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Blue Bell skort sy bedrywighede by die tweede Listeria-besmette fabriek op

Blue Bell skort sy bedrywighede by die tweede Listeria-besmette fabriek op


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Listeria is die afgelope paar weke by twee van Blue Bell se fabrieke geïdentifiseer.

Blue Bell Ice Cream het besluit om sy bedrywighede in sy fabriek in Broken Arrow, Oklahoma, op te skort, waar amptenare die produksie van roomys wat besmet is deur listeria, 'n dodelike voedselverwyderde patogeen, opgespoor het.

Volgens The Associated Press, “word die roomysproduk wat nou herroep word-koppies sjokolade, aarbei en vanielje-nie in kleinhandelwinkels verkoop nie en word dit in grootmaat gestuur na 'institusionele rekeninge', soos hospitale in 23 state wat minder as 5 bevat persent van die onderneming se verkope. ”

In Maart kondig Blue Bell die herroeping aan van 10 produkte wat positief getoets is vir listeria, teruggevoer na 'n masjien in die fabriek in Brenham, Texas, wat daarna gesluit is.

Die uitbraak was verantwoordelik vir die dood van drie mense wat listeria opgedoen het tydens hospitalisasie. Amptenare ondersoek tans of die pasiënte die siekte opgedoen het met listeria-besmette roomysprodukte wat direk deur die hospitaal versprei is.

'Ons neem hierdie stap uit 'n oorvloed van versigtigheid om te verseker dat ons alles in ons vermoë doen om veilige produkte aan ons verbruikers te bied en om die vertroue wat ons vir meer as 'n eeu met hulle en hul gesinne opgebou het, te behou,' het die maatskappy gesê. in 'n verklaring.

'Nadat ons ondersoek voltooi is en ons alle nodige verbeterings aangebring het, sal dit weer in werking tree,' lui die verklaring van die maatskappy. "Ons ander aanlegte werk steeds en lewer ons produkte aan kleinhandelwinkels en institusionele kliënte."


Welkom by die Texas Alcoholic Beverage Commission

AUSTIN - Terwyl studente regoor die staat voorberei om die somer te vier, versnel agente van die Texas Alcoholic Beverage Commission die pogings om die verkoop van alkohol aan minderjariges te voorkom. Die agentskap, wat alle aspekte van die alkoholhandel in Texas reguleer, gebruik minderjarige nakomingsbedrywighede (UCO's) om kleinhandelaars te identifiseer wat die ouderdomsperk van die staat op alkoholverkope oortree. Dit is 'n misdaad in Texas om alkohol te verkoop aan enige persoon jonger as 21. Tydens 'n UCO probeer 'n minderjarige wat by TABC werk, alkohol by 'n kleinhandelaar koop terwyl hy onder toesig van TABC -agente was. Ondernemings wat bevind dat die wet oortree, kan administratiewe stappe ondergaan, soos 'n boete of tydelike opskorting van hul lisensie om alkohol te verkoop, terwyl die werknemer wat die verkoop gedoen het, 'n strafregtelike klag in die gesig staar. UCO's was al jare 'n belangrike deel van TABC se gereedskapskas, maar die tempo van bedrywighede het gedurende 2020 afgeneem namate die agentskap COVID-19-veiligheidsprotokolle nagekom het. "Alhoewel ons baie gelukkig is dat die oorgrote meerderheid alkoholhandelaars die regte ding doen, speel hierdie minderjarige nakomingsbedrywighede 'n kritieke rol as dit gaan om die behoud van alkohol uit die hande van minderjariges," sê Bentley Nettles, uitvoerende direkteur van TABC. "Noudat Texas se kroeë en restaurante vol is, is TABC daartoe verbind om te verseker dat kleinhandelaars die verkoop van alkohol wat die openbare veiligheid in gevaar stel, kan weier." TABC -agente volg streng gesondheids- en veiligheidsprotokolle om alle UCO -deelnemers te beskerm. Deelnemers ondergaan 'n vinnige toets vir COVID-19 en word gekeur vir kontak met die virus voor elke aand se operasie. Vir meer inligting oor TABC en nakoming van minderjarige bedrywighede, besoek tabc.texas.gov/public-safety/enforcement-initiatives-operations/. Media -kontak: Chris Porter, openbare inligtingsbeampte, [email protected]

TABC doen 'n beroep op ondernemings om nuwe lisensie -aansoeke teen 31 Julie te voltooi

AUSTIN-Die Texas Alcoholic Beverage Commission doen 'n beroep op lede van die alkoholiese drankbedryf om nou voor te berei vir 'n maand lange pouse om aansoeke om nuwe lisensies of permitte te aanvaar. Die pouse moet plaasvind voordat TABC nuwe tegnologie bekendstel wat 'n omwenteling in die bedryf van die onderneming met die agentskap sal maak, sodat hulle maklik en altyd TABC -take kan voltooi. Die pouse begin op 1 Aug. en bly tot 1 September. Die pouse sal die personeel van die agentskap in staat stel om data van die bedryfslede van die huidige stelsel na die nuwe alkoholbedryfbestuurstelsel (AIMS), wat op 1 September begin, na die TABC -webwerf te kyk. AIMS sal 'n nuwe manier van werk met TABC inlui wat makliker, doeltreffender en minder ontwrigtend vir besighede is. Texans sal 'n nuwe lisensie kan aanvra of hul huidige lisensie heeltemal aanlyn kan hernu, deur 'n ou stelsel te vervang wat van aansoekers vereis het om papierwerk direk by 'n TABC -kantoor in te dien. Besigheidseienaars kan ook makliker hul aansoekstatus dop, lisensievorms en vereiste tekens afdruk en aansoek doen vir ander TABC -programme en inisiatiewe. Die maandelikse lisensie-pouse sal 'n lid van die bedryf wat 'n oorspronklike permit wil aanvra, beïnvloed, het Bentley Nettles, uitvoerende direkteur van TABC, gesê. "Ons verstaan ​​beslis dat hierdie data-migrasie van data 'n uitdaging is vir lede van die alkoholiese drankbedryf in Texas, en daarom doen ons 'n beroep op alle sake-eienaars om nou voor te berei," het Nettles gesê. 'Ons doel is om die impak op die bedryf wat ons bedien, te verminder, terwyl ons die geleentheid bied om AIMS op 1 September aanlyn te bereik.' TABC doen 'n beroep op sake -eienaars wat van plan is om 'n oorspronklike lisensie -aansoek in te dien om hul papierwerk te voltooi, soos uiteengesit op die TABC 2021 -webwerwe en TABC -reëls, en om betaling voor 31 Julie in te dien. Gereelde lisensiedienste sal op 1 September hervat word met behulp van die nuwe AIMS -tegnologie. Die agentskap sal voortgaan om aansoeke om nuwe lisensies en permitte wat teen 31 Julie voltooi is, te verwerk, en aansoeke vir hernuwing word nie geraak nie. 1 September is die datum van inwerkingtreding van verskeie nuwe staatswette wat verband hou met die alkoholiese drankbedryf, insluitend die samesmelting van veelvuldige lisensie- en permittipes, asook veranderinge in reëls vir moutdrankies en lisensiegeld. Besoek die webblad TABC 2021 Changes vir meer inligting. Media -kontak: Chris Porter, openbare inligtingsbeampte, [email protected]

BEDRYFSKENNISGEWING: stappe om wetsontwerp op huishoudelike drank 1024 wettiglik aan te bied

