign tax credit carryforwards is dependent on our ability to generate foreign earnings in
future years sufficient to claim foreign tax credits in excess of foreign taxes paid in those years. The Company provided
a full valuation allowance of $14.4 million and $10.0 million for these foreign tax credit carryforwards as we believe
realization based on the more-likely-than-not criteria has not been met as of December 27, 2020 and December 29, 2019,
respectively.
The reconciliation of income tax computed at the U.S. federal statutory rate to income tax expense (benefit) for the years
ended December 27, 2020, December 29, 2019 and December 30, 2018 is as follows in both dollars and as a percentage
of income before income taxes ($ in thousands):
2020
2019
2018
Income Tax
Expense
Income
Tax Rate
Income Tax
(Benefit)
Income
Tax Rate
Income Tax
Expense
Income
Tax Rate
Tax at U.S. federal statutory rate
State and local income taxes
Foreign income taxes
Income of consolidated partnerships
attributable to noncontrolling interests
Non-qualified deferred compensation plan
(income) loss
Excess tax (benefits) expense on equity awards
Preferred stock option mark-to-market
adjustment
Tax credits
Disposition of China
Other
Total
$ 15,826
1,149
6,463
21.0 % $
1.5 %
8.6 %
1,060
79
5,058
21.0 % $
1.6 %
100.2 %
1,406
150
4,879
21.0 %
2.2 %
72.9 %
(603)
(0.8)%
(177)
(3.5)%
(371)
(5.6)%
(898)
(2,029)
(1.2)%
(2.7)%
(1,260)
(212)
(25.0)%
(4.2)%
483
447
7.2 %
6.7 %
—
(6,002)
—
842
— %
(8.0)%
— %
1.1 %
$ 14,748 19.6 % $
—
1,338
26.5 %
(6,128) (121.4)%
— %
(7.3)%
(12.1)% $
—
(369)
(611)
— %
(6,945) (103.7)%
61.5 %
(23.0)%
39.2 %
4,118
(1,543)
2,624
Cash for income taxes paid (received) were $19.3 million in 2020, ($6.2) million in 2019 and $14.0 million in 2018.
The Company files income tax returns in the U.S. federal jurisdiction and various state and foreign jurisdictions. The
Company, with few exceptions, is no longer subject to U.S. federal, state and local, or non-U.S. income tax examinations
by tax authorities for years before 2016. The Company is currently undergoing examinations by various tax authorities.
The Company anticipates that the finalization of these current examinations and other issues could result in a decrease in
the liability for unrecognized tax benefits (and a decrease of income tax expense) of approximately $140,000 during the
next 12 months.
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The Company had $1.0 million of unrecognized tax benefits at December 27, 2020 which, if recognized, would affect the
effective tax rate. A reconciliation of the beginning and ending liability for unrecognized tax benefits excluding interest
and penalties is as follows, which is recorded as an other long-term liability (in thousands):
Balance at December 30, 2018
Additions for tax positions of prior years
Reductions for tax positions of prior years
Reductions for lapse of statute of limitations
Balance at December 29, 2019
Additions for tax positions of prior years
Reductions for tax positions of prior years
Reductions for lapse of statute of limitations
Balance at December 27, 2020
$
$
2,023
179
(623)
—
1,579
60
(426)
(183)
1,030
The Company recognizes accrued interest and penalties related to unrecognized tax benefits as part of income tax expense.
The Company’s 2020 and 2019 income tax expense (benefit) includes interest benefit of ($18,000) and ($11,000),
respectively. The Company has accrued approximately $136,000 and $154,000 for the payment of interest and penalties
as of December 27, 2020 and December 29, 2019, respectively.
19. Related Party Transactions
On March 21, 2019, Mr. Shaquille O’Neal was appointed to our Board of Directors. On June 11, 2019, the Company
entered into an Endorsement Agreement (the “Endorsement Agreement”), effective March 15, 2019, with ABG-Shaq,
LLC (“ABG-Shaq”), an entity affiliated with Mr. O’Neal, for the personal services of Mr. O’Neal. Pursuant to the
Endorsement Agreement, the Company received the right and license to use Mr. O’Neal’s name, nickname, initials,
autograph, voice, video or film portrayals, photograph, likeness and certain other intellectual property rights (individually
and collectively, the “Personality Rights”), in each case, solely as approved by ABG-Shaq, in connection with the
advertising, promotion and sale of Papa John’s-branded products. Mr. O’Neal also agreed to provide brand ambassador
services related to appearances, social media and public relations matters, and to collaborate with us to develop one or
more co-branded products using the Personality Rights.
As consideration for the rights and services granted under the Endorsement Agreement, the Company agreed to pay to
ABG-Shaq aggregate cash payments of $4.125 million over the three years of the Endorsement Agreement. The Company
will also pay expenses related to the marketing and personal services provided by Mr. O’Neal. In addition, the Company
agreed to grant 87,136 restricted stock units to Mr. O’Neal (as agent of ABG) under our 2018 Omnibus Incentive Plan.
The initial term of the Endorsement Agreement ends on March 15, 2022, with an option for a one-year extension upon the
parties’ mutual agreement. The Endorsement Agreement also includes customary exclusivity, termination and
indemnification clauses.
On May 27, 2019, Mr. O’Neal and the Company entered into a joint venture for the operation of nine Atlanta-area Papa
John’s restaurants that were previously Company-owned restaurants. The Company owns approximately 70% of the joint
venture and Mr. O’Neal owns approximately 30% of the joint venture, which is consolidated into the Company’s financial
statements. Mr. O’Neal contributed approximately $840,000 representing his pro rata capital contribution.
