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TABLE OF CONTENTS
TravelCenters of America LLC INDEX TO FINANCIAL STATEMENTS AND SCHEDULES
As filed with the Securities and Exchange Commission on June 15, 2007
Registration No. 333-
UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM S-1
REGISTRATION STATEMENT
UNDER
THE SECURITIES ACT OF 1933
TravelCenters of America LLC
(Exact name of registrant as specified in its charter)
Delaware (State or other jurisdiction of incorporation or organization) |
5531 (Primary Standard Industrial Classification Code Number) |
20-5701514 (I.R.S. Employer Identification Number) |
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24601 Center Ridge Road Westlake, Ohio 44145 (440) 808-9100 (Address, including zip code, and telephone number, including area code, of registrant's principal executive offices) |
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John R. Hoadley, Chief Financial Officer TravelCenters of America LLC 24601 Center Ridge Road Westlake, Ohio 44145 (440) 808-9100 (Name, address, including zip code, telephone number, including area code, of agent for service) |
Copy to: |
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Alexander A. Notopoulos, Jr., Sullivan & Worcester LLP One Post Office Square Boston, Massachusetts 02109 (617) 338-2800 |
Donald J. Murray Dewey Ballantine LLP 1301 Avenue of the Americas New York, New York 10019 (212) 259-8000 |
Approximate date of commencement of proposed distribution to the public: As soon as practicable after the effective date of this Registration Statement.
If any of the securities being registered on this form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933, check the following box. o
If this form is filed to register additional securities for an offering pursuant to Rule 462(b) under the Securities Act, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. o
If this form is a post-effective amendment filed pursuant to Rule 462(c) under the Securities Act, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. o
If this form is a post-effective amendment filed pursuant to Rule 462(d) under the Securities Act, check the following box and list the Securities Act registration statement number of the earlier effective registration statement for the same offering. o
CALCULATION OF REGISTRATION FEE
Title of each class of securities to be registered |
Amount to be registered(1) |
Proposed maximum offering price per share |
Proposed maximum aggregate offering price(1) |
Amount of registration fee(2) |
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Common Shares | 2,300,000 | $45.50 | $104,650,000 | $3,212.76 | ||||
The registrant hereby amends this registration statement on such date or dates as may be necessary to delay its effective date until the registrant shall file a further amendment which specifically states that this registration statement shall thereafter become effective in accordance with Section 8(a) of the Securities Act of 1933, as amended, or until the registration statement shall become effective on such date as the Commission, acting pursuant to said Section 8(a), may determine.
Information contained herein is subject to completion or amendment. A registration statement relating to these securities has been filed with the Securities and Exchange Commission. These securities may not be sold nor may offers to buy be accepted prior to the time the registration statement becomes effective. This prospectus shall not constitute an offer to sell or the solicitation of an offer to buy nor shall there be any sale of these securities in any state in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of such state.
PRELIMINARY PROSPECTUS Subject to completion June 15, 2007
2,000,000 Shares
TravelCenters of America LLC
Common Shares
We are selling all 2,000,000 of our common shares offered in this prospectus.
Our common shares are traded on the American Stock Exchange, under the symbol "TA". On June 12, 2007, the last reported sale price of our common shares on the American Stock Exchange was $45.44 per share.
Although we are a limited liability company, our common shares have voting, dividend and liquidation rights that are generally associated with common stock. Ownership of our shares by any person generally is limited to 9.8% of any class or series of our equity securities.
Investment in our shares involves a high degree of risk. You should read carefully this entire prospectus, including the section entitled "Risk factors" that begins on page 5 of this prospectus, which describes the material risks.
Neither the Securities and Exchange Commission nor any state securities commission has approved or disapproved of these securities or determined if this prospectus is truthful and complete. Any representation to the contrary is a criminal offense.
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Per share |
Total |
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Public offering price | $ | $ | ||||
Underwriting discounts and commissions | $ | $ | ||||
Proceeds, before expenses, to us | $ | $ | ||||
The underwriters may also purchase from us up to an additional 300,000 shares, at the public offering price less the underwriting discount, to cover over allotments, if any, within 30 days from the date of this prospectus.
The underwriters are offering our shares as described in "Underwriting". Delivery of the shares will be made on or about , 2007.
UBS Investment Bank
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References in this prospectus to "we", "us", "our", the "Company" or "TravelCenters of America" mean TravelCenters of America LLC and its subsidiaries.
You should rely only on the information contained in this prospectus. We have not, and the underwriters have not, authorized anyone to provide you with different information. If anyone provides you with different or inconsistent information, you should not rely on it. We believe that the information contained in this prospectus is accurate as of the date on the cover. Changes may occur after that date, and we do not expect to update this information except as required by applicable law.
Some of the descriptive material in this prospectus refers to the assets, liabilities, operations, results, activities or other attributes of the historical business conducted by our predecessor, TravelCenters of America, Inc., as if it had been conducted by us. For example, "our brands", "our assets" or similar words have been used in historical or current contexts to describe those matters which, while clearly attributable to our predecessor, have continuing relevance to us. However, our business as a whole is materially different from the business historically conducted by our predecessor, as more fully described in "Selected Financial Data." Accordingly, none of these references are intended to imply that the historical business, financial position, results of operations or cash flows of our predecessor are indicative of our business, financial position, results of operations or cash flows, now or at any future date or for any future period.
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This summary highlights selected information contained in greater detail elsewhere in this prospectus. This summary may not contain all of the information that you should consider before investing in our common shares. You should carefully read the entire prospectus, including "Risk Factors" and the financial statements and related notes, before making an investment decision.
Business | We operate and franchise 233 travel centers primarily along the U.S. interstate highway system. Our travel centers include 164 that are operated under the "TravelCenters of America" or "TA" brand names and 69 that are operated under the "Petro" brand name. Our typical travel center includes: | |||
> | over 23 acres of land with parking for 190 tractor trailers and 100 cars; | |||
> | a full service restaurant and one or more quick service restaurants, or QSRs, operated by us primarily as a franchisee under various brands; | |||
> | a truck repair facility and parts store; | |||
> | multiple diesel and gasoline fueling points; and | |||
> | a travel and convenience store, game room, lounge and other amenities for professional truck drivers and motorists. |
Our 233 travel centers | Pro forma 2006 revenue: $6.6 billion | |||
Recent developments | Spin off. On January 31, 2007, Hospitality Properties Trust, a publicly owned real estate investment trust, or Hospitality Trust, acquired our predecessor and distributed all of our common shares to its shareholders and we became a separate public company. See "Our history". | |||
Petro Acquisition. On May 30, 2007, we acquired Petro Stopping Centers, L.P., or Petro, for approximately $70 million. See "Our history". | ||||
Expansion activities. Since we became a public company on January 31, 2007, we have pursued expansion activities. We expect to spend $125 million to $150 million to improve our TA branded travel centers during the next four years; since January 31, 2007, we purchased one travel center; we have several single site acquisitions under conditional purchase agreements or discussion; and we have several development projects underway or planned. See "Growth strategies". | ||||
New credit facility. We are discussing a new credit facility with a large commercial bank. We expect this credit facility to be for at least $100 million and secured by certain of our accounts receivable and inventory. |
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Growth strategies |
We expect to grow our business as follows: |
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Same site improvements. We expect to spend $125 million to $150 million during the next four years to, among other things, improve and expand parking lots, increase the number of our truck repair bays to reduce repair waiting times experienced at our centers and remodel the interior and exterior of many of our travel centers. We expect these improvements will make these travel centers more attractive to both professional truck drivers and motorists and increase our same site sales. |
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Acquisitions. In addition to our Petro acquisition, we purchased one travel center from a former TA franchisee in May 2007 for $3.1 million. We expect to substantially remodel this center for an additional cost of $1.6 million. We have nine other individual travel center purchases in various stages of negotiations, letters of intent or conditional purchase contracts. We estimate the total cost to purchase and remodel all nine of these travel centers to be $90 million; however, at this time, we are unable to assure you that any of these purchases will occur. |
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Development. We completed construction of a travel center in Livingston, CA, in March 2007. We expect to complete construction of another travel center in Laredo, TX, later this summer. We estimate the total cost of these two developments, including site acquisition costs, to be $30 million. We own, or have under negotiation for possible acquisition, 13 sites containing 400 acres of land which we believe may be suitable for development as travel centers. We have a 40% interest in a joint venture that may build a new travel center. We estimate our total cost to acquire and develop all of these sites to be $190 million; however, because the approval process for developing new travel centers can be long and complicated, at this time we are unable to assure you the total costs we may incur or that any of these development projects will be completed. |
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Franchising. Forty six of our travel centers are operated by our franchisees, 24 as Petro Stopping Centers® and 22 as TravelCenters of America®. Since January 1, 2006, we have added two TA travel centers and two Petro travel centers as franchised locations. We have agreed and expect to add one additional Petro franchised location and one additional TA franchised location in 2007. We expand our business by franchising when desirable locations are not available for purchase or when we believe a particular site can be more successfully operated by a franchisee than by us. We expect to add franchised sites; and, if a franchisee is no longer interested to operate a franchised travel center, we consider whether to purchase the site and operate it directly. |
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Our history |
On January 31, 2007, Hospitality Trust purchased our predecessor for approximately $1.9 billion. Simultaneously with this purchase, Hospitality Trust restructured our predecessor's business as follows: (i) Hospitality Trust retained the real estate of 146 of the 163 travel centers then operated or franchised by our predecessor and other assets; (ii) our predecessor's operating business and all its assets not retained by Hospitality Trust, plus approximately $200 million of net working capital, were contributed to us; (iii) we entered a long term lease for our predecessor's real estate retained by Hospitality Trust, which we refer to as the TravelCenters lease; and (iv) all of our shares were spun off to Hospitality Trust's shareholders and we became a separate public company. |
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On May 30, 2007, we acquired Petro; Hospitality Trust acquired the real estate at 40 of the 69 travel centers operated by Petro for approximately $630 million plus debt defeasance costs of approximately $25 million; and we entered a long term lease for those 40 travel centers from Hospitality Trust, which we refer to as the Petro lease. |
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Risk factors |
Your ownership of our common shares includes the following risks, among others: |
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The trading market for our common shares may be volatile and thin. |
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Our operating margins are small; small changes in our revenues or operating expenses may cause us to experience losses. |
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Interruptions in the availability of fuel may cause us to experience losses. |
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We regularly incur environmental clean up costs; these costs may become more than we can afford. |
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We are engaged in a large number of simultaneous expansion activities. As a result, we may incur higher expenses than our predecessor. These expenses may result in losses and our expansion activities may not be profitable. |
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Our management team has been recently assembled from Reit Management & Research LLC, or Reit Management, and its affiliates, from our predecessor and from Petro and it may not be able to work together successfully. |
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We may be unable to meet reporting requirements for publicly owned companies, or we may have to increase our expenses to do so. |
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We are involved in several litigations that could be expensive to defend and may result in material liabilities. |
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Our continuing relationships with Hospitality Trust and Reit Management may cause conflicts of interest. |
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Various provisions in our governing documents and our contracts with Hospitality Trust and Reit Management may prevent a change of control of us. |
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General |
We are a Delaware limited liability company. Our principal place of business is 24601 Center Ridge Road, Westlake, Ohio 44145, and our telephone number is (440) 808-9100. |
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Common shares we are offering | 2,000,000 shares | |
Common shares to be outstanding after this offering |
10,808,575 shares |
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Use of proceeds |
The estimated net proceeds to us from this offering are $ million, assuming a public offering price of $ per share, or $ million if the underwriters' over allotment option is exercised in full. We intend to use these net proceeds for general business purposes including funding acquisitions and our other expansion activities. |
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American Stock Exchange symbol |
TA |
The number of shares to be outstanding after the offering is based on 8,808,575 shares outstanding on June 12, 2007. If the underwriters exercise their over allotment option in full, we will issue an additional 300,000 shares. Unless otherwise stated, all information contained in this prospectus assumes no exercise of the underwriters' over allotment option.
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Investing in our common shares involves a high degree of risk. You should carefully consider the following risks, together with all of the other information included in this prospectus, before investing in our common shares. The risks described below may not be the only risks we face. Additional risks that we do not yet know of, or that we currently think are immaterial, may also impair our business operations or financial results. If any of the events or circumstances described in the following risks occurs, our business, financial condition or results of operations could suffer and the trading price of our securities could decline. Investors and prospective investors should carefully consider the following risks and the information contained in this prospectus under the heading "Warning Concerning Forward Looking Statements" before deciding whether to invest in our common shares.
The trading market for our common shares may be volatile and thin.
Our shares have only traded on the American Stock Exchange since we became a public company in early 2007. Assuming the underwriters do not exercise their over allotment option, we are selling 2,000,000 of our common shares in this offering, an amount equal to 19% of our shares outstanding prior to the offering. We cannot predict what effect this offering may have on the price of our common shares or the volume of transactions involving our shares in the market. Sales of a substantial amount of our common shares, or the perception that such sales could occur, could adversely affect the liquidity of the market for our common shares or their price. Large price changes or low volume may preclude you from buying or selling our shares at all, or at any particular price or during a time frame that satisfies your investment objectives.
Our operating margins are narrow.
Our pro forma total revenues for the year ended December 31, 2006, were $6.6 billion; and our pro forma cost of goods sold (excluding depreciation) and site level operating expenses for the same period totaled $6.3 billion. Fuel sales in particular generate low gross margins. Our pro forma fuel sales were $5.4 billion and our pro forma gross profit on fuel sales was $212 million for the year ended December 31, 2006. A small percentage decline in our future revenues or increase in our future expenses, especially revenues and expenses related to fuel, may have a material adverse effect upon our income or may cause us to experience losses.
An interruption in our fuel supplies would materially adversely affect our business.
To mitigate the risks arising from fuel price volatility, we generally maintain limited inventories of fuel. Accordingly, an interruption in our fuel supplies would materially adversely affect our business. Interruptions in fuel supplies may be caused by local conditions, such as a malfunction in a particular pipeline or terminal, or by national or international conditions, such as government rationing, acts of terrorism, war and the like. Any limitation in available fuel supplies that causes a decline in truck freight shipments or a limit on the fuel we can offer for sale may have a material adverse effect on our sales of fuel and non-fuel products and services or may cause us to experience losses.
Our storage and dispensing of petroleum products create the potential for environmental damages, and compliance with environmental laws may be costly.
Our business is subject to laws relating to the protection of the environment. The travel centers we operate include fueling areas, truck repair and maintenance facilities and tanks for the storage of petroleum products and other hazardous substances, all of which create the potential for environmental damages. As a result, we regularly incur environmental clean up costs. Because of the
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uncertainties associated with environmental expenditures, it is possible that future expenditures could be substantially higher than the amounts we have previously accrued. Environmental laws expose us to the possibility that we may become liable to reimburse the government or third parties for damages and costs they incur in connection with environmental hazards. We cannot predict what environmental legislation or regulations may be enacted or how existing laws or regulations will be administered or interpreted with respect to our products or activities in the future; more stringent laws, more vigorous enforcement policies or stricter interpretation of existing laws in the future could cause us to experience losses. In addition, under the terms of the leases between us and Hospitality Trust, we have generally agreed to indemnify Hospitality Trust from all environmental liabilities it may incur arising at any of our travel centers.
