The document provides forward-looking statements regarding Sysco's expectations and beliefs about its future financial performance and growth opportunities. It notes several risks and uncertainties that could cause actual results to differ from expectations. The document also provides an overview of Sysco's fiscal year 2023 financial results, including record sales of $76.3 billion and adjusted earnings per share of $4.01. Sysco reiterates its fiscal year 2024 guidance of net sales growth in the mid-single digits percent range and adjusted EPS growth between 5-10%.
Of the different patterns that have emerged in governmentsโ fight against coronavirusโcrush and contain is the most effective. While many countries missed the initial opportunity to crush and contain, it is critical that governments prepare now to make sure they donโt miss the opportunity again.
Employee Inspiration: How to Create Energy That Drives Better Customer OutcomesQualtrics
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Engagement has become the new holy grail for satisfied employees and a key issue for business leaders. But what does it mean to be engaged? Bain & Company is redefining the employee experience with a system for building inspiration through productive team discussions, candid frequent feedback and an outer loop for addressing systemic issues. Inspired employees should be everyoneโs priority to fuel customer loyalty and organic, sustainable growth. We will share the results from our latest study, describe the mechanisms required and the behaviors to aspire towards โ all key ingredients of a customer centered Employee Inspiration system.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
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Of the different patterns that have emerged in governmentsโ fight against coronavirusโcrush and contain is the most effective. While many countries missed the initial opportunity to crush and contain, it is critical that governments prepare now to make sure they donโt miss the opportunity again.
Employee Inspiration: How to Create Energy That Drives Better Customer OutcomesQualtrics
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Engagement has become the new holy grail for satisfied employees and a key issue for business leaders. But what does it mean to be engaged? Bain & Company is redefining the employee experience with a system for building inspiration through productive team discussions, candid frequent feedback and an outer loop for addressing systemic issues. Inspired employees should be everyoneโs priority to fuel customer loyalty and organic, sustainable growth. We will share the results from our latest study, describe the mechanisms required and the behaviors to aspire towards โ all key ingredients of a customer centered Employee Inspiration system.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
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It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At todayโs prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
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Leaders donโt wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here.ย https://accntu.re/3sIBI0k
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BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telcoโs environmental strategy. The index tracks the companyโs commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
The FDA and industry: A recipe for collaborating in the New Health EconomyPwC
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Pharmaceutical and life science companies and their chief regulator โ the FDA โ must find new ways to collaborate to meet 21st century demands.
Web Page: http://www.pwc.com/us/en/health-industries/health-research-institute/hri-pharma-life-sciences-fda.jhtml
BCGโs 2018 global challengersโ100 rapidly globalizing companies from emerging marketsโare getting ahead of the competition by using digital technologies.
Cracking the Code on Consumer Fraud | Accentureaccenture
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"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud โ more intelligence-led,
proactive and collaborative."
How should nonprofit leaders adjust to the new reality of operating under COVID-19? This detailed checklist can help you understand the actions needed to protect team health, improve financial resilience, and continue executing on your mission with clarity and impact.
The value of digitally influenced spending in emerging markets will approach $4 trillion by 2022, amounting to about 50% of all retail spending in Asia, Latin America, and Africa. But the dynamics will vary widely between markets, requiring B2C companies to โde-averageโ their offerings in order to succeed.
From Good to Great: How to Ace Your Marketplace FundraiseBattery Ventures
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At the Marketplace Conference Online December 2020, Battery Ventures' Justin Da Rosa teamed up with Speedinvest's Philip Specht on the core marketplace metrics investors evaluate during the fundraising process from seed to growth.
EY's European Banking Barometer โ 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
What Does the Recovery of Demand for Urban Mobility Look Like Post-COVID-19?Boston Consulting Group
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Based on a survey of 5,000 residents in china, the EU, and the US, BCG analyzed the likely recovery of demand in urban mobility following the COVID-19
outbreak. Ultimatelyโuntil a cure emergesโwe expect we expect a major shift away from public transit toward private mobility modes, specifically private cars and bikes. But the magnitude of the shift will differ across the varied type of cities.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
ย
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At todayโs prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
ย
Leaders donโt wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here.ย https://accntu.re/3sIBI0k
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
ย
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telcoโs environmental strategy. The index tracks the companyโs commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
The FDA and industry: A recipe for collaborating in the New Health EconomyPwC
ย
Pharmaceutical and life science companies and their chief regulator โ the FDA โ must find new ways to collaborate to meet 21st century demands.
Web Page: http://www.pwc.com/us/en/health-industries/health-research-institute/hri-pharma-life-sciences-fda.jhtml
BCGโs 2018 global challengersโ100 rapidly globalizing companies from emerging marketsโare getting ahead of the competition by using digital technologies.
Cracking the Code on Consumer Fraud | Accentureaccenture
ย
"Accenture research highlights how public safety agencies need a new approach to tackle consumer fraud โ more intelligence-led,
proactive and collaborative."
