LIST #1

Term
SOP
MIP
RFP
BYA
BOY
RF
Hit Rate
FY
ACT
LY
MTD
YTD
WTD
B/W
P&L
AGC
COS
COL
SEMIS
BYA
EBIT
EBITDA
Adjusted EBITDA

BSC

Back To Basics
BIT
EOS
DOS+
JPA
SCM
Hurdle rate
FX
ROIC
Average Guest Check (AGC)

Weekly Per Store Average Sales (WPSA)

Weekly Per Store Average Transactions (WPTA)

Base Store or Comparable Store

Same Store Sales Index (SSS)

Same Store AGC Index (SSA)

Same Store Transactions Index (SST)

Annual Operation Plan (AOP)

Rolling Forecast (RF)

Storeweeks (STWKS)

Depreciation Expense

Expense

Common area charges

or
Common are maintenance (CAM)
Compounded Annual Growth Rate (CAGR)

Leasehold Improvements (LHI)

Startup costs

Royalties

Unit Count / Store Count

Initial feee or Unit License Fee

Restaurant Profit (RP)

Restaurant Cash Flow (CF)

Operating Profit (OPS Profit)

Impairment costs

Write offs
Pacesetter

Financial Reporting System (FRS)

Booklet

Planning People Review (PPR)

Minute per transactions (MM/trans)

Sales per hour (SPH)

Local Store Marketing (LSM )

Spending Policy

General and Administration expenses (G&A)

Breakpoint (BEP)

Capitalized Expense

LIST #2
Term
Average Guest Check (AGC) or
Average Ticket (AT)

Weekly Per Store Average Sales (WPSA)

or
Average Weekly Sales (AWS)
Weekly Per Store Average Transactions (WPST)
or
Average Weekly Transactions (AWT)
Monthly Per Store Average Sales (MPSA )

Breakpoint (BEP)

Cannibalization
Capitalized Expense
Base Store
or
Comparable Store
Same Store Sales Index (SSS Index), or
Comparable Sales Growth

Same Store AGC Index (SSA) or

Comparable Ticket Growth

Same Store Transactions Index (SST)

or
Comparable Transaction Growth

Costs of Sales (COS)

or
Cost of Goods Sold (COGS)
Common area charges
or
Common are maintenance (CAM)

Internal Rate of Return (IRR)

Net Present Value (NPV)

Return on Investment (ROI)

Return on Capital Employed (ROCE)

Return on Assets (ROA)

Return on Assets (ROA)

Return on Equity (ROE)

Market Capitalization (Market Cap)

Enterprise Value (EV)

Enterprise Multiple

Working Capital

Capital Employed
Investment Payback (years)
or
Investment Return Period
Leasehold Improvements (LHI)

Prior Store or Non-Comparable Store

Occupancy Expenses / Costs

Capitalization of Development expenses

or
Startup costs
or
Pre-Opening Expenses Total

Royalties
Royalties

Sales Weeks

Unit Count / Store Count

Total Revenues (Sales)

Total Transactions
Initial feee or Unit License Fee
Gross Profit (GP)
or Gross Margin (GM)

Earnings Before Interests and Taxes (EBIT)

or
Operating Profit

Earnings Before Interests, Taxes, Depreciation and

Amortization (EBITDA)

Profit Before Taxes (PBT)

Net Profit (Loss)

or
Profit after Tax

Restaurant Profit (RP)

Restaurant Cash Flow (RCF)

Operating Profit (OPS Profit)

Impairment costs
Impairment costs

Write offs

Profit and Loss Statement (P&L)

Pacesetter

Financial Reporting System (FRS)

Booklet

Planning People Review (PPR)

Outlook

Annual Operation Plan (AOP)

Payroll expenses (COL)

Minute per transactions (MM/trans)

Sales per hour (SPH)

Share of profit of associaties

Above the line (ATL)

Below the Line (BTL)

Local Store Marketing (LSM )