Gouvernement Greg Abbott het huiswetsontwerp 1024 (alkohol-tot-gaan) by die wet onderteken en dit is nou van krag om die COVID-19-protokolle vir die verkoop van alkohol te vervang. Hierdie wet laat geskikte houers van gemengde drankpermitte (MB) en private klubs (N/NB/NE) toe om bier, wyn en skemerkelkies aan verbruikers te verkoop vir afhaal of aflewering indien dit met 'n voedselbestelling verkoop word. Om seker te maak dat u gereed is om alkohol te verkoop om onder die nuwe wet te gaan, moet u hierdie drie items hersien: Lees die alkohol-tot-gaan-riglyne vir permithouers vir gemengde drank (MB) en Private Club (N/NE/NB). Maak seker dat u 'n huidige Voedsel- en Dranksertifikaat (FB) het wat deur TABC uitgereik is. Indien u nie die FB -sertifikaat het nie, dien 'n aansoek so gou as moontlik in. Kragtens die wet mag u nie alkohol begin of voortgaan om dit te vermy nie. TABC sal alles in sy vermoë doen om FB -sertifikate betyds te verwerk en uit te reik aan gekwalifiseerde aansoekers. Om die sukkelende restaurantbedryf te help, sal TABC tydelik diskresie gebruik om die FB -sertifikaatvereiste af te dwing vir besighede wat te goeder trou probeer om hul aansoeke en betalings vir FB -sertifikate betyds in te dien, maar nog nie die sertifikaat deur TABC ontvang het nie. As 'n aansoeker egter kennis kry dat TABC hul versoek om 'n FB-sertifikaat geweier het, mag die aansoeker nie meer alkohol-om-te-gaan-aktiwiteite uitvoer nie. Om u FB-sertifikaataansoek in te dien, stuur 'n ingevulde L-AFB-vorm en 'n betaling van $ 776 (aansoekfooi) na een van hierdie adresse: stuur 'n volledige L-AFB-vorm (nie e-pos nie): TABC Licensing Division 5806 Mesa Drive Austin TX 78731 TABC Licensing Division P.O. BOX 13127 Austin, TX 78731-312 Let wel: As u voorheen 'n aansoek ingedien het met behulp van die L-LRC-vorm en die instruksies, sal TABC die aansoek steeds aanvaar en hoef u nie 'n nuwe aansoek in te dien nie. Nadat u u FB -sertifikaataansoek by TABC ingedien het, plaas 'n afskrif van u FB -sertifikaataansoek langs u permit op u plek. Dit sal TABC se oudit- en handhawingspersoneel help om diskresie te gebruik om die FB -sertifikaatvereiste af te dwing. Bestuurders van alkohol word aangemoedig om die Texas Responsible Alcohol Delivery (TRAD) sertifiseringskursus te volg. Hierdie kursus leer afleweringsbestuurders hoe om alkohol veilig aan verbruikers in Texas te lewer. Besighede wat 'n TABC -verbruikersleweringspermit het, kan teen aanspreeklikhede beskerm word as hul bestuurders TRAD -gesertifiseer is. Die kursus kan ook 'n paar beskerming bied aan individuele afleweringsbestuurders.

Alkohol-om-te-gaan is nou die permanente wet van die land in Texas

AUSTIN-Met Texas-wet kan kliënte en besighede nou veilig alkohol-en-gaan-opsies geniet. Tydelike ontheffings om besighede tydens die COVID-19-pandemie verligting te bied, is opgedateer en permanent gemaak, danksy die onlangse optrede deur die regerende regering van Texas, Greg Abbott en die Texas Legislature. Die verandering kom as deel van Huiswetsontwerp 1024, wat op 28 April deur die Wetgewer goedgekeur is en op 12 Mei deur Gov. Abbott onderteken is. Die wet, wat onmiddellik van krag geword het nadat dit deur die goewerneur onderteken is, gee gemengde drank Privaatklub permitte om alkohol - insluitend gemengde drank - te verkoop vir afhaal deur kliënte of aflewering, solank dit aan die wetlike vereistes voldoen. Sekere ander permitte, soos wyn- en bierhandelaars, het reeds die bevoegdheid gehad om alkohol te stuur. "Hierdie nuwe wet sal ondernemings help om hul deure oop te hou en te verseker dat Texans hul werk behou," sê Bentley Nettles, uitvoerende direkteur van TABC. “TABC is dankbaar vir goewerneur Abbott en lede van die Texas -wetgewer vir hul leiding oor hierdie kritiek belangrike maatreël. En baie dankie aan die pogings van alkoholhandelaars wat veilig en verantwoordelik alkohol verkoop het om verlede jaar se kwytskelding te ondergaan. ” Ingevolge die nuwe wet mag permitte vir Mixed Beverage en Private Club: Klante toelaat om alkohol (dit wil sê gemengde drankies, wyn en moutdrankies, wat beide bier en bier vanaf 1 September insluit) by kosbestellings te haal. Lewer alkohol met kosbestellings aan kliënte. Gebruik derde partye, insluitend agente van die kleinhandelaar of kontrakteurs wat 'n verbruikersleweringspermit (CD) het, om namens hulle aflewerings te doen. Alkoholiese drankies, soos wyn of moutdrankies, moet in hul oorspronklike houers of in 'n peuterbestande houer wees wat deur die kleinhandelaar verseël is en behoorlik geëtiketteer word wanneer dit vir afhaal of aflewering verkoop word. Gedistilleerde spiritualieë moet in 'n oorspronklike houer van 375 milliliter maksimum verkoop word. Gemengde drankies wat gedistilleerde drank bevat, moet in 'n peutervaste houer wees wat deur die kleinhandelaar verseël is met 'n etiket wat die handelsnaam van die kleinhandelaar bevat en die woorde "alkoholiese drank". Permithouers moet alle vereistes in die wet nakom, insluitend die besit van 'n Voedsel- en Dranksertifikaat (FB). Alkoholiese drank wat onder hierdie gesag opgetel of afgelewer word, mag nie in die passasiersgebied van 'n motor vervoer word nie. TABC bied ook die Texas Responsible Alcohol Delivery Training -kursus aan, spesifiek vir bestuurders wat alkoholiese drank direk aan verbruikers gaan aflewer. Vir meer inligting, insluitend riglyne oor die aflewering van alkohol, besoek tabc.texas.gov. Kyk na TABC -alkoholaflewerings- en afhaalwebwerf. Media -kontak: Chris Porter, openbare inligtingsbeampte, [email protected]

INDUSTRIE KENNISGEWING: Huisrekening 1024 Ophaal en aflewering van alkoholiese drank vir verbruik buite die perseel

Geskikte houers van gemengde drankpermitte (MB) en privaat klubs is nou gemagtig om bier, wyn en skemerkelkies te verkoop met kosbestellings wat gekoop word vir afhaal of aflewering onder die volgende voorwaardes: Kleinhandelaar in aanmerking kom om verbruikers se afhaal of aflewering aan verbruikers aan te bied: Hou 'n gemengde Drankpermit (MB) en 'n Voedsel- en Dranksertifikaat (FB) vir die toegelate perseel of Hou 'n Privaat Klub Registrasiepermit (N) en 'n Voedsel- en Dranksertifikaat (FB) vir die toegelate perseel. Algemene gesag - Kwalifiserende houers van gemengde drank (MB) en Private Club (N) mag: Kliënte toelaat om alkohol met voedselbestellings af te haal, alkohol met voedselbestellings aan kliënte af te lewer, derde partye te gebruik wat as agent van die MB of N optree lewer aflewerings. Gebruik onafhanklike kontrakteurs wat 'n verbruikersleweringspermit (CD) het om namens hulle aflewerings te doen. Beperkings op wat afgehaal of afgelewer kan word - Kwalifiserende MB- en N -permitte kan dit moontlik maak om 'n aantal moutdrankies (gedefinieer as bier en bier voor 1 September 2021), wyne en/of gedistilleerde gedistilleerde drank SLEGS WANNEER: Die alkohol word vergesel van 'n voedselbestelling wat op die perseel van die onderneming voorberei is. Let wel: daar is geen vereiste voedsel-tot-alkohol-verhouding nie. Moutdrankies en wyn word in die oorspronklike houer verseël deur die vervaardiger. Moutdrankies en wyn is in 'n sabotagebestendigde houer wat deur die permithouer verseël is (byvoorbeeld: growers of ale) en duidelik gemerk is met die handelsnaam van die permithouer en die woorde "alkoholiese drank. & Quot Gedistilleerde spiritualieë is in 'n oorspronklike enkel- opdienhouer wat deur die vervaardiger verseël is en nie groter as 375 milliliter (byvoorbeeld: skemerkelkie) of gedistilleerde gedistilleerde drank word met ander drankies of garnering gemeng en geberg in 'n peutervaste houer (byvoorbeeld: gemengde margarita in die huis) wat duidelik gemerk is met die permit die besigheidsnaam van die houer en die woorde "alkoholiese drank. Die term bevat 'n beker of 'n soortgelyke houer wat in 'n sak geplaas is wat met 'n ritssluiting of 'n kram verseël is, of met 'n krimpfolie of 'n soortgelyke seël verseël is. Beperkings vir waar alkohol afgelewer mag word: Aflewering mag slegs op 'n plek afgelewer word: waar die verkoop van die tipe alkohol wettig is en binne die provinsie waar die onderneming geleë is, of tot 3 km buite die stadsgrense waarin die onderneming geleë is geleë is as die stad 'n grens oorskry. Let wel: toestemmings mag NIE alkohol aflewer na 'n ander gelisensieerde of toegelate plek nie. Vereistes vir die voltooiing van die afhaal of aflewering van die kliënt aan die kliënt: Ontvangers moet nie dronk wees nie. (kan elektronies onderteken word) met die ontvangs/aflewering erken, OF die persoon wat die toegelate onderneming verteenwoordig (restaurantwerknemer of derde party) moet die voltooiing van die bakkie of aflewering deur 'n sagtewareapplikasie erken. Permithouers moet die getekende kwitansies of die sagtewaretoepassingsdata vir 'n tydperk van een jaar na die transaksie bewaar en moet die kwitansies/data op versoek vir ouditdoeleindes aan TABC beskikbaar stel. Beperkings op die vervoer van alkohol Alkoholiese drank wat deur die permithouer verseël is en wat onder hierdie gesag opgetel of afgelewer word, mag nie in die passasiersgebied van 'n motor vervoer word nie. Daarom moet alkoholiese drank wat deur die vergunninghouer verseël word, in die bagasiebak van 'n voertuig geplaas word, agter die laaste regop sitplek van die voertuig, as die voertuig nie 'n kattebak of 'n handskoenkompartement of 'n soortgelyke opberghouer het nie (Sien Texas Strafwet, afdeling 49.031 (a) (2)). Hersien om te weerspieël dat HB 1024 nou van krag is (12 Mei 2021).