Our management team has limited experience working together.
We are a recently reorganized business. Our board and our management team include persons associated with Hospitality Trust and its affiliates and with Reit Management as well as former executives of our predecessor and of Petro. This management team has limited experience working together and they may not be able to do so successfully. Although we implemented retention bonus plans for certain of our employees who are former employees of our predecessor or who were historically employees of Petro, we can provide no assurance that we will in fact retain any or all of these persons.
We may be unable to successfully integrate the business of Petro and our other expansion activities.
We recently acquired Petro. We also have undertaken other acquisition, development and franchise growth activities. The process of integrating our operations and those of Petro and our other expansion activities may involve unforeseen difficulties and may require a large amount of our management's attention and our other resources. We can give no assurance that we will effectively integrate and manage our expansion activities. These expansion activities may cause us to incur higher costs than our predecessor. If we are unable to successfully manage our enlarged operations, our expansion activities may not be profitable and we may realize losses.
We may be unable to meet financial reporting and internal control standards for a publicly owned company.
Our management is responsible for establishing and maintaining adequate internal control over financial reporting. Internal control over financial reporting is the process designed by, or under the supervision of, our Chief Executive Officer and Chief Financial Officer, and effected by our board of directors, management and other personnel, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles and includes those policies and procedures that (i) pertain to the maintenance of records that in reasonable detail accurately and fairly reflect our transactions and dispositions of assets; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that our receipts and expenditures are being made only in accordance with the authorization of our management and directors; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of our assets that could have a material effect on our financial statements.
We may identify material weaknesses in our internal control over financial reporting in the future. Beginning with our Annual Report on Form 10-K for the year ending December 31, 2007, pursuant to
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Section 404 of the Sarbanes Oxley Act of 2002, our management will be required to assess the effectiveness of our internal control over financial reporting, and, beginning for the year ending December 31, 2008, we will be required to have our independent registered public accounting firm attest to the design and operating effectiveness of our internal control over financial reporting. If our management or our independent registered public accounting firm were to either identify a material weakness or otherwise conclude in their reports that our internal control over financial reporting was not effective, investors could lose confidence in our reported financial information and the value of our shares could be adversely affected which, in turn, could harm our business, have an adverse effect on our future ability to raise capital and cause the price of our traded securities to decline.
Our relationships with Hospitality Trust and Reit Management may limit the growth of our business.
In connection with our spin off from Hospitality Trust, we entered agreements which prohibit us from acquiring or financing real estate in competition with Hospitality Trust or other affiliates of Reit Management, unless those investment opportunities are first offered to Hospitality Trust or those other entities. These restrictions may make it difficult or impossible for us to alter our business strategy to include investments in real estate. Also, because our leases with Hospitality Trust limit our ability to incur debt and prohibit ownership of more than 9.8% of our shares by any party, we may be unable to independently finance future growth opportunities.
Ownership limitations and anti-takeover provisions may prevent you from receiving a takeover premium.
Our limited liability company agreement, or LLC agreement, places restrictions on the ability of any person or group to acquire beneficial ownership of more than 9.8% (in number of shares, vote or value, whichever is most restrictive) of any class or series of our equity securities. The terms of our leases with Hospitality Trust and our management and shared services agreement with Reit Management provide that our rights under those agreements may be cancelled by Hospitality Trust and Reit Management, respectively, upon the acquisition by any person or group of more than 9.8% of our shares, and upon other change of control events, as defined in those agreements. If the breach of these ownership limitations causes a lease default, shareholders causing the default are liable to us and may be liable to other shareholders for damages. These agreements and other provisions in our LLC agreement may increase the difficulty of acquiring control of us by means of a tender offer, open market purchases, a proxy fight or otherwise. Other provisions in our governing documents which may deter takeover proposals include the following:
For these reasons, shareholders may be unable to cause a change of control of us or to realize a change of control premium for their common shares.
We have limited control of our franchisees.
Ten travel centers which we lease from Hospitality Trust are subleased to franchisees. An additional 36 travel centers are owned and operated by franchisees. For the year ended December 31, 2006, our pro
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forma rent and royalty revenues from these franchisee relationships were $16 million. Various laws and our existing franchise contracts limit the control we may exercise over our franchisees' business activities. A failure by our franchisees to pay rents and royalties to us may have a material adverse effect upon our financial results or may cause us to experience losses.
We expect we will incur costs and cash outlays which are significantly higher than those of our predecessor and may result in a prolonged period of substantial losses.
Our pro forma operating expenses for the year ended December 31, 2006, include expenses of $230 million incurred under the terms of our leases with Hospitality Trust and our management and shared services agreement. This amount is significantly higher than the depreciation, which is a noncash operating expense, and interest expenses that were incurred by our predecessor and Petro that we avoid after the HPT Transaction and our acquisition of Petro. Our leases with Hospitality Trust require us to make capital expenditures to maintain the travel centers we lease. Expenditures we make for improvements that are in excess of the $125 million that we may draw from Hospitality Trust for improvements at the leased TA sites will either be paid by us directly without reimbursement or, if they are reimbursed by Hospitality Trust, increase our rent expense. These additional expenses and cash outlays may result in future substantial losses and negative cash flow. We incurred substantial pro forma net losses for 2006 and for the three months ended March 31, 2007. Material losses or negative cash flow which persist over a significant period of time may prevent us from operating our business successfully and could cause the market price of our common shares to decline substantially.
We are involved in material litigation.
We are a defendant in two class action cases and one antitrust litigation. These litigations seek material amounts of damages which may not be covered by insurance. Although we believe that we have defenses to these claims, it is impossible to predict the outcome of these litigations at this time. Moreover, the attorney's fees and other costs of this litigation are likely to be significant, and the management time required to defend these matters may distract us from other, income producing activities. See "BusinessLegal Proceedings" for more information about these litigations.
Our creation was, and our continuing business will be, subject to conflicts of interest with Hospitality Trust and Reit Management.
Our creation was, and our continuing business will be, subject to conflicts of interest, as follows:
These conflicts may have caused, and in the future may cause, adverse effects on our business, including:
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Our leases with Hospitality Trust require that we indemnify Hospitality Trust from various liabilities.
Our leases with Hospitality Trust generally require that we pay for, and indemnify Hospitality Trust from, liabilities associated with the ownership or operation of our leased travel centers. Accordingly our business will be subject to all our business operating risks and all the risks associated with real estate including:
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We will receive net proceeds of approximately $ million from the sale of 2,000,000 shares at the assumed public offering price of $ per share, after deducting underwriting commissions and discounts and estimated expenses payable by us. A $1.00 increase (decrease) in the assumed public offering price of $ would increase (decrease) the net proceeds to us from this offering by $ , assuming we sell the number of shares set forth on the cover of this prospectus and after deducting the underwriting commissions and discounts and estimated offering expenses payable by us. If the underwriters exercise their over allotment option in full, then the net proceeds will be approximately $ million.
We intend to use the net proceeds of this offering for general business purposes, including funding acquisitions and our other expansion activities. We expect that the net proceeds of this offering will be invested in short term, interest bearing securities pending other uses.
An increase or decrease of 1,000,000 shares in the number of shares offered by us would result in an increase or decrease in net proceeds to us of $ million, assuming the public offering price per share remains the same and after deducting the underwriting commissions and estimated offering expenses payable by us.
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Since February 1, 2007, our common shares have been traded on the American Stock Exchange under the symbol "TA". The following table presents the high and low sales prices for our common shares as reported on the American Stock Exchange for each calendar quarter since they began to trade:
Period |
Low |
High |
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First Quarter (February 1, 2007 to March 31, 2007) | $ | 28.59 | $ | 43.00 | ||
Second Quarter (through June 12, 2007) | $ | 38.46 | $ | 46.90 |
On June 12, 2007, the last reported sale price of our common shares on the American Stock Exchange was $45.44 per share. As of June 12, 2007, there were approximately 860 shareholders of record of our common shares.
We do not expect to make any distributions to any shareholders in the foreseeable future.
Under the Delaware Limited Liability Company Act, we generally cannot make a distribution that would cause our liabilities to exceed the fair value of our assets.
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The following table describes our capitalization as of March 31, 2007:
A $1.00 increase or decrease in the public offering price per share would result in an increase or decrease in pro forma as adjusted cash and cash equivalents and total capitalization of $1.9 million, assuming the number of shares offered by us, as set forth on the cover page of this prospectus remains the same. An increase or decrease of 1,000,000 shares in the number of shares offered by us would result in an increase or decrease in pro forma as adjusted cash and cash equivalents and total capitalization of $43.2 million, assuming the public offering price per share remains the same. The pro forma as adjusted information is illustrative only, and following the completion of this offering, will be adjusted based on the actual public offering price and other terms of this offering determined at pricing.
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At March 31, 2007 |
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Actual |
After giving pro forma effect to the Petro acquisition |
As adjusted for this Offering and after giving pro forma effect to the Petro acquisition |
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Cash and cash equivalents | $ | 149,838 | $ | 106,394 | $ | 192,230 | ||||
Restricted investments(1) | | $ | 274,740 | $ | 274,740 | |||||
Capital lease obligations(2) | $ | 107,620 | $ | 107,620 | $ | 107,620 | ||||
Debt(1) | | $ | 270,399 | $ | 270,399 | |||||
Shareholders' equity: | ||||||||||
Common shares, no par value, 8,808,575 actual and pro forma shares issued and outstanding and 10,808,575 pro forma as adjusted shares issued and outstanding | 333,120 | 333,120 | 418,956 | |||||||
Accumulated other comprehensive income | 123 | 123 | 123 | |||||||
Accumulated deficit | (11,029 | ) | (11,029 | ) | (11,029 | ) | ||||
Total shareholders' equity | 322,214 | 322,214 | 408,050 | |||||||
Total capitalization | $ | 429,834 | $ | 700,233 | $ | 786,069 | ||||
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Our net tangible book value as of March 31, 2007, was $273.8 million, or $31.08 per share. Net tangible book value per share is determined by dividing our net tangible book value (total tangible assets less total liabilities) by the number of common shares outstanding. Without taking into account any changes in our net tangible book value after March 31, 2007, other than to give effect to the assumed sale of the 2,000,000 shares offered by this prospectus at an assumed public offering price of $45.44 per share, our net tangible book value at March 31, 2007, would have been $359.6 million, or $33.27 per share. This represents an immediate increase in net tangible book value of $2.19 per share to existing shareholders and an immediate dilution in net tangible book value of $12.17 per share to purchasers of our common shares in this offering. The following table illustrates this per share dilution:
Assumed public offering price per share | $ | 45.44 | |||||
Net tangible book value per share before offering | $ | 31.08 | |||||
Increase in net tangible book value per share attributable to new investors | 2.19 | ||||||
Net tangible book value per share after offering | 33.27 | ||||||
Dilution per share to new investors | $ | 12.17 | |||||
Each $1.00 increase (decrease) in the public offering price per share would increase (decrease) the net tangible book value by $0.18 per share (assuming that we sell 2,000,000 shares in this offering and no exercise of the underwriters' option to purchase additional shares) and the dilution to investors in this offering by $0.82 per share.
Each increase (decrease) of 1,000,000 shares in the number of shares offered by us would result in an increase (decrease) would increase (decrease) the net tangible book value by $ per share (assuming no exercise of the underwriters' option to purchase additional shares) and the dilution to investors in this offering by $ per share, assuming that the public offering price per share remains the same.
If the underwriters exercise their over allotment option in full, the net tangible book value per share after the offering would have been $ million, or $ per share. This amount represents an immediate increase in net tangible book value of $ per share to the existing shareholders and an immediate dilution in net tangible book value of $ per share to purchasers of our common shares in this offering.
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We are a limited liability company formed under Delaware law on October 10, 2006 as a wholly owned subsidiary of Hospitality Trust. Our initial capitalization in a nominal amount was provided by Hospitality Trust on our formation date. From that time through January 31, 2007, we conducted no business activities. On January 31, 2007, Hospitality Trust acquired our predecessor, restructured this acquired business and distributed all of our common shares to the shareholders of Hospitality Trust. In this prospectus we sometimes refer to these transactions as the HPT Transaction.
We operate and franchise travel centers primarily along the U.S. interstate highway system. Our customers include long haul trucking fleets and their drivers, independent truck drivers and motorists. As of May 31, 2007, after we completed our Petro acquisition, our business included 233 travel centers located in 41 states in the U.S. and the province of Ontario, Canada. Many of our travel centers were originally developed years ago when prime real estate locations along the interstate highway system were more readily available than they are today, a fact which we believe would make it difficult to replicate our business. We believe that our nationwide locations provide an advantage to long haul trucking fleets by enabling them to reduce the number of their suppliers by routing their trucks among our locations from coast to coast.
We offer a broad range of products and services, including diesel fuel and gasoline, truck repair and maintenance services, full service restaurants, more than 20 different brands of QSRs, travel and convenience stores and other driver amenities.
The U.S. travel center and truck stop industry in which we operate consists of travel centers, truck stops, diesel fuel outlets and similar properties. We believe that the travel center and truck stop industry is highly fragmented, with in excess of 6,000 travel centers and truck stops in the U.S.
Our Predecessor. Our predecessor was formed in December 1992 by a group of institutional investors. In April 1993 our predecessor acquired the travel center business of Unocal Corporation, or Unocal. This Unocal business included 139 travel centers, of which 95 were leased to third party operators, 42 were franchisee operated and two were operated by our predecessor. Unocal operated this business principally as a fuel wholesaler and franchisor. In December 1993, our predecessor acquired the travel center business of The British Petroleum Company plc, or BP. This BP business included 38 company operated and six franchisee operated travel centers.
In January 1997, our predecessor changed its business strategy to combine the operations of the former Unocal and BP travel center businesses under the TravelCenters of America and TA brand names. From January 1997 through January 31, 2007, our predecessor:
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As a result of these steps, at the time of the HPT Transaction, our predecessor's business included 163 travel centers, of which 140 were operated by our predecessor, 10 were operated by franchisees on sites leased from our predecessor and 13 were operated by franchisees on sites they owned.
The HPT Transaction. We commenced business on January 31, 2007. In order to govern relations before and after the spin off, we entered into a transaction agreement with Hospitality Trust and Reit Management. The material provisions of the transaction agreement are summarized as follows:
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Activities Since January 31, 2007. Since we began operations on January 31, 2007, we have completed or begun a number of business initiatives which we believe may improve our future financial performance, including:
The Petro Acquisition. On May 30, 2007, we acquired Petro for approximately $70 million. Petro operates or franchisees 69 travel centers along the U.S. interstate highways. These 69 centers are similar to the TravelCenters locations which we operate, except that they are generally larger and newer.
