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Ladies and gentlemen, today's conference is scheduled to begin shortly. Please continue to standby. Thank you for your patience.Good morning, my name is Mariyama and I will be your conference operator today. At this time, I would like to welcome everyone to the conference call for Recipe Unlimited Corporation 2020 second quarter results. [Operator instruction]Before turning the meeting over to management, please be advised that this call contains forward-looking statements that are based on current expectations and are subject to a number of uncertainties, risks and other factors, which may cause the actual results, performance or achievements of Recipe to be materially different.Further information, identifying risks, uncertainties and assumptions, and additional information on certain non-IFRS measures referred to in this call can be found in the company's management discussion and analysis and Annual Information Form available on SEDAR.I will now turn the meeting over to Frank Hennessey, Chief Executive Officer of Recipe Unlimited Corporation. Mr. Hennessey, you may begin your conference.
Thank you, Mariyama, and good morning everyone. On the call with me today is Ken Grondin, our Chief Financial Officer. To start off today, I do want to first pause and thank all of our frontline staff and franchise partners who have adjusted willingly to our new reality and have been busy preparing meals and serving guests, while taking all necessary safety precautions. Wearing a mask while cooking over a hot grill or serving food on a patio during a hot day is not easy.But the team continually impresses me with their positive attitude and their patience they demonstrate with our guests. That positive attitude combined with visible demonstrations of our heightened sanitation precautions is giving guest comfort that they can once again visit our restaurants and be social for still being safe.The full service restaurant industry in Canada in 2019 was roughly $33 billion and while it may take time, we are confident that it will once again return to those levels.Our priority since the shutdown began was to ensure that our restaurants were able to survive the indeterminate time line for the mandatory closures and partial closure. So that they could emerge on the other side and be in a position to strongly recover.The brands that can compete at a high level was also still in confidence to guest that they can be safe. We will succeed in increasing their market share. And we are already proving that we are more than capable to ensure guest safety while still being able to deliver great food and drink, great service, value for the experience and an ambiance that demonstrates to guests what they have missed.By the actions we have taken, we believe we're well positioned to grow our market share as we move into the recovery phase. Clearly, the restaurant industry In Q2 received a body blow and Recipe was not immune. But we are still solidly on our feet and we are aggressively competing. There is a lot to unpack in this quarter, so we will try to put it all in perspective.The mandated closures are partial closures of restaurants in the second quarter resulted in a system sales decrease of 55.3% to $389.8 million. Operating EBITDA in the quarter was $15.6 million. This represented a decrease of 72.1% versus 2019. While dining rooms are closed in most parts of the country during the quarter, we saw a significant spike in our off-premise business. Our off-premise sales increased to $123.7 million, a 55% increase over 2019.Montana's and East Side Mario's each grew 130%. Kelsey's 193%. Swiss Chalet and St-Hubert who already had substantial and well-established off-channel businesses grew by 20% and 54% respectively. Our previous investments in both technology and operational enhancements has allowed us to quickly respond to the dramatic changes in our customers dining options.Both Swiss and St-Hubert were the first off of curbside and contactless delivery on their mobile apps.Our retail in catering division increased their contribution to $14.8 million from $7.2 million in 2019. An increase of $7.6 million or over a 105%. The retail team responded admirably in the quarter to both ramp up production to meet the demand but also to retrofit their facilities to ensure that the addition of safety protocols were put in place.Retail has been consistently performing well even outside of COVID. Recipe now has a 52% market share of all potpies sold in Canada and a 40% market share of pork rib sold in the country. The retail team has multiple other products in the pipeline for future introduction onto grocery shelves.Our first Ultimate Kitchens open at the beginning of April and is on track to do about $2.5 million in annual sales. We now have committed deals opened at the second location in Toronto as well as locations in Hamilton, Calgary and Montreal by the end of the year.We've learned a lot about operating this type of business model and we feel it is something that we are uniquely positioned to win that, and we intend to grow it aggressively. From the very outset of this crisis, we immediately determined to take the long view and to put in place measures to build and protect the long-term health of our brands and franchises.Our first action was to secure sufficient liquidity for the foreseeable future. In March, we drew $300 million on our revolving credit facility and we subsequently repaid $56 million in the second quarter. In May, the company amended our lending covenants with our banking syndicate and private noteholders. These covenant amendments are effective through to the 3rd quarter of 2021. This should provide adequate liquidity and covenant flexibility during the COVID-19 period.Also in May, We announced the Recipe Rent Certainty Program estimated to