CBSViacom onthul sy handelsmerk -streaming -platform

Is 'n reeks wat gebaseer is op die vervaardiging van "The Godfather", saam met die herlewings van "Frasier" en "Inside Amy Schumer", genoeg om die belangstelling in 'n sewejarige stroomdiens weer op te wek?

Bestuurders van ViacomCBS hoop so.

Woensdag het die onderneming 'n drie uur lange aanbieding gehou met 'n voorskou van sy nuut genoemde streamingplatform, Paramount+, wat CBS All Access op 4 Maart vervang.

'Dit is 'n groot dag, 'n nuwe dag, 'n nuwe begin', het Shari Redstone, voorsitter van ViacomCBS, gesê van die Paramount lot in Los Angeles tydens die virtuele geleentheid.

Die stroomdiens het 'n voordeel omdat dit reeds 'n paar miljoen intekenare het. Maar Paramount+ tref 'n volwasse mark met groot mededingers: Netflix, Disney+, Amazon Prime Video, Hulu, HBO Max, Peacock, Discovery+ en Apple TV+.

Die maatskappy het 'n hele paar aankondigings gemaak met belowende nuwe inhoud, waaronder 'n weeklikse vertoning van Trevor Noah, die gasheer van 'The Daily Show' op ViacomCBS se Comedy Central -netwerk, 'n 'Ray Donovan' -film en nuwe aflewerings van' A Quiet Place 'en' Mission : Onmoontlik, ”filmvervolgverhale wat 45 dae na hul teatervrystellings op die diens begin stroom.

Kelsey Grammer sal dr Frasier Crane terugbring vir die herlewing van 'Frasier', en die maatskappy het gesê dat die sketsreeks 'Inside Amy Schumer', sedert 2016, uit die lug sal wees, vyf aanbiedinge. Daar sal ook 'n film "Beavis and Butt-Head" en 'n herlewing van die animasiereeks "Rugrats" plaasvind.

"Ons weet hoe om treffers te maak," het Bob Bakish, die uitvoerende hoof van ViacomCBS, gesê. 'Elke stroomdiens het 'n monster -treffer van een van ons ateljees gehad.'

Die strategie om sy programme en films te lisensieer, is egter een van die redes waarom ViacomCBS baie uit die biblioteek ontbreek. Dit het die grootste deel van twee jaar die rol gespeel van 'n sogenaamde wapenhandelaar en materiaal aan ander dienste verkoop.

Die onderneming verkoop die agterbiblioteek van "South Park" aan HBO Max vir 'n gerapporteerde $ 500 miljoen. Gewilde reekse soos "Jack Ryan", vervaardig deur Paramount, het Amazon besoek. Paramount het verlede jaar ook die langverwagte opvolger van "Coming 2 America" ​​aan Amazon verkoop vir $ 125 miljoen. Die film, met Eddie Murphy in die hoofrol, sal aanlyn verskyn die dag nadat Paramount+ volgende week sy debuut maak.

Bestuurders van ViacomCBS het een ding opgemerk wat sy platform van Disney+ en Netflix onderskei: die klem op lewendige sport en nuus. Die wedstryde van die National Football League sal op Paramount+verskyn, net soos sommige van sy nuusprogramme, waaronder '60 Minutes+', 'n samevatting van die langdurige televisiekoerant met jonger korrespondente wat onlangs verskyn het op '60 in 6', 'n kortstondige reeks van die kortstondige streaming-app Quibi.

'N Weergawe van Paramount+ sonder advertensies kos $ 10 per maand, dieselfde prys vir 'n soortgelyke CBS All Access -plan. Die pakket met advertensies is $ 5 per maand, effens goedkoper as die huidige $ 6 -vlak vir CBS All Access.

Die maatskappy het homself geen guns bewys aan die begin van Woensdag se byeenkoms nie: 'n Stroomgeleentheid wat sy bekwaamheid in streaming aandui, is onverwags met 32 ​​minute vertraag. ('N Verteenwoordiger van die maatskappy het gesê dat die vertraging' te wyte was aan registrasies op die laaste oomblik '.) Beleggers staar na 'n blou skerm wat niks meer sê as' ViacomCBS Streaming Event, 16:15. ET, ”selfs toe die horlosie tik. Mededingende ondernemings - waaronder Disney, Apple en Discovery - het die afgelope twee jaar soortgelyke geleenthede met militêre presisie opgevoer.

ViacomCBS het gesê dat CBS All Access en Showtime se selfstandige stroomdiens gesamentlik 19,2 miljoen binnelandse intekenare het, wat 'n bietjie meer as 'n miljoen kliënte die afgelope drie maande bygevoeg het. Die dienste het bykans 30 miljoen intekenare wêreldwyd, 'n aantal wat bestuurders van die maatskappy Woensdag gesê het dat beleggers teen 2024 tussen 65 miljoen en 75 miljoen sal beloop.

Die maatskappy het nie in die openbaar gesê hoeveel intekenaars slegs vir CBS All Access is nie. Showtime se stromingsdiens bly apart van Paramount+.


Kalifornië

Die LAPD is 'n veranderde organisasie 'n jaar na die protesoptogte oor sosiale geregtigheid, maar skaars op die manier wat sy kritici wou hê. Sy begroting is verlede jaar met $ 150 miljoen besnoei, toe met 3% vanjaar. Tog het die protesoptredes groot veranderinge in die departement, sy daaglikse bedrywighede en die manier waarop stadsamptenare die rol in openbare veiligheid sien, tot gevolg gehad.

Ek is 'n entoesias. My suster is skepties. Ons het maande daaroor gedebatteer - en probeer om ons verhouding in die proses te behou.

'N Bekroonde koerant Santa Rosa het die beskuldigings teen Dominic Foppoli verwaarloos totdat sy voormalige werknemer 'n mededingende koerant geneem het.

Beeldmateriaal van sekuriteitskameras wat aan die plaaslike media deur die Young Israel van die Century City -sinagoge op Pico Boulevard bekend gemaak is, het 'n man omstreeks 01:00 'n betonblad na die gebou gewys.

Die LA -dodetal is 24 338.

'N Martínez het 'n hobbelrige oorgang van sportradio in Los Angeles na openbare radio gehad. Maar ná sukses by KPCC is hy aangewys as mede-gasheer van die NPR se "Morning Edition".

Rep. Jay Obernolte sê hy sal Dinsdag 'n wetsontwerp voorstel waarin die kongres gevra word om die federale erkenning uit te reik na die Kutzadika Paiute -mense van die Mono -meer.

Amptenare maak hierdie naweek 'n groot skare op die strande in Suid -Kalifornië.