On July 27, 2020, the Company and PJMF entered into Amendment No. 1 (the “Amendment”) to the Endorsement
Agreement with ABG-Shaq. Pursuant to the Amendment, the Company and PJMF developed a co-branded extra-large
pizza product using the Personality Rights. ABG-Shaq did not receive any additional royalty fees from the Company
beyond the cash payment already contemplated under his Endorsement Agreement under the Amendment. In addition,
the Company donated one U.S. dollar for each unit of the pizza sold in the United States and one Canadian dollar for each
unit sold in Canada to The Papa John’s Foundation for Building Community.
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20. Litigation, Commitments and Contingencies
Litigation
The Company is involved in a number of lawsuits, claims, investigations and proceedings, including those specifically
identified below, consisting of intellectual property, employment, consumer, commercial and other matters arising in the
ordinary course of business. In accordance with ASC 450, “Contingencies” the Company has made accruals with respect
to these matters where appropriate, which are reflected in the Company’s consolidated financial statements. We review
these provisions at least quarterly and adjust them to reflect the impact of negotiations, settlements, rulings, advice of legal
counsel and other information and events pertaining to a particular case.
Durling et al v. Papa John’s International, Inc., is a conditionally certified collective action filed in May 2016 in the
United States District Court for the Southern District of New York, alleging that corporate restaurant delivery drivers were
not properly reimbursed for vehicle mileage and expenses in accordance with the Fair Labor Standards Act. In July 2018,
the District Court granted a motion to certify a conditional corporate collective class and the opt-in notice process has been
completed. As of the close of the opt-in period on October 29, 2018, 9,571 drivers opted into the collective class. The
Company continues to deny any liability or wrongdoing in this matter and is vigorously defending this action. The
Company has not recorded any liability related to this lawsuit as of December 27, 2020 as it does not believe a loss is
probable or reasonably estimable.
Danker v. Papa John’s International, Inc. et al. On August 30, 2018, a class action lawsuit was filed in the United States
District Court, Southern District of New York on behalf of a class of investors who purchased or acquired stock in Papa
John's through a period up to and including July 19, 2018. The complaint alleged violations of Sections 10(b) and 20(a) of
the Securities Exchange Act of 1934, as amended. The District Court appointed the Oklahoma Law Enforcement
Retirement System to lead the case. An amended complaint was filed on February 13, 2019, which the Company moved
to dismiss. On March 16, 2020, the Court granted the Company’s motion to dismiss, on the ground that the complaint
failed to state any viable cause of action. The Plaintiffs subsequently filed a second amended complaint on April 30, 2020,
which the Company moved to dismiss. The Company believes that it has valid and meritorious defenses to the second
amended complaint and intends to vigorously defend against the case. The Company has not recorded any liability related
to this lawsuit as of December 27, 2020 as it does not believe a loss is probable or reasonably estimable. Subsequent to
December 27, 2020, on February 3, 2021, the Company’s motion to dismiss the case was granted with prejudice.
21. Equity Compensation
We award stock options, time-based restricted stock and performance-based restricted stock units from time to time under
the Papa John’s International, Inc. 2018 Omnibus Incentive Plan. There are approximately 4.7 million shares of common
stock authorized for issuance and remaining available under the 2018 Omnibus Incentive Plan as of December 27, 2020,
which includes 5.9 million shares transferred from the Papa John’s International 2011 Omnibus Incentive Plan. Option
awards are granted with an exercise price equal to the market price of the Company’s stock at the date of grant. Options
outstanding as of December 27, 2020 generally expire ten years from the date of grant and generally vest over a three-year
period.
We recorded stock-based employee compensation expense of $16.3 million in 2020, $15.3 million in 2019 and $9.9 million
in 2018. At December 27, 2020, there was $16.0 million of unrecognized compensation cost related to nonvested awards,
of which the Company expects to recognize $10.1 million in 2021, $4.7 million in 2022 and $1.2 million in 2023.
Stock Options
Options exercised, which were issued from authorized shares, included 541,000 shares in 2020, 448,000 shares in 2019
and 75,000 shares in 2018. The total intrinsic value of the options exercised during 2020, 2019 and 2018 was $13.8
million, $10.6 million and $1.5 million, respectively.
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Information pertaining to option activity during 2020 is as follows (number of options and aggregate intrinsic value in
thousands):
Weighted
Average
Weighted Remaining
Outstanding at December 29, 2019
Exercised
Cancelled
Outstanding at December 27, 2020
Exercisable at December 27, 2020
Number Average
Exercise
Price
of
Options
1,205 $ 55.67
56.73
54.70
564 $ 54.82
337 $ 59.31
(541)
(100)
Contractual Aggregate
Intrinsic
Term
(In Years)
Value
6.58 $ 18,453
5.68 $ 9,512
The following is a summary of the significant assumptions used in estimating the fair value of options granted in 2019 and
2018 (none in 2020):
Assumptions (weighted average):
Risk-free interest rate
Expected dividend yield
Expected volatility
Expected term (in years)
2019 2018
2.5 % 2.7 %
2.1 % 1.5 %
31.2 % 27.6 %
5.7
5.6
The risk-free interest rate for the periods within the contractual life of an option is based on the U.S. Treasury yield curve
in effect at the time of grant. The expected dividend yield was estimated as the annual dividend divided by the market
price of the Company’s shares on the date of grant. Expected volatility was estimated using the Company’s historical share
price volatility for a period similar to the expected life of the option.
Options granted generally vest in equal installments over three years and expire ten years after grant. The expected term
for these options represents the period of time that options granted are expected to be outstanding and was calculated using
historical experience.
The weighted average grant-date fair values of options granted during 2019 and 2018 was $11.69 and $15.27, respectively.
The Company granted options to purchase 353,000 and 456,000 shares in 2019 and 2018, respectively. There were no
options granted in 2020.
Restricted Stock
We granted shares of restricted stock that are time-based and generally vest in equal installments over three years (207,000
in 2020, 212,000 in 2019 and 260,000 in 2018). Upon vesting, the shares are issued from treasury stock. These restricted
shares are intended to focus participants on our long-range objectives, while at the same time serving as a retention
mechanism. We consider time-based restricted stock awards to be participating securities because holders of such shares
have non-forfeitable dividend rights. We declared dividends totaling $366,000 ($0.90 per share) in 2020, $310,000 ($0.90
per share) in 2019 and $185,000 ($0.90 per share) in 2018 to holders of time-based restricted stock.