cost approximately $35 million, provide direct rent assistance to our franchisees through to the end of 2020. We also introduced our royalty reduction program to our franchise partners, which provides partial royalty relief through to the end of the year.These programs are put in place because we believe that is at times like this when partners act as partners. We have a long view of our business and our relationships with our franchisees and we were committed to doing all that we could do responsibly to support them until their businesses returned. As a result of the negative sales impact of this crisis and the assistance programs, we have introduced to support our franchisees. Recipe recognized $47.4 million of asset impairment charges in the second quarter.During the second quarter, we suspended our NCIB share buyback program. Our dividend payments for the balance of 2020 and we have suspended many central new store development and corporate store renovation plans. As a result of these actions and careful working capital management, the company's net cash outflow in the second quarter was $25 million and we finished the quarter with $231 million cash balance. For all our corporate and franchise restaurants, the company is actively negotiating rent abatements and reductions for the COVID-19 period and we are applying for CECRA rent subsidies with landlords where applicable.To date, 227% or 75% of restaurants eligible for CECRA have received confirmation from landlords that they will be receiving the benefit. Another 143 restaurants that were not eligible have also received commitments from their landlords for rent abatements.We are grateful to those landlords who have partners partnered with us and we're continuing our negotiations to work with the other landlords to receive rent support as well. Also, in response to this pandemic, the Government of Canada announced a number of assistance programs including the Canadian Emergency Wage Subsidy Program, which was available to Recipe and our franchisees in the second quarter. We are appreciative of the support from the government for our many small business owners. It is a meaningful number and among other things, it allows us to employ the additional staff required in order to implement the increased sanitation steps and the frequency of those cleanings.We expect to continue to qualify for the government wage subsidy for the balance 2020. We remain focused on strengthening our restaurant portfolio and profitability. As part of the company's strategic portfolio plan, we successfully closed and exited 10 locations during the second quarter, resulting a 28 locations being closed in 2020, including 7 corporate, 20 and 1 joint venture locations.These closures were identified prior to COVID but the accelerated shutdown happened due to successful landlord exit negotiations.At this time, I'm going to turn it over to Ken to review our financial results.
Thank you Frank and good morning everyone. My overview will refer to our second quarter 2020 financial statements and MD&A issued last night, both of which are available on SEDAR. For the first part of the financial highlights, I will focus on Recipe's consolidated results and we'll finish with a summary of our segmented business performance.Total revenue was $140.4 million for the quarter compared to $311.9 million in 2019. Representing a decrease of $171.5 million or 55%. Year-to-date, gross revenue was $410.3 million compared to $616.5 million in 2019. Representing a decrease of $206.2 million or 33.4% year-to-date.The decreases in gross revenue were related to the slowdown in restaurant sales as a result of government mandated restaurant closures during the quarter, partially offset by sales increases in the retail and catering segment. Operating income was a loss of $46.5 million for the quarter and a loss of $57.2 million for the 26 weeks ended June 28, 2020, compared to a profit of 32.3 and $63.9 million for the same periods in 2019.Representing a decrease of $78.8 million for the quarter and a decrease of $121.1 million year-to-date. The decreases in the quarter and year-to-date were largely the result of the negative sales impact due to COVID-19 and asset impairment charges of $47.4 million in the quarter and $63.7 million year-to-date related to the effects of COVID-19 in the actions we have taken in response to the pandemic that Frank discussed earlier. Net interest expense and other financing charges or 9.5 and $15.9 million with a 13 and 26 weeks ended June 28, 2020, compared to $7.5 million and 12 point -- $12 million in 2019.Representing an increase of $2 million for the quarter and $3.9 million year-to-date. The increases are primarily related to the increase in debt related to the $125 million SIB completed in the 4th quarter of 2019. And the $300 million drawn on the company's credit facility at the end of March to provide liquidity during COVID-19, and higher interest charges after the company's debt covenant amendments completed on May 7, 2020.Adjusted earnings was $6.4 million for the quarter and $13.6 million for the 26 weeks ended June 28, 2020. Compared to 22.2 and $39.8 million for the same periods in 2019.Representing a decrease of $15.7 million or 70.9% for the quarter and a decrease of $26.2 million or 65.8% year-to-date. Adjusted diluted earnings per share decreased to $0.11 in the quarter and $0.24 year-to-date compared to $0.35 and $0.62 for the same periods in 2019.The decreases are largely due to negative sales effects of COVID-19, partially offset by a corresponding decrease in corporate restaurant expenses and cost reduction initiatives taken by the company. Now turning to segmented results for the quarter and year-to-date. Total contribution from corporate restaurants was a loss of $13.5 million for the quarter and $13.9 million for the 26 weeks ended June 