Opgraderings van $ 1 miljard kan nodig wees vir die nege damme van San Diego, wat tussen 61 en 109 jaar oud is, sê amptenare.

Die Griffith Park -voorval het nog 'n bron van konflik geword oor die stad se hantering van sy ontspanningsgebiede tydens 'n groot dakloosheidskrisis.

Staatswette, politiek en beleid

Govin Newsom het 'n omvattende, onafhanklike ondersoek gelas na die saak van Kevin Cooper, wie se viervoudige moord skuldigbevinding drie dekades gelede al jare lank ondersoek word.

LA -vervoerleiers ontken die skade aan lugbesoedeling en verplasing, maar stop nie die uitbreiding van die snelweg 710 formeel nie

Kaliforniërs sou wettiglik kon wed op Lakers-, Dodgers- en Rams-speletjies by stamcasino's en perdewedrenne onder 'n inisiatief vir die stembrief in November 2022.

John Cox, wat die wedloop van die goewerneur in 2018 teen Newsom verloor het, skuld 'n mediabedryf $ 100,000, het 'n arbiter en 'n regter beslis.

Die Kaliforniese wetgewer weeg verskeie voorstelle om finansiële hulp te verleen aan inwoners wat weens die COVID-19-pandemie ekonomiese swaarkry gely het.

Vroue wat Danny Masterson van verkragting beskuldig het, het getuig dat amptenare van Scientology hulle probeer keer het om die beweerde aanvalle by die polisie aan te meld.

Wat as die battery op my elektriese motor in die middel van nêrens onder 'n Joshua -boom opraak?

'N Bekroonde koerant Santa Rosa het die beskuldigings teen Dominic Foppoli verwaarloos totdat sy voormalige werknemer 'n mededingende koerant geneem het.

Die Griffith Park -voorval het nog 'n bron van konflik geword oor die stad se hantering van sy ontspanningsgebiede tydens 'n groot dakloosheidskrisis.

U oggendnuus in minder as 5 minute oor slim sprekers van die Los Angeles Times

Die CDC is steeds 'sterk aangemoedig' om masker binne te gebruik vir almal wat nie ten volle ingeënt is nie.

In 'n groot deel van die staat is die vakansie die eerste in 'n lang tyd wat naby die normale toestand van die pre-pandemie lyk.

Swart inwoners is nou twee keer meer geneig as Latino's en drie keer meer waarskynlik as blanke en Asiatiese Amerikaanse inwoners om te sterf aan COVID-19.

Die 'Vax for the Win' -program in Kalifornië wil die belangstelling in entstowwe verhoog deur kontantbelonings aan te bied. As u 'n kans gekry het, kom u reeds in aanmerking.

Inwoners kom saam om Angel's Pantry en Community Cupboard te red

Kalifornië bied die grootste COVID-19-aansporing in die land aan: die kans vir 10 inwoners om $ 1,5 miljoen elk te wen.

Toenemende bewyse oor die doeltreffendheid van COVID-19-entstowwe en die lae gevalle van Kalifornië oortuig kenners dat dit veilig is om op te hou om maskers te dra.

Meer as vyf maande na die inentingsveldtog het 'n groot kloof tussen die 58-provinsies in Kalifornië die meeste en die minste ingeënt.

Op 15 Junie sal Disneyland en California Adventure vir die eerste keer buitelandse besoekers toelaat sedert die COVID-19-pandemie die temaparke gesluit het.


Kwarts

Ons glo dat ons verslagdoening u sal help om beter keuses te maak wat lei tot beter besighede, beter leierskap en 'n beter globale ekonomie. Ondersteun ons doelgerigte joernalistiek met 'n gratis proeftydperk van sewe dae.

Dit is wat u moet weet

Indië druk die VSA op entstowwe. In 'n vergadering met die Amerikaanse minister van buitelandse sake, Anthony Blinken, het S Jaishankar, die minister van buitelandse sake in Indië, die Amerikaanse voorraad van Covid-19-entstowwe opgeneem, asook die doel van Indië om die produksievermoë van entstowwe uit te brei.

Nepal is op die rand van 'n noodgeval in die gesondheid. Migrerende werkers wat uit Indië terugkeer, het 'n toename in Covid-19 veroorsaak, waarin 40% van die toetse positief was.

Die lae vrugbaarheidsyfer van China maak die weermag kommerwekkend. Die People's Liberation Army, wat elke jaar honderde duisende jongmense opstel, het 'n paar van sy opvoedings- en fisiese standaarde vir nuwe rekrute verlaag om sy geledere vol te hou.

Chinese tegniese reuse verloor waarde. Die gesamentlike markkapitalisasie van die 10 grootste tegnologie -ondernemings in China het sedert Februarie met $ 800 miljard, oftewel ongeveer 30%, gedaal.

Ho Chi Minh -stad stel maatskaplike distansieringsmaatreëls in. Winkels en restaurante sal tot verdere kennisgewing gesluit word, en alle byeenkomste van meer as 10 mense word verbied.

Opposisiepolitici is verenig om Netanyahu te verdryf. Die voorgestelde plaasvervanger: Naftali Bennett, 'n voormalige minister van onderwys en tegnologie-miljoenêr met verregse standpunte, wat daarop gemik is om dele van die Palestynse Wesbank te annekseer.

Duitsland het ingestem om verskoning te vra vir die dood van duisende in Namibië tussen 1904 en 1908. Duitsland bied $ 1,35 miljard aan om die land te help ontwikkel, maar Namibiese leiers het gesê die geld is onvoldoende.

Waarna om te kyk

Na 'n woeste tweede golf van Covid-19, sal Delhi stadig uit 'n sluiting van ses weke vanaf 31 Mei voortspruit. Dit is bedoel om daaglikse loonwerkers te help: arbeiders wat daagliks werk kry-en betaal word-en wie se lewensbestaan ​​verwoes is deur die pandemie. Maar Kejriwal het ander aangemoedig om tuis te bly en gewaarsku dat Delhi weer sal sluit as sake opduik.

'N Lydenstad: Deur April het Delhi 'n paar van die mees aangrypende nuus van die tweede golf van Indië verskaf: hospitale wat suurstof opraak, pasiënte wat dokters om behandeling vra, verassingsgronde so vol dat parke en parkeerareas hergebruik moes word om lyke te verbrand. Tussen 1 April en 30 Mei sterf minstens 13 000 mense in die stad, selfs al is die getal waarskynlik 'n onderskatting van die volle tol.

Oop maak: 'N Groot deel van die res van Indië is nog steeds opgesluit, so Indiane sal die voorlopige toevlug van Delhi na die oopte kyk om te sien hoe die stad vaar. Vanaf 7 Junie kan Delhiiete in die stad rondbeweeg vir nie-noodsaaklike aktiwiteite, maar die metro bly opgeskort. Die regering het nie aangedui wanneer restaurante en winkels wat nie noodsaaklik is nie, weer sal oopmaak. Delhi word dus 'n toets vir die ernstige dilemma van Indië: om die behoefte om lewens te red, te balanseer met die behoefte om 'n sukkelende ekonomie weer te begin. "Dit behoort nie die geval te wees nie," het Kejriwal gesê, "dat mense die koronavirus oorleef, maar sterf van honger."

Entstowwe benodig: Delhi het slegs ongeveer 5,3 miljoen entstofdosisse toegedien, so daar is 'n lang pad om al die ongeveer 31 miljoen mense wat in die groter metropolitaanse gebied woon, te bereik.

Inflasie in die VSA

Die gesprekpunt uit die jongste Amerikaanse regering se verslag oor verbruikersbesteding is die styging in die pryse wat Amerikaners betaal vir wat hulle koop. Pryse het in April 2021 met 3,6% gestyg, vergeleke met dieselfde tyd verlede jaar.

Maar hierdie toename is te wyte aan die ongewone situasie waarin die ekonomie herstel het van die skok van die pandemie, wat besighede gesluit het en toevoerlyne op willekeurige wyse ontwrig het. As mense goedere en dienste wil koop wat nog nie beskikbaar was nie, gaan hulle agterkom dat sommige van die besighede wat hulle gesluit het, ander pryse moet verhoog om te herstel, en dat die voorsieningskettings ontwrig is en dat dit weer opgerig moet word . Hierdie faktore sal hoër pryse dryf.