We granted 15,000 and 113,000 restricted stock units that are time-based and vest over a period of one to three years in
2020 and 2019, respectively. Upon vesting, the units are issued from treasury stock. Total dividends declared for these
awards were insignificant to the results of our operations.
Additionally, we granted stock settled performance-based restricted stock units to executive management (92,000 units in
2020, 89,000 units in 2019, and 70,000 units in 2018).
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The 2020 and 2019 performance-based restricted stock units require the achievement of certain performance and market
factors, which consist of the Company’s Total Shareholder Return (“TSR”) relative to a predetermined peer group. The
grant-date fair value of the performance-based restricted stock units was determined through the use of a Monte Carlo
simulation model.
The following is a summary of the significant assumptions used in estimating the fair value of the performance-based
restricted stock units granted in 2020 and 2019:
Assumptions:
Risk-free interest rate
Expected volatility
2020
2019
0.9 %
36.3 %
2.5 %
33.9 %
The risk-free interest rate for the periods within the contractual life of the performance-based restricted stock unit is based
on the U.S. Treasury yield curve in effect at the time of grant. Expected volatility was estimated using the Company’s
historical share price volatility for a period similar to the expected life of the performance-based restricted stock unit.
The performance-based restricted stock units granted in 2020 vest over three years (cliff vest), expire ten years after grant,
and are expensed over the performance period. The weighted average grant-date fair value of performance-based restricted
stock units granted during 2020 and 2019 was $59.52 and $44.95, respectively.
In 2018, the Company granted performance-based restricted stock awards under a three-year cliff vest, and the vesting of
the awards is dependent upon the Company’s achievement of a compounded annual growth rate of earnings per share and
the achievement of certain sales and unit growth metrics. Upon vesting, the shares are issued from authorized shares.
The fair value of time-based restricted stock and performance-based restricted stock units is based on the market price of
the Company’s shares on the grant date. Information pertaining to these awards during 2020 is as follows (shares in
thousands):
Total as of December 29, 2019
Granted
Forfeited
Vested
Total as of December 27, 2020
22. Employee Benefit Plans
Shares
Weighted
Average
Grant-Date
Fair Value
50.90
61.31
52.44
54.63
54.33
616 $
314
(64)
(199)
667 $
We have established the Papa John’s International, Inc. 401(k) Plan (the “401(k) Plan”), as a defined contribution benefit
plan, in accordance with Section 401(k) of the Internal Revenue Code. The 401(k) Plan is open to employees who meet
certain eligibility requirements and allows participating employees to defer receipt of a portion of their compensation and
contribute such amount to one or more investment funds. At our discretion, we may make matching contribution payments,
which are subject to vesting based on an employee’s length of service with us.
In addition, we maintain a non-qualified deferred compensation plan available to certain employees and directors. Under
this plan, the participants may defer a certain amount of their compensation, which is credited to the participants’ accounts.
The participant-directed investments associated with this plan are included in Other assets ($37.6 million and $33.2 million
at December 27, 2020 and December 29, 2019, respectively) and the associated liabilities ($35.8 million and $33.2 million
at December 27, 2020 and December 29, 2019, respectively) are included in Other long-term liabilities in the
accompanying Consolidated Balance Sheets.
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At our discretion, we contributed a matching payment of 2.1% in 2020, 2.1% in 2019 and 1.5% in 2018, up to a maximum
of 6% of a participating employee’s earnings deferred into both the 401(k) Plan and the non-qualified deferred
compensation plan. Such costs were $1.8 million in 2020, $1.5 million in 2019 and $1.1 million in 2018.
23. Segment Information
We have four reportable segments: domestic Company-owned restaurants, North America commissaries, North America
franchising and international operations. The domestic Company-owned restaurant segment consists of the operations of
all domestic (“domestic” is defined as contiguous United States) Company-owned restaurants and derives its revenues
principally from retail sales of pizza, Papadias, which are flatbread-style sandwiches, and side items, including breadsticks,
cheesesticks, chicken poppers and wings, dessert items and canned or bottled beverages. The North America commissary
segment consists of the operations of our regional dough production and product distribution centers and derives its
revenues principally from the sale and distribution of food and paper products to domestic Company-owned and franchised
restaurants in the United States and Canada. The North America franchising segment consists of our franchise sales and
support activities and derives its revenues from sales of franchise and development rights and collection of royalties from
our franchisees located in the United States and Canada. The international segment principally consists of distribution
sales to franchised Papa John’s restaurants located in the United Kingdom and our franchise sales and support activities,
which derive revenues from sales of franchise and development rights and the collection of royalties from our international
franchisees. International franchisees are defined as all franchise operations outside of the United States and Canada. All
other business units that do not meet the quantitative thresholds for determining reportable segments, which are not
operating segments, we refer to as “all others,” which consists of operations that derive revenues from the sale, principally
to Company-owned and franchised restaurants, of printing and promotional items, franchise contributions to marketing
funds and information systems and related services used in restaurant operations, including our point-of-sale system, online
and other technology-based ordering platforms.
Certain administrative and capital costs are allocated to segments based upon predetermined rates or actual estimated
resource usage. We account for intercompany sales and transfers as if the sales or transfers were to third parties and
eliminate the activity in consolidation.
Our reportable segments are business units that provide different products or services. Separate management of each
segment is required because each business unit is subject to different operational issues and strategies. No single external
customer accounted for 10% or more of our consolidated revenues.
During the fourth quarter of 2020, we updated our segment profit measure to operating income from income before income
taxes. This change in the segment profit measure eliminated interest expense, the majority of which impacted unallocated
corporate expenses. Prior period amounts have been recast to reflect this change.