Also, on May 30, 2007, Hospitality Trust acquired the real estate of 40 Petro centers for $630 million and Hospitality Trust and Petro defeased certain secured debts of Petro and paid a net defeasance cost (in addition to the debt principal included in Hospitality Trust acquisition price) of about $25 million. Simultaneously with Hospitality Trust's acquisition of this real estate, we leased these 40 locations from Hospitality Trust. See "Our Leases with Hospitality Trust".
The Petro assets we acquired include:
The majority owner of the joint venture in which we acquired a 40% interest has an option to purchase our 40% interest for $16 million, and we have offered to purchase their remaining 60% interest for $24 million. However, at this time, we do not expect that this majority owner will exercise either of these options.
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In connection with the Petro acquisition, we have offered to purchase from former owners of Petro their minority interests in an entity which is a franchisee of four Petro travel centers and related assets. We believe that this entity is currently evaluating this offer. The result of this evaluation may be, generally at this franchisee's option, one of: (1) our proceeding to purchase these interests for $11 million; (2) this franchisee's other owners purchasing these interests for $11 million; or (3) our purchase of 100% of this entity and related interests for $35 million. All of these possibilities are subject to negotiation of a binding contract between the parties. It is possible that this franchisee will offer alternatives to any of the options set forth above, in which case, generally we will have the option to either proceed on the terms proposed or to pursue the purchase of the minority interests of the former owners of Petro for $11 million.
We expect to continue to operate both Petro and TA branded travel centers. We believe that the primary factors which attract customers to our travel centers are their locations and the variety, quality and prices of goods and services offered at each travel center, not the brands. We also believe that certain business activities may historically have been better operated by either Petro or our predecessor, and we have formed a management team to study and compare the historical operations at our TA and Petro operations so that we may implement the better operating practices throughout our business.
Same site improvements. We plan to continue to expand and standardize many of our TA locations to increase the services we offer to attract professional truck drivers and motorists. We expect to spend $125 million to $150 million during the next four years, among other things, to improve and expand parking lots, to increase the number of our truck maintenance and repair bays to expand business and reduce repair waiting times experienced at our travel centers, to remodel the interior and exterior of many of these travel centers and for other improvements. We have identified eight TA locations that we operate that we intend to re-image and one TA location which we intend to raze and rebuild over the next two to three years. We have also identified certain TA locations at which we believe we can add 40 maintenance and repair bays during that same time period. We believe that we have other opportunities to increase our revenues, including, but not limited to, the expansion of the number of gasoline lanes at several of our travel centers to increase the number of gasoline customers serviced simultaneously. We expect soon to begin a thorough review of our Petro locations to determine what site improvements, if any, may be appropriate at these locations. We believe these improvements will make these travel centers more attractive to both professional truck drivers and motorists and increase our same site sales.
Acquisitions. In addition to the Petro Acquisition, we purchased one travel center from a former TA franchisee in May 2007 for $3.1 million. We expect to substantially remodel this center for an additional cost of $1.6. There are segments along the U.S. interstate and Canadian highway systems that we consider to be strategic but where we believe we do not have an adequate presence. We intend to pursue acquisitions in these locations. We regularly evaluate opportunities to expand through acquisitions, some of which may be significant in size. We have a contract to purchase minority interests in four Petro franchised locations for approximately $11 million, and we may be required to purchase 100% of the entity that owns these locations for an additional $24 million. We have nine other individual center purchases in various stages of negotiations, letters of intent or conditional purchase contracts at this time. We estimate the total cost to purchase and remodel all nine of these centers to be $90 million; however, at this time, we are unable to assure you that any of these purchases will occur.
Development. We completed construction of a travel center in Livingston, CA, in March 2007. We expect to complete construction of another travel center in Laredo, TX, later this summer. We estimate
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the total cost of these two developments, including site acquisition costs, to be $30 million. We plan to continue expansion by building new travel centers. We have a standard design for new travel centers appropriate for markets in which we can obtain large parcels of land and where there appears to be sufficient demand to support a full service restaurant and a different standard design for markets in which less land is available or where there appears to be less or different potential business. We own, or have under negotiation for possible acquisition, 13 sites containing approximately 400 acres of land which we believe may be suitable for development as travel centers. We have a 40% interest in a joint venture that may build a new travel center. We estimate our total cost to acquire and develop all of these sites to be $192 million; however, because the approval process for developing new travel centers can be long and complicated, at this time we are unable to assure you the total costs we may incur or that any of these development projects will be completed.
Franchising. Forty six of our travel centers are operated by our franchisees, 24 as Petro Stopping Centers® and 22 as TravelCenters of America®. Since January 1, 2006, we have added two TA travel centers and two Petro travel centers as franchised locations. We have agreed and expect to add one additional Petro franchised location and one additional TA franchised location in 2007. We expand our business by franchising when desirable locations are not available for purchase or when we believe a particular site can be more successfully operated by a franchisee than by us. We expect to add franchised sites; and, when a franchisee is no longer interested to operate a franchised travel center, we consider, when we have the option, whether to purchase the site and operate it directly.
At May 31, 2007, our travel centers consisted of:
Our travel centers include 164 that are operated under the TravelCenters of America or TA brand names and 69 that are operated under the Petro brand name. Our typical travel center includes:
Substantially all of our travel centers are full service sites located on or near an interstate highway and offer fuel and non-fuel products and services 24 hours per day, 365 days per year.
Properties. The physical layouts of our travel centers vary from site to site. The majority of the developed acreage at our travel centers consists of truck and car fuel islands, separate truck and car parking lots, a main building, which contains a full service restaurant and one or more QSRs, a travel
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and convenience store, a truck maintenance and repair shop and other amenities. Many of our TA locations have one building with separate service areas, but many of our Petro locations have several separate buildings.
Product and Service Offering. We offer many products and services to complement our diesel fuel business, including:
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Fuel. We purchase diesel fuel from various suppliers at rates that fluctuate with market prices and generally are reset daily, and we sell fuel to our customers at prices that we establish daily. By establishing supply relationships with several alternate suppliers per location, we believe we are able to effectively create competition for our purchases among various diesel fuel suppliers. We also believe that purchasing arrangements with multiple diesel fuel suppliers may help us avoid product outages during times of diesel fuel supply disruptions. We have single sources of supply for gasoline at each of our travel centers that offer branded gasoline; but our travel centers selling unbranded gasoline generally purchase gasoline from multiple sources.
Generally our fuel purchases are delivered directly from suppliers' terminals to our travel centers. We do not contract to purchase substantial quantities of fuel to keep as inventory. We generally have less than three days of diesel fuel inventory at our travel centers. We are exposed to price increases and interruptions in supply. We believe our exposure to market price increases for diesel fuel is mitigated by the significant percentage of our total diesel fuel sales volume that is sold under pricing formulae that are indexed to market prices, which reset daily. We do not engage in any fixed price fuel contracts with customers. We may engage, from time to time, in a minimal level of hedging of the price of our fuel purchases with futures and other derivative instruments that primarily are traded on the New York Mercantile Exchange.
Non-fuel products. We have many sources for the large variety of non-fuel products that we sell. We have developed strategic relationships with several suppliers of key non-fuel products, including Freightliner LLC for truck parts, Bridgestone/Firestone Tire Sales Company for truck tires and ExxonMobil Oil Corporation for lubricants and oils. We believe that our relationships with these and our other suppliers are satisfactory. We maintain a distribution center near Nashville, Tennessee with 85,000 square feet of space. Our distribution center distributes certain non-fuel, non-perishable products to our TA travel centers using a combination of contract carriers and our fleet of trucks and trailers.
Freightliner Agreement. We are party to an agreement with Freightliner LLC, a DaimlerChrysler company. Freightliner is a leading manufacturer of heavy trucks in North America. We are an authorized provider of repair work and specified warranty repairs to Freightliner's customers through the Freightliner ServicePoint® program. Most of our TA truck maintenance and repair facilities are part of Freightliner's 24 hour customer assistance database for emergency and roadside repair referrals and we have access to Freightliner's parts distribution, service and technical information systems. This agreement does not presently include our Petro locations.
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Our travel centers are geographically diversified, located in 41 states in the U.S. and in Ontario, Canada. The travel centers we operate and their significant services and amenities are generally described in the chart below (travel centers operated by our franchisees are shown separatelysee "Relationships with Franchisees"). The listed properties are owned by Hospitality Trust and leased by us unless otherwise indicated.
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Truck parking spaces |
Number of diesel lanes |
Truck repair facility |
Car parking spaces |
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Travel/ convenience store |
Full service restaurant |
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Total acres |
Building area |
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Count |
Brand |
City |
State |
Gasoline |
QSRs |
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1 | Petro | Bucksville | AL | 48 | 14,400 | 255 | 12 | X | 167 | X | X | X | X | |||||||||||||
2 | TA | Mobile | AL | 15 | 16,685 | 89 | 6 | X | 77 | X | X | X | ||||||||||||||
3 | Petro | Shorter(1) | AL | 9 | 12,700 | 50 | 4 | 50 | X | X | X | |||||||||||||||
4 | TA | Tuscaloosa | AL | 15 | 28,619 | 151 | 10 | X | 140 | X | X | X | X | |||||||||||||
5 | Petro | N. Little Rock | AR | 17 | 21,130 | 250 | 10 | X | 75 | X | X | X | ||||||||||||||
6 | TA | Prescott | AR | 26 | 19,202 | 292 | 10 | X | 144 | X | X | X | X | |||||||||||||
7 | Petro | W. Memphis | AR | 24 | 15,700 | 280 | 12 | X | 172 | X | X | X | X | |||||||||||||
8 | TA | West Memphis | AR | 47 | 21,895 | 170 | 8 | X | 76 | X | X | X | X | |||||||||||||
9 | TA | Eloy | AZ | 22 | 26,269 | 234 | 12 | X | 87 | X | X | X | X | |||||||||||||
10 | Petro | Eloy | AZ | 23 | 12,300 | 175 | 11 | X | 99 | X | X | X | X | |||||||||||||
11 | TA | Kingman | AZ | 28 | 13,231 | 115 | 9 | X | 100 | X | X | X | X | |||||||||||||
12 | Petro | Kingman | AZ | 38 | 18,200 | 180 | 12 | X | 175 | X | X | X | X | |||||||||||||
13 | TA | Tonopah | AZ | 53 | 21,475 | 407 | 12 | X | 80 | X | X | X | X | |||||||||||||
14 | TA | Willcox | AZ | 21 | 16,459 | 229 | 8 | X | 75 | X | X | X | X | |||||||||||||
15 | TA | Barstow | CA | 25 | 24,654 | 303 | 16 | X | 122 | X | X | X | X | |||||||||||||
16 | TA | Buttonwillow | CA | 16 | 13,880 | 170 | 7 | X | 129 | X | X | X | X | |||||||||||||
17 | TA | Coachella | CA | 17 | 30,458 | 205 | 12 | X | 140 | X | X | X | X | |||||||||||||
18 | TA | Corning | CA | 24 | 20,945 | 254 | 14 | X | 54 | X | X | X | X | |||||||||||||
19 | Petro | Corning | CA | 18 | 12,300 | 120 | 12 | X | 138 | X | X | X | ||||||||||||||
20 | TA | Livingston(1) | CA | 11 | 24,000 | 105 | 6 | X | 128 | X | X | X | ||||||||||||||
21 | TA | Ontario East | CA | 32 | 32,696 | 559 | 16 | X | 132 | X | X | X | ||||||||||||||
22 | TA | Ontario West | CA | 35 | 23,893 | 549 | 10 | X | 76 | X | X | X | X | |||||||||||||
23 | TA | Redding | CA | 20 | 17,853 | 196 | 10 | X | 87 | X | X | X | X | |||||||||||||
24 | TA | Santa Nella | CA | 23 | 12,904 | 240 | 8 | X | 100 | X | X | X | X | |||||||||||||
25 | Petro | Santa Nella(2) | CA | 14 | 15,282 | 150 | 12 | X | 115 | X | X | X | ||||||||||||||
26 | TA | Wheeler Ridge(2) | CA | 20 | 20,514 | 130 | 8 | X | 111 | X | X | X | ||||||||||||||
27 | Petro | Wheeler Ridge(3) | CA | 51 | 27,900 | 415 | 12 | X | 245 | X | X | X | X | |||||||||||||
28 | TA | Denver East(4) | CO | 27 | 30,676 | 224 | 8 | X | 117 | X | X | X | X | |||||||||||||