How should nonprofit leaders adjust to the new reality of operating under COVID-19? This detailed checklist can help you understand the actions needed to protect team health, improve financial resilience, and continue executing on your mission with clarity and impact.
The value of digitally influenced spending in emerging markets will approach $4 trillion by 2022, amounting to about 50% of all retail spending in Asia, Latin America, and Africa. But the dynamics will vary widely between markets, requiring B2C companies to โde-averageโ their offerings in order to succeed.
From Good to Great: How to Ace Your Marketplace FundraiseBattery Ventures
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At the Marketplace Conference Online December 2020, Battery Ventures' Justin Da Rosa teamed up with Speedinvest's Philip Specht on the core marketplace metrics investors evaluate during the fundraising process from seed to growth.
EY's European Banking Barometer โ 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
What Does the Recovery of Demand for Urban Mobility Look Like Post-COVID-19?Boston Consulting Group
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Based on a survey of 5,000 residents in china, the EU, and the US, BCG analyzed the likely recovery of demand in urban mobility following the COVID-19
outbreak. Ultimatelyโuntil a cure emergesโwe expect we expect a major shift away from public transit toward private mobility modes, specifically private cars and bikes. But the magnitude of the shift will differ across the varied type of cities.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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According to TechSci Research report, โIndia Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030โ, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
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โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
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"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Discover the innovative and creative projects that highlight my journey throughย Full Sail University. Below, youโll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. Forward-Looking Statements
Statements made in this presentation that look forward in time or that express managementโs beliefs, expectations or hopes are forward-looking statements under the Private Securities Litigation Reform Act of 1995. Such
forward-looking statements reflect the views of management at the time such statements are made and are subject to a number of risks, uncertainties, estimates, and assumptions that may cause actual results to differ
materially from current expectations. These statements include statements concerning: the effect, impact, potential duration or other implications of the COVID-19 pandemic and any expectations we may have with respect
thereto; our expectations regarding future improvements in productivity; our belief that improvements in our organizational capabilities will deliver compelling outcomes in future periods; our expectations regarding
improvements in international volume; our expectations that our transformational agenda will drive long-term growth; our expectations regarding the continuation of an inflationary environment; our expectations regarding
improvements in the efficiency of our supply chain; our expectations regarding the impact of our Recipe for Growth strategy and the pace of progress in implementing the initiatives under that strategy; our expectations
regarding Syscoโs ability to outperform the market in future periods; our expectations that our strategic priorities will enable us to grow faster than the market; our expectations regarding our efforts to reduce overtime rates
and the incremental investments in hiring; our expectations regarding the expansion of our driver academy and our belief that the academy will enable us to provide upward career path mobility for our warehouse colleagues
and improve colleague retention; our expectations regarding the benefits of the six-day delivery and last mile distribution models; our plans to improve the capabilities of our sales team; our expectations regarding the impact
of our growth initiatives and their ability to enable Sysco to consistently outperform the market; our expectations to exceed our growth target by the
end of fiscal 2024; our ability to deliver against our strategic priorities; economic trends in the United States and abroad; our belief that there is further opportunity for profit in the future; our future growth, including
growth in sales and earnings per share; the pace of implementation of our business transformation initiatives; our expectations regarding our balanced approach to capital allocation and rewarding our
shareholders; our plans to improve colleague retention, training and productivity; our belief that our Recipe for Growth transformation is creating capabilities that will help us profitably grow for
the long term; our expectations regarding our long-term financial outlook; our expectations of the effects labor harmony will have on sales and case volume, as well as mitigation expenses;
our expectations for customer acquisition in the local/street space; our expectations regarding the effectiveness of our Global Support Center expense control measures; and our
expectations regarding the growth and resilience of our food away from home market.
It is important to note that actual results could differ materially from those projected in such forward-looking statements based on numerous factors, including those outside
of Syscoโs control. For more information concerning factors that could cause actual results to differ from those expressed or forecasted, see our Annual Report on
Form 10-K for the year ended July 1, 2023, as filed with the SEC, and our subsequent filings with the SEC. We do not undertake to update our forward-looking statements,
except as required by applicable law.
2
4. FY2023 Total Sysco Sales
$76.3B
In Annual Sales
~725K
Customer Locations
~7,500
Sales Consultants
72K+
Colleagues Across
the Globe
IFG
Operations
4
8%
Travel and Leisure
62%
Restaurants
7%
Healthcare
15%
Other
8%
Education
and Government
Sysco is the Backbone of the Food Away From Home
Industry and Growing Share
5. Market Leader in the Highly Fragmented and Growing
Foodservice Distribution Industry
$161 B
$197 B
$224 B
$268 B
$231 B
$300 B
$353 B
2000 2005 2010 2015 2020 2021 2022
Total Addressable Market Since 2000
5
Technomic U.S. Foodservice Industry Wallchart for Calendar Year, updated May 2023
17%
$353 B
6.