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Our segment information is as follows:
(In thousands)
Revenues:
Domestic Company-owned restaurants
North America franchising
North America commissaries
International
All others
Total revenues
Intersegment revenues:
North America franchising
North America commissaries
International
All others
Total intersegment revenues
Depreciation and amortization:
Domestic Company-owned restaurants
North America commissaries
International
All others
Unallocated corporate expenses
Total depreciation and amortization
Operating income:
Domestic Company-owned restaurants (1)
North America franchising
North America commissaries
International (2)
All others
Unallocated corporate expenses (3)
Elimination of intersegment (profits)
Total operating income
$
2020
2018
(Note)
692,380
79,293
609,866
131,268
150,064
$ 1,813,234 $ 1,619,248 $ 1,662,871
2019
(Note)
652,053 $
71,828
612,652
126,077
156,638
700,757 $
96,732
680,793
150,939
184,013
$
3,229 $
2,782 $
192,332
—
83,635
279,196 $
187,073
191
88,286
278,332 $
2,965
201,325
283
72,066
276,639
11,905 $
9,660
1,975
10,254
15,911
49,705 $
12,883 $
8,131
1,722
10,738
13,807
47,281 $
15,411
7,397
1,696
8,513
13,386
46,403
$
37,049 $
89,801
33,185
24,034
7,043
(100,069)
(790)
90,253 $
33,957 $
64,362
30,690
18,738
(1,966)
(120,280)
(966)
24,535 $
$
18,988
70,732
27,961
14,203
(5,716)
(93,610)
(1,005)
31,553
$
$
$
(Note) During the fourth quarter of 2020, we updated our segment profit measure to operating income. Amounts in 2019
and 2018 have been recast to reflect this change.
(1) Includes $4.7 million and $1.6 million of refranchising gains (losses) in 2019 and 2018, respectively. See Note 11 for
additional information.
(2) Includes a $1.9 million net loss associated with refranchising in 2018. See Note 11 for additional information.
(3) Includes Special charges of $14.2 million and $25.3 million for the years ended December 29, 2019 and December
30, 2018, respectively.
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(In thousands)
Property and equipment, net:
Domestic Company-owned restaurants
North America commissaries
International
All others
Unallocated corporate assets
Accumulated depreciation and amortization
Property and equipment, net
Expenditures for property and equipment:
Domestic Company-owned restaurants
North America commissaries
International
All others
Unallocated corporate
Total expenditures for property and equipment
Disaggregation of Revenue
2020
2019
2018
$ 228,077 $ 221,420 $ 236,526
140,309
17,218
71,880
199,239
(438,278)
$ 200,895 $ 211,741 $ 226,894
145,282
13,604
91,724
213,828
(491,620)
142,946
16,031
84,167
211,842
(464,665)
$
$
12,848 $
4,447
1,065
11,700
5,592
35,652 $
8,811 $
3,773
1,143
11,541
12,443
37,711 $
13,568
3,994
986
13,438
10,042
42,028
In the following tables, revenues are disaggregated by major product line. The tables also include a reconciliation of the
disaggregated revenues by the reportable segment (in thousands):
Reportable Segments
Year Ended December 27, 2020
Domestic
Company-
owned
North
America
North
America
Major Products/Services Lines
Company-owned restaurant sales
Franchise royalties and fees
Commissary sales
Other revenues
Eliminations
Total segment revenues
International other revenues (1)
Total revenues
restaurants
franchising
commissaries International All others
$
$
$
700,757 $
—
—
—
—
700,757 $
—
700,757 $
— $
99,961
—
—
(3,229)
96,732 $
—
96,732 $
— $
—
873,125
—
(192,332)
680,793 $
—
680,793 $
— $
39,920
84,043
26,976
—
150,939 $
(26,976)
123,963 $
— $
—
—
267,648
(83,635)
184,013 $
26,976
210,989 $
Total
700,757
139,881
957,168
294,624
(279,196)
1,813,234
—
1,813,234
Major Products/Services Lines
Company-owned restaurant sales
Franchise royalties and fees
Commissary sales
Other revenues
Eliminations
Total segment revenues
International other revenues (1)
International eliminations (1)
Total revenues
Reportable Segments
Year Ended December 29, 2019
Domestic
Company-
owned
restaurants
North
America
franchising
North
America
commissaries
International
All others
$
$
$
652,053 $
—
—
—
—
652,053 $
—
—
652,053 $
— $
74,610
—
—
(2,782)
71,828 $
—
—
71,828 $
— $
—
799,725
—
(187,073)
612,652 $
—
—
612,652 $
— $
38,745
64,179
23,344
(191)
126,077 $
(23,344)
191
102,924 $
— $
—
—
244,924
(88,286)
156,638 $
23,344
(191)
179,791 $
Total
652,053
113,355
863,904
268,268
(278,332)
1,619,248
—
—
1,619,248
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Major Products/Services Lines
Company-owned restaurant sales
Franchise royalties and fees
Commissary sales
Other revenues
Eliminations
Total segment revenues
International other revenues (1)
International eliminations (1)
Total revenues
Reportable Segments
Year Ended December 30, 2018
Domestic
Company-
owned
restaurants
North
America
franchising
North
America
commissaries
International
All others
$
$
$
692,380 $
—
—
—
—
692,380 $
—
—
692,380 $
— $
82,258
—
—
(2,965)
79,293 $
—
—
79,293 $
— $
—
811,191
—
(201,325)
609,866 $
—
—
609,866 $
6,237 $
35,988
68,124
21,202
(283)
131,268 $
(21,202)
283
110,349 $
— $
—
—
222,130
(72,066)
150,064 $
21,202
(283)
170,983 $
Total
698,617
118,246
879,315
243,332
(276,639)
1,662,871
—
—
1,662,871
(1) Other revenues as reported in the Consolidated Statements of Operations include $27.0 million, $23.2 million and
$20.9 million of revenue for the years ended December 27, 2020, December 29, 2019, and December 30, 2018
respectively, that are part of the international reporting segment. These amounts include marketing fund contributions
and sublease rental income from international franchisees in the United Kingdom that provide no significant
contribution to income before income taxes but must be reported on a gross basis under accounting requirements. The
related expenses for these Other revenues are reported in Other expenses in the Consolidated Statements of
Operations.