29 | TA | Denver West | CO | 13 | 12,660 | 163 | 7 | X | 40 | X | X | X | ||||||||||||||
30 | TA | Limon | CO | 11 | 16,906 | 104 | 12 | X | 60 | X | X | X | X | |||||||||||||
31 | TA | Milldale | CT | 13 | 15,580 | 145 | 9 | X | 77 | X | X | X | ||||||||||||||
32 | TA | New Haven | CT | 12 | 12,953 | 170 | 10 | X | 64 | X | X | X | ||||||||||||||
33 | TA | Willington | CT | 43 | 19,870 | 240 | 8 | X | 155 | X | X | X | X | |||||||||||||
34 | TA | Marianna | FL | 32 | 18,028 | 112 | 9 | X | 105 | X | X | X | ||||||||||||||
35 | Petro | Ocala | FL | 37 | 20,500 | 270 | 12 | X | 167 | X | X | X | X | |||||||||||||
36 | TA | Tampa | FL | 10 | 22,094 | 158 | 6 | X | 75 | X | X | X | ||||||||||||||
37 | TA | Vero Beach(5) | FL | 28 | 16,579 | 162 | 8 | X | 88 | X | X | X | ||||||||||||||
38 | TA | Wildwood | FL | 23 | 24,022 | 170 | 10 | X | 100 | X | X | X | X | |||||||||||||
39 | TA | Atlanta | GA | 18 | 24,180 | 218 | 10 | X | 128 | X | X | X | ||||||||||||||
40 | Petro | Atlanta | GA | 64 | 21,500 | 499 | 16 | X | 129 | X | X | X | ||||||||||||||
41 | TA | Brunswick(5) | GA | 28 | 15,000 | 81 | | X | 91 | | | |||||||||||||||
42 | TA | Cartersville | GA | 21 | 30,676 | 212 | 8 | X | 105 | X | X | X | X | |||||||||||||
43 | TA | Commerce | GA | 13 | 14,238 | 133 | 8 | X | 80 | X | X | X | ||||||||||||||
44 | TA | Cordele(2) | GA | 29 | 52,198 | 114 | 12 | X | 90 | X | X | X | X | |||||||||||||
45 | Petro | Kingsland | GA | 20 | 10,500 | 175 | 9 | X | 85 | X | X | X | ||||||||||||||
46 | TA | Madison | GA | 12 | 16,446 | 149 | 7 | X | 105 | X | X | X | X | |||||||||||||
47 | TA | Savannah | GA | 20 | 15,773 | 175 | 7 | X | 80 | X | X | X | X | |||||||||||||
48 | TA | Council Bluffs | IA | 11 | 15,684 | 78 | 8 | X | 84 | X | X | X | ||||||||||||||
49 | TA | Boise | ID | 13 | 20,700 | 95 | 8 | X | 34 | X | X | X | X | |||||||||||||
50 | TA | Bloomington | IL | 19 | 14,261 | 147 | 8 | X | 95 | X | X |
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51 | TA | Chicago North | IL | 63 | 26,400 | 215 | 10 | X | 105 | X | X | X | ||||||||||||||
52 | TA | Effingham | IL | 13 | 30,397 | 137 | 11 | X | 127 | X | X | X | X | |||||||||||||
53 | Petro | Effingham | IL | 30 | 20,000 | 300 | 14 | X | 138 | X | X | X | ||||||||||||||
54 | TA | Elgin | IL | 15 | 20,023 | 92 | 9 | X | 97 | X | X | X | X | |||||||||||||
55 | TA | Mt Vernon | IL | 33 | 21,839 | 169 | 8 | X | 97 | X | X | X | X | |||||||||||||
56 | TA | Troy | IL | 20 | 24,340 | 87 | 8 | X | 83 | X | X | X | ||||||||||||||
57 | Petro | Angola | IN | 18 | 25,000 | 200 | 12 | 60 | X | X | X | X | ||||||||||||||
58 | TA | Gary | IN | 22 | 33,344 | 318 | 16 | X | 109 | X | X | X | X | |||||||||||||
59 | TA | Lake Station | IN | 23 | 25,130 | 252 | 17 | X | 170 | X | X | X | X | |||||||||||||
60 | TA | Porter | IN | 35 | 22,000 | 212 | 12 | X | 51 | X | X | X | X | |||||||||||||
61 | TA | Seymour | IN | 16 | 15,807 | 167 | 9 | X | 55 | X | X | X | ||||||||||||||
62 | TA | Whitestown | IN | 39 | 12,953 | 172 | 8 | X | 96 | X | X | X | X | |||||||||||||
63 | TA | Florence | KY | 11 | 18,783 | 123 | 8 | X | 87 | X | X | X | ||||||||||||||
64 | Petro | Franklin(1) | KY | 3 | 14,000 | | | X | | |||||||||||||||||
65 | Petro | Glendale | KY | 25 | 24,000 | 263 | 12 | X | 198 | X | X | X | X | |||||||||||||
66 | TA | Walton | KY | 9 | 15,988 | 99 | 8 | X | 46 | X | X | X | X | |||||||||||||
67 | Petro | Egan | LA | 27 | 15,000 | 120 | 8 | 50 | X | X | X | |||||||||||||||
68 | Petro | Hammond | LA | 16 | 12,300 | 200 | 12 | X | 120 | X | X | X | X | |||||||||||||
69 | TA | Lafayette | LA | 14 | 17,034 | 94 | 7 | X | 47 | X | X | X | X | |||||||||||||
70 | Petro | Shreveport | LA | 18 | 13,800 | 275 | 12 | X | 118 | X | X | X | ||||||||||||||
71 | TA | Slidell | LA | 22 | 20,607 | 159 | 10 | X | 145 | X | X | X | ||||||||||||||
72 | TA | Tallulah | LA | 17 | 18,625 | 135 | 8 | X | 75 | X | X | X | ||||||||||||||
73 | TA | Baltimore | MD | 21 | 65,884 | 181 | 8 | X | 92 | X | X | X | ||||||||||||||
74 | TA | Elkton | MD | 30 | 21,576 | 164 | 10 | X | 125 | X | X | X | X | |||||||||||||
75 | TA | Jessup | MD | 25 | 88,889 | 453 | 10 | X | 100 | X | X | X | ||||||||||||||
76 | TA | Ann Arbor | MI | 32 | 18,477 | 205 | 10 | X | 90 | X | X | X | ||||||||||||||
77 | TA | Monroe | MI | 33 | 20,383 | 156 | 8 | X | 105 | X | X | X | X | |||||||||||||
78 | TA | Saginaw | MI | 11 | 13,735 | 70 | 8 | X | 84 | X | X | X | ||||||||||||||
79 | TA | Sawyer | MI | 23 | 27,920 | 140 | 12 | X | 100 | X | X | X | X | |||||||||||||
80 | TA | Rogers | MN | 12 | 17,291 | 150 | 8 | X | 93 | X | X | X | ||||||||||||||
81 | TA | Concordia | MO | 20 | 24,200 | 146 | 10 | X | 100 | X | X | X | X | |||||||||||||
82 | TA | Foristell | MO | 17 | 14,162 | 95 | 8 | X | 111 | X | X | X | X | |||||||||||||
83 | Petro | Kingdom City | MO | 25 | 20,500 | 235 | 12 | X | 195 | X | X | X | X | |||||||||||||
84 | TA | Matthews | MO | 29 | 16,815 | 114 | 8 | X | 62 | X | X | X | X | |||||||||||||
85 | TA | Oak Grove | MO | 15 | 19,777 | 132 | 10 | X | 97 | X | X | X | X | |||||||||||||
86 | Petro | Jackson(2) | MS | 17 | 23,100 | 205 | 10 | X | 165 | X | X | X | ||||||||||||||
87 | TA | Meridian | MS | 13 | 17,330 | 90 | 8 | X | 41 | X | X | X | ||||||||||||||
88 | TA | Candler | NC | 20 | 12,853 | 98 | 8 | X | 45 | X | X | X | ||||||||||||||
89 | TA | Greensboro | NC | 29 | 29,508 | 186 | 12 | X | 122 | X | X | X | X | |||||||||||||
90 | Petro | Mebane | NC | 30 | 24,000 | 285 | 12 | X | 188 | X | X | X | X | |||||||||||||
91 | TA | Grand Island | NE | 19 | 19,223 | 82 | 6 | X | 64 | X | X | X | ||||||||||||||
92 | TA | Ogallala | NE | 17 | 17,594 | 94 | 8 | X | 72 | X | X | X | ||||||||||||||
93 | Petro | York | NE | 31 | 16,400 | 250 | 10 | X | 164 | X | X | X | X | |||||||||||||
94 | TA | Greenland | NH | 7 | 17,361 | 105 | 9 | 33 | X | X | X | |||||||||||||||
95 | TA | Bloomsbury | NJ | 13 | 23,660 | 129 | 10 | X | 96 | X | X | X | X | |||||||||||||
96 | Petro | Bordentown | NJ | 40 | 20,000 | 490 | 12 | X | 275 | X | X | X | ||||||||||||||
97 | TA | Columbia | NJ | 16 | 17,573 | 185 | 11 | X | 90 | X | X | X | X | |||||||||||||
98 | TA | Paulsboro | NJ | 25 | 19,206 | 175 | 12 | X | 44 | X | X | X | ||||||||||||||
99 | TA | Albuquerque | NM | 12 | 20,318 | 150 | 8 | X | 96 | X | X | X | ||||||||||||||
100 | TA | Gallup | NM | 15 | 17,916 | 76 | 8 | X | 121 | X | X | X | ||||||||||||||
101 | TA | Las Cruces | NM | 19 | 30,667 | 232 | 9 | X | 102 | X | X | X | X | |||||||||||||
102 | Petro | Milan | NM | 23 | 13,800 | 200 | 12 | X | 127 | X | X | X | ||||||||||||||
103 | TA | Moriarity | NM | 26 | 18,718 | 245 | 10 | X | 55 | X | X | X | X | |||||||||||||
104 | TA | Santa Rosa | NM | 25 | 25,694 | 116 | 11 | X | 57 | X | X | X | X | |||||||||||||
105 | TA | Las Vegas | NV | 12 | 20,207 | 144 | 10 | X | 116 | X | X | X | ||||||||||||||
106 | TA | Mill City | NV | 73 | 38,613 | 152 | 10 | X | 88 | X | X | X | X | |||||||||||||
107 | Petro | N. Las Vegas | NV | 22 | 21,401 | 207 | 12 | X | 120 | X | X | X | X | |||||||||||||
108 | TA | Sparks | NV | 15 | 24,827 | 200 | 8 | X | 122 | X | X | X | ||||||||||||||
109 | Petro | Sparks | NV | 25 | 24,896 | 400 | 10 | X | 260 | X | X | X | ||||||||||||||
110 | TA | Binghamton | NY | 10 | 5,726 | 111 | 8 | X | 55 | X | X | X |
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111 | TA | Dansville | NY | 16 | 13,580 | 102 | 12 | X | 86 | X | X | X | ||||||||||||||
112 | TA | Fultonville | NY | 15 | 39,345 | 112 | 10 | X | 32 | X | X | X | ||||||||||||||
113 | TA | Maybrook | NY | 16 | 20,499 | 188 | 12 | X | 85 | X | X | X | X | |||||||||||||
114 | TA | Pembroke | NY | 16 | 13,807 | 132 | 8 | X | 108 | X | X | X | ||||||||||||||
115 | Petro | Waterloo | NY | 32 | 30,000 | 350 | 12 | X | 125 | X | X | X | X | |||||||||||||
116 | TA | Ashland | OH | 7 | 12,888 | | | 106 | X | X | X | |||||||||||||||
117 | TA | Dayton | OH | 90 | 12,281 | 232 | 7 | X | 62 | X | X | X | X | |||||||||||||
118 | Petro | Girard | OH | 29 | 20,000 | 375 | 14 | X | 170 | X | X | X | X | |||||||||||||
119 | TA | Hebron | OH | 17 | 20,337 | 141 | 10 | X | 39 | X | X | X | X | |||||||||||||
120 | TA | Jeffersonville | OH | 12 | 20,257 | 125 | 8 | X | 87 | X | X | X | X | |||||||||||||
121 | TA | Kingsville | OH | 37 | 23,206 | 158 | 10 | X | 51 | X | X | X | X | |||||||||||||
122 | TA | Lodi | OH | 25 | 33,775 | 237 | 10 | X | 133 | X | X | X | X | |||||||||||||
123 | TA | London | OH | 27 | 19,224 | 185 | 8 | X | 109 | X | X | X | X | |||||||||||||
124 | Petro | N. Baltimore | OH | 17 | 29,000 | 250 | 14 | X | 160 | X | X | X | X | |||||||||||||
125 | Petro | New Paris | OH | 27 | 21,000 | 210 | 12 | X | 160 | X | X | X | X | |||||||||||||
126 | TA | North Canton | OH | 11 | 8,466 | 93 | 8 | X | 77 | X | X | |||||||||||||||
127 | TA | Toledo | OH | 18 | 19,156 | 207 | 10 | X | 108 | X | X | X | X | |||||||||||||
128 | Petro | Toledo | OH | 33 | 20,000 | 375 | 12 | X | 215 | X | X | X | ||||||||||||||
129 | TA | Youngstown | OH | 16 | 30,466 | 161 | 10 | X | 120 | X | X | |||||||||||||||
130 | Petro | Ok. City | OK | 30 | 14,600 | 280 | 12 | X | 187 | X | X | X | X | |||||||||||||
131 | TA | Oklahoma City East | OK | 19 | 26,327 | 175 | 10 | X | 77 | X | X | X | ||||||||||||||
132 | TA | Oklahoma City West | OK | 19 | 18,622 | 150 | 8 | X | 72 | X | X | X | X | |||||||||||||
133 | TA | Sayre | OK | 20 | 10,439 | 101 | 9 | X | 25 | X | X | X | ||||||||||||||
134 | TA | Woodstock(1) | Ont. Can. | 27 | 28,000 | 202 | 12 | X | 103 | X | X | X | ||||||||||||||
135 | Petro | Medford | OR | 15 | 11,500 | 123 | 8 | X | 87 | X | X | X | ||||||||||||||
136 | TA | Portland | OR | 20 | 17,135 | 275 | 8 | X | 30 | X | X | X | X | |||||||||||||
137 | TA | Troutdale | OR | 25 | 44,282 | 225 | 10 | X | 73 | X | X | X | X | |||||||||||||
138 | TA | Barkeyville(4) | PA | 61 | 9,426 | 112 | 8 | X | 135 | X | X | X | X | |||||||||||||
139 | TA | Bloomsburg | PA | 13 | 19,105 | 190 | 8 | X | 104 | X | X | X | X | |||||||||||||
140 | TA | Brookville | PA | 49 | 20,600 | 264 | 8 | X | 109 | X | X | X | X | |||||||||||||
141 | Petro | Carlisle | PA | 34 | 24,500 | 380 | 12 | X | 184 | X | X | X | ||||||||||||||
142 | TA | Greencastle | PA | 24 | 14,149 | 194 | 12 | X | 114 | X | X | X | ||||||||||||||
143 | TA | Harborcreek | PA | 27 | 25,227 | 266 | 10 | X | 138 | X | X | X | X | |||||||||||||
144 | TA | Harrisburg | PA | 54 | 20,195 | 178 | 9 | X | 110 | X | X | |||||||||||||||
145 | TA | Lamar | PA | 68 | 11,625 | 168 | 9 | X | 95 | X | X | X | X | |||||||||||||
146 | TA | Milesburg(5) | PA | 11 | 8,822 | 122 | 8 | X | 30 | X | X | X | ||||||||||||||
147 | TA | Florence(2) | SC | 10 | 30,340 | 77 | 9 | 94 | X | X | X | |||||||||||||||
148 | TA | Manning | SC | 15 | 17,946 | 84 | 8 | X | 80 | X | X | X | X | |||||||||||||
149 | TA | Spartanburg | SC | 26 | 31,682 | 187 | 8 | X | 122 | X | X | X | ||||||||||||||
150 | TA | Antioch | TN | 22 | 20,856 | 154 | 9 | X | 158 | X | X | X | X | |||||||||||||
151 | TA | Franklin | TN | 13 | 15,922 | 100 | 8 | X | 91 | X | X | X | ||||||||||||||
152 | Petro | Kingston Springs | TN | 9 | 6,900 | 98 | 8 | X | 60 | X | X | X | ||||||||||||||
153 | TA | Knoxville | TN | 24 | 22,868 | 128 | 10 | X | 99 | X | X | |||||||||||||||
154 | Petro | Knoxville | TN | 25 | 13,800 | 265 | 12 | X | 160 | X | X | X | X | |||||||||||||
155 | TA | Nashville | TN | 17 | 23,280 | 154 | 10 | X | 230 | X | X | |||||||||||||||
156 | Petro | Amarillo | TX | 20 | 17,300 | 300 | 12 | X | 134 | X | X | X | X | |||||||||||||
157 | TA | Amarillo West | TX | 25 | 33,226 | 243 | 8 | X | 150 | X | X | X | X | |||||||||||||
158 | TA | Baytown | TX | 17 | 11,715 | 184 | 12 | X | 88 | X | X | X | X | |||||||||||||
159 | Petro | Beaumont | TX | 20 | 13,500 | 275 | 12 | X | 196 | X | X | X | ||||||||||||||
160 | TA | Big Spring | TX | 14 | 24,772 | 108 | 6 | X | 59 | X | X | X | X | |||||||||||||
161 | TA | Dallas South | TX | 20 | 18,081 | 146 | 8 | X | 100 | X | X | X | ||||||||||||||
162 | TA | Edinburg(1) | TX | 18 | 14,500 | 120 | 6 | X | 32 | X | X | X | X | |||||||||||||
163 | Petro | El Paso | TX | 31 | 20,000 | 290 | 12 | X | 96 | X | X | X | X | |||||||||||||
164 | TA | Ganado | TX | 11 | 20,030 | 104 | 8 | X | 87 | X | X | X | X | |||||||||||||
165 | TA | New Braunfels | TX | 20 | 19,307 | 298 | 10 | X | 115 | X | X | X | X | |||||||||||||
166 | TA | Rockwall | TX | 13 | 16,714 | 100 | 6 | X | 90 | X | X | X | ||||||||||||||
167 | TA | San Antonio | TX | 31 | 32,750 | 258 | 8 | X | 82 | X | X | X | X | |||||||||||||
168 | Petro | San Antonio | TX | 21 | 13,200 | 250 | 12 | X | 85 | X | X | X | ||||||||||||||
169 | TA | Terrell | TX | 22 | 21,683 | 401 | 12 | X | 125 | X | X | X | X | |||||||||||||
170 | Petro | Vinton | TX | 8 | 4,800 | 65 | 7 | X | 30 | X | X | X |
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171 | Petro | Weatherford | TX | 25 | 21,000 | 275 | 12 | X | 128 | X | X | X | ||||||||||||||
172 | TA | Parowan | UT | 7 | 9,144 | 48 | 6 | X | 61 | X | X | X | ||||||||||||||
173 | TA | Salt Lake City | UT | 20 | 18,843 | 191 | 7 | X | 75 | X | X | X | X | |||||||||||||
174 | TA | Ashland(4) | VA | 19 | 25,841 | 183 | 8 | X | 98 | X | X | X | ||||||||||||||
175 | TA | Richmond | VA | 25 | 20,453 | 154 | 18 | X | 81 | X | X | X | X | |||||||||||||
176 | TA | Roanoke | VA | 12 | 21,033 | 129 | 8 | X | 103 | X | X | X | ||||||||||||||
177 | TA | Wytheville | VA | 17 | 20,654 | 114 | 10 | X | 108 | X | X | X | X | |||||||||||||
178 | TA | Seattle East | WA | 16 | 20,365 | 150 | 6 | X | 60 | X | X | |||||||||||||||
179 | Petro | Spokane | WA | 22 | 16,000 | 220 | 10 | X | 90 | X | X | X | X | |||||||||||||
180 | TA | Hudson | WI | 15 | 15,443 | 100 | 7 | X | 30 | X | X | X | ||||||||||||||
181 | TA | Madison | WI | 11 | 16,446 | 118 | 9 | X | 102 | X | X | X | X | |||||||||||||
182 | TA | Hurricane | WV | 21 | 16,544 | 76 | 10 | X | 53 | X | X | X | ||||||||||||||
183 | TA | Wheeling(4) | WV | 8 | 12,346 | 182 | 10 | X | 36 | X | X | |||||||||||||||
184 | TA | Cheyenne | WY | 23 | 18,590 | 150 | 10 | X | 66 | X | X | X | X | |||||||||||||
185 | TA | Fort Bridger | WY | 135 | 14,646 | 165 | 10 | X | 19 | X | X | X | X | |||||||||||||
186 | Petro | Laramie | WY | 35 | 15,500 | 236 | 12 | X | 111 | X | X | X | ||||||||||||||
187 | TA | Rawlins | WY | 28 | 18,594 | 188 | 12 | X | 80 | X | X | X | X |
OUR LEASES WITH HOSPITALITY TRUST
We have two leases with Hospitality Trust, the TravelCenters lease for 146 TA travel centers, which became effective on January 31, 2007, and the Petro lease for 40 Petro travel centers, which became effective on May 30, 2007. Two of our subsidiaries are the tenants under the leases, and we and, in the case of our TravelCenters lease, certain of our subsidiaries guarantee the tenants' obligations under the leases.