Spending Policy
Grand Opening
Shopping mall funds
General and Administration expenses (G&A)
Definition
Stock option plan for AmRest employees
Management Incentive Plan for AmRest top management
Request for proposal
Beat year ago
Back of the year
Rolling forecast (AOP updated with actual figures)
Percentage of stores achieving sales volume assumed in Capex plan
Full Year.
Actuals
Last Year
Month to Date - data for month period ending at given date (month)
Year to Date - cumulative data for period beginning January 1st ending at a given date (month)
week to date
Better / Worse
Profit and Loss
Average Guest Check
Cost of Sales
Cost of Labor
Semivariables costs
Beat Year Ago
Earning Before Interests and Taxes - operating result
Earning Before Interests, Taxes, Depreciation and Amortisation
EBITDA adjusted by costs of new openings (start-up), costs of mergers and acquisitions (all material costs relating to professional serv
merger or acquisition and directly related to the transaction), corrections in indirect taxes and the effect of SOP exercise method mod
cost of employee benefits accounted under cash settled versus equity settled option plan)
Balance Score Card
"training" program for RST employees. Each of RST member is supposed to work min. a day in one of our restaurants to update their

Brand Image Tracker – a tool to gather feedback from the customers

Employee Opinion Study – yearly opinion pool on employees' engagement and satisfaction
Disciplined Operating System - AmRest's unique operating system of planning, reviewing and managing restaurant business
Job Performance Evaluation – annual appraisal of employee's work and development. Held in January
Supply Chain Management, also a name of AmRest's subsidiary organizing the supply process for our restaurants
Minimal rate of return for capital investments, deciding about project’s profitability; currently set at the level of 20%.
Foreign Exchange income or expenses - P&L item caused by valuation foreign currency purchases, sales and exposures
Return on Invested Capital
Average revenue per transaction in a time period (i.e. quarter, year).
= Total Revenues (Sales) / Total Transactions
Average sales per store per week in a time period.
= Total Revenues (Sales) / Sales Weeks
Average transactions per store per week in a time period.
= Total Transactions/ Sales Weeks
Restaurant (unit) opened 12 full months of prior year or more. The restaurants should still operate without any significant break (mor
SSS = (Total Revenues per Comparable Store for current FY / Total Revenues per Comparable Store for previous FY) * 100
Percentage of year-over-year change in Comparable Store sales (for stores open 12 full months of prior year or more).
= ((Total Revenues per Comparable Store for current FY / Total Revenues per Comparable Store for previous FY) - 1) * 100
SSA = (Average Ticket per Comparable Store for current FY / Average Ticket per Comparable Store for previous FY) * 100
Percentage of year-over-year change in Comparable Store average ticket (for stores open 12 full months of prior year or more).
= ((Average Ticket per Comparable Store for current FY / Average Ticket per Comparable Store for previous FY) - 1) * 100
SST = (Total Transactions per Comparable Store for current FY / Total Transactions per Comparable Store for previous FY) * 100
Percentage of year-over-year change in Comparable Store number of transactions (for stores open 12 full months of prior year or mo
= ((Total Transactions per Comparable Store for current FY / Total Transactions per Comparable Store for previous FY) - 1) * 100

Financial plan prepared for all important areas. It includes sales plan & development plan, projections of P&L, Balance and Cash Flow
addtionaly detailed brand plans and budgets for different purposes - G&A and other projects.
It's main tool to plan financial benchamarks for future.
AOP update (ACT and re-forecast)
A measure of the number of weeks a store is open and generating sales during a specific time period. (If an existing store is temporar
sales and will not have sales weeks during that timeframe.) For Store Development, this metric specifically refers to the number of we
generating sales for the remainder of the fiscal year in which it opens.
The systematic allocation of a capital asset’s cost over its estimated useful life.
Reflect usage of assets.

A cost whose benefit is fully realized in the current period.

Opposite to Capital Expenditure.

Expenses allocated to restaurant by mall centres as respective share in total utilities costs of mall center. There are part of Semivariab
telephone lines, water, and so on.