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24. Quarterly Data - Unaudited, in Thousands, except Per Share Data
Our quarterly select financial data is as follows:
2020
Total revenues
Operating income (a)
Net income attributable to the Company (a)
Basic earnings per common share (a)
Diluted earnings per common share (a)
Dividends declared per common share
2019
Total revenues
Operating income (loss) (b)
Net (loss) income attributable to the Company (b)
Basic (loss) earnings per common share (b)
Diluted (loss) earnings per common share (b)
Dividends declared per common share
1st
2nd
3rd
4th
Quarter
$ 409,859 $ 460,623 $ 472,941 $ 469,811
19,698
13,167
0.29
0.28
0.225
24,549
15,708
0.35
0.35
0.225
15,472
8,443
0.15
0.15
0.225
30,534
20,614
0.49
0.48
0.225
1st
2nd
3rd
4th
Quarter
$ 398,405 $ 399,623 $ 403,706 $ 417,514
(132)
(2,142)
(0.18)
(0.18)
0.225
5,509
(1,731)
(0.12)
(0.12)
0.225
14,231
8,354
0.15
0.15
0.225
4,927
385
(0.10)
(0.10)
0.225
(a) The year ended December 27, 2020 was impacted by the following:
i. The fourth quarter of 2020 includes costs of $6.0 million, after tax loss of $4.0 million and basic and diluted
loss per common share of $0.12 from strategic corporate reorganization costs.
(b) The year ended December 29, 2019 was impacted by the following:
i. The first, second, and third quarters of 2019 include costs of $11.0 million, $400,000 and $2.8 million,
respectively; after tax losses of $9.8 million, $0.4 million, and $2.2 million, respectively; and basic and
diluted loss per common share of $0.31, $0.01, and $0.07, respectively, from Special charges.
ii. The third and fourth quarters of 2019 include gains of $1.7 million and $2.9 million, respectively; after tax
gains of $1.3 million and $2.2 million, respectively; and basic and diluted earnings per common share of
$0.04 and $0.07, respectively, related to the Company’s refranchising of Company-owned restaurants.
Quarterly earnings per share on a full-year basis may not agree to the Consolidated Statements of Operations due to
rounding.
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
None.
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Item 9A. Controls and Procedures
(a) Evaluation of Disclosure Controls and Procedures
As of the end of the period covered by this report, we carried out an evaluation, under the supervision and with the
participation of our management, including our Chief Executive Officer (“CEO”) and Chief Financial Officer (“CFO”),
of the effectiveness of our disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) of the
Exchange Act). Based upon this evaluation, the CEO and CFO concluded that the Company’s disclosure controls and
procedures are effective.
(b) Management’s Report on our Internal Control over Financial Reporting
Our management is responsible for establishing and maintaining adequate internal control over financial reporting, as such
term is defined in Rule 13a-15(f) promulgated under the Exchange Act. Our internal control system is designed to provide
reasonable assurance to our management and the board of directors regarding the preparation and fair presentation of
published financial statements. All internal control systems, no matter how well designed, have inherent limitations.
Therefore, even those systems determined to be effective can provide only reasonable assurance with respect to financial
statement preparation and presentation.
Under the supervision and with the participation of our management, including our CEO and CFO, we conducted an
evaluation of the effectiveness of our internal control over financial reporting based on the criteria established in Internal
Control — Integrated Framework issued by the Committee of Sponsoring Organizations (“COSO”) of the Treadway
Commission (“2013 Framework”). Based on our evaluation under the COSO 2013 Framework, our management
concluded that our internal control over financial reporting was effective as of December 27, 2020.
Ernst & Young LLP, an independent registered public accounting firm, has audited the 2020 Consolidated Financial
Statements included in this Annual Report on Form 10-K and, as part of its audit, has issued an attestation report, included
herein, on the effectiveness of our internal control over financial reporting.
(c) Changes in Internal Control over Financial Reporting
There were no changes in our internal control over financial reporting during the quarter ended December 27, 2020 that
have materially affected, or are likely to materially affect, the Company’s internal control over financial reporting.
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Report of Independent Registered Public Accounting Firm
To the Stockholders and the Board of Directors of Papa John’s International, Inc. and Subsidiaries
Opinion on Internal Control over Financial Reporting
We have audited Papa John’s International, Inc. and Subsidiaries’ internal control over financial reporting as of December
27, 2020, based on criteria established in Internal Control— Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission (2013 Framework) (the COSO criteria). In our opinion, Papa John’s
International, Inc. and Subsidiaries (the Company) maintained, in all material respects, effective internal control over
financial reporting as of December 27, 2020, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United
States) (PCAOB), the 2020 consolidated financial statements of the Company, and our report dated February 25, 2021
expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its
assessment of the effectiveness of internal control over financial reporting included in the accompanying “Management’s
Report on our Internal Control Over Financial Reporting.” Our responsibility is to express an opinion on the Company’s
internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB
and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and
the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform
the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained
in all material respects.
Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material
weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed
risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit
provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the
reliability of financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles. A company’s internal control over financial reporting includes those policies
and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the
transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded
as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles,
and that receipts and expenditures of the company are being made only in accordance with authorizations of management
and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of
unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial
statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also,
projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate
because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Ernst & Young LLP
Louisville, Kentucky
February 25, 2021
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Item 9B. Other Information
None.