7. Today, we are Reiterating our FY24 Guidance
Net Sales
~$80 billion,
Mid-single digits growth
Adjusted EPS
$4.20-$4.40,
~5-10% growth
9. FY 2021
$2.2
$3.3
$3.8
Adj. EBITDA1
(billions)
$51.3
$68.6
$76.3
Net Sales
(billions)
$1.44
$3.25
$4.01
Adj. EPS1
FY 2022
9
FY 2023 GAAP Operating Income
+29.5% to $3.0B vs FY 2022
9
1 See Non-GAAP reconciliations at the end of the presentation.
FY 2023 FY 2021 FY 2022 FY 2023 FY 2021 FY 2022 FY 2023
Record Performance in FY23 and
Positioned for Growth
10. 10
22.3%
7.3%
Adj. Opex
Growth1
Volume
Growth
(1500 bps)
17.0%
5.2%
Volume
Growth
(1180 bps)
10.4%
6.1%
Volume
Growth
(430 bps)
0.5%
2.3%
Volume
Growth
+180 bps
Adj. Opex
Growth1
Adj. Opex
Growth1
Adj. Opex
Growth1
Q1 FY23
YoY
Q2 FY23
YoY
Q3 FY23
YoY
Q4 FY23
YoY
6.7%
6.0%
6.5%
7.7%
Q1'23 Q2'23 Q3'23 Q4'23
ADJUSTED OPERATING INCOME1
(% of Sales)
USFS: Sequential Improvement with Adjusted Operating
Expense and Strong Q4 Exit Rate
1 See Non-GAAP reconciliations at the end of the presentation.
11. Record Free Cash Flow, Strong Investment Grade
Credit Rating
$1,183
$2,116
Free Cash Flow1
(millions)
1
1
FY 2022 FY 2023
11
1 See Non-GAAP reconciliations at the end of the presentation.
5.2x
2.5x
Net Debt to Adj.
EBITDA1
Q3โ 2021 Q4โ 2023
$1,791
$2,868
Cash from Operations
(millions)
FY 2022 FY 2023
12. Investment Priority Progress
Invest for Growth โข Capital investments in our technology, fleet and buildings
Maintain a Strong
Balance Sheet
โข Maintaining a strong investment grade rating; ended FY 2023 with a
net debt to adjusted EBITDA1 ratio of 2.5x
Shareholder Return
โข Committed to ~$1 billion in dividend payments and ~750 million of
share repurchases in FY 2024
โข Dividend aristocrat, with a 54-year track record of increases
1
2
3
1
2
12
1 See Non-GAAP reconciliations at the end of the presentation.
Capital Allocation Anchored by Strong
Cash Generation
13. Sysco has increased dividends for 54 years
1
3
13
$0.7 B
$3.3 B
$5.9 B
$7.6 B
$9.4 B
$11.1 B
$12.0 B
$13.5 B
$15.0 B
$16.7 B
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024
(Expected)
Cumulative Cash Returned to Shareholders
Dividends Shares Repurchased
Strong Cash Generation Drives Shareholder
Returns
16. Impact of Certain Items
1
6
The discussion of our results includes certain non-GAAP financial measures, including EBITDA and adjusted EBITDA, that we believe
provide important perspective with respect to underlying business trends. Other than free cash flow, any non-GAAP financial measures will be
denoted as adjusted measures to remove the impact of restructuring and transformational project costs consisting of: (1) restructuring charges, (2)
expenses associated with our various transformation initiatives and (3) severance charges; acquisition-related costs consisting of: (a) intangible
amortization expense and (b) acquisition costs and due diligence costs related to our acquisitions; and the reduction of bad debt expense previously
recognized in fiscal 2020 due to the impact of the COVID-19 pandemic on the collectability of our pre-pandemic trade receivable balances. Our
results for fiscal 2023 were also impacted by adjustments to a product return allowance pertaining to COVID-related personal protection equipment
inventory, a pension settlement charge that resulted from the purchase of a nonparticipating single premium group annuity contract that transferred
defined benefit plan obligations to an insurer, and a litigation financing agreement. Our results for fiscal 2022 were also impacted by a write-down of
COVID-related personal protection equipment inventory due to the reduction in the net realizable value of inventory, losses on the extinguishment of
long-term debt and an increase in reserves for uncertain tax positions.
The results of our operations can be impacted due to changes in exchange rates applicable in converting local currencies to U.S. dollars.
We measure our results on a constant currency basis. Constant currency operating results are calculated by translating current-period local currency
operating results with the currency exchange rates used to translate the financial statements in the comparable prior-year period to determine what
the current-period U.S. dollar operating results would have been if the currency exchange rate had not changed from the comparable prior-year
period.
Management believes that adjusting its operating expenses, operating income, net earnings and diluted earnings per share to remove
these Certain Items and presenting its results on a constant currency basis, provides an important perspective with respect to our underlying
business trends and results and provides meaningful supplemental information to both management and investors that (1) is indicative of the
performance of the companyโs underlying operations and (2) facilitates comparisons on a year-over-year basis.
Sysco has a history of growth through acquisitions and excludes from its non-GAAP financial measures the impact of acquisition-related
intangible amortization, acquisition costs and due-diligence costs for those acquisitions. We believe this approach significantly enhances the
comparability of Syscoโs results for fiscal 2023 and fiscal 2022.