Hierdie soort inflasie verbaas die Federale Reserweraad nie: dit is die opsetlike gevolg van sy beleid. Sedert verlede somer het die Fed gesê dat dit soms sal streef na inflasie "matig bo 2%" om te verseker dat dit sy doelwit van gemiddeld 2% inflasie oor tyd bereik.

Maak VC meer inklusief

Daar is geen twyfel dat daar deesdae baie geld in waagkapitaal (VC) is nie - die uitgawes het tot $ 131 miljard gestyg in 2018. Maar skaars 1% van die VC -befondsing daardie jaar het na swart of bruin ondernemers gegaan.

Anthony Oni, besturende vennoot en uitvoerende hoof van Elevate Future Initiative by beleggingsfirma Energy Impact Partners, het 'n paar voorstelle vir hoe VC's geleenthede kan benader om swart stigters te finansier:

  • Bied ruimte vir idees en toegang tot tegnologie van wêreldgehalte
  • Bied toegang tot mentors en 'n ondersteunende gemeenskap
  • Luister na en ontdek die verhale van swart stigters, en toon sukses teen alle kanse

Verrassende ontdekkings

'N Werklike "Schitt's Creek." Die eienaar van Nipton, 'n dorp van 25 hektaar met 'n oppervlakte van 25 hektaar, 'n uur van Las Vegas, probeer dit al jare. Die prys? $ 2,75 miljoen.

'N Bitcoin -myn het in 'n plaas in Marijauana weggekruip. In Birmingham, die Verenigde Koninkryk, het die polisie op 'n dagga -plaas toegeslaan en 'n Bitcoin -myn gevind wat elektrisiteit uit die netwerk gesteel het.

Boris Johnson trou in die geheim. Die Britse premier en sy vennoot Carrie Symonds het die knoop vasgemaak voor 30 gaste in die Westminster -katedraal.

Kieme maak die beeldhouwerke van Michelangelo skoon. In die Medici -kapel in Florence gebruik wetenskaplikes en restaurante bakterieë om vlekke op marmerbeelde te eet.

Muise het oos -Australië oorval. In "die ergste muisplaag in die geheue", eet die knaagdiere deur graanstore, peusel aan mense terwyl hulle slaap en byt die tone van hoenders af.


Een jaar in COVID, sien First Watch meer belofte as ooit

Van 'n digitale oplewing tot skemerkelkies, die vinnigste groeiende handelsmerk van die land is gereed om sy reis weer te begin.

Op Paassondag verlede jaar was die waarheid dat niemand 'n duidelike beeld gehad het van die pad van COVID-19 nie. Die VSA het pas Italië oorskry vir die meeste sterftes met 20,000. Elke staat het vir die eerste keer in die geskiedenis onder 'n rampverklaring geval. En tog, net 'n paar weke tevore, het die destydse president Donald Trump gesê dat hy die land sou wou sien dat die land weer 'werk toe' sou wees. Die virus en die terugslae wat daarop gevolg het, het soos altyd baie ingewikkeld gebly.

By First Watch wou Chris Tomasso, uitvoerende hoof, nie die reaksionêre spel speel nie. Die vinnigste groeiende volservice-ketting van die land het sy hele voetspoor wat deur die onderneming bestuur word, tydelik toegesluit, insluitend aflewering en aflewering. 'Byna onmoontlike besluite,' het Tomasso gesê.

Teen die middel van Mei verlede jaar het First Watch begin om die eetkamers op twee markte te heropen (die meeste is vandag voluit). En dit het dit gedoen as 'n sterker handelsmerk met 'n skielik robuuste arm buite die perseel. Voor COVID moes die gaste die restaurant bel om weg te neem. Die besigheid buite die vier mure het met 600 persent gestyg.

Ongeveer 'n jaar verwyder van die Paasfeesbesluit, sê Tomasso dat hy gereeld besin het. Persoonlik, professioneel en deur die lens van waar die handelsmerk vandag is.

“You know, you’d like to grade yourself on each of them and then collectively and overall,” he says in an interview with FSR. “I think because we really focused on our employees and putting them first, I give us pretty high scores for the decisions that we made. Not only for the employees, but for the best interest of the business.”

Importantly, the story has changed at First Watch. It’s gone from a protect-and-reflect tale to something far more comfortable for the brand. Despite First Watch’s strategic pause, it still managed to open about 20 restaurants last year.

THE COVID-19 JOURNEY FOR FIRST WATCH

From the end of 2018 to the end of 2019, the chain reported net growth of 71 locations. Nobody in the category was even close. There wasn’t a single chain outside of First Watch to eclipse the teens in terms of net-unit expansion. Black Bear Diner, the nearest, added 18 restaurants from 120 to 138. First Watch even opened 12 more stores than Shake Shack.

Also, if you go back to 2006—Tomasso’s first with the brand—there were just 60 restaurants. First Watch grew to more than 250 in the next 12 years, picking up a majority investment from Advent International in 2017. Today, there are 415 locations.

Much of the recent expansion consists of restaurants in progress before First Watch hit the COVID brakes. So 20–30 should open in 2021 as the pipeline reignites, Tomasso says. If not for the crisis, it would have been closer to 50.

Yet still, First Watch didn’t close a single restaurant permanently due to the crisis. And even tempered at 20 units, Tomasso isn’t sure any sector competitors got that high in 2020.

On March 15, First Watch opened its first Greater Chicago location in Oak Brook. The restaurant marked the first of what the company believes will be three to four restaurants per year in the Windy City for the foreseeable future.

Notably, it’s a second-generation build, just like another recent opening in Winter Park, Florida. This is something Tomasso believes will emerge as a common theme. While nothing new to growth-minded concepts, what has changed in the wake of COVID are the specifics. Namely, these conversion spots popping up are standalone restaurants. Outparcels that were concepts and chains retracted during the pandemic.

“We’ve been opportunistic in those areas to find those sites that make sense for us,” Tomasso says.

Some of the locations are bigger than what First Watch is used to. The Oak Brook store, for instance, stands 4,200 square feet.

This isn’t a negative exactly, despite the broader industry rush toward smaller boxes. First Watch is converting the extra space toward some pandemic-triggered enhancements, things like dedicated to-go areas or second make-lines in the back. Larger patios.

One of the reasons First Watch originally exploded was its agility. You see the brand in strip centers, casual-dining conversions, and everything in between. Tomasso says the only requirement is kitchens stay the same in every unit. But otherwise, there are walk-in coolers outside, completely different configurations for dining rooms. Patios on the front, side, and wrapped around. And so forth.

Some new tools for First Watch today include a separate to-go entrance or vestibule for pickup, where guests don’t have to flow into the dining room and stuff the lobby. To capitalize on the outdoor-dining boom, which Tomasso expects to endure, the recent Orlando-area unit boasts an indoor-outdoor 360-degree bar environment where customers can sit and grab drinks (more on this later).

Recessed patios has been one of First Watch's biggest pushes this past year.

There’s a double cook line, with the second line built specifically for off-premises and cocktails.

First Watch paid specific attention to patio upgrades in recent months, too. In a COVID landscape, they’ve taken on added importance, and not just because they build on capacity. Patios also attract passerby consumers who aren’t sure where to stop for a meal, what’s even open, or if they can (or should) go inside. Seeing an attractive patio takes care of that, Tomasso says. It’s leading to demand generation and trial.

First Watch invested in simple elements like greenery, heaters, and fans. But it also recessed patios, meaning they’re still under the roof of the restaurant. Now, there’s a hard roof that opens out. And, in some spots, First Watch deploys garage doors to extend the experience. The Orlando spot features accordion windows that open up and bring the “outside in and the inside out, and make it just an immersive experience for the customer,” Tomasso says.

First Watch's Oak Brook debut includes tall windows that provide bright natural light and an elevated dining experience that builds upon the company's "Urban Farm" prototype with the addition of warm blue tones, high open ceilings, an open kitchen, and a sunroom and patio.

From a high level, Tomasso says competition has been stiffer than expected among restaurants for sites, at least in terms of mid-2020 predictions. This is especially true in the suburbs, where First Watch predominantly resides.

This makes the flexibility element all the more critical, he says. There are a lot of different ways restaurants can reach guests currently, and footprints can reflect that.