Item 10. Directors, Executive Officers and Corporate Governance
PART III
Information regarding executive officers is included above under the caption “Information about our Executive Officers”
at the end of Part I of this Report. Other information regarding directors, executive officers and corporate governance
appearing under the captions “Corporate Governance,” “Item 1, Election of Directors,” “Delinquent Section 16(a) Reports”
and “Executive Compensation / Compensation Discussion and Analysis” is incorporated by reference from the Company’s
definitive proxy statement, which will be filed with the Securities and Exchange Commission no later than 120 days after
the end of the fiscal year covered by this Report.
We have adopted a written code of ethics that applies to our directors, officers and employees. We intend to post all
required disclosures concerning any amendments to or waivers from, our code of ethics on our website to the extent
permitted by NASDAQ. Our code of ethics can be found on our website, which is located at www.papajohns.com.
Item 11. Executive Compensation
Information regarding executive compensation appearing under the captions “Executive Compensation / Compensation
Discussion and Analysis,” “Compensation Committee Report” and “Certain Relationships and Related Transactions —
Compensation Committee Interlocks and Insider Participation” is incorporated by reference from the Company’s definitive
proxy statement, which will be filed with the Securities and Exchange Commission no later than 120 days after the end of
the fiscal year covered by this Report.
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
The following table provides information as of December 27, 2020 regarding the number of shares of the Company’s
common stock that may be issued under the Company’s equity compensation plans.
Plan Category
options, warrants
and rights
(a)
Number of
securities to be
issued upon exercise
of outstanding
(b)
Weighted
average
exercise price
of outstanding
options, warrants
and rights
(c)
Number of securities
remaining available
for future issuance
under equity
compensation plans,
excluding securities
reflected in column (a)
Equity compensation plans approved by security holders
Equity compensation plans not approved by security holders *
Total
563,938 $
143,024
706,962 $
54.82
4,738,169
54.82
4,738,169
* Represents shares of common stock issuable pursuant to the non-qualified deferred compensation plan. The weighted
average exercise price (column b) does not include any assumed price for issuance of shares pursuant to the non-
qualified deferred compensation plan.
Information regarding security ownership of certain beneficial owners and management and related stockholder matters
appearing under the caption “Security Ownership of Certain Beneficial Owners and Management” is incorporated by
reference from the Company’s definitive proxy statement, which will be filed with the Securities and Exchange
Commission no later than 120 days after the end of the fiscal year covered by this Report.
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Item 13. Certain Relationships and Related Transactions, and Director Independence
Information regarding certain relationships and related transactions, and director independence appearing under the
captions “Corporate Governance” and “Certain Relationships and Related Transactions” is incorporated by reference from
the Company’s definitive proxy statement, which will be filed with the Securities and Exchange Commission no later than
120 days after the end of the fiscal year covered by this Report.
Item 14. Principal Accounting Fees and Services
Information regarding principal accounting fees and services appearing under the caption “Ratification of the Selection of
Independent Auditors” is incorporated by reference from the Company’s definitive proxy statement, which will be filed
with the Securities and Exchange Commission no later than 120 days after the end of the fiscal year covered by this Report.
Item 15. Exhibits, Financial Statement Schedules
(a)(1) Financial Statements:
PART IV
The following Consolidated Financial Statements, notes related thereto and reports of independent auditors are included
in Item 8 of this Report:
• Reports of Independent Registered Public Accounting Firms
• Consolidated Statements of Operations for the years ended December 27, 2020, December 29, 2019 and
December 30, 2018
• Consolidated Statements of Comprehensive Income (Loss) for the years ended December 27, 2020, December
29, 2019 and December 30, 2018
• Consolidated Balance Sheets as of December 27, 2020 and December 29, 2019
• Consolidated Statements of Stockholders’ Deficit for the years ended December 27, 2020, December 29, 2019
and December 30, 2018
• Consolidated Statements of Cash Flows for the years ended December 27, 2020, December 29, 2019 and
December 30, 2018
• Notes to Consolidated Financial Statements
(a)(2) Financial Statement Schedules:
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Schedule II - Valuation and Qualifying Accounts
Classification
(in thousands)
Fiscal year ended December 27, 2020
Deducted from asset accounts:
Charged to
Balance at
Beginning of
Year
(recovered from)
Costs and
Expenses
Additions /
(Deductions)
Balance at
End of
Year
Valuation allowance on deferred tax assets
$
17,303 $
1,313 $
4,356
$
22,972
Fiscal year ended December 29, 2019
Deducted from asset accounts:
Reserve for uncollectible accounts receivable
Reserve for franchisee notes receivable
Valuation allowance on deferred tax assets
Fiscal year ended December 30, 2018
Deducted from asset accounts:
Reserve for uncollectible accounts receivable
Reserve for franchisee notes receivable
Valuation allowance on deferred tax assets
$
$
4,205 $
3,369
8,183
15,757 $
3,216 $
(77)
6,301
9,440 $
(80)(1) $
280 (1)
2,819
3,019
$
7,341
3,572
17,303
28,216
$
$
2,271 $
1,047
7,415
10,733 $
7,242 $
(393)
(1,754)
5,095 $
(5,308)(1) $
2,715 (1)
2,522
(71)
$
4,205
3,369
8,183
15,757
(1) Uncollectible accounts written off and reclassifications between accounts and notes receivable reserves.
All other schedules for which provision is made in the applicable accounting regulation of the Securities and Exchange
Commission are not required under the related instructions or are inapplicable and, therefore, have been omitted.
(a)(3) Exhibits:
The exhibits listed in the accompanying index to Exhibits are filed as part of this Form 10-K.
Item 16. Summary
None.
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Exhibit
Number
EXHIBIT INDEX
Description of Exhibit
3.1
Our Amended and Restated Certificate of Incorporation. Exhibit 3.1 to our Quarterly Report on Form 10-Q
for the quarterly period ended June 29, 2014, is incorporated herein by reference.
3.2
Our Amended and Restated By-Laws. Exhibit 3.1 to our Quarterly Report on Form 10-Q for the quarterly
period ended September 27, 2015 is incorporated herein by reference.