28, 2020, compared to profits of $20.5 million for the quarter and $39 million for the year-end, year-to-date 2019.Representing a decrease of $34 million for the quarter and a decrease of $52.9 million year-to-date. The decreases are related to system sales decreases caused by the COVID-19 mandated closures of restaurants while incurring full fixed cost including rent for the shutdown periods.Offset by decreases in variable costs as a result of corporate restaurant closures and wage subsidy recoveries. The total contribution from the franchise segment was $9.1 million in Q2 compared to $26.9 million for the same period in 2019. Year-to-date total contribution from the franchise segment was $31 million compared to $52.4 million in 2019, a decrease of $25.5 million or 48.7%. The decreases reflect the system sales decreases in corresponding royalty collection decreases caused by the COVID-19 mandated closures. And the company's direct support to its franchise partners including the introduction of Recipe's Royalty Subsidy Program for 2020, which reduced royalties rates by 1%.Turning to the retail and catering segment, retail sales reported within the retail and catering segment related to the manufacture and distribution of fresh frozen and nonperishable branded and private label food products. Catering sales related to the food and beverage sales from Recipe's catering divisions operating under The Pickle Barrel, Rose Reisman, and Marigolds & Onions banners.The total contribution from the retail and catering division in Q2 was $14.8 million compared to $7.2 million in 2019, representing an increase of $7.6 million or 105.6%. Year-to-date contribution from retail and catering was $22.4 million compared to $15.4 million in 2019, representing an increase of $7 million or 45.5%.The retail grocery and catering business remained in full operation during the COVID-19 disruption. The growth in the contribution from retail and catering has been driven primarily from increased sales to grocery customers due to COVID-19 higher grocery sales at higher gross margins.Turning to the central operation segment. Central operation segment consists of fees generated by Recipe's off-premise call center business, off-premise delivery call ahead, web and mobile-based meal orders. Central operation segment EBITDA consists of franchise fees, property of equipment rent, vendor volume rebates, and reduced by corporate overhead costs and Keg royalties paid to the Keg Royalty Income Fund.Central segment contribution before the Keg royalty was $4.7 million in the quarter compared to $4.8 million in 2019, representing a decrease of $100,000 or 2.1%. Year-to-date central segment contribution before the net royalty was a loss of $1 million compared to a profit of $6.6 million in 2019, representing a decrease of $7.6 million. The net change for the quarter reflects lower property rent charged as a percentage of sales due to COVID-19 sales decreases and reductions in equipment rental revenue offset by a 42.3% increase and off-premise and delivery fees as a result of increased off-premise demand during the pandemic and wage subsidies that reduce central overhead salaries. This concludes the financial commentary of the call. I'll now turn the discussion back to Frank.
Thanks again. The second quarter for most of us was -- I'll speak for myself was the most challenging of our careers. However, we've successfully survived the mandatory closures and are now moving into recovery. I want to remind everyone that our second quarter ended on June 28. And while we do not normally give guidance, I will say that our system sales have been on a steady incline since the end of March as regions have reopened. For the latest week, the week ending August 2 restaurant sales were down 26%.We do expect that it will take time for guests to get more comfortable with returning to restaurants. But from everything we are seeing, they are very glad to be out and once again be enjoying themselves. We have noticed some pattern changes to the slower business such as the earlier start time for dinner.One pattern change that Recipe is not negatively exposed to is the change in business volume from downtown major urban centers to suburban. While we do have a few large restaurants in downtown city cores, the majority of our restaurants are located in outer lying suburban regions.We are aware that patio season will eventually end. Again, the relative size of many of our restaurants provides us a competitive advantage versus smaller footprint competitors and that we can create sufficient social distancing inside of our dining rooms.We are, however, exploring ways to extend the patio season life of some of our higher volume patio properties. We feel strongly that the actions we have taken have set up both Recipe and our franchisees for long-term success. We are not naive. We understand that the recovery road will not always be straight and smooth. But nevertheless, we will recover.We will not lose sight, the guests coming to us are seeking out an experience in a break from the daily negative news coverage. Communication in a crisis is a critical component of leadership. Our senior leadership teams are located across the country and we have regular daily calls. As such, we are able to learn from each other and to get real on the ground intelligence of what is actually going on. It is important that we remain agile in our thinking and actions. So that we can quickly respond to any observed changes in behavior. And while we cannot predict the future or know how long social distancing will be a part of our lives, we can control our main purpose for being in business and that is to provide great guest experiences. And we are 100% committed to delivering on that promise. And on that note, I will turn it back to Mariyama to open the lines for any questions.