As successful as First Watch’s off-premises growth was, however, dine-in remains the essential target. In November, the brand brought alcohol to restaurants for the first time since its founding in 1983. It arrived with a menu of signature brunch cocktails at 100 locations.

Some launch options included Cinnamon Toast Cereal Milk: Coconut rum, cold brew coffee, coconut milk, and agave nectar and the Million Dollar Bloody Mary: Gluten-free vodka, house made bloody Mary mix, and a strip of First Watch’s signature Million Dollar Bacon.

Alcohol was in the works well before COVID, Tomasso says. Pilots showed demand and incremental, additive business. But the pandemic timing worked in First Watch’s favor.

Customers making the break from quarantine life haven’t been hesitant about indulging, Tomasso says. And he expects that to carry through when pent-up demand and social occasions surge back into the picture. Typically, these things hold hands.

Today, about two-thirds of First Watch’s company-owned restaurants offer alcohol. “Obviously, highly profitable,” Tomasso says. “And also helps us appeal to a different demographic perhaps than we were before.”

The alcohol program, coupled with off-premises growth (and capacity increases, of course) have helped First Watch inch closer to 2019 sales levels. “We couldn’t be happier about that and we’re ready to continue to grow,” Tomasso says.

First Watch’s average per-person check is $14. It’s a concept that thrives on frequency as a “network of neighborhood restaurants, not a chain,” Tomasso says.

At the onset of COVID-19, First Watch spent lockdown days fast-tracking online ordering and delivery. It partnered with Olo to do so, linking up with DoorDash and Uber Eats at all locations as well. The company also developed a new mobile app to allow guests to place orders for takeout and delivery, and get in-line for a table when deciding to dine on-site. First Watch integrated technology with waitlist management solution Wisely to manage the wait for dine-in and curbside pickup, while simultaneously gathering guest data on consumer preferences.

The waitlist tool, first announced in June, is active on First Watch’s app, website, and Google. Data runs into Wisely’s CRM, giving First Watch the insights needed to trigger or automate personalized campaigns. Wisely deploys data collected from Olo to populate the CRM.

As a result, First Watch’s off-premises mix rose to 30 percent of sales by the fall—up from 6 percent in 2019.

“That’s a mix of those sales going up and the in-restaurant sales going down, as to why those percentages grew like that,” Tomasso says. “Be that as it may, the dollars that we’re doing in to-go is substantially more than we’ve ever done before.”

Tomasso credits this to the Easter call to suspend operations at corporate units for more than a month. “We geared that whole function up, and that muscle, and we stood that up and now we’ve gotten good at it,” he says. “What we’re anxious to see is when consumers feel more comfortable going back in dining rooms to eat and we get back to those pre-COVID levels there, how much of that off-premises will we retain?”

Elaborating on his earlier employee comment, Tomasso says First Watch is at the “staffing levels that we’ve been targeting,” although the overall picture remains murky considering unemployment benefits and other changes taking place nationwide.

First Watch committed out of the gate to continuing all furloughed workers’ existing healthcare benefits and to covering 100 percent of out-of-pocket costs, co-pays, and deductibles for any medical visits related to COVID.

It also invested in telemedicine for every employee and their family, at no cost, and provided relief payments to long-tenured furloughed hourly workers to help with immediate expenses.

For perspective, that latter benefit was previously offered to employees on First Watch’s insurance plan, or roughly 1,300 people. So, essentially within days, it added another 7,000 people.

Additionally, First Watch created an employee assistance fund, called the You First Fund (a play on the company’s mantra) that offered $1,000 to eligible workers.

One of the bigger efforts, though, was a company promise to managers to make them financially whole by providing a bonus upon their return to work to assist with hardship costs incurred as a result of the pandemic and work to close the gap between the federal and state benefits they received and their First Watch salary. Basically, when they returned, First Watch paid the difference in their salary versus what they received in UI benefits.

“The most important part of that is we kept people who were already invested in First Watch,” Tomasso says. “Already trained. Already knew our systems. And that has tremendous value. The fact we didn’t have turnover at that time, I know has a savings effect versus bringing in new people and training them.”

First Watch was also one of the early brands to offer PTO for vaccines (two hours in this case).

Looking forward, Tomasso falls into the camp of restaurateurs who believe a pent-up demand era is coming.

“I do believe that we’ll see a return and a resurgence,” he says. “I think it has been well publicized and well documented the challenges that our industry faced during this time. I think the consumer respects that, and wants to show their support. And not only that—I really think overall the consumer recognized how important socialization and dining out really is to them. And their lives. And I think they’re anxious to get back to that and we’re obviously anxious to welcome them.”


Глобальная платформа для ваших кампаний

20 апреля 2020 года на официальном сайте ФГБУ НМИЦ онкологии им. Н. Н. Петрова Минздрава России была опубликована информация, что
Губернатор Санкт-Петербурга Беглов А. Д. хочет перепрофилировать НМИЦ онкологии им. Н. Н. Петрова в больницу для лечения пациентов с COVID-19

Центр Н. Н. Петрова один из последних открытых для приема и лечения пациентов всех видов и стадий онкологических заболеваний со всей России и стран СНГ. Ежемесячно в центре проходят лечение более 1200 человек, в том числе пожилые и дети.

Нас, пациентов, в мае 2020 года хотят выкинуть на улицу без продолжения лечения. В регионах соответсвующее высокотехнологичное лечение получить невозможно. А прерывание лечения по протоколам, утвержденным Минздравом РФ, угрожает жизни и здоровью.

В связи с этим мы просим вас поддержать петицию не перепрофилировать центр Н. Н. Петрова в больницу для лечения пациентов с коронавирусной инфекцией.

С госинспектора, защищавшего заповедник от браконьеров, сняли обвинения

Ветеран Зинаида Антоновна Корнеева получила награду от президента за вклад в благотворительность

Сбербанк адаптировал свой онлайн сервис для незрячих людей

Природный заказник "Воробьевы горы" спасен от коммерческой застройки


Merkel and Trump lead their countries into a new phase. Their paths here have been quite different.

Germany was a leader in the West in taking on the pandemic, and then a leader in the calibrated restarting of public life. On Wednesday, Chancellor Angela Merkel had a hopeful message for the nation: The experiment was working.

The country’s infection numbers, Ms. Merkel announced, were not just stable but lower than two weeks ago. Germany, the chancellor said, was now in a position to reopen most aspects of its economy and society.

“We can afford a little audacity,” Ms. Merkel said.

Germany’s successful strategy was good news for countries eager for a sign that life can continue with the virus. But it was also a stark reminder of the differences in other Western countries, including the United States, where some states have taken steps toward reopening even as infections rise, and where President Trump is clearly eager to move past the pandemic and on to the recovery — whatever the cost.

“Hopefully that won’t be the case,” Mr. Trump said on Wednesday when asked if deaths would rise as a result of the reopening of the American economy he covets, before adding, “It could very well be the case.”

To many of Mr. Trump’s critics, the strategy that has won Ms. Merkel praise and Germany a reprieve — a combination of cautious, science-led political leadership and a regimen of widespread testing, tracing and social distancing — is precisely the one the United States should have followed.

Germany shut down early and has been systematically testing its way back to some semblance of normality. Face masks, already mandatory in shops and public transport, are fast becoming the new normal, and socializing in restaurants and bars — even those now allowed to reopen — will still take place under strict restrictions.

With those limitations in place, Ms. Merkel on Wednesday was able to announce the restoration of many freedoms shelved for the best part of two months. All shops will be allowed to reopen. Restaurants and hotels can resume in time for two long holiday weekends at the end of May.

“We can say today that the first phase of the pandemic is behind us,” Ms. Merkel said.

Mr. Trump had tried to signal the same kind of optimism this week, announcing the winding down of the White House coronavirus task force on Tuesday before promptly reversing course on Wednesday morning after public outcry and private lobbying changed his mind.

Mr. Trump has staked his legacy on an economic record that was shredded by the crisis, and moving on from the pandemic’s forced closures and economic pain may seem like the best way to stabilize his chances for re-election this fall.

“We have to get our country open again,” Mr. Trump said on Wednesday. “People want to go back, and you’re going to have a problem if you don’t do it.”


El Pollo Loco Holdings, Inc. Announces Second Quarter 2020 Financial Results

COSTA MESA, Calif., July 30, 2020 (GLOBE NEWSWIRE) -- El Pollo Loco Holdings, Inc. (Nasdaq: LOCO) today announced financial results for the 13‑week period ended June 24, 2020 and provided a business update on the impact of the COVID‑19 pandemic.