Set forth below is a reconciliation of sales, operating expenses, operating income, other (income) expense, net earnings and diluted
earnings per share to adjusted results for these measures for the periods presented. Individual components of diluted earnings per share may not
add up to the total presented due to rounding. Adjusted diluted earnings per share is calculated using adjusted net earnings divided by diluted shares
outstanding.
16
17. Sysco Corporation and its Consolidated Subsidiaries
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items, FY23, FY22, & FY21
(Dollars in Thousands, Except for Share and Per Share Data)
1
7 17
52-Week
Period Ended
Jul. 1, 2023
52-Week
Period Ended
Jul. 2, 2022
53-Week
Period Ended
Jul. 3, 2021
Sales (GAAP) $ 76,324,675 $ 68,636,146 $ 51,297,843
Impact of currency fluctuations (1) 910,290 - -
Comparable sales using a constant currency basis (Non-GAAP) $ 77,234,965 $ 68,636,146 $ 51,297,843
Cost of sales $ 62,369,678 $ 56,315,622 $ 41,941,094
Impact of inventory valuation adjustment (2) 2,571 (73,224) -
Cost of sales adjusted for Certain Items (Non-GAAP) $ 62,372,249 $ 56,242,398 $ 41,941,094
Gross profit (GAAP) $ 13,954,997 $ 12,320,524 $ 9,356,749
Impact of inventory valuation adjustment (2) (2,571) 73,224 -
Gross profit adjusted for Certain Items (Non-GAAP) 13,952,426 12,393,748 9,356,749
Impact of currency fluctuations (1) 188,796 - -
Comparable gross profit adjusted for Certain Items using a
constant currency basis (Non-GAAP) $ 14,141,222 $ 12,393,748 $ 9,356,749
Gross margin (GAAP) 18.28% 17.95% 18.24%
Impact of inventory valuation adjustment (2) 0.00% 0.11% 0.00%
Gross margin adjusted for Certain Items (Non-GAAP) 18.28% 18.06% 18.24%
Impact of currency fluctuations (1) 0.03% 0.00% 0.00%
Comparable gross margin adjusted for Certain Items using a
constant currency basis (Non-GAAP) 18.31% 18.06% 18.24%
Operating expenses (GAAP) $ 10,916,448 $ 9,974,024 $ 7,909,561
Impact of restructuring and transformational project costs (3) (62,965) (107,475) (128,187)
Impact of acquisition-related costs (4) (115,889) (139,173) (79,540)
Impact of bad debt reserve adjustments (5) 4,425 27,999 184,813
Operating expenses adjusted for Certain Items (Non-GAAP) 10,742,019 9,755,375 7,886,647
Impact of currency fluctuations (1) 182,873 - -
Comparable operating expenses adjusted for Certain Items using a
constant currency basis (Non-GAAP) $ 10,924,892 $ 9,755,375 $ 7,886,647
Operating expense as a percentage of sales (GAAP) 14.30% 14.53% 15.42%
Impact of certain items adjustments -0.23% -0.32% -0.05%
Adjusted operating expense as a percentage of sales (Non-GAAP)
14.07% 14.21% 15.37%
Operating income (GAAP) $ 3,038,549 $ 2,346,500 $ 1,447,188
Impact of inventory valuation adjustment (2) (2,571) 73,224 -
Impact of restructuring and transformational project costs (3) 62,965 107,475 128,187
Impact of acquisition-related costs (4) 115,889 139,173 79,540
Impact of bad debt reserve adjustments (5) (4,425) (27,999) (184,813)
Operating income adjusted for Certain Items (Non-GAAP) 3,210,407 2,638,373 1,470,102
Impact of currency fluctuations (1) 5,923 - -
Comparable operating income adjusted for Certain Items using a
constant currency basis (Non-GAAP) $ 3,216,330 $ 2,638,373 $ 1,470,102
Operating margin (GAAP) 3.98% 3.42% 2.82%
Operating margin adjusted for Certain Items (Non-GAAP) 4.21% 3.84% 2.87%
Operating margin adjusted for Certain Items using a constant
currency basis (Non-GAAP) 4.16% 3.84% 2.87%
Interest expense (GAAP) $ 526,752 $ 623,643 $ 880,137
Impact of loss on extinguishment of debt - (115,603) (293,897)
Interest expense adjusted for Certain Items (Non-GAAP) $ 526,752 $ 508,040 $ 586,240
Other expense (income) (GAAP) $ 226,442 $ (23,916) $ (17,677)
Impact of other non-routine gains and losses (6) (194,459) - (10,460)
Other expense (income) adjusted for Certain Items (Non-GAAP) $ 31,983 $ (23,916) $ (28,137)
18. Sysco Corporation and its Consolidated Subsidiaries
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items, FY23, FY22, & FY21
(Dollars in Thousands, Except for Share and Per Share Data) continued
1
8 18
Net earnings (GAAP) $ 1,770,124 $ 1,358,768 $ 524,209
Impact of inventory valuation adjustment (2) (2,571) 73,224 -
Impact of restructuring and transformational project costs (3) 62,965 107,475 128,187
Impact of acquisition-related costs (4) 115,889 139,173 79,540
Impact of bad debt reserve adjustments (5) (4,425) (27,999) (184,813)
Impact of loss on extinguishment of debt - 115,603 293,897
Impact of other non-routine gains and losses (6) 194,459 - 10,460
Tax impact of inventory valuation adjustment (7) 647 (18,902) -