Ratio is used to describe the growth over a period of time of some element of the business, usually revenue, although other measure
number of units delivered, registered users, etc.).
= (Start Value / Finish Value) ^ (1/number of periods) -1

Total costs for the build out of a store (interior & exterior), excluding Casework, Equipment, Furnishings, Signage, and Design and Con

Any cost we have to pay before the store opens. Examples include: Occupancy (pre-rent , utilities), Training Labor, Training Payroll Ta
Costs, Local Marketing Fees, Business Licenses, Operating Permits, and Opening Night Expenses, Opening party costs.
Pre-Rent Occupancy - any rent from the turnover date to open date.
= Pre-Opening Rent Expenses + Pre-Opening Labor Expenses + Other Pre-Opening Expenses

A licensing fee based on a pre-determined percentage of Total Sales (Revenue) that is paid to owner of the brand
= Total Revenues (Sales) * Royalty %
Total store count at the end of a time period.
= Total # of existing stores (e.g. last year’s ending store count + new stores opened during past year – stores closed during past year)

The per store license fee payable to Brand Owner once the store opens.

Ratio used in P&L to describe profitability of restaurant (s).

= Net Sales - All costs (direct: COS, COL, Semis or Indirect: Marketing, Depreciation, Rent, Other Occupancy, Royalty , G&A allocation a

Ratio used in P&L to describe profitability of restaurant (s).

= Restaurant Profit + Depreciation + Impairment

Ratio used in P&L to describe profitability of restaurant (s).

= Net Sales - COS (COGS)- COL - Semis

Costs that reflect updated value of assets that cannot be depreciated within lease period specifc for restaurant.
= Discounted Cash Flows - Present Net Value of Leasehold Improvement
It's a technique revaluation of fixed assets required to accurately describe the true value of the capital goods a business owns.

The term write-off is used to refer to an investment (such as a purchase of salable goods) for which a return on the investment is now
potential return is thus canceled and removed from ("written off") the business's balance sheet. Common write-offs in retail include s
Used for assets (as equipment) that cannot be used in future and so value is one time expenses, presented in P&L as cost.
Pace - setter.
Report which presents pack of benchmarks for group of similar restaurants (in case of sales value, costs structure, assets type and loc
result for better half of population excluding the best unit in category.
Used in comparisons (Capex) and for evaluating results of unit.

This acronym stands for pack of reports showing perfomance of unit or groups of units for specific period. Usually the perfomance is
the most common are: sales, transactions, AGC, COS, COL
The term used for recognized monthly pack of financial reports prepared for internal usage. It's directed to Executives and aside diffe
included in holding, it contains information about company perfomance in crucial areas: Operation, Development, Administration exp
Marketing, Supply Chain. Booklet is focused on delivering key numbers to evaluate financial results for prior periods and take instrum
Meeting.

Process of planning human resources neccessary to realize company strategy. It's focused on recognizing needs in area of hiring and p
per year and leads by HR department.

Ratio used in Operation to evaluate efficiency of Crew work.

= total numbers of worked hours including training hours / number of total transactions
It's used especially in Quick Service Restaurants. It's focused on increasing speed of transactions.

Ratio used in Operation to evaluate efficiency of Crew work.

= sales / total working hours including training hours
Primary used in Casual Dinning Restaurants. It's concentrated on value of transactions.

All the promotions carried out by single restaurants which are not related to the promotions of the whole brand in media.

A set of regulations specifying possible expenses related to a given level or position within the company structure

General and administrative expenses - represent expenses to manage the business (officer salaries, legal and professional fees, utilitie
office building and equipment, stationery, supplies)

Minimum Sales value or number of transactions where profit of unit equals to 0.

or
Minimum sales value or number of transactions (at certain level of AGC) required to cover fixed costs and variable costs.

Expenses that provide future benefits (usufull life longer than 1 year) and are treated as capital assets (depreciated), not expenses (c

Definition
Average revenue per transaction in a time period (i.e. quarter, year).

= Total Revenues (Sales) / Total Transactions

Average sales per store per week in a time period.

= Total Revenues (Sales) / Sales Weeks

Average transactions per store per week in a time period.

= Total Transactions/ Sales Weeks

Average revenue (sales) per month.
Minimum Sales value or number of transactions where profit of unit equals to 0.
or
Minimum sales value or number of transactions (at certain level of AGC) required to cover fixed costs and variable costs.
Estimated sales transfer from one or more existing store to the new site.
Expenses that provide future benefits (usufull life longer than 1 year) and are treated as capital assets (depreciated), not expenses (c

Restaurant (unit) opened 12 full months of prior year or more. The restaurants should still operate without any significant break (mor
Restaurant (unit) opened 12 full months of prior year or more. The restaurants should still operate without any significant break (mor

SSS = (Total Revenues per Comparable Store for current FY / Total Revenues per Comparable Store for previous FY) * 100

Percentage of year-over-year change in Comparable Store sales (for stores open 12 full months of prior year or more).