The following are summaries of the material terms of the leases:
Operating Costs. The leases are so called "triple net" lease which require us to pay all costs incurred in the operation of the leased travel centers, including personnel, utilities, acquiring inventories, service to customers, insurance, real estate and personal property taxes and ground lease payments, if any.
Minimum Rent. The TravelCenters lease requires us to pay minimum rent to Hospitality Trust as follows:
Lease Year |
Annual Rent (000s) |
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February 1, 2007 through January 31, 2008 | $ | 153,500 | |
February 1, 2008 through January 31, 2009 | 157,000 | ||
February 1, 2009 through January 31, 2010 | 161,000 | ||
February 1, 2010 through January 31, 2011 | 165,000 | ||
February 1, 2011 through January 31, 2012 | 170,000 | ||
February 1, 2012 and thereafter | 175,000 |
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The Petro lease requires us to pay minimum rent to Hospitality Trust of $62,225,000 per annum.
In addition, minimum rents may increase if Hospitality Trust funds or reimburses the cost of renovations, improvements and equipment related to the leased travel centers as described below.
Improvements. Hospitality Trust has agreed to provide up to $25 million of funding annually for the first five years of the TravelCenters lease for certain specified improvements to the "TA" leased properties. This funding is cumulative, meaning if some portion of the $25 million is not spent in one year it may be drawn by us from Hospitality Trust in subsequent years; provided, however, none of the $125 million of funding is available to be drawn after December 31, 2015. All improvements purchased with this funding will be owned by Hospitality Trust. There will be no adjustment in our minimum rent as these amounts are funded by Hospitality Trust.
Maintenance and Alterations. Except for Hospitality Trust's commitment to fund up to $125 million as described above, we must maintain, at our expense, the leased travel centers, including maintenance of structural and non-structural components. The leases require us to submit an annual budget for capital expenditures at the leased travel centers to Hospitality Trust for approval. We may request that Hospitality Trust fund approved amounts for renovations, improvements and equipment at the leased travel centers, in addition to the $125 million described above, in return for minimum annual rent increases according to a formula: the minimum rent per year will be increased by an amount equal to the amount funded by Hospitality Trust times the greater of (i) 8.5% or (ii) a benchmark U.S. Treasury interest rate plus 3.5%. At the end of any lease we must surrender the leased travel centers in substantially the same conditions as existed at the commencement of the lease subject to any permitted alterations and ordinary wear and tear.
Percentage Rent. Starting in 2012, the TravelCenters lease requires us to pay Hospitality Trust additional rent with respect to each lease year generally in an amount equal to three percent (3%) of increases in non-fuel gross revenues and three tenths of one percent (0.3%) of increases in gross fuel revenues at each leased travel center over the respective gross revenue amounts for the year 2011. The Petro lease requires the same percentage rent payments, except that such payments start in 2013 and are calculated using the revenues of the 40 Petro travel centers in excess of revenues for the year 2012. Percentage rent attributable to fuel sales in each lease is subject to a maximum each year calculated by reference to changes in the consumer price index.
Term. The TravelCenters lease expires on December 31, 2022. The Petro lease expires on June 30, 2024, subject to extension by us for up to two additional periods of 15 years each.
Assignment and Subletting. Hospitality Trust's consent is required for any direct or indirect assignment or sublease of any of the leased travel centers. We remain liable under the leases for subleased travel centers.
Environmental Matters. Generally, we have agreed to indemnify Hospitality Trust from liabilities which may arise from any violation of any environmental law or regulation.
Indemnification and Insurance. With limited exceptions, we indemnify Hospitality Trust from liabilities which arise during the terms of the leases from ownership or operation of the leased travel centers. We generally must maintain commercially reasonable insurance. Our insurance coverage includes:
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The leases require that Hospitality Trust be named as an additional insured under our insurance policies.
Damage, Destruction or Condemnation. If any leased travel center is damaged by fire or other casualty or taken by eminent domain, we are generally obligated to rebuild. If the leased travel center cannot be restored, Hospitality Trust will generally receive all insurance or taking proceeds, we are liable to Hospitality Trust for any deductible or deficiency between the replacement cost and the amount of proceeds, and the annual minimum rent will be reduced by (i) in the case of the TravelCenters lease, at Hospitality Trust's option, either 8.5% of the net proceeds paid to Hospitality Trust or the fair market rental of the damaged, destroyed or condemned property, or portion thereof, as of the commencement date of the TravelCenters lease; (ii) in the case of a casualty under the Petro lease, 8.5% of the net proceeds paid to Hospitality Trust plus the fair market value of the land; and (iii) in the case of a taking under the Petro lease, 8.5% of the amount of the net proceeds paid to Hospitality Trust.
Events of Default. Events of default under each lease include the following:
Remedies. Following the occurrence of any event of default, each lease provides that, among other things, Hospitality Trust may, to the extent legally permitted:
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We are also obligated to reimburse Hospitality Trust for all costs and expenses incurred in connection with any exercise of the foregoing remedies.
Lease Subordination. Each lease may be subordinated to any mortgages of the leased travel centers by Hospitality Trust, but Hospitality Trust is required to obtain nondisturbance agreements for our benefit.
Financing Limitations; Security. Without Hospitality Trust's prior written consent, our tenant subsidiaries may not incur debt secured by any of their assets used in the operation of the leased travel centers; provided, however, our tenant subsidiaries may incur purchase money debt to acquire assets used in these operations and we may encumber such assets to obtain a line of credit secured by our tenant subsidiaries receivables, inventory or certain other assets used in these operations.
Lease Termination. When a lease terminates, any equipment, furniture, fixtures, inventory and supplies at the leased travel centers that we own may be purchased by Hospitality Trust at then fair market value. Also at termination of the TravelCenters lease, Hospitality Trust has the right to license any of our software used in the operation of the leased travel centers thereunder at its then fair market value and to offer employment to employees at the leased travel centers thereunder; and under both leases we have agreed to cooperate in the transfer of permits, agreements and the like necessary for the operation of the leased travel centers thereunder.
Territorial Restrictions. Under the terms of each lease, we generally cannot own, franchise, finance, operate, lease or manage any travel center or similar property within 75 miles in either direction along the primary interstate on which the leased travel center is located without the consent of Hospitality Trust.
Non-Economic Properties. If during a lease term the continued operation of any leased travel center becomes non-economic as defined in the lease, we may offer such travel center for sale including a sale of Hospitality Trust's interest in the property, free and clear of our leasehold interests. The net sale proceeds received will be paid to Hospitality Trust and the annual minimum rent payable shall be reduced. In the case of the TravelCenters lease, this reduction will be, at Hospitality Trust's option, either the amount of such proceeds times 8.5% or the fair market rental for such property as of the commencement date of the lease; in the case of the Petro lease, this reduction will be the amount of such proceeds times 8.5%. No more than a total of 15 properties subject to the TravelCenters lease and no more than five properties subject to the Petro lease may be offered for sale as non-economic properties during the applicable lease term. No sale of a travel center leased from Hospitality Trust may be completed without Hospitality Trust's consent; provided, however, if Hospitality Trust does not consent, that property will no longer be part of the lease and the minimum rent will be reduced as if the sale had been completed.
RELATIONSHIPS WITH FRANCHISEES
We have lease and franchise agreements with lessees and owners of travel centers. We collect rent, franchise, royalty and other fees under these agreements. As of May 31, 2007, 46 of our travel centers were operated by our franchisees. Ten of these travel centers are leased by us from Hospitality Trust and subleased by us to a franchisee. Thirty six of these travel centers are owned, or leased from others, by our franchisees. As of May 31, 2007, we have agreed to franchise one travel center as a TA center and one as a Petro center. We expect the franchise agreements to become effective during 2007 when these owners complete certain facility improvements required to meet our operating standards. As of
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May 31, 2007, two franchisees operated four locations each, two operated three locations each, two operated two locations each, and 28 operated one location each. Our franchised locations as of May 31, 2007, are generally described in the chart below; the listed properties are owned or leased from third parties by our franchisees unless otherwise indicated.