Tax impact of restructuring and transformational project costs (7) (15,847) (27,743) (32,416)
Tax impact of acquisition-related costs (7) (29,166) (35,926) (19,675)
Tax Impact of bad debt reserve adjustments (7) 1,114 7,228 46,260
Tax impact of loss on extinguishment of debt (7) - (29,841) (79,323)
Tax impact of other non-routine gains and losses (7) (48,941) - (2,692)
Impact of adjustments to uncertain tax positions - 12,000 0
Impact of foreign exchange rate (8) - - (23,197)
Net earnings adjusted for Certain Items (Non-GAAP) $ 2,044,248 $ 1,673,060 $ 740,437
Diluted earnings per share (GAAP) $ 3.47 $ 2.64 $ 1.02
Impact of inventory valuation adjustment (2) (0.01) 0.14 -
Impact of restructuring and transformational project costs (3) 0.12 0.21 0.25
Impact of acquisition-related costs (4) 0.23 0.27 0.15
Impact of bad debt reserve adjustments (5) (0.01) (0.05) (0.36)
Impact of loss on extinguishment of debt - 0.22 0.57
Impact of other non-routine gains and losses (6) 0.38 - 0.02
Tax impact of inventory valuation adjustment (7) - (0.04) -
Tax impact of restructuring and transformational project costs (7) (0.03) (0.05) (0.06)
Tax impact of acquisition-related costs (7) (0.06) (0.07) (0.04)
Tax Impact of bad debt reserve adjustments (7) - 0.01 0.09
Tax impact of loss on extinguishment of debt (7) - (0.06) (0.15)
Tax impact of other non-routine gains and losses (7) (0.10) - (0.01)
Impact of adjustments to uncertain tax positions - 0.02 -
Impact of foreign exchange rate (8) - - (0.05)
Diluted earnings per share adjusted for Certain Items (Non-GAAP)
(9) $ 4.01 $ 3.25 $ 1.44
Diluted shares outstanding 509,719,756 514,005,827 513,555,088
(2)
Fiscal 2023 represents an adjustment to a product return allowance, related to COVID-related personal protection equipment inventory. Fiscal 2022
represents a write-down of COVID-related personal protection equipment inventory due to the reduction in the net realizable value of inventory.
(1)
Represents a constant currency adjustment, which eliminates the impact of foreign currency fluctuations on the current year results.
(3)
Fiscal 2023 includes $20 million related to restructuring and severance charges and $43 million related to various transformation initiative costs,
primarily consisting of changes to our business technology strategy. Fiscal 2022 includes $59 million related to restructuring and severance charges and
$49 million related to various transformation initiative costs, primarily consisting of changes to our business technology strategy. Fiscal 2021 includes $72
million related to restructuring and severance charges and $56 million related to various transformation initiative costs, primarily consisting of changes to
our business technology strategy.
(4)
Fiscal 2023 includes $105 million of intangible amortization expense and $10 million in acquisition and due diligence costs. Fiscal 2022 includes $106
million of intangible amortization expense and $33 million in acquisition and due diligence costs. Fiscal 2021 represents $74 million of intangible
amortization expense from the Brakes Acquisition, which is included in the results of International Foodservice, as well as $6 million of due diligence and
integration costs related to Greco and Sons, which are included within Global Support Center expenses.
(5)
Fiscal 2023, fiscal 2022, and fiscal 2021 represent the reduction of bad debt charges previously taken on pre-pandemic trade receivable balances in
fiscal 2020.
(6)
Fiscal 2023 primarily includes a pension settlement charge of $315 million that resulted from the purchase of a nonparticipating single premium group
annuity contract that transferred defined benefit plan obligations to an insurer and $122 million in income from a litigation financing agreement. Fiscal
2021 includes $23 million of loss from the sale of businesses, $13 million of gains on sale of property and other non-recurring gains and losses.
(7)
The tax impact of adjustments for Certain Items is calculated by multiplying the pretax impact of each Certain Item by the statutory rates in effect for
each jurisdiction where the Certain Item was incurred.
(9)
Individual components of diluted earnings per share may not add up to the total presented due to rounding. Total diluted earnings per share is
calculated using adjusted net earnings divided by diluted shares outstanding.
(8)
Fiscal 2021 represents a net benefit from remeasuring Syscoโs accrued income taxes, deferred tax asset and deferred tax liabilities due to changes in tax
rates in the United Kingdom.
NM represents that the percentage change is not meaningful.