[Operator instruction]. Your first question comes from George Doumet with Scotiabank.
Just a clarification, Frank. You mentioned that our restaurants sales or system sales were down 26% in Canada in the last week.
Correct.
Okay, great. Can you talk a little bit about the difference in performance there in our Western Canadian locations, who have been open a longer versus our recently opened Ontario locations. I'm just trying to see if that's a sense of maybe proxy for the recovery that we're going to see in the next couple of weeks to months.
Yes, you know, George. It actually is very -- it's interestingly look at the patterns because first half Ontario, we haven't had -- we haven't even had a full week of all dining rooms being open yet in Ontario. So not really break down by that region. But what we see is that areas that were not really impacted at all by COVID, they didn't have very many cases. People are very willing to come out and to drive the restaurants, so the sales there are better versus areas where they had significant outbreaks. So again certainly the downtown urban cores seem to be hit more harder than others, but again we're not super exposed, and we're not immune. We do have some big restaurants in downtown urban locations like The Key or Kellys Landing or something like that. But generally that's the regions that have not had much COVID, are doing better.
Okay. And would you have -- maybe a rough breakdown in terms of what our exposure to those larger urban areas are in terms of locations.
I don't have a specific number. I mean I would say that probably we have less than 10% of our footprint in the urban centers.
Okay, great. Maybe a question for Ken. $25 million of wage subsidies that we got in the quarter. Where do you see that number going maybe into Q3? I mean this is that kind of shrink as the recovery improves.
Yes, George, good and tough question. The model for the extended wage subsidy program is very complex and it's a different model and formula for the rest of the year. So we do see a declining as net the program. It is a declining subsidy to the end of the year and it will be based on the degree to which our sales are down compared to prior periods. We do expect to continue to qualify and we can qualify on a consolidated basis, which includes our subsidiaries, but it will be a declining recovery.
Okay. Just one last question for Frank. One of your Québec-based competitor said that it would probably take around 18 to 24 months to get stocked with pre-COVID financial performance. Do you act with their view in terms of timing and maybe what are your general views in terms of getting back to that kind of like Q1 run rate we experienced a couple of months ago.
Yes. I mean I don't think they -- none of us have a crystal ball. I mean it's all going to be relative to when vaccines come out, when the testing comes out. I don't think we'll see -- and I’m obviously saying this because it seems like there’s something that will happen, but I don't see that you're going to see in nationwide shut down again. But I do think there is potential that you might get regional shutdowns if they have a flare up and I think as we talk to mayors across the country. That seems to be what they're preparing for. So you just don't -- again this thing is very unpredictable. And the other reason why that's a tough question to answer is that we feel very confident about our position to be able to come back. And we know that social distancing rules are going to be in place. So that's going to limit some of our capacity. But the thing we don't know is how many other seats are going to be left in the market. So you know again if we put ourselves in a position, we feel we've done that. That our restaurants can compete aggressively and be there even though that social distancing rules may still be out there. There may be just less seats, and therefore we should be in a good position to pick-up market share. Nothing way we want to do it, but it's just the reality.
All right, guys, thanks for your answers. And good luck on now being the recovery.
Thank you.
Your next question comes John Zamparo with CIBC.
I'm wondering if you could say about the state of franchisees balance sheets right now. And my thinking is that presumably, you're seeing some good real estate opportunities to open restaurants that are good fit for the current environment, but do franchisees have the financial ability to opening sites.
Depends on the franchisee, I mean, we think that one of the things that we've done here is left them in very good shape. I mean that there was a whole point was to get them into good positions to go into 21 and to compete. I can tell you that as we -- we will and we do continue to look at sites and better opportunities to be aggressive in our negotiations with landlords.But we're probably going to air on the side of precaution here and make sure that the franchisees that do want to grow and we do have them, have very strong balance sheets and can sustain themselves. So we generally do that anyway but we're probably taking even closer look today.
Okay, that's helpful, thanks. And then on the rent expense, I know there's a lot of moving parts here, but can you give a sense of what the overall reduction in your rent expense might be versus last year. I assume these talks are ongoing with some landlords. But just would like to get a sense of the impact on cash flows for the back half of the year.