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Truck parking spaces |
Number of diesel lanes |
Truck repair facility |
Car parking spaces |
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Full service restaurant |
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Total acres |
Building area |
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Travel/ convenience store |
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Brand |
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State |
Gasoline |
QSRs |
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1 | Petro | Gadsden | AL | 28 | 15,000 | 275 | 11 | 30 | X | X | X | |||||||||||||||
2 | TA | Montgomery(2) | AL | 10 | 15,739 | 125 | 8 | X | 55 | X | X | X | X | |||||||||||||
3 | TA | Baldwin(1) | FL | 18 | 15,042 | 137 | 7 | X | 44 | X | X | X | X | |||||||||||||
4 | TA | Jacksonville South(1) | FL | 19 | 22,855 | 90 | 7 | X | 90 | X | X | X | X | |||||||||||||
5 | TA | Atlanta South(1) | GA | 29 | 20,520 | 200 | 8 | X | 100 | X | X | X | X | |||||||||||||
6 | Petro | Carnesville | GA | 37 | 21,500 | 250 | 12 | X | 114 | X | X | X | X | |||||||||||||
7 | TA | Lake Park(2) | GA | 9 | 14,900 | 75 | 8 | X | 60 | X | X | X | X | |||||||||||||
8 | TA | Walcott | IA | 70 | 107,375 | 300 | 15 | X | 250 | X | X | X | X | |||||||||||||
9 | Petro | Monee | IL | 15 | 11,000 | 190 | 8 | X | 110 | X | X | X | X | |||||||||||||
10 | Petro | Rochelle | IL | 29 | 28,000 | 400 | 10 | X | 125 | X | X | X | X | |||||||||||||
11 | TA | Clayton(1) | IN | 16 | 14,130 | 100 | 7 | X | 108 | X | X | X | X | |||||||||||||
12 | Petro | Gaston | IN | 18 | 13,500 | 150 | 8 | X | 86 | X | X | X | X | |||||||||||||
13 | Petro | Greensburg | IN | 10 | 10,000 | 140 | 7 | X | 45 | X | X | X | ||||||||||||||
14 | Petro | Remington | IN | 17 | 14,800 | 150 | 8 | X | 90 | X | X | X | ||||||||||||||
15 | TA | Beto Junction | KS | 35 | 23,000 | 275 | 7 | X | 112 | X | X | X | X | |||||||||||||
16 | Petro | Colby | KS | 10 | 17,500 | 90 | 7 | 90 | X | X | X | |||||||||||||||
17 | TA | Oakley | KS | 13 | 13,200 | 100 | 5 | X | 40 | X | X | X | X | |||||||||||||
18 | Petro | Salina | KS | 12 | 12,160 | 75 | 6 | 75 | X | X | X | |||||||||||||||
19 | Petro | Elkton | MD | 24 | 20,800 | 210 | 16 | X | 140 | X | X | X | ||||||||||||||
20 | TA | Albert Lea | MN | 31 | 49,000 | 305 | 10 | X | 270 | X | X | X | X | |||||||||||||
21 | Petro | Clearwater | MN | 13 | 20,000 | 150 | 8 | 225 | X | X | X | |||||||||||||||
22 | Petro | Joplin | MO | 46 | 27,000 | 377 | 12 | X | 109 | X | X | X | X | |||||||||||||
23 | TA | Mt.Vernon | MO | 15 | 22,000 | 150 | 12 | X | 90 | X | X | X | ||||||||||||||
24 | Petro | Oak Grove | MO | 26 | 23,000 | 305 | 8 | X | 155 | X | X | X | X | |||||||||||||
25 | TA | Strafford | MO | 18 | 20,000 | 130 | 8 | X | 90 | X | X | X | X | |||||||||||||
26 | TA | Kenly | NC | 34 | 36,000 | 200 | 12 | X | 120 | X | X | X | X | |||||||||||||
27 | Petro | Fargo | ND | 25 | 23,500 | 195 | 16 | X | 236 | X | X | X | ||||||||||||||
28 | TA | Napoleon | OH | 10 | 9,000 | 120 | 8 | 100 | X | X | X | X | ||||||||||||||
29 | Petro | Napoleon | OH | 13 | 13,000 | 110 | 7 | 50 | X | X | X | |||||||||||||||
30 | TA | Wapakoneta | OH | 19 | 30,000 | 140 | 8 | X | 50 | X | X | X | ||||||||||||||
31 | TA | Eugene | OR | 20 | 25,000 | 140 | 8 | X | 50 | X | X | X | ||||||||||||||
32 | TA | Breezewood | PA | 30 | 27,000 | 200 | 9 | X | 125 | X | X | X | X | |||||||||||||
33 | Petro | Breezewood | PA | 22 | 18,480 | 360 | 11 | X | 42 | X | X | X | X | |||||||||||||
34 | Petro | Claysville | PA | 40 | 13,000 | 210 | 8 | X | 80 | X | X | X | X | |||||||||||||
35 | Petro | Milton | PA | 30 | 20,600 | 312 | 16 | X | 120 | X | X | X | X | |||||||||||||
36 | Petro | Scranton | PA | 32 | 55,000 | 400 | 10 | X | 100 | X | X | X | X | |||||||||||||
37 | Petro | Florence | SC | 30 | 22,700 | 250 | 12 | X | 178 | X | X | X | X | |||||||||||||
38 | TA | Jackson(2) | TN | 10 | 13,527 | 100 | 9 | X | 90 | X | X | X | X | |||||||||||||
39 | TA | Knoxville West(1) | TN | 25 | 22,238 | 176 | 8 | X | 146 | X | X | X | X | |||||||||||||
40 | TA | Denton(1) | TX | 15 | 19,247 | 110 | 8 | X | 62 | X | X | X | X | |||||||||||||
41 | TA | Sweetwater(1) | TX | 18 | 12,600 | 160 | 8 | X | 43 | X | X | X | X | |||||||||||||
42 | Petro | Glade Spring | VA | 25 | 12,245 | 270 | 8 | X | 70 | X | X | X | ||||||||||||||
43 | Petro | Ruther Glen | VA | 50 | 19,000 | 250 | 12 | X | 150 | X | X | X | X | |||||||||||||
44 | TA | Janesville | WI | 5 | 12,000 | 85 | 7 | 45 | X | X | X | |||||||||||||||
45 | Petro | Portage | WI | 35 | 20,300 | 300 | 12 | X | 150 | X | X | X | X | |||||||||||||
46 | Petro | Racine | WI | 14 | 18,000 | 185 | 7 | X | 115 | X | X | X | X |
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Franchise Agreements
Material provisions of our franchise agreements include the following:
Initial Franchise Fee. The initial franchise fee for a new franchise is $100,000 for a "TA" franchise and $50,000 for a "Petro" franchise.
Term of Agreement. The initial term of a franchise agreement is generally ten years for a "TA" franchise and 15 years for a "Petro" franchise. Our franchise agreements generally provide for two five year renewals on the terms then being offered to prospective franchisees at the time of the franchise renewal. The remaining terms of the current franchise agreements end in 2007 through 2021. The average remaining term of these agreements as of May 31, 2007, including all renewal periods, was approximately 15 years.
Protected Territory. Under the terms of our franchise agreements for TA travel centers, generally we have agreed not to operate, or allow another person to operate, a travel center or travel center business that uses the "TravelCenters of America" or "TA" brand in a specified territory around the location of that TA branded franchise location. Under the terms of our franchise agreements for Petro travel centers, generally we have agreed not to operate, or allow another person to operate, a travel center or travel center business that uses the "Petro" brand in a specified territory around the location of that Petro branded franchise location.
Restrictive Covenants. Generally our franchisees may not operate any travel center or truck stop related business under a franchise agreement, licensing agreement or marketing plan or system of another person or entity. If the franchisee owns the franchised premises, generally for a two year period after termination of our franchise agreement the franchisee may not operate the site with a competitive brand.
Fuel Purchases, Sales and Royalties. Our TA franchisees that operate travel centers that they lease from us must purchase all of their diesel fuel from us; our franchisees that operate travel centers that they own are not required to purchase their diesel fuel from us. Generally our franchise agreements which do not require the franchisee to purchase fuel from us do generally require a franchisee to pay us an additional royalty fee based on sales of certain fuels at the franchised travel center. We also purchase receivables generated by franchisees of some travel centers on a non-recourse basis in return for a fee.
Royalty Payments on Non-Fuel Revenues. Franchisees are required to pay us a royalty fee generally equal to between 3.5% and 4% of non-fuel revenues. Generally if a TA franchisee operates one or more QSRs on the franchised premises, the franchisee must pay us 3% of all revenues in connection with those sales, net of royalties paid to QSR franchisors.
Advertising, Promotion and Image Enhancement. Our franchisees are required to make additional payments to us as contribution to the applicable brand wide advertising, marketing and promotional expenses we incur.
Non-fuel Product Offerings. Franchisees are required to operate their travel centers in conformity with guidelines that we establish and offer any products and services that we deem to be a standard, or "core," product or service in our centers.
Termination/Nonrenewal. Generally, we may terminate or refuse to renew a franchise agreement for default by the franchisee. We may also refuse to renew if we determine that renewal would not be in our economic interest or if the franchisee will not agree to the terms in our then current form of franchise agreement.
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Rights of First Refusal. In the event that a franchisee wishes to accept an offer from a third party to purchase its travel center upon termination or expiration of our franchise agreement, we have a right of first refusal to purchase that facility at the price offered by the third party. In addition, we generally have similar rights or the right to purchase franchised Petro centers for fair market value, as determined by the parties or an independent appraiser, upon termination or expiration of a Petro franchise agreement.
Franchisee Lease Agreements
In addition to franchise fees, we also collect sublease rent from franchisees for ten travel centers operated by TA franchisees that sublease travel centers from us. Each operator of a travel center that enters into a lease agreement also must enter into a franchise agreement. The material provisions of these lease agreements include the following:
Operating Costs. The franchisee is responsible for the payment of all costs and expenses in connection with the operation of the leased travel centers, typically excluding certain environmental costs, certain maintenance costs and real property taxes.
Term of Agreement. The leases have an initial term of ten years and allow for two renewals of five years each. The remaining current terms of these lease agreements end in 2012. The average remaining term of these agreements as of May 31, 2007, including all renewal periods, was approximately 15 years.
Rent. The sublessee must pay annual fixed rent equal to the sum of:
Use of the Leased Travel Center. The leased travel center must be operated as a travel center in compliance with all laws, including all environmental laws. The sublessee must submit to quality inspections that we request and appoint, subject to our approval, an employee as manager who is responsible for the day to day operations at the leased travel center.
Termination/Nonrenewal. These lease agreements contain terms and provisions regarding termination and nonrenewal, which are substantially the same as the terms and provisions of the related franchise agreements. These lease agreements are cross defaulted with the related franchise agreements. In certain circumstances, we may reimburse the franchisee for a portion of the cost of certain capital improvements upon termination of the lease.
Franchise Regulation
Some states require state registration and delivery of specified disclosure documentation to potential franchisees and impose special regulations on petroleum franchises. Some state laws also impose restrictions on our ability to terminate or not to renew franchises and impose other limitations on the terms of our franchise relationships or the conduct of our franchise business. A number of states include, within the scope of their petroleum franchising statutes, prohibitions against price discrimination and other allegedly anticompetitive conduct. These provisions supplement applicable federal and state antitrust laws. Federal Trade Commission regulations require that we make extensive
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disclosure to prospective franchisees. We believe that we are in compliance with all franchise laws applicable to our business.
The travel center and truck stop industry is fragmented and highly competitive. We believe that there are in excess of 6,000 travel center and truck stops nationwide.
Fuel and non-fuel products and services can be obtained by long haul truck drivers from a variety of sources, including regional full service travel center and pumper only truck stop chains, independently owned and operated truck stops and some large service stations. In addition, some trucking companies operate their own terminals to provide fuel and services to their own trucking fleets.
There are generally two types of fueling stations designed to serve the trucking industry:
We experience substantial competition from pumper only truck stop chains based principally on diesel fuel prices. We also experience substantial competition from full service travel center regional chains and independent full service travel centers, which is based principally on diesel fuel prices and non-fuel product and service offerings.
Our truck repair and maintenance facilities compete with regional full service travel center and truck stop chains, full service independently owned and operated truck stops, fleet maintenance terminals, independent garages, truck dealerships, truck quick lube facilities and other parts and service centers.
We also compete with other full service restaurants, QSRs, mass merchandisers, electronics stores, drugstores and travel and convenience stores.
Many truck fleets own their own fuel, repair and maintenance facilities. Although we believe the long term trend has been toward a reduction in these facilities in favor of obtaining fuel, repair and maintenance services from third parties like us, during the last few years of historically volatile fuel prices, this long term trend appears to have slowed and may be reversing.
An additional source of competition in the future could result from commercialization of state owned interstate highway rest areas. Some state governments have historically requested that the federal government allow these rest areas to offer fuel and non-fuel products and services similar to that offered at a travel center. If commercialized, these rest areas may materially increase the number of locations competing with us.
We believe we will be able to compete successfully for the following reasons:
31
experience and knowledge in real estate acquisitions, maintenance and development, as well as in public company operations, finance and other matters.
Although we believe our management team is highly talented, our senior management has been assembled from Reit Management, our predecessor, and Petro and they do not have extensive experience working together. We expect we may expand our business with Hospitality Trust; however, Hospitality Trust is not obligated to provide us with opportunities to lease additional properties, and we may not be able to find other sources of capital sufficient to maintain and grow our travel center business. Also, some of our competitors have substantially more resources than we do; and some of our competitors have vertically integrated fuel businesses which may provide them competitive advantages. For all of these reasons and others, we can provide no assurance that we will be able to compete successfully.
Our operations and properties are extensively regulated by environmental laws. We may be required to investigate and clean up hazardous substances, including petroleum products, released at a property. We may be held liable to governmental entities or to third parties for property damage and personal injuries and for investigation and clean up costs incurred in connection with any contamination. We use underground storage tanks and above ground storage tanks to store petroleum products and waste at our travel centers. We must comply with environmental laws regarding tank construction, integrity testing, leak detection and monitoring, overfill and spill control, release reporting and financial assurance for corrective action in case of a release. At some locations, we must also comply with environmental laws relating to vapor recovery or discharges to water.
From time to time we, our predecessor and Petro have received and likely will receive future notices of alleged violations of environmental laws or otherwise became aware of the need to undertake corrective actions to comply with environmental laws at operated travel centers. Investigatory and remedial actions were, and regularly are undertaken with respect to releases of hazardous substances at the travel centers we operate. In some cases contributions were, and may be, received to partially offset environmental costs from insurers, from state funds established for environmental clean up associated with the sale of petroleum products or from indemnitors who agreed to fund certain environmental related costs at travel centers purchased from such indemnitors.
As of May 31, 2007, we had a reserve of $11.1 million for known unindemnified environmental matters for which we will be responsible, and we had a receivable for estimated insurance recoveries of these estimated future expenditures of $4.8 million and $4.4 million of cash in an escrow account to fund certain of these estimated expenditures, leaving an estimated net amount of $1.9 million to be funded by us in the future. We do not have a reserve for potential unknown or future environmental matters. We cannot precisely know the ultimate costs we will incur in connection with currently known or unknown future potential environmental related violations, corrective actions, investigation and remediation; however, based on our current knowledge we do not expect that the costs to be incurred at our travel centers, individually or in the aggregate, will be material to our financial condition, results of operations or cash flow.
Despite our present expectation, we cannot be certain that we know of all existing contamination present in our travel centers, or that material liability will not be imposed on us in the future. If
32
additional environmental problems arise or are discovered, or if additional environmental requirements are imposed by government agencies, increased environmental compliance or remediation expenditures may be required, which could have a material adverse effect on us.
We expect to continue our predecessor's and Petro's programs to monitor and remediate our exposures to environmental liabilities. Also, we have insurance of up to $60 million for unanticipated costs regarding certain known environmental liabilities and of up to $35 million regarding certain unknown or future environmental liabilities subject to certain limitations and deductibles. However, as noted above, we can provide no assurance that:
Under the terms of our leases, we have agreed to indemnify Hospitality Trust generally for any environmental liabilities related to travel centers which we lease from Hospitality Trust.
We own no patents. We own the "Petro" name and related trademarks. We have the right to use the "TA", "TravelCenters of America" and other trademarks historically used by our predecessor, but which are now owned by Hospitality Trust, during the term of the TravelCenters lease. We also license certain trademarks used in the operation of our QSRs. We believe that these trademarks are important to our business, but could be replaced with alternative marks without significant disruption in our business.
As of May 31, 2007, we employed approximately 16,000 people on a full or part time basis. Of this total, approximately 15,400 were employees at our company operated sites, 550 performed managerial, operational or support services at our headquarters or elsewhere and 50 employees staffed our distribution center. Except for an aggregate of 22 employees at two sites, all of our employees are non-union. We believe that our relationship with our employees is satisfactory.
We are involved from time to time in various legal and administrative proceedings and threatened legal and administrative proceedings incidental to the ordinary course of our business. Other than as described below, we believe that we are not now involved in any litigation, individually or in the aggregate, which could have a material adverse affect on our business, financial condition, results of operations or cash flows.
On February 27, 2006, Flying J, Inc. and certain of its affiliates, or Flying J, filed a lawsuit against us and Pilot Travel Centers, LLC and certain of its affiliates, or Pilot, in the U.S. District Court for the District of Utah. Flying J and Pilot are competitors of ours. Flying J also markets a fuel purchasing credit card to trucking companies. The Flying J lawsuit claims, in essence, that we and Pilot have refused to accept the Flying J fuel card, and that such refusal was the result of unlawful concerted action. Flying J is seeking, among other things, an injunction requiring us and Pilot to accept the
33
Flying J fuel card and damages. We believe that there are substantial factual and legal defenses to Flying J's claims. This case is at an early stage and we cannot estimate our ultimate exposure to loss or liability, if any, related to this litigation. However, like most complex antitrust litigation, the costs of this continuing defense are likely to be substantial.