19. Sysco Corporation and its Consolidated Subsidiaries
Segment Results
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items on Applicable Segments, Q1 FY23 vs. Q1 FY22
(Dollars in Thousands)
1
9 19
13-Week
Period Ended
Oct. 1, 2022
13-Week
Period Ended
Oct. 2, 2021
Change
in Dollars %/bps Change
U.S. FOODSERVICE OPERATIONS
Sales GAAP) $ 13,602,482 $ 11,602,963 $ 1,999,519 17.2%
Gross Profit (GAAP) 2,612,343 2,185,154 427,189 19.5%
Gross Margin (GAAP) 19.20% 18.83% 37 bps
Operating expenses (GAAP) $ 1,708,515 $ 1,387,631 $ 320,884 23.1%
Impact of restructuring and transformational project costs 48 (3) 51 NM
Impact of acquisition-related costs (1) (12,585) (4,654) (7,931) NM
Impact of bad debt reserve adjustments (2) 2,592 6,420 (3,828) -59.6%
Operating expenses adjusted for Certain Items (Non-GAAP) $ 1,698,570 $ 1,389,394 $ 309,176 22.3%
Operating income (GAAP) $ 903,828 $ 797,523 $ 106,305 13.3%
Impact of restructuring and transformational project costs (48) 3 (51) NM
Impact of acquisition-related costs (1) 12,585 4,654 7,931 NM
Impact of bad debt reserve adjustments (2) (2,592) (6,420) 3,828 59.6%
Operating income adjusted for Certain Items (Non-GAAP) $ 913,773 $ 795,760 $ 118,013 14.8%
Adjusted operating income as a percentage of sales (Non-GAAP) 6.7%
(1)
Fiscal 2023 and fiscal 2022 include intangible amortization expense and acquisition costs.
(2)
Fiscal 2023 and fiscal 2022 represent the reduction of bad debt charges previously taken on pre-pandemic trade receivable balances in fiscal 2020.
NM represents that the percentage change is not meaningful.
20. Sysco Corporation and its Consolidated Subsidiaries
Segment Results
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items on Applicable Segments, Q2 FY23 vs. Q2 FY22
(Dollars in Thousands)
2
0 20
13-Week
Period Ended
Dec. 31, 2022
13-Week
Period Ended
Jan. 1, 2022
Change
in Dollars %/bps Change
U.S. FOODSERVICE OPERATIONS
Sales (GAAP) $ 13,077,054 $ 11,498,155 $ 1,578,899 13.7%
Gross Profit (GAAP) 2,493,089 2,139,278 353,811 16.5%
Gross Margin (GAAP) 19.06% 18.61% 45 bps
Operating expenses (GAAP) $ 1,712,128 $ 1,462,456 $ 249,672 17.1%
Impact of restructuring and transformational project costs (92) (16) (76) NM
Impact of acquisition-related costs (1) (11,514) (13,131) 1,617 12.3%
Impact of bad debt reserve adjustments (2) 1,658 5,249 (3,591) -68.4%
Operating expenses adjusted for Certain Items (Non-GAAP) $ 1,702,180 $ 1,454,558 $ 247,622 17.0%
Operating income (GAAP) $ 780,961 $ 676,822 $ 104,139 15.4%
Impact of restructuring and transformational project costs 92 16 76 NM
Impact of acquisition-related costs (1) 11,514 13,131 (1,617) -12.3%
Impact of bad debt reserve adjustments (2) (1,658) (5,249) 3,591 68.4%
Operating income adjusted for Certain Items (Non-GAAP) $ 790,909 $ 684,720 $ 106,189 15.5%
Adjusted operating income as a percentage of sales (Non-GAAP) 6.0%
(1)
Fiscal 2023 and fiscal 2022 include intangible amortization expense and acquisition costs.
(2)
Fiscal 2023 and fiscal 2022 represent the reduction of bad debt charges previously taken on pre-pandemic trade receivable balances in fiscal 2020.
NM represents that the percentage change is not meaningful.
21. Sysco Corporation and its Consolidated Subsidiaries
Segment Results
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items on Applicable Segments, Q3 FY23 vs. Q3 FY22
(Dollars in Thousands)
2
1 21
13-Week
Period Ended
Apr. 1, 2023
13-Week
Period Ended
Apr. 2, 2022
Change
in Dollars %/bps Change
U.S. FOODSERVICE OPERATIONS
Sales (GAAP) $ 13,257,519 $ 12,006,163 $ 1,251,356 10.4%
Gross Profit (GAAP) $ 2,545,859 $ 2,270,045 $ 275,814 12.2%
Gross Margin (GAAP) 19.20% 18.91% 29 bps
Operating expenses (GAAP) $ 1,690,093 $ 1,523,578 $ 166,515 10.9%
Impact of restructuring and transformational project costs (159) 2,543 (2,702) NM
Impact of acquisition-related costs (1) (11,463) (10,505) (958) -9.1%
Impact of bad debt reserve adjustments (2) (81) 5,060 (5,141) NM
Operating expenses adjusted for Certain Items (Non-GAAP) $ 1,678,390 $ 1,520,676 $ 157,714 10.4%
Operating income (GAAP) $ 855,766 $ 746,467 $ 109,299 14.6%
Impact of restructuring and transformational project costs 159 (2,543) 2,702 NM
Impact of acquisition-related costs (1) 11,463 10,505 958 9.1%
Impact of bad debt reserve adjustments (2) 81 (5,060) 5,141 NM
Operating income adjusted for Certain Items (Non-GAAP) 867,469 749,369 118,100 15.8%
Adjusted operating income as a percentage of sales (Non-GAAP) 6.5%
(1)
Fiscal 2023 and fiscal 2022 include intangible amortization expense and acquisition costs.