= ((Total Revenues per Comparable Store for current FY / Total Revenues per Comparable Store for previous FY) - 1) * 100
SSA = (Average Ticket per Comparable Store for current FY / Average Ticket per Comparable Store for previous FY) * 100

Percentage of year-over-year change in Comparable Store average ticket (for stores open 12 full months of prior year or more).

= ((Average Ticket per Comparable Store for current FY / Average Ticket per Comparable Store for previous FY) - 1) * 100
SST = (Total Transactions per Comparable Store for current FY / Total Transactions per Comparable Store for previous FY) * 100

Percentage of year-over-year change in Comparable Store number of transactions (for stores open 12 full months of prior year or mo

= ((Total Transactions per Comparable Store for current FY / Total Transactions per Comparable Store for previous FY) - 1) * 100
The value of of all inventory items used in beverages, food, and other retail products within a specified period of time.
-- OR --
Beginning inventory + purchased inventory - ending inventory = COGS used during the specified period of time.

Expenses allocated to restaurant by mall centres as respective share in total utilities costs of mall center. There are part of Semivariab
telephone lines, water, and so on.

The discount rate (stated as a percent) that makes the Net Present Value of a project equal to zero. If IRR>Discount Rate (Hurdle rate
or choose the project with the highest IRR.

Standard method for the financial appraisal of long-term projects. Used for capital budgeting, and widely throughout economics, it m
cash flows, in present value (PV) terms, once financing charges are met. By definition

= Present value (discounted value) of net cash flows in futures decreased by initial investment and potencial reinvestment within per

It is the ratio of money gained or lost on an investment relative to the amount of money invested. The amount of money gained or lo
profit/loss, gain/loss, or net income/loss. The money invested may be referred to as the asset, capital, principal, or the cost basis of th

= Earns / investment

ROI is the return on a past or current investment, or the estimated return on a future investment. ROI is usually given as a percent rat

Ratio is used in finance as a measure of the returns that a company is realising from its capital employed. The ratio can also be seen a
which capital is being utilised to generate revenue. It is commonly used as a measure for comparing the performance between busine
business generates enough returns to pay for its cost of capital.

There are many definitions how to calculate ROCE, we use following

= net Income / (Total Assets -Total current Liabilities)

ROCE compares earnings with capital invested in the company. It is similar to Return on Assets (ROA), but takes into account sources
Percentage shows how profitable a company's assets are in generating revenue.

= net Income / Total Assets

This ratio say how many dollars of earnings they derive from each dollar of assets they control. It's a useful number for comparing com
industry. The number will vary widely across different industries. Return on assets gives an indication of the capital intensity of the co
industry; companies that require large initial investments will generally have lower return on assets.
This ration easures the rate of return on the ownership interest (shareholders' equity) of the common stock owners. ROE is viewed as
financial ratios. It measures a firm's efficiency at generating profits from every dollar of net assets (assets minus liabilities), and shows
investment dollars to generate earnings growth. ROE is equal to a fiscal year's net income (after preferred stock dividends but before
by total equity (excluding preferred shares), expressed as a percentage.

= Net Income / Average stockholder's equity

ROE is best used to compare companies in the same industry.

The total dollar market value of all of a company's outstanding shares. Market capitalization is calculated by multiplying a company's
market price of one share. The investment community uses this figure to determining a company's size, as opposed to sales or total a

= # Shares * Price for share

A measure of a company's value, often used as an alternative to straightforward market capitalization. EV is calculated as market cap
preferred shares, minus total cash and cash equivalents.

= Market Cap + debt - minority interest and value preferred shares - Total cash

EV provides a much more accurate takeover valuation because it includes debt in its value calculation.
A ratio used to determine the value of a company. The enterprise multiple looks at a firm as a potential acquirer would, because it ta
which other multiples like the P/E ratio do not include.