Highlights for the second quarter ended June 24, 2020, compared to the second quarter ended June 26, 2019 were as follows:

Total revenue was $99.6 million compared to $113.7 million.

System-wide comparable restaurant sales decreased 9.7%, including an 8.5% decrease for company-operated restaurants, and a 10.6% decrease for franchised restaurants.

Net income was $5.5 million, or .16 per diluted share, compared to net income of $14.1 million, or .37 per diluted share in the prior year period. During the second quarter of 2020, the Company recognized a $2.5 million expense related to an agreement in principle to resolve the longstanding lawsuit involving a contract dispute with one of the Company’s franchisees concerning asserted territory rights. During the second quarter of 2019 the Company received insurance proceeds of $10.0 million related to the settlement of a previously disclosed securities class action lawsuit and recorded a loss on sale of restaurants of .9 million.

Pro forma net income (1) was $6.9 million, or .20 per diluted share, compared to $8.7 million, or .23 per diluted share.

Adjusted EBITDA (1) was $15.3 million, compared to $17.9 million.

(1) Pro forma net income and adjusted EBITDA are not presented in accordance with accounting principles generally accepted in the United States of America ("GAAP") and are defined below under "Key Financial Definitions." A reconciliation of GAAP net income to pro forma net income and adjusted EBITDA is included in the accompanying financial data. See also “Non-GAAP Financial Measures.”

Bernard Acoca, President and Chief Executive Officer of El Pollo Loco Holdings, Inc., stated, “Despite the quarter’s challenging start with the onset of COVID-19, we made tremendous progress transforming our business and optimizing our off-premise capabilities, which is reflected by the consistent improvement in our sales during the second quarter, including positive comps in June. I’d add that positive sales have continued into the third quarter with comparable restaurant system sales having increased 2.8% to date. Our teams have also done a fantastic job delivering operational efficiency throughout the pandemic, as we have actively made adjustments to our labor deployment, managed our food costs with greater precision, and are more efficiently servicing our customers both on and off-premise. These efficiencies helped us achieve a 19.6% restaurant contribution margin for the quarter.”

Acoca concluded, “I’m proud that our actions have supported our communities during these trying times while also delivering solid financial results. It is a testament to the resilience and dedication of our restaurant teams, who are on the front lines every day executing our business during these trying times and I am convinced that our actions over the last few months will serve our business well over the longer term.”

COVID‑19 Impact

The COVID-19 pandemic has continued to disrupt the Company’s operations. Except for nine restaurants in Houston and one in Utah, all of the Company’s restaurants are operating on a take-away, mobile pick-up and delivery basis, as well as maintaining drive-thru operations where available, in order to protect its employees and customers from the spread of the COVID‑19 pandemic and to comply with the government mandates. Currently, 192 out of 196 company-operated El Pollo Loco restaurants are in operation, while 279 of 283 franchised El Pollo Loco restaurants are in operation.

Below is a summary of other actions we have taken to enhance financial and operating flexibility for the Company and for our franchisees, and to protect our employees and customers:

As a precautionary measure, the Company bolstered its existing cash position in the first quarter of 2020 by fully drawing down its $150 million 2018 Revolver, adding $34.5 million of cash to the balance sheet. At current sales levels, the Company expects to be cash flow positive.

The Company has temporarily suspended all share repurchase activity, significantly reduced capital spending, reevaluated essential support center general and administrative expenses, and fine-tuned its restaurant labor model based on indoor dining room restrictions, limited dining room capacity in restaurants located in geographies where indoor dining is permitted, dining room closures and fluctuating sales volumes.

For El Pollo Loco franchisees, the Company deferred 50% of April royalties until July 1, 2020, which will be repaid evenly over the remainder of fiscal 2020, and also deferred 100% of franchisee 2020 remodel and new build requirements until 2021. The Company has also established a support team to assist franchisees in accessing funds and benefits provided by the CARES Act legislation.

The Company continues to implement actions to help protect its employees from COVID‑19 while working in El Pollo Loco restaurants, including enhanced cleaning procedures in all restaurants, providing gloves and masks to all system restaurant employees, installing plexiglass shields at company restaurant cashier stations and initiating other social distancing measures. Additionally, the Company is providing extended sick leave benefits to employees impacted by COVID‑19.

The Company has shifted its marketing to highlight a new free delivery program Family Meals as a healthier and affordable option and a meaningful value platform.

Second Quarter 2020 Financial Results

Company-operated restaurant revenue in the second quarter of 2020 was $87.7 million, compared to $100.1 million in the second quarter of 2019. The decline in company-operated restaurant sales was primarily due to a decrease in company-operated restaurant revenue of $8.1 million due to an 8.5% decrease in company-operated comparable restaurant sales, which we believe was primarily related to the impact of the COVID‑19 pandemic. Additionally, there was a $4.2 million decrease in revenue from the closure of two restaurants and the sale of 16 company-operated restaurants to franchisees during or subsequent to the second quarter of 2019, and a .7 million decrease due to temporary closures, primarily related to the COVID-19 pandemic. This was partially offset by an increase in revenue generated from the three new restaurants opened during the same time period.

Franchise revenue in the second quarter of 2020 decreased 8.6% to $6.7 million, compared to $7.9 million in the second quarter of 2019. This decrease was primarily due to a franchise comparable restaurant sales decrease of 10.6%, which we believe was primarily due to the COVID‑19 pandemic, the closure of eight franchise locations during or subsequent to the second quarter of 2019 and a decrease in fees received from franchised restaurants related to their use of our point-of-sales system. This franchise revenue decrease was partially offset by the opening of two new franchised restaurants and revenue generated from 16 company-operated restaurants sold by the Company to franchisees during the same time period.

Income from continuing operations in the second quarter of 2020 was $7.5 million, compared to $20.6 million in the second quarter of 2019. Restaurant contribution was $17.2 million, or 19.6% of company-operated restaurant revenue, compared to $19.9 million, or 19.9% of company-operated restaurant revenue, in the second quarter of 2019. The decrease was largely due to the impact of wage increases in California, increased delivery fees and the decrease in revenue previously mentioned. The decrease was partially offset by higher prices and the sale of lower-performing company-owned restaurants to franchisees during 2019. Restaurant contribution is a non-GAAP measure defined below under "Key Financial Definitions." A reconciliation of GAAP income from operations to restaurant contribution is included in the accompanying financial data. See also “Non-GAAP Financial Measures.”

General and administrative expenses in the second quarter of 2020 were $10.5 million, compared to $9.3 million in the second quarter of 2019. The increase was due primarily to a $1.9 million increase in legal expenses, primarily related to a $2.5 million settlement accrual, described below, partially offset by a .7 million decrease in labor related costs related to a decrease in management bonus expense and a .1 million decrease in other general and administrative expenses.

During the second quarter of 2020, the Company recognized a $2.5 million expense related to an agreement in principle to resolve the longstanding lawsuit involving a contract dispute with one of the Company’s franchisees concerning asserted territory rights.

During the second quarter of 2019, the Company completed the sale of four company-operated restaurants within the San Francisco, CA area to an existing franchisee and seven company-operated restaurants in the Phoenix, AZ area to another existing franchisee. This resulted in a net loss on sale of restaurants of .9 million for the quarter, and a total net loss on sale of restaurants of $5.1 million, including the $4.2 million loss on held for sale assets recognized in the first quarter. Additionally, the Company received insurance proceeds of $10.0 million related to the settlement of a previously disclosed securities class action lawsuit.

Net income for the second quarter of 2020 was $5.5 million, or .16 per diluted share, compared to net income of $14.1 million, or .37 per diluted share, in the second quarter of 2019. Pro forma net income was $6.9 million, or .20 per diluted share, during the second quarter of 2020, compared to $8.7 million, or .23 per diluted share, during the second quarter of 2019. A reconciliation between GAAP net income and pro forma net income is included in the accompanying financial data. See also “Non-GAAP Financial Measures.”

2020 Outlook

As previously announced, due to the ongoing uncertainty around the duration and severity of the COVID‑19 pandemic, the Company has withdrawn its 2020 financial guidance for the period ending December 30, 2020.