(2)
Fiscal 2023 and fiscal 2022 represent the reduction of bad debt charges previously taken on pre-pandemic trade receivable balances in fiscal 2020.
NM represents that the percentage change is not meaningful.
22. Sysco Corporation and its Consolidated Subsidiaries
Segment Results
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items on Applicable Segments, Q4 FY23 vs. Q4 FY22
(Dollars in Thousands)
2
2 22
13-Week
Period Ended
Jul. 1, 2023
13-Week
Period Ended
Jul. 2, 2022
Change
in Dollars %/bps Change
U.S. FOODSERVICE OPERATIONS
Sales (GAAP) $ 13,745,839 $ 13,413,281 $ 332,558 2.5%
Gross Profit (GAAP) $ 2,707,712 $ 2,601,656 $ 106,056 4.1%
Gross Margin (GAAP) 19.70% 19.40% 30 bps
Operating expenses (GAAP) $ 1,661,691 $ 1,649,413 $ 12,278 0.7%
Impact of restructuring and transformational project costs (614) (778) 164 21.1%
Impact of acquisition-related costs (1) (10,479) (10,825) 346 3.2%
Impact of bad debt reserve adjustments (2) - 4,035 (4,035) NM
Operating expenses adjusted for Certain Items (Non-GAAP) $ 1,650,598 $ 1,641,845 $ 8,753 0.5%
Operating income (GAAP) $ 1,046,021 $ 952,243 $ 93,778 9.8%
Impact of restructuring and transformational project costs 614 778 (164) -21.1%
Impact of acquisition-related costs (1) 10,479 10,825 (346) -3.2%
Impact of bad debt reserve adjustments (2) - (4,035) 4,035 NM
Operating income adjusted for Certain Items (Non-GAAP) $ 1,057,114 $ 959,811 $ 97,303 10.1%
Adjusted operating income as a percentage of sales (Non-GAAP) 7.7%
NM represents that the percentage change is not meaningful.
(1)
Fiscal 2023 and fiscal 2022 include intangible amortization expense and acquisition costs.
(2)
Fiscal 2022 represents the reduction of bad debt charges previously taken on pre-pandemic trade receivable balances in fiscal 2020.
23. Sysco Corporation and its Consolidated Subsidiaries
Non-GAAP Reconciliation (Unaudited)
Free Cash Flow, YTD23 vs. YTD22
(In Thousands)
2
3 23
Net cash provided by operating activities (GAAP) $ 2,867,602 $ 1,791,286 $ 1,076,316
Additions to plant and equipment (793,325) (632,802) (160,523)
Proceeds from sales of plant and equipment 42,147 24,144 18,003
Free Cash Flow (Non-GAAP) $ 2,116,424 $ 1,182,628 $ 933,796
Free cash flow represents net cash provided from operating activities less purchases of plant and equipment and includes
proceeds from sales of plant and equipment. Sysco considers free cash flow to be a liquidity measure that provides useful
information to management and investors about the amount of cash generated by the business after the purchases and sales
of buildings, fleet, equipment and technology, which may potentially be used to pay for, among other things, strategic uses of
cash including dividend payments, share repurchases and acquisitions. However, free cash flow may not be available for
discretionary expenditures, as it may be necessary that we use it to make mandatory debt service or other payments. Free
cash flow should not be used as a substitute for the most comparable GAAP financial measure in assessing the companyโs
liquidity for the periods presented. An analysis of any non-GAAP financial measure should be used in conjunction with results
presented in accordance with GAAP. In the table that follows, free cash flow for each period presented is reconciled to net
cash provided by operating activities.
52-Week
Period Ended
Jul. 1, 2023
52-Week
Period Ended
Jul. 2, 2022
Change
in Dollars
24. Earnings Before Interest, Taxes, Depreciation and
Amortization (EBITDA)
2
4
EBITDA represents net earnings (loss) plus (i) interest expense, (ii) income tax expense and benefit, (iii) depreciation and (iv)
amortization. The net earnings (loss) component of our EBITDA calculation is impacted by Certain Items that we do not consider representative of
our underlying performance. As a result, in the non-GAAP reconciliations below for each period presented, adjusted EBITDA is computed as EBITDA
plus the impact of Certain Items, excluding certain items related to interest expense, income taxes, depreciation and amortization. Sysco's
management considers growth in this metric to be a measure of overall financial performance that provides useful information to management and
investors about the profitability of the business, as it facilitates comparison of performance on a consistent basis from period to period by providing a
measurement of recurring factors and trends affecting our business. Additionally, it is a commonly used component metric used to inform on capital
structure decisions. Adjusted EBITDA should not be used as a substitute for the most comparable GAAP financial measure in assessing the companyโs
financial performance for the periods presented. An analysis of any non-GAAP financial measure should be used in conjunction with results presented
in accordance with GAAP. In the tables that follow, adjusted EBITDA for each period presented is reconciled to net earnings.