= Enterprise value / EBITDA

It's used to find attractive takeover candidates. Enterprise value is a better metric than market cap for takeovers. It takes into account
have to assume. Therefore, a company with a low enterprise multiple can be viewed as a good takeover candidate.
Financial metric which represents the amount of day-by-day operating liquidity available to a business. Along with fixed assets such a
capital is considered a part of operating capital. It is calculated as current assets minus current liabilities. A company can be endowed
short of liquidity, if these assets cannot readily be converted into cash.
Capital Employed has many definitions. In general it is the capital investment necessary for a business to function. It is commonly rep
current liabilities or fixed assets plus working capital.
Year in which the cumulative Cash Profit Contribution equals or exceeds the Initial Investment.
Or
Period within which invested money can be regained. The sooner the better.The rate is presented in years and months (1 month=1/1
Total costs for the build out of a store (interior & exterior), excluding Casework, Equipment, Furnishings, Signage, and Design and Con
A store opened in the previous fiscal year that does not yet have 12 full months of sales.
OR
Stores that are not new and do not have more than 12 full months of sales. (e.g. one reason a Comp Store may fall out of the Comp S
Non-Comp Store for a month is if it was closed for remodeling in the current period or in the same period in the prior year.)
Any cost or charge incurred relating to occupying a building or site such as rent, common area maintenance, sundry expenses, and re

= Total Rent Expenses + Semivariables costs + Leasing costs + Bank Charges + Startup Expenses + Other Occupancy costs = Total Occu
Internal costs for Store Development functions that directly relate to opening or renovating stores and can be capitalized to the cost o

Any cost we have to pay before the store opens. Examples include: Occupancy (pre-rent , utilities), Training Labor, Training Payroll Ta
Costs, Local Marketing Fees, Business Licenses, Operating Permits, and Opening Night Expenses, Opening party costs.

Pre-Rent Occupancy - any rent from the turnover date to open date.

= Pre-Opening Rent Expenses + Pre-Opening Labor Expenses + Other Pre-Opening Expenses

A licensing fee based on a pre-determined percentage of Total Sales (Revenue) that is paid to owner of the brand
= Total Revenues (Sales) * Royalty %
A measure of the number of weeks a store is open and generating sales during a specific time period. (If an existing store is temporar
sales and will not have sales weeks during that timeframe.) For Store Development, this metric specifically refers to the number of we
generating sales for the remainder of the fiscal year in which it opens.
Total store count at the end of a time period.

= Total # of existing stores (e.g. last year’s ending store count + new stores opened during past year – stores closed during past year)
= Food Sales + Beverage Sales + Other Sales - Discounts
Total number of transactions in a specific time period. (Excludes transactions that are cancelled, voided, contain only markouts, or fre
The per store license fee payable to Brand Owner once the store opens.
Metric can be defined as the amount of contribution to the business enterprise, after paying for direct fixed and variable unit costs, re
commitments) and provide a buffer for unknown items. It expresses the relationship between gross profit and sales revenue.

= Sales - COS (COGS) - Marketing costs - Depreciation - COL (Payroll) -

Franchisee Fees - Occupancy Costs

It measures profitability of core activities of buisnes not disturbed by Administration expenses, unsual revenues / costs from selling a
Impairment losess and so on
A measure of a firm's profitability that excludes interest and income tax expenses.

= Gross Profit - G&A costs - Depreciation of G&A + Other Income - Loss / Gain on fixed Assets - Impairment losses - IPO costs - Stock O

= Gross Profit - Corporate Expenses (overheads and Other indirect costs)

Common used metric to evaluate a company's profitability.

= EBIT + Direct Depreciation + indirect Depreciation + Impairment + IPO costs

It's very popular measure, very often presents as % of sales (revenues)

EBITDA is measured before interest (which vary with the amount of debt financing), it approximates the company's earnings potentia
corrects for the differences between company's valuations due to their capital structure.
A measure of company's profitability that excluded tax expenses.

= EBIT - Financial costs / Incomes

It's includes all costs or profits from financial activity.

It is equal to the gross profit minus overheads minus interest payable plus one off items for a given time period.

A common synonym for "net profit" when discussing financial reports

is the bottom line.

The net margin percentage is a related ratio. This figure is calculated by dividing net profit by turnover, and it represents profitability,
Ratio used in P&L to describe profitability of restaurant (s).