3.3
Certificate of Designation of Series B Convertible Preferred Stock of Papa John’s International, Inc. Exhibit
3.1 to our report on Form 8-K as filed on February 4, 2019, is incorporated herein by reference.
3.4
Certificate of Designation of Series A Junior Participating Preferred Stock of Papa John’s International, Inc.
Exhibit 3.1 to our report on Form 8-K as filed on July 23, 2018, is incorporated herein by reference.
4.1
4.2
4.3
4.4
4.5
4.6
4.7
10.1
10.2
Rights Agreement, dated as of July 22, 2018, by and between Papa John’s International, Inc. and
Computershare Trust Company, N.A., as rights agent. Exhibit 4.1 to our report on Form 8-K as filed on July
23, 2018 is incorporated herein by reference.
Amendment No. 1 to Rights Agreement dated as of February 3, 2019, by and between Papa John’s
International, Inc. and Computershare Trust Company, N.A., as rights agent. Exhibit 4.1 to our report on
Form 8-K as filed on February 3, 2019 is incorporated herein by reference.
Amendment No. 2 to Rights Agreement dated as of March 6, 2019 by and between Papa John’s International,
Inc. and Computershare Trust Company, N.A. as rights agent. Exhibit 4.1 to our report on Form 8-K as filed
on March 6, 2019, is incorporated herein by reference.
Amendment No. 3 to Rights Agreement dated as of October 23, 2019, by and between Papa John’s
International, Inc. and Computershare Trust Company, N.A. as rights agent. Exhibit 4.1 to our report on Form
8-K as filed on October 24, 2019 is incorporated herein by reference.
Form of Rights Certificate. Exhibit 4.2 to our report on Form 8-K as filed on July 23, 2018 is incorporated
herein by reference.
Specimen Common Stock Certificate. Exhibit 4.1 to our Annual Report on Form 10-K for the fiscal year ended
December 31, 2017 is incorporated herein by reference.
Description of Registrant’s securities registered pursuant to Section 12 of the Securities Exchange Act of
1934. Exhibit 4.7 to our Annual Report on Form 10-K for the fiscal year ended December 29, 2019 is
incorporated herein by reference.
Form of Papa John’s International, Inc. Director Indemnification Agreement. Exhibit 10.1 to our report on
Form 10-K for the fiscal year ended December 30, 2018 is incorporated herein by reference.
Form of Papa John’s International, Inc. Officer Indemnification Agreement. Exhibit 10.2 to our report on
Form 10-K for the fiscal year ended December 30, 2018 is incorporated herein by reference.
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Exhibit
Number
10.3
10.4
10.5
Description of Exhibit
Securities Purchase Agreement between Papa John’s International, Inc. and Starboard Value and Opportunity
Master Fund Ltd., Starboard Value and Opportunity Master Fund L LP, Starboard Value and Opportunity C
LP, Starboard Value and Opportunity S LLC and Starboard Value LP effective February 3, 2019. Exhibit
10.1 to our report on Form 8-K as filed on February 4, 2019 is incorporated herein by reference.
Registration Rights Agreement between Papa John’s International, Inc. and Starboard Value and Opportunity
Master Fund Ltd., Starboard Value and Opportunity Master Fund L LP, Starboard Value and Opportunity C
LP, Starboard Value and Opportunity S LLC and Starboard Value LP effective February 4, 2019. Exhibit
10.2 to our report on Form 8-K as filed on February 4, 2019 is incorporated herein by reference.
Governance Agreement between Papa John’s International, Inc. and Starboard Value LP, Starboard Value and
Opportunity Master Fund Ltd., Starboard Value and Opportunity Master Fund L LP, Starboard Value and
Opportunity C LP, Starboard Value and Opportunity S LLC, Starboard Value R LP, Starboard Value GP LLC,
Starboard Principal Co LP, Starboard Principal Co GP LLC, Starboard Value L LP, Starboard Value R GP,
LLC, Jeffrey C. Smith and Peter A. Feld effective February 4, 2019. Exhibit 10.3 to our report on Form 8-K
as filed on February 4, 2019 is incorporated herein by reference.
10.6
Amendment No. 1 to Governance Agreement, by and among Papa John’s International and the entities and
natural persons listed on the signature pages attached thereto effective March 6, 2019. Exhibit 10.1 to our
report on Form 8-K as filed on March 6, 2019 is incorporated herein by reference.
10.7*
Employment Agreement between Papa John’s International, Inc. and Robert Lynch effective August 26, 2019.
Exhibit 10.1 to our report on Form 8-K as filed on August 28, 2019 is incorporate herein by reference.
10.8*
Endorsement Agreement, executed June 11, 2019 and effective March 15, 2019, by among, on the one hand,
ABG-Shaq, LLC for the personal services of Shaquille O’Neal, and, on the other hand, Papa John’s Marketing
Fund, Inc. and Papa John’s International, Inc. Exhibit 10.1 to our report on Form 8-K as filed on June 17, 2019
is incorporated herein by reference.
10.9
Amendment No. 1 to the March 15, 2019 Endorsement Agreement for personal services of Shaquille O’Neal
by and among ABG-Shaq, LLC, Papa John’s Marketing Fund, Inc. and Papa John’s International, Inc.,
effective July 27, 2020. Exhibit 10.1 to our report on Form 10-Q for the quarterly period ended September
27, 2020 is incorporated herein by reference.
10.10
Credit Agreement, dated August 30, 2017, by and among Papa John’s International Inc., as borrower, the
Guarantors party thereto, JPMorgan Chase Bank, N.A., as Administrative Agent, and the other lending
institutions that are parties thereto, as Lenders (Conformed copy through amendment no. 2). Exhibit 10.4 to
our report on Form 10-K for the fiscal year ended December 31, 2017 is incorporated herein by reference.