24
25. Sysco Corporation and its Consolidated Subsidiaries
Non-GAAP Reconciliation (Unaudited)
Impact of Certain Items on Earnings Before Interest, Taxes, Depreciation and Amortization (FY23, FY22, & FY21)
(In Thousands)
2
5 25
52-Week
Period Ended
Jul. 1, 2023
52-Week
Period Ended
Jul. 2, 2022
53-Week
Period Ended
Jul. 3, 2021
Net earnings (GAAP) $ 1,770,124 $ 1,358,768 $ 524,209
Interest (GAAP) 526,752 623,643 880,137
Income taxes (GAAP) 515,231 388,005 60,519
Depreciation and amortization (GAAP) 775,604 772,881 737,916
EBITDA (Non-GAAP) $ 3,587,711 $ 3,143,297 $ 2,202,781
Certain Item adjustments:
Impact of inventory valuation adjustment (1) (2,571) 73,224 -
Impact of restructuring and transformational project costs (2) 61,009 106,091 120,693
Impact of acquisition-related costs (3) 10,393 32,738 5,867
Impact of bad debt reserve adjustments (4) (4,425) (27,999) (184,813)
Impact of non-routine gains and losses (5) 194,459 - 10,460
EBITDA adjusted for Certain Items (Non-GAAP) (6) $ 3,846,576 $ 3,327,351 $ 2,154,988
(6)
In arriving at adjusted EBITDA, Sysco does not adjust out interest income of $24 million, $7 million, and $15 million or non-cash stock compensation expense of $95 million,
$122 million, and $96 million for fiscal 2023, fiscal 2022, and fiscal 2021, respectively.
NM represents that the percentage change is not meaningful.
(1)
Fiscal 2023 represents an adjustment to a product return allowance, related to COVID-related personal protection equipment inventory. Fiscal 2022 represents a write-down
of COVID-related personal protection equipment inventory due to the reduction in the net realizable value of inventory.
(2)
Includes charges related to restructuring and severance, as well as various transformation initiative costs, primarily consisting of changes to our business technology strategy,
excluding charges related to accelerated depreciation.
(3)
Fiscal 2023 and fiscal 2022 include acquisition and due diligence costs.
(4)
Fiscal 2023, fiscal 2022, and fiscal 2021 represent the reduction of bad debt charges previously taken on pre-pandemic trade receivable balances in fiscal 2020.
(5)
Fiscal 2023 primarily includes a pension settlement charge of $315 million that resulted from the purchase of a nonparticipating single premium group annuity contract that
transferred defined benefit plan obligations to an insurer and $122 million in income from a litigation financing agreement. Fiscal 2021 includes $23 million of loss from the sale
of businesses, $13 million of gains on sale of property and other non-recurring gains and losses.
26. Sysco Corporation and its Consolidated Subsidiaries
Non-GAAP Reconciliation (Unaudited)
Net Debt to Adjusted EBIDTA
(In Thousands)
2
6 26
July 1, 2023 March 27, 2021
Current Maturities of long-term debt $ 62,550 $ 965,618
Long-term debt 10,347,997 11,741,114
Total Debt 10,410,547 12,706,732
Cash & Cash Equivalents (745,201) (4,895,723)
Net Debt $ 9,665,346 $ 7,811,009
Adjusted EBITDA for the previous 12 months $ 3,846,576 $ 1,516,653
Debt/Adjusted EBITDA Ratio 2.7 8.4
Net Debt/Adjusted EBITDA Ratio 2.5 5.2
Net Debt to Adjusted EBITDA is a non-GAAP financial measure frequently used by investors and credit rating
agencies. Our Net Debt to Adjusted EBITDA ratio is calculated using a numerator of our debt minus cash and
cash equivalents, divided by the sum of the most recent four quarters of Adjusted EBITDA. In the table that
follows, we have provided the calculation of our debt and net debt as a ratio of Adjusted EBITDA.
27. Projected Adjusted EPS Guidance
2
7
Adjusted earnings per share is a non-GAAP financial measure; however, we cannot predict with certainty certain items that
would be included in the most directly comparable GAAP measure for the relevant future periods. Due to these uncertainties, we cannot
provide a quantitative reconciliation of projected adjusted EPS to the most directly comparable GAAP financial measure without
unreasonable effort. However, we expect to calculate adjusted earnings per share for future periods in the same manner as the
reconciliations provided for the historical periods herein.
27