Key Financial Definitions

Comparable restaurant sales reflect the change in year-over-year sales for the comparable company, franchised and total system restaurant base. The comparable restaurant base is defined to include those restaurants open for 15 months or longer and excludes restaurants that were closed during the applicable period. At June 24, 2020, there were 191 restaurants in our comparable company-operated restaurant base and 469 restaurants in our comparable system restaurant base.

Restaurant contribution en restaurant contribution margin are neither required by, nor presented in accordance with GAAP. Restaurant contribution is defined as company-operated restaurant revenue less company restaurant expenses, which are food and paper costs, labor and related expenses, and occupancy and other operating expenses. Restaurant contribution excludes certain costs, such as general and administrative expenses, depreciation and amortization, asset impairment and closed-store reserves, loss on sale of restaurants, recovery of securities lawsuits related legal expenses and other costs that are considered normal operating costs. Accordingly, restaurant contribution is not indicative of overall Company results and does not accrue directly to the benefit of shareholders because of the exclusion of certain corporate-level expenses. Restaurant contribution margin is defined as restaurant contribution as a percentage of net company-operated restaurant revenue. See also “Non-GAAP Financial Measures.”

EBITDA en adjusted EBITDA are neither required by, nor presented in accordance with, GAAP. EBITDA represents net income before interest expense, provision for income taxes, depreciation, and amortization, and adjusted EBITDA represents EBITDA before items that we do not consider representative of our ongoing operating performance, as identified in the GAAP reconciliation in the accompanying financial data. See also “Non-GAAP Financial Measures.”

Pro forma net income is neither required by, nor presented in accordance with, GAAP. Pro forma net income represents net income adjusted for (i) costs (or gains) related to loss (or gains) on disposal of assets or assets held for sale and asset impairment and closed store costs, (ii) amortization expense and other estimate adjustments (whether expense or income) incurred on the Tax Receivable Agreement (“TRA”) completed at the time of our IPO, (iii) legal costs associated with securities class action litigation, (iv) extraordinary legal settlement costs, (v) insurance proceeds received related to securities class action legal expenses, (vi) costs associated with the transition of our CEO and (vii) provision for income taxes at a normalized tax rate of 26.5% for the thirteen and twenty-six weeks ended June 24, 2020 and June 26, 2019, which reflects our estimated long-term effective tax rate, including both federal and state income taxes (excluding the impact of the income tax receivable agreement and valuation allowance) and applied after giving effect to the foregoing adjustments. See the GAAP reconciliation in the accompanying financial data and “Non-GAAP Financial Measures.”

Conference Call

The Company will host a conference call to discuss financial results for the second quarter of 2020 today at 4:30 PM Eastern Time. Bernard Acoca, President and Chief Executive Officer, and Larry Roberts, Chief Financial Officer, will host the call.

The conference call can be accessed live over the phone by dialing 877-407-3982 or for international callers by dialing 201-493-6780. A replay will be available after the call and can be accessed by dialing 844‑512‑2921 or for international callers by dialing 412‑317‑6671 the passcode is 13706915. The replay will be available until Thursday, August 13, 2020. The conference call will also be webcast live from the Company’s corporate website at investor.elpolloloco.com under the “Events & Presentations” page. An archive of the webcast will be available at the same location on the corporate website shortly after the call has concluded.

Oor El Pollo Loco

El Pollo Loco (Nasdaq:LOCO) is the nation’s leading fire-grilled chicken restaurant chain renowned for its masterfully citrus-marinated, fire-grilled chicken and handcrafted entrees using fresh ingredients inspired by Mexican recipes. With more than 475 company-owned and franchised restaurants in Arizona, California, Nevada, Texas, Utah, and Louisiana. El Pollo Loco is expanding its presence in key markets through a combination of company and existing and new franchisee development. Visit us on our website at ElPolloLoco.com.

Forward-Looking Statements

This press release contains forward-looking statements that are subject to risks and uncertainties. All statements other than statements of historical fact included in this press release are forward-looking statements. Forward-looking statements discuss our current expectations and projections relating to our financial condition, results of operations, plans, objectives, future performance and business, including in connection with the expected impact of the COVID-19 pandemic. You can identify forward-looking statements because they do not relate strictly to historical or current facts. These statements may include words such as “aim,” “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “outlook,” “potential,” “project,” “projection,” “plan,” “intend,” “seek,” “may,” “could,” “would,” “will,” “should,” “can,” “can have,” “likely,” the negatives thereof and other words and terms of similar meaning in connection with any discussion of the timing or nature of future operating or financial performance or other events. They appear in a number of places throughout this press release and include statements regarding our intentions, beliefs or current expectations concerning, among other things, our results of operations, financial condition, sales levels, liquidity, prospects, growth, strategies and the industry in which we operate. All forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those that we expected.

While we believe that our assumptions are reasonable, we caution that it is very difficult to predict the impact of known factors, and it is impossible for us to anticipate all factors that could affect our actual results. All forward-looking statements are expressly qualified in their entirety by these cautionary statements. You should evaluate all forward-looking statements made in this press release in the context of the risks and uncertainties that could cause outcomes to differ materially from our expectations. These factors include, but are not limited to: the impact of the COVID‑19 pandemic on our company, our employees, our customers, our partners, our industry and the economy as a whole our franchisees ability to maintain operations in their individual restaurants our ability to open new restaurants in existing and new markets and to expand our franchise system, including difficulty in finding sites and in negotiating acceptable leases our ability to compete successfully and the intense competition in the restaurant industry the adverse impact of economic conditions on our (i) operating results and financial condition, (ii) ability to comply with the terms and covenants of our debt agreements, and (iii) ability to pay or refinance our existing debt or to obtain additional financing vulnerability to changes in consumer preferences and economic conditions political and social factors, including regarding trade, immigration and customer preferences vulnerability to conditions in the greater Los Angeles area vulnerability to natural disasters given the geographic concentration and real estate intensive nature of our business increases in chicken and other input costs our ability to recognize and respond to and effectively manage the impact of social media and our ability to expand our digital business, deliver orders and catering delayed or canceled future restaurant openings restaurant closures, due to financial performance or otherwise and other risks set forth in our filings with the Securities and Exchange Commission from time to time, including under Item 1A, Risk Factors in our annual report on Form 10‑K for the year ended December 25, 2019, and under Item 1A, Risk Factors in our quarterly report on Form 10-Q for the quarter ended March 25, 2020, which such filings are available online at www.sec.gov, at www.elpolloloco.com or upon request from El Pollo Loco.

We caution you that the important factors referenced above may not contain all of the factors that are important to you. In addition, we cannot assure you that we will realize the results or developments we expect or anticipate or, even if substantially realized, that they will result in the consequences we anticipate or affect us or our operations in the ways that we expect. The forward-looking statements included in this press release are made only as of the date hereof. We undertake no obligation to publicly update or revise any forward-looking statement as a result of new information, future events or otherwise, except as required by law. If we do update one or more forward-looking statements, no inference should be made that we will make additional updates with respect to those or other forward-looking statements. We qualify all of our forward-looking statements by these cautionary statements.

Non-GAAP Financial Measures

To supplement our consolidated financial statements, which are prepared and presented in accordance with GAAP, we use non-GAAP financial measures which include supplemental measures of operating performance of our restaurants. Our calculations of supplemental measures and other non-GAAP financial measures indicated above may not be comparable to those reported by other companies. These measures have limitations as analytical tools, and are not intended to be considered in isolation or as substitutes for, or superior to, financial measures prepared and presented in accordance with GAAP. We use non-GAAP financial measures for financial and operational decision-making and as a means to evaluate period-to-period comparisons and to evaluate our restaurants’ financial performance against our competitors’ performance. We believe that they provide useful information about operating results, enhance understanding of past performance and future prospects, and allow for greater transparency with respect to key metrics used by management in its financial and operational decision making. These non-GAAP financial measures may also assist investors in evaluating our business and performance relative to industry peers and provide greater transparency with respect to the Company’s financial condition and results of operation.

Investor Contact:
Fitzhugh Taylor, ICR
[email protected]
714‑599‑5200

Media Contact:
Hanna Gray, Edible
[email protected]
323‑202‑1477

EL POLLO LOCO HOLDINGS, INC.
UNAUDITED CONSOLIDATED STATEMENTS OF INCOME
(in thousands, except share data)


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