10.11
Amendment No. 3 to Credit Agreement, dated October 9, 2018, by and among Papa John’s International, Inc.
as borrower, the Guarantors party thereto, JPMorgan Chase Bank, N.A., as Administrative Agent, and the
other lending institutions that are parties thereto, as Lenders. Exhibit 10.1 to our Quarterly Report on Form
10-Q for the quarterly period ended September 30, 2018, is incorporated herein by reference.
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Exhibit
Number
10.12
Description of Exhibit
Amendment No. 4 to Credit Agreement, dated February 1, 2019, by and among Papa John’s International,
Inc. as borrower, the Guarantors party thereto, JPMorgan Chase Bank, N.A., as Administrative Agent, and the
other lending institutions that are parties thereto, as Lenders. Exhibit 10.19 to our report on Form 10-K for
the fiscal year ended December 30, 2018 is incorporated herein by reference.
10.13**
Joinder Agreement, dated December 17, 2020, between Papa John’s USA-Georgia, Inc., Papa John’s
Franchising, LLC and JPMorgan Chase Bank, N.A., as Administrative Agent, under that certain Credit
Agreement dated as of August 30, 2017, among Papa John’s International, Inc., the other Loan Parties party
thereto, the lenders party thereto and the Administrative Agent.
10.14*
Papa John’s International, Inc. Deferred Compensation Plan, as amended through December 5, 2012.
Exhibit 10.1 to our report on Form 10-K for the fiscal year ended December 30, 2012 is incorporated herein
by reference.
10.15*
Papa John’s International, Inc. 2018 Omnibus Incentive Plan. Exhibit 4.1 to our report on Form 8-K as filed
on May 8, 2018 is incorporated herein by reference.
10.16*
Papa John’s International, Inc. 2011 Omnibus Incentive Plan. Exhibit 4.1 to our report on Form 8-K as filed
on May 3, 2011 is incorporated herein by reference.
10.17*
Papa John’s International, Inc. Amended and Restated Change of Control Severance Plan. Exhibit 10.1 to our
report on Form 8-K filed on November 4, 2020 is incorporated herein by reference.
10.18*
Papa John’s International, Inc. Severance Pay Plan. Exhibit 10.1 to our report on Form 10-Q for the quarterly
period ended March 25, 2012 is incorporated herein by reference.
10.19* Amendment to Papa John’s International, Inc. Severance Pay Plan. Exhibit 10.2 to our report on Form 8-K as
filed on November 2, 2018 is incorporated herein by reference.
10.20* Amendment No. 2 to Papa John’s International, Inc. Severance Pay Plan. Exhibit 10.1 to our report on Form
8-K as filed on December 7, 2020 is incorporated herein by reference.
21**
Subsidiaries of the Company.
23.1** Consent of Ernst & Young LLP.
23.2** Consent of KPMG LLP.
31.1**
Section 302 Certification of Chief Executive Officer Pursuant to Exchange Act Rule 13a-15(e).
31.2**
Section 302 Certification of Chief Financial Officer Pursuant to Exchange Act Rule 13a-15(e).
32.1**
Section 906 Certification of Chief Executive Officer Pursuant to 18 U.S.C. Section 1350, As Adopted
Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.
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Exhibit
Number
32.2**
101
Description of Exhibit
Section 906 Certification of Chief Financial Officer Pursuant to 18 U.S.C. Section 1350, As Adopted Pursuant
to Section 906 of the Sarbanes-Oxley Act of 2002.
Financial statements from the Annual Report on Form 10-K of Papa John’s International, Inc. for the year
ended December 27, 2020, filed on February 25, 2021 formatted in inline XBRL: (i) the Consolidated
Statements of Operations, (ii) the Consolidated Statements of Comprehensive Income (Loss), (iii) the
Consolidated Balance Sheets, (iv) the Consolidated Statements of Stockholders’ (Deficit), (v) the
Consolidated Statements of Cash Flows and (vi) the Notes to Consolidated Financial Statements.
104
Cover Page Interactive Data File (formatted as Inline XBRL and contained in Exhibit 101).
* Compensatory plan required to be filed as an exhibit pursuant to Item 15(c) of Form 10-K.
**Filed herewith.
The Exhibits to this Annual Report on Form 10-K are not contained herein. The company will funish a copy of any of
the Exhibits to a stockholder upon written request to Investor Relations, Papa John’s International, Inc. P.O. Box 99900,
Louisville, KY 40269-0900.
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SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused
this report to be signed on its behalf by the undersigned, thereunto duly authorized.
Date: February 25, 2021
PAPA JOHN’S INTERNATIONAL, INC.
By: /s/ Robert M. Lynch
Robert M. Lynch
President and Chief Executive Officer
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Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following
persons on behalf of the Registrant and in the capacities and on the dates indicated.
Signature
Title
Date
/s/ Jeffrey C. Smith
Jeffrey C. Smith
Chairman
February 25, 2021
/s/ Robert M. Lynch
Robert M. Lynch
President and Chief Executive Officer
(Principal Executive Officer and Director)
February 25, 2021
/s/ Ann B. Gugino
Ann B. Gugino
Chief Financial Officer
(Principal Financial Officer and
Principal Accounting Officer)
/s/ Christopher L. Coleman
Christopher L. Coleman
/s/ Michael R. Dubin
Michael R. Dubin
/s/ Olivia F. Kirtley
Olivia F. Kirtley
/s/ Laurette T. Koellner
Laurette T. Koellner
/s/ Jocelyn C. Mangan
Jocelyn C. Mangan
/s/ Sonya E. Medina
Sonya E. Medina
/s/ Shaquille R. O’Neal
Shaquille R. O’Neal
/s/ Anthony M. Sanfilippo
Anthony M. Sanfilippo
Director
Director
Director
Director
Director
Director
Director
Director
February 25, 2021
February 25, 2021
February 25, 2021
February 25, 2021
February 25, 2021
February 25, 2021
February 25, 2021
February 25, 2021
February 25, 2021
102