Yes John, it's Ken. So first off in the second quarter, we reported our full corporate rent expense and again, we continue to negotiate. To clarify the secret program that we are working we're trying to apply for as many situations as we can, where landlords will cooperate. Most of those benefits are -- all those benefits in relation to franchise locations. We, Recipe, do not qualify but the certain franchisees do qualify and where those savings are realized. They forward it to the franchisee and where that franchisee is signing up for our rent certainty program then we might share some of those savings. But otherwise -- other rent savings related to corporate sites, can't estimate that right now, continue to work on it. And those flow-throughs will happen as we get them, but nothing was really realized in Q2.
Okay, that's helpful, thanks. And then a couple of questions on margins. First, in the corporate segment. I think that's the highest restaurant contribution margin, I can recall seeing. Can you help us reconcile that against the backdrop of the current environment, is that entirely the result of the $25 million wage subsidies or is there anything else contributing to that.
Well, I'll let Ken -- a large part of it is, I'll let Ken answer this a little bit more fully. But one of the other things too, it's to not result of that margin, but we have done a lot of things to streamline our menus and to become much more efficient and that's certainly helpful, but I'll let Ken answer the larger part of CWS.
Yes, John it's -- you're right. Some of the -- I'll call it margin improvements are from wage subsidies and that the amount we recovered in wage subsidies in the quarter 25 if we take million dollars, which includes some recovery from the 1st first quarter in the last 2 weeks of March. It's spread across our P&L and segments. It's a direct offset to the wages in those different segments, including our corporate restaurants, our retail and catering in our central segments. So it's spread all over but as Frank said, it's also there some margin efficiencies from streamlining the business.
Okay, got it. And then last one for me and I guess it's related to EBITDA margins and retail and catering were substantially higher even compared to your seasonally strongest periods in Q4, so that's encouraging to see. Do you think this is sustainable if consumption at home or kind of remains where it is or is there anything else one time in that number.
Well, I think one of the things that typically occurs in the grocery sector, you do get a lot of -- normally you get a lot of discounting, flyer ads and things like that and certainly in Q2, there was no necessity for that. So you're kind of selling through a full top and that was definitely helpful to us.
Your next question comes from Sabahat Khan with RBC Capital Markets.
So I wanted to get a little bit more color on this rent program that you've introduced our incentive program, kind of, how are you rolling it out, how people qualifying for it. And can you share maybe how many of your, what proportion of your network might be using this program.
Sabahat Khan. Yes, the rent certainty program which we press released in May was really to help our franchisees opened and reopened with confidence and understanding what the rent cost was going to be. But they would normally pay the full face value of rent. We set up the program so they knew they would only have to pay as a percentage of sales. The rent that corresponded to their sales level, and we would then negotiate with the landlords and try to -- we have kind of to reduce the net cost and we would fund the difference between the actual rent and percentage of sales rent. We had a number of franchisees that signed up for the program about 500 and some did not sign up for the program because they were doing well enough. We just pay the regular rent. The program in place for all of 2020 to the end of the year. That's where we estimated the cost about potentially $35 million. We took the whole charge in Q2 for the estimated cost of the rent certainty program for the whole year. So we roughly book $32 million in the second quarter. And that's part of the $47 million impairment charge we took in the quarter. And then we will be truing that up with every quarter as actual sales come to life.
Great, thanks. And then you have a fewer banner. There are very well positioned for takeout in some that are probably less. So I guess is it too early to start to make some meaningful investments in the one that might be less e-commerce structured or you starting to look at some options for may be places like the higher-end banner like the Keg or things like that.
Well, I think if you -- all of our major banners are pretty well established for their off-premise business now with the exception of the Keg. And I think they got probably more into more meaningful takeout business and the latter bids of the shutdown but certainly saw very guests favorable reactions to the programs that they put out and they are going to continue to work on that. Obviously, the great benefit the Keg as the ambiance that you get inside. But there is a different need stage at times that they recognize. And so they will continue to work and build upon that. Don't expect the Keg is started doing delivery. That's not going to happen because just we want to make sure that the quality of the product holds true. But yes, we'll see a little bit more from them and again very impressive the numbers that came through on St. Hubert, Swiss Chalet, and the others to do that kind of volume in that kind of growth. I get one last full staff here. The growth of same who bears off-premise sales in Q2. Allow them to call back roughly about 45% of their lost dining room business that's how that math kind of related, which this is an extraordinary number and our volume going through that off-premise -- so it's just really well done by that team.