Beginning in mid December 2006, and continuing to the present, a series of class action lawsuits have been filed against numerous companies in the petroleum industry, including us, in United States District Courts in over 20 states. Major petroleum companies and significant retailers in the industry have been named as defendants in one or more of these lawsuits. The plaintiffs in these lawsuits generally allege that they purchased motor fuel that was greater than 60 degrees Fahrenheit at the time of sale. There are two primary theories upon which the plaintiffs seek recovery in these cases. The first theory alleges that the plaintiffs purchased smaller quantities of motor fuel than the amount for which defendants charged them because the defendants measured the amount of motor fuel they delivered in gallons that, at higher temperatures, contain less energy. These cases seek, among other relief, an order requiring the defendants to install temperature related equipment on their retail motor fuel dispensing devices, damages and attorneys' fees. The second theory alleges that fuel taxes are calculated in temperature adjusted to 60 degree gallons and are collected by the government from suppliers and wholesalers, who are reimbursed in the amount of the tax by the defendant retailers before the fuel is sold to consumers. The tax cases allege that when the fuel is subsequently sold to consumers at temperatures above 60 degrees, the defendant retailers sell a greater volume of fuel than the amount on which they paid tax, and therefore reap a windfall because the customers pay more tax than the retailer paid. The tax cases seek, among other relief, recovery of excess taxes paid and punitive damages. We believe that there are substantial factual and legal defenses to the theories alleged in these lawsuits. The cases are at an early stage, with motions to consolidate all the cases into one court pursuant to multi district litigation procedures recently filed, and we cannot estimate our ultimate liability, if any, related to these lawsuits, nor the costs of their defense, at this time.
On November 3, 2006, Great American Insurance Company of New York and Novartis Pharmaceuticals Corporation, or Novartis, filed a complaint in the United States District Court for the Southern District of New York against our predecessor and a trucking company, Prime, Inc., in connection with the alleged theft of a tractor trailer operated by Prime which contained certain of Novartis's pharmaceutical products. The alleged theft occurred at our Bloomsbury, New Jersey travel center. Novartis seeks damages up to or exceeding $30 million together with interest, litigation, costs and attorneys' fees. On January 5, 2007, our predecessor answered Novartis' complaint and asserted a cross claim for contribution and indemnification against Prime. We believe that there are substantial defenses to this claim and that any liability arising from this matter may be covered by one or more of our existing insurance policies.
On May 2, 2007, a class action lawsuit was filed against us in the United States District Court for the Northern District of Indiana. The complaint alleges violation of a provision of the Federal Fair and Accurate Transactions Act which limits certain credit and debit card information that may appear on electronically printed receipts provided to the cardholder. The plaintiff purports to represent a class of all persons provided with electronically printed receipts for transactions occurring at our travel centers in Indiana after December 4, 2006, which receipts allegedly violate the Fair and Accurate Transactions Act. The complaint seeks damages of $100 to $1,000 per violation, attorneys' fees, litigation expenses and costs. We are currently assessing this claim and intend to defend against the claim.
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Since our formation on October 10, 2006, and until the completion of our spin off from Hospitality Trust on January 31, 2007, we had no operations, revenues, expenses, liabilities or assets, except the nominal initial capitalization provided by our parent.
TravelCenters of America, Inc. is considered to be our predecessor under applicable rules and regulations of the Securities and Exchange Commission, or SEC. The Hospitality Trust acquisition, related restructuring and the spin off caused our assets, liabilities, financial position, results of operations and cash flows to be materially different than those of our predecessor. The most significant of these differences include the facts that our predecessor:
whereas we:
Among other things, these differences cause us to incur substantial expenses which were not incurred by our predecessor, for example, rent payments to Hospitality Trust and costs associated with operating as a public company, while allowing us to avoid the interest and depreciation expenses our predecessor historically incurred. For all of these reasons, the historical financial information of our predecessor is not indicative of our current or future financial position, results of operations or cash flows.
The following table presents selected financial data which has been derived from our historical financial statements for the two months from February 1, 2007, through March 31, 2007, and the historical financial statements of our predecessor for the one month ended January 31, 2007, and the three months ended March 31, 2006. The following data should be read in conjunction with our financial statements and the notes thereto included elsewhere in this prospectus, and "Management's Discussion and Analysis of Financial Condition and Results of Operations." As discussed under "Risk Factors" and "Management's Discussion and Analysis of Financial Condition and Results of Operations," we are a relatively new company and our historical financial information is not reflective of our current operations. Accordingly, you should not place undue reliance on our historical financial information.
35
|
Predecessor |
Company |
||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Three months ended March 31, 2006 |
One month ended January 31, 2007 |
Two months ended March 31, 2007 |
|||||||||
|
(In thousands, except per share data) |
|||||||||||
Statement of Operations Data: | ||||||||||||
Revenues: | ||||||||||||
Fuel | $ | 884,145 | $ | 285,053 | $ | 596,143 | ||||||
Non-fuel | 199,907 | 66,795 | 138,924 | |||||||||
Rent and royalties | 2,306 | 834 | 1,603 | |||||||||
Total revenues | 1,086,358 | 352,682 | 736,670 | |||||||||
Income (loss) from operations | 13,186 | (42,164 | ) | (16,995 | ) | |||||||
Net income (loss) | 1,104 | (22,048 | ) | (11,029 | ) | |||||||
Income (loss) from continuing operations per common share: | ||||||||||||
Basic | $ | 0.16 | $ | (3.18 | ) | $ | (1.25 | ) | ||||
Diluted | $ | 0.15 | $ | (3.18 | ) | $ | (1.25 | ) | ||||
Other Operating Data: |
||||||||||||
Total diesel fuel sold (in thousands of gallons) | 414,379 | 143,096 | 266,122 | |||||||||
Total gasoline sold (in thousands of gallons) | 47,172 | 13,751 | 31,562 |
|
As of March 31, 2007 |
||||
---|---|---|---|---|---|
|
(In thousands, except site data) |
||||
Balance Sheet Data: | |||||
Total assets | $ | 688,076 | |||
Total liabilities | $ | 366,390 | |||
Total shareholders' equity | $ | 322,214 | |||
Number of sites: |
|||||
Company operated sites | 141 | ||||
Franchisee leased and operated sites | 10 | ||||
Franchisee owned and operated sites | 13 | ||||
Total sites | 164 | ||||
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The following table presents selected historical financial information of our predecessor for each of the last five fiscal years. The information set forth below with respect to the years ended December 31, 2004, 2005 and 2006 was derived from, and should be read in conjunction with, the audited consolidated financial statements of our predecessor included elsewhere in this prospectus. The information set forth below with respect to the years ended December 31, 2002 and 2003 was derived from audited consolidated financial statements of our predecessor that are not included in this prospectus. The following information should also be read in conjunction with "Management's Discussion and Analysis of Financial Condition and Results of OperationsHistorical Results of OperationsOur Predecessor" and our pro forma financial statements and the notes thereto included elsewhere in this prospectus.
|
Year ended December 31, |
|||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
2002 |
2003 |
2004(1) |
2005(2) |
2006 |
|||||||||||||
|
(In thousands, except per share data and site counts) |
|||||||||||||||||
Statement of Operations Data: | ||||||||||||||||||
Revenues: | ||||||||||||||||||
Fuel | $ | 1,237,989 | $ | 1,513,648 | $ | 1,959,239 | $ | 3,231,853 | $ | 3,905,128 | ||||||||
Non-fuel | 617,342 | 649,502 | 707,958 | 833,500 | 868,380 | |||||||||||||
Rent and royalties | 15,539 | 13,080 | 10,667 | 9,943 | 10,006 | |||||||||||||
Total revenues | 1,870,870 | 2,176,230 | 2,677,864 | 4,075,296 | 4,783,514 | |||||||||||||
Income from operations | 51,937 | 59,977 | 69,285 | 86,324 | 95,542 | |||||||||||||
Net income (loss) | 1,271 | 8,891 | 14,862 | (2,095 | ) | 31,033 | ||||||||||||
Income (loss) from continuing operations per common share: | ||||||||||||||||||
Basic | $ | 0.18 | $ | 1.32 | $ | 2.14 | $ | (0.30 | ) | $ | 4.47 | |||||||
Diluted | $ | 0.18 | $ | 1.26 | $ | 2.04 | $ | (0.30 | ) | $ | 4.09 | |||||||
Balance Sheet Data (end of period): |
||||||||||||||||||
Total assets | $ | 660,767 | $ | 650,567 | $ | 897,729 | $ | 939,704 | $ | 995,592 | ||||||||
Long term debt (net of unamortized discount) | 523,934 | 502,033 | 682,892 | 675,638 | 668,734 | |||||||||||||
Redeemable equity | 681 | 1,909 | 1,864 | 1,935 | 13,403 | |||||||||||||
Other Operating Data: |
||||||||||||||||||
Total diesel fuel sold (in thousands of gallons) | 1,349,741 | 1,341,125 | 1,338,020 | 1,575,460 | 1,645,958 | |||||||||||||
Total gasoline sold (in thousands of gallons) | 160,560 | 191,104 | 182,921 | 195,946 | 204,307 | |||||||||||||
Number of sites (end of period): | ||||||||||||||||||
Company operated sites | 122 | 126 | 138 | 139 | 140 | |||||||||||||
Franchisee leased and operated sites | 20 | 14 | 12 | 10 | 10 | |||||||||||||
Franchisee owned and operated sites | 10 | 10 | 10 | 11 | 13 | |||||||||||||
Total sites | 152 | 150 | 160 | 160 | 163 | |||||||||||||
Notes to Selected Financial Data
37
Management's discussion and analysis of financial condition and results of operations
OVERVIEW
We were formed in October 2006 as a Delaware limited liability company. We were formed as a 100% owned subsidiary of Hospitality Trust to succeed to the operating business of our predecessor, which Hospitality Trust acquired on January 31, 2007. Until January 31, 2007, we operated as a shell company subsidiary of Hospitality Trust.
Because of the restructuring and spin off, which we refer to collectively as the HPT Transaction the historical financial information of our predecessor is not indicative of our future financial position, results of operations or cash flows. You should read the following discussion in conjunction with the financial statements included elsewhere in this prospectus.
Our revenues and income are subject to potentially material changes as a result of the market prices of diesel fuel and gasoline, as well as the availability of these products. These factors are subject to the worldwide petroleum products supply chain, which historically has experienced shocks as a result of, among other things, severe weather, political crises, wars and other military actions and variations in demand, which are often the result of changes in the macroeconomic environment. Over the past few years there has been a significant increase in the cost of diesel fuel and gasoline as crude oil demand increased during the economic recovery in the United States and events such as Hurricane Katrina affected the supply system. These significant increases in our costs for these products can largely be passed on to our customers, but the volatility in the crude oil and refined products markets can result in short term negative, or positive, effects on our operating results. We expect that the petroleum products markets will continue to be volatile and that prices for these products will remain at historically high levels for the foreseeable future. However, we do not expect that this price volatility will have a significant effect on our results in the foreseeable future. Likewise, while we at times experience product availability shortages in limited areas, we do not expect these supply disruptions will have a material effect on our results of operations.
SUMMARY OF TRAVEL CENTER SITE COUNTS
The changes in the number of our travel centers and in their method of operation (company operated, franchisee leased and operated or franchisee owned and operated) are significant factors influencing
38
the changes in our results of operations. The following table summarizes the changes in the composition of our business from December 31, 2003 through May 31, 2007.
|
Company Operated |
Franchisee Leased and Operated |
Franchisee Owned and Operated |
Total |
||||||
---|---|---|---|---|---|---|---|---|---|---|
Number of travel centers at December 31, 2003 | 126 | 14 | 10 | 150 | ||||||
2004 Activity: |
||||||||||
New travel centers | 12 | | | 12 | ||||||
Sales of travel centers | (2 | ) | | | (2 | ) | ||||
Acquisitions of franchised travel centers | 2 | (2 | ) | | | |||||
Number of travel centers at December 31, 2004 | 138 | 12 | 10 | 160 | ||||||
2005 Activity: |
||||||||||
New travel centers | | 1 | 1 | |||||||
Sales of travel centers | (1 | ) | | | (1 | ) | ||||
Acquisitions of franchised travel centers | 2 | (2 | ) | | | |||||
Number of travel centers at December 31, 2005 | 139 | 10 | 11 | 160 | ||||||
2006 Activity: |
||||||||||
New travel centers | 1 | | 2 | 3 | ||||||
Number of travel centers at December 31, 2006 | 140 | 10 | 13 | 163 | ||||||
2007 Activity: |
||||||||||
Acquistion of franchised travel center | 1 | | (1 | ) | | |||||
Petro acquisition | 45 | | 24 | 69 | ||||||
New travel centers | 1 | | | 1 | ||||||
Number of travel centers at May 31, 2007 | 187 | 10 | 36 | 233 | ||||||
HISTORICAL RESULTS OF OPERATIONS
Relevance of fuel revenues and fuel volumes
Due to market pricing of commodity fuel products and our pricing arrangements with fuel customers, fuel revenue is not a reliable metric for analyzing our results of operations or our predecessor's results from period to period. As a result solely of changes in crude oil and refined products market prices, our fuel revenue may increase or decrease significantly versus our or our predecessor's historical results of operations, in both absolute amounts and on a percentage basis, without a comparable change in fuel sales volumes or in gross profit per gallon. We consider fuel volumes to be a better measure of comparative performance than fuel revenues.
Three months ended March 31, 2007 compared to March 31, 2006
We were spun off from Hospitality Trust on January 31, 2007, and had no operations prior to that time. For the purpose of discussing the historical results of operations, the following table adds our results and the results of our predecessor, without pro forma adjustments, for the three months ended March 31, 2007, and compares these combined results of operations to those of our predecessor for the three months ended March 31, 2006. The data has been presented to facilitate our discussion below of the trends and changes affecting our operating results. It has been prepared for comparative
39
purposes only and does not purport to be indicative of the results of operations that actually would have resulted had the HPT Transaction occurred on January 1, 2006, and is not indicative of our future results of operations.
|
Predecessor |
Predecessor |
Company |
Company and Predecessor Combined |
|
||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Three months ended March 31, 2006 |
One month ended January 31, 2007 |
Two months ended March 31, 2007 |
Three months ended March 31, 2007 |
Change |
||||||||||||
Revenues: | |||||||||||||||||
Fuel | $ | 884,145 | $ | 285,053 | $ | 596,143 | $ | 881,196 | $ | (2,949 | ) | ||||||
Non-fuel | 199,907 | 66,795 | 138,924 | 205,719 | 5,812 | ||||||||||||
Rent and royalties | 2,306 | 834 | 1,603 | 2,437 | 131 | ||||||||||||
Total revenues | 1,086,358 | 352,682 | 736,670 | 1,089,352 | 2,994 | ||||||||||||
Cost of goods sold (excluding depreciation): |
|||||||||||||||||
Fuel | 857,009 | 270,694 | 579,402 | 850,096 | (6,913 | ) | |||||||||||
Non-fuel | 82,280 | 27,478 | 56,234 | 83,712 | 1,432 | ||||||||||||
Total cost of goods sold (excluding depreciation) |
939,289 |
298,172 |
635,636 |
933,808 |
(5,481 |
) |
|||||||||||
Operating expenses: |
|||||||||||||||||
Site level operating expenses | 103,282 | 36,093 | 72,412 | 108,505 | 5,223 | ||||||||||||
Selling, general & administrative expense | 11,525 | 8,892 | 11,861 | 20,753 | 9,228 | ||||||||||||
Real estate lease rent | 2,705 | 931 | 28,428 | 29,359 | 26,654 | ||||||||||||
Depreciation and amortization expense | 16,650 | 5,810 | 5,288 | 11,098 | (5,552 | ) | |||||||||||
Merger related expenses | | 44,972 | | 44,972 | 44,972 | ||||||||||||
(Gain) loss on asset sales | (279 | ) | (24 | ) | | (24 | ) | 255 | |||||||||
Total operating expenses | 133,883 | 96,674 | 117,989 | 214,663 | 80,780 | ||||||||||||
Income (loss) from operations |
13,186 |
(42,164 |
) |
(16,955 |
) |
(59,119 |
) |
(72,305 |
) |
||||||||
Debt extinguishment expense | | (16,140 | ) | | (16,140 | ) | (16,140 | ) | |||||||||
Interest (expense) income, net | (11,410 | ) | (4,214 | ) | (777 | ) | (4,991 | ) | 6,419 | ||||||||
Income (loss) before income taxes | $ | 1,776 | $ | (62,518 | ) | $ | (17,732 | ) | $ | (80,250 | ) | $ | (82,026 | ) | |||
Same site results comparisons
As part of the discussion and analysis of our operating results we refer to increases and decreases in results on a same site basis. For purposes of these comparisons, a travel center is included in the following same site comparisons only if it was continuously operated by us from January 1, 2006 through March 31, 2007. Franchisee operated travel centers are excluded from the same site
40
comparisons below. Travel centers are not excluded from the same site comparisons as a result of expansions in their size or in the services offered.
|
Three months ended March 31, |
||||||||
---|---|---|---|---|---|---|---|---|---|
|
Predecessor 2006 |
Combined(1) 2007 |
Change |
||||||
|
(dollars and gallons in thousands) |
||||||||
Number of company operated travel centers | 138 | 138 | |||||||
Diesel sales volume (gallons) |
373,499 |
371,638 |
-0.5 |
% |
|||||
Gasoline sales volume (gallons) | 46,726 | 45,039 | -3.6 | % | |||||
Total nonfuel revenues |
$ |
198,648 |
$ |
203,533 |
+2.5 |
% |
|||
Total rental income | 1,120 | 1,171 | +4.6 | % | |||||
Total royalty revenues | 1,158 | 1,182 | +2.1 | % | |||||
Operating expenses |
102,647 |
107,059 |
+4.3 |
% |
Revenues. Revenues for the three months ended March 31, 2007, were $1,089.4 million, which represented an increase from the quarter ended March 31, 2006, of $3.0 million, or 0.3%, that was primarily attributable to an increase in non-fuel revenue.
Fuel revenue for the quarter ended March 31, 2007, decreased by $2.9 million, or 0.3%, as compared to the same period in 2006. This decrease was principally the result of decreased fuel sales volumes compared to 2006, which effect was somewhat offset by higher selling prices. Sales volumes for diesel and gasoline declined by 5.2 million gallons, or 1.2% and 1.9 million gallons, or 3.9%, respectively. Average diesel fuel and gasoline sales prices for the three months ended March 31, 2007, increased by 1.2% and 1.7%, respectively, as compared to the same period in 2006, reflecting increases in commodity prices that were attributable to higher crude oil costs due to increased worldwide demand and political unrest in oil producing regions of the world. For the quarter ended March 31, 2007, diesel fuel and gasoline sales volume were 409.2 million gallons and 45.3 million gallons, respectively, as compared to 414.4 million gallons of diesel fuel and 47.2 million gallons of gasoline for the quarter ended March 31, 2006. The diesel fuel sales volume decrease of 5.2 million gallons was the result of a decrease of 3.2 million gallons, or 16.1%, in the fuel sold by us as a wholesaler of diesel fuel, a line of business that we deemphasized beginning in 2006, and a 0.5% decrease in same site diesel fuel sales volumes. The gasoline sales volume decrease was primarily attributable to a 3.6% decrease in same site gasoline sales volumes. We believe the same site diesel fuel sales volume decrease resulted primarily from a slight decrease in demand by shippers for trucking during 2007. Fuel revenues were 80.9% of total revenues for the quarter ended March 31, 2007, as compared to 81.4% for the same period in 2006.
Non-fuel revenues for the quarter ended March 31, 2007 of $205.7 million increased by $5.8 million, or 2.9%, as compared to the same period in 2006. The increase was the result of a 2.5% increase in same site non-fuel revenues and a net increase in sales at company operated sites added in 2007 and 2006. We believe the same site increase reflected increased customer traffic resulting, in part, from the capital improvements that were made to our travel centers and also from our marketing strategies. Non-fuel revenues were 18.9% of total revenues for the quarter ended March 31, 2007, as compared to 18.4% for the same period in 2006.
Rent and royalty revenues for the quarter ended March 31, 2007 increased $0.1 million, or 5.7%, as compared to the same period in 2006. This increase resulted from the two franchisee owned and operated sites added in 2006 and increases in both rent and royalty revenues on a same site basis.
41
Royalty revenue increased 2.1% on a same site basis and there was a 4.6% increase in same site rent revenue.
Cost of goods sold (excluding depreciation). Cost of goods sold for the quarter ended March 31, 2007 was $933.8 million, a decrease of $5.5 million, or 0.6%, as compared to the same period in 2006 that was primarily the result of reduced fuel sales volumes as compared to the same period in 2006. Fuel cost of goods sold for the quarter ended March 31, 2007 decreased by $6.9 million, or 0.8%, as compared to the same period in 2006. Non-fuel cost of goods sold for the quarter ended March 31, 2007 of $83.7 million included an increase of $1.4 million, or 1.7%, as compared to the same period in 2006. This increase was primarily attributable to the increased level of non-fuel sales described above.
Site level operating expenses. Site level operating expenses primarily include the direct expenses of company operated sites. Site level operating expenses increased by $5.2 million, or 5.1%, to $108.5 million for the quarter ended March 31, 2007, compared to $103.3 million for the same period in 2006. This increase resulted from a 4.3% increase on a same site basis and a net increase from company operated sites added in 2007 and 2006. The same site increase was primarily the result of the increased costs necessary to support the increased level of non-fuel sales. On a same site basis, operating expenses as a percentage of non-fuel revenues for the quarter ended March 31, 2007 were 52.6%, compared to 51.7% for the same period in 2006.
Selling, general and administrative expenses. Selling, general and administrative expenses for the three months ended March 31, 2007 were $20.8 million, representing a $9.2 million, or 80.1% increase from the same period in 2006. This increase was primarily attributable to $4.3 million of share based compensation expense recognized by our predecessor during the one month period ended January 31, 2007, and which was negligible in the same period in 2006. The increased level of share based compensation expense in 2007 as compared to 2006 resulted from the vesting of performance stock options in the 2007 period as a result of the HPT Transaction. All stock options of our predecessor were cancelled in January 2007. In addition, the 2007 period included $0.9 million of expense under our management and shared services agreement with Reit Management, $1.0 million of accrued severance expense related to the agreements with our former chief executive officer and chief financial officer and $0.9 million of compensation expense recognized in connection with executive retention plans adopted as a result of the HPT Transaction. The remainder of the increase primarily resulted from increased personnel costs.
Real estate rent expense. Rent expense for the quarter ended March 31, 2007 was $29.4 million, an increase of $26.7 million over the prior year period. This increase was primarily attributable to the lease agreement with Hospitality Trust that became effective on January 31, 2007. Under the lease with Hospitality Trust, we paid rent of $25.9 million during the two months ended March 31, 2007, of which $1.9 million was recognized as interest expense, and we accrued an additional $2.9 million of rent expense in order to recognize the rent expense related to this lease on a straight line basis over the lease term.
Depreciation and amortization expense. Depreciation and amortization for the quarter ended March 31, 2007 was $11.1 million, which reflected a decrease from the first quarter of 2006 of $5.6 million, or 33.3%. This decrease was attributable to the significant decrease in depreciable assets on our balance sheet after the HPT Transaction on January 31, 2007, which resulted in a substantial decline in depreciation expense. Our property and equipment balance at March 31, 2007 was $242.1 million, as compared to our predecessor's property and equipment balance as of December 31, 2006 of $653.7 million, reflecting a 63.1% decrease. The decline in depreciation expense was
42
somewhat offset by a $0.6 million increase in amortization of intangible assets resulting from the accounting for the HPT Transaction.
Merger related expenses. During January 2007, our predecessor recognized a charge of $45.0 million related to expenses incurred in marketing itself for sale and consummating the HPT Transaction. These costs primarily consisted of investment banking fees, other transaction advisory fees and management bonus payments.
Income (loss) from operations. There was a net loss from operations of $59.1 million for the quarter ended March 31, 2007, compared to income from operations of $13.2 million for the same period in 2006. This decrease of $72.3 million, as compared to the 2006 period was primarily the result of the $4.3 million increase in share based compensation expense, $26.6 million of Hospitality Trust rent expense and $45.0 million of merger related expenses.
Interest and other financial costs, net. Interest expense for the three months ended March 31, 2007 was $5.0 million, as compared to $11.4 million for the same period in 2006. This $6.4 million, or 56.3%, decrease primarily resulted from the repayment of our predecessor's indebtedness on January 31, 2007 as part of the HPT Transaction, but also due to a $1.2 million increase in interest income earned on our cash balance. The decline arising from these factors was somewhat offset by recognizing as interest expense $1.9 million of rent under our lease with Hospitality Trust in connection with the rent related to those sites we lease from Hospitality Trust that did not qualify for operating lease treatment.
Debt extinguishment expense. In connection with the repayment of its indebtedness as a result of the HPT Transaction, our predecessor charged to expense the remaining unamortized balance of its previously incurred debt issuance costs of $15.2 million and the remaining unamortized amount of debt discount of $0.9 million related to a note payable.
Income tax provision (benefit). Our effective tax rate for the two months ended March 31, 2007 was a benefit of 37.8%, which differed from the statutory rate primarily due to state income taxes net of the federal tax effect. Our predecessor's effective tax rates for the one month ended January 31, 2007 and the three months ended March 31, 2006 were a benefit of 64.7% and a provision of 37.8%, respectively. Our predecessor's rate for the one month ended January 31, 2007 differed from the statutory rate primarily due to deductibility for tax purposes of expenses related to stock options that were not expensed for financial reporting purposes, partially offset by certain merger related expenses recognized in the financial statements which were not deductible for income tax purposes. Our predecessor's tax rate for the three months ended March 31, 2006, differed from the statutory rate primarily due to state income taxes, net of the federal tax effect. The differences in the effective tax rates among these three periods primarily resulted from the effects of the HPT Transaction on our predecessor's results for the one month ended January 31, 2007 as well as the effects of the HPT Transaction on our results and our tax attributes.
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Petro acquisitionpro forma information
On May 30, 2007, we acquired Petro, which at that time operated 45 travel centers and franchised another 24 travel centers. The following unaudited pro forma information presents our results of operations as if both the HPT Transaction and the Petro Acquisition had occurred on January 1, 2007.
|
Three months ended March 31, 2007 |
|||
---|---|---|---|---|
|
(in millions of dollars) |
|||
Total revenue | $ | 1,515.6 | ||
Gross profit | $ | 214.5 | ||
Net loss | $ | (58.6 | ) | |
Loss per common share | $ | (6.65 | ) |
These pro forma results of operations have been prepared for comparative purposes only and do not purport to be indicative of the results of operations that actually would have resulted had the HPT Transaction and the Petro Acquisition occurred on January 1, 2007, or that may result in the future. The pro forma results for the three months ended March 31, 2007 include $45.0 million of merger related expenses, $16.1 million of debt extinguishment expenses and $4.3 million of share based compensation expense, each incurred by our predecessor as a result of the HPT Transaction, and $1.9 million of expenses related to executive retention and separation payments. Please see our pro forma unaudited consolidated statements of operations included in this prospectus.
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HISTORICAL RESULTS OF OPERATIONS FOR OUR PREDECESSOR
Year ended December 31, 2006 compared to year ended December 31, 2005
Same Site Results Comparisons
As part of the discussion and analysis of our predecessor's operating results we refer to increases and decreases in results on a same site basis. For purposes of these comparisons, a travel center is included in the following same site comparisons only if it was continuously operated by us from January 1, 2005 through December 31, 2006. Franchisee operated travel centers are excluded from the same site comparison below. Travel centers are not excluded from the same site comparisons as a result of expansions in their square footage or in the services offered.
|
Year ended December 31, |
||||||||
---|---|---|---|---|---|---|---|---|---|
|
2005 |
2006 |
Change |
||||||
|
(dollars and gallons in thousands) |
||||||||
Number of company operated travel centers | 135 | 135 | |||||||
Diesel sales volume (gallons) |
1,373,708 |
1,479,798 |
+7.7 |
% |
|||||
Gasoline sales volume (gallons) | 186,926 | 193,333 | +3.4 | % | |||||
Total nonfuel revenues | $ | 823,198 | $ | 852,764 | +3.6 | % | |||
Total rental income | 4,394 | 4,566 | +3.9 | % | |||||
Total royalty revenues | 4,681 | 4,806 | +2.7 | % | |||||
Operating expenses | 406,561 | 423,359 | +4.1 | % |
Revenues. Our predecessor's revenues for the year ended December 31, 2006, were $4,783.5 million, which represents an increase from the year ended December 31, 2005, of $708.2 million, or 17.4%, that was primarily attributable to an increase in fuel revenue.
Fuel revenue for the year ended December 31, 2006, increased by $673.3 million, or 20.8%, as compared to the same period in 2005. The increase was principally the result of increased average selling prices for both diesel fuel and gasoline, but also resulted from increases in sales volumes for both diesel fuel and gasoline. Average diesel fuel and gasoline sales prices for the year ended December 31, 2006, increased by 15.6% and 16.3%, respectively, as compared to 2005, reflecting increased worldwide demand and political unrest in oil producing regions of the world. Our predecessor's diesel fuel and gasoline sales volumes for the year ended December 31, 2006, increased 4.5% and 4.3%, respectively, as compared to the same period in 2005. For the year ended December 31, 2006, our predecessor sold 1,646.0 million gallons of diesel fuel and 204.3 million gallons of gasoline, as compared to 1,575.5 million gallons of diesel fuel and 195.9 million gallons of gasoline for the year ended December 31, 2005. The diesel fuel sales volume increase of 70.5 million gallons resulted from a 7.7% increase in same site diesel fuel sales volumes and a net increase in sales volumes