= Net Sales - All costs (direct: COS, COL, Semis or Indirect: Marketing, Depreciation, Rent, Other Occupancy, Royalty , G&A allocation a
Ratio used in P&L to describe profitability of restaurant (s).

= Restaurant Profit + Depreciation + Impairment

Ratio used in P&L to describe profitability of restaurant (s).

= net Sales - COS (COGS)- COL - Semis

Costs that reflect updated value of assets that cannot be depreciated within lease period specifc for restaurant.
= discounted cash flows - Present net value of Leasehold Improvement

It's a technique revaluation of fixed assets required to accurately describe the true value of the capital goods a business owns.

The term write-off is used to refer to an investment (such as a purchase of salable goods) for which a return on the investment is now
potential return is thus canceled and removed from ("written off") the business's balance sheet. Common write-offs in retail include s

Used for assets (as equipment) that cannot be used in future and so value is one time expenses, presented in P&L as cost.

Financial statement for companies that indicates how Revenue (money received from the sale of products and services before expen
the "top line") is transformed into net income (the result after all revenues and expenses have been accounted for, also known as the
the income statement is to show managers and investors whether the company made or lost money during the period being reporte

Pace - setter.
Report which presents pack of benchmarks for group of similar restaurants (in case of sales value, costs structure, assets type and loc
result for better half of population excluding the best unit in category.

Used in comparisons (Capex) and for evaluating results of unit.

This acronym stands for pack of reports showing perfomance of unit or groups of units for specific period. Usually the perfomance is
the most common are: sales, transactions, AGC, COS, COL, Semivariables

Report prepared by P&A department.

The term used for recognized monthly pack of financial reports prepared for internal usage. It's directed to Executives and aside diffe
included in holding, it contains information about company perfomance in crucial areas: Operation, Development, Administration exp
Marketing, Supply Chain. Booklet is focused on delivering key numbers to evaluate financial results for prior periods and take instrum
Meeting.

Report prepared by P&A department.

Process of planning human resources neccessary to realize company strategy. It's focused on recognizing needs in area of hiring and p
per year and leads by HR department.
Quaterly review of crucial financial results and forecast for remaining part of year. Important part of process is recognizing strenghts,
company and delivering suggestion of actions for incoming period.
Financial plan prepared for all important areas. It includes sales plan & development plan, projections of P&L, Balance and Cash Flow
addtionaly detailed brand plans and budgets for different purposes - G&A and other projects.
It's main tool to plan financial benchamarks for future.
Costs of salaries & wages, bonus and benefits, includes social taxes and all labour related expenses.
Ratio used in Operation to evaluate efficiency of Crew work.

= Total numbers of worked hours including training hours / number of Total Transactions

It's used especially in Quick Service Restaurants. It's focused on increasing speed of transactions.
Ratio used in Operation to evaluate efficiency of Crew work.

= Sales / Total working hours including training hours

Primary used in Casual Dinning Restaurants. It's concentrated on value of transactions.

Position in P&L statement that reflects profit from companies where we have minor share. It can be positive if associated company re
this firm generate loss.
Term used in organisational business and marketing communications. All the marketing expenses connected with advertising in medi
and outside advertisement (e.g. billboards).

This type of communication is conventional in nature and is considered impersonal to customers.

Term used in organisational business and marketing communications. All the marketing expenses connected with advertising, targeti
advertising in mass media. BLT advertising media are called POS (point of sale) and these are leaflets, advertising materials in restaura
with logo, stickers, mock-ups, brochures, stands, lightboxes = neon signs, wobblers = mobile adverts fitted to shelves), e-mailing camp

Below the line advertising typically focuses on direct means of communication, most commonly direct mail and e-mail, often using hig
maximize response rates.
All the promotions carried out by single restaurants which are not related to the promotions of the whole brand in media.
A set of regulations specifying possible expenses related to a given level or position within the company structure
A solemn opening of a restaurant and promotion at the same time, usually an event for invited persons.
A fund for promotion in shopping malls.
General and administrative expenses - represent expenses to manage the business (officer salaries, legal and professional fees, utilitie
office building and equipment, stationery, supplies)