Great. And then just one last one from me on comments earlier about downtown versus suburban stores for your corporate network. Is it too early to start thinking about some potential relocation over time or are those decisions will probably look at as leases expire in terms of where it's not kind of your stores are.
Yes, I mean. Listen, I don't think that the downtown urban cores are going to die and go away forever, but it's certainly a short-term thing, and we'll -- just like we evaluate every single location based on the changing market dynamics. We will evaluate that too, but we don't have things in the past. We're just -- we're not relying on the breakfast daypart. So we'll continue to evaluate it, but again the vast majority of our locations are not located there. So we don't feel it's a particular vulnerability to us.
Your next question comes from Peter Sklar from BMO Capital Markets.
It's Emily Foo for Peter Sklar. And most of the questions and answers are just a few left. Going back to retail. The growth that you had this quarter is it really just more from the volume and the existing channels that you had or have you done more because I remember, you said that there some wide space opportunity to expand to more stores and more locations. Can you give us a little bit more insight into that?
Yes, it's a combination all of the above price and certainly the volume, particularly in the pantry loading that happened there in recent March certainly contributed to it being able to sell-through it for full dollar was helpful. But we would also had been -- that's what I said in my prepared comments, I said that it was doing well outside of COVID. We introduced Montana's ribs and that is doing exceptionally well and exceeding our expectations as it continues to hit shelves going across the country. There is other SKUs that have been introduced into the retail sector and the team has a pipeline of other products, so there is just a lot of things that are contributing to that, but yes, certainly when you turn off the entire restaurant sector, grocery popped up but -- and we benefited from that, but there's other things going on that it gives us a lot of confidence about their future growth potential.
Yes. That's helpful. And have you made any updates to your planned store closures as the pandemic goes on like as you see more of jurisdictions opening up and seeing how sales are flowing through at those restaurants that have there been additional restaurants, then added to list.
Well, I mean certainly we have made some -- we have closed some locations and we continue to look at it. It's still a little early as we're going through this to see what kind of permanent shifts may have happened. And even we had a lot of one of the things that this did for some of our banners and off-premise, as it a lot of people who never tried to take out or they never tried delivery in some of our locations. Also we had all those new trial. So that's created some changes to even our channel mix. So it's just this everyone still trying to figure this thing out and mainly that's consumers. And how they want to dine out or dine-in-based on their level of comfort. So we're going to have to take some time and be patient, but watch how these sales are impacting these restaurants and we'll make the appropriate adjustments were necessary.
And just one last one and it's is simple. For Ultimate Kitchen, which segment is it classified in.
Ultimate Kitchens is in corporate, yes.
Your next question comes from Sabahat Khan with RBC Capital Markets.
Just a quick follow-up. I guess with a meaningful increase on the delivery side. How are your discussions going with some of your 3rd party delivery partners? I guess with the volumes going up, have there been any savings maybe on the rates that they're charging or any other kind of benefit there in the current environment with the sort of 3rd party guys.
Yes, I mean listen we've regardless of COVID, we are very active always in our negotiations with our aggregator partners to get commission rates that are fair and that we can make money at. So that really didn't change and we do feel we have very aggressive rates with our partners -- but that was the last part of your question that was smart.
I was just there in terms of mainly just on the economics I think that covered.
Yes, okay.
Your next question comes from John Zamparo with CIBC.
Just one follow-up to that last question, has there been any meaningful delta between the growth rate of your own delivery channels versus 3rd party. Are you starting to capture more of that you find, or is it that consumers are getting more accustomed to using these aggregators.
Well, I mean, I think we've seen -- we haven't really seen any, again our own delivery only happens in Swiss and St. Hubert obviously and a little bit in these sites, but it's mainly Swiss and St. Hubert. And we have not seen a fundamental shift in the mix between internal and aggregators, overall volume was obviously up, but the mix self-remain relatively flat. It's a very aggregator business. On the St. Hubert front, it's a very minor percentage and on Swiss, it's kind of held steady at about probably 5% of what their total delivery is.
There are no further questions at this time, I will now turn the call back over to the presenters.
Okay, well, thank you everyone. It was certainly a challenging quarter but we're looking forward to having all our restaurants open on all venues and continuing through our recovery phase. So thank you all and we will talk to you later. Thank you.
Ladies and gentlemen, this concludes today's conference call. Thank you for participating. You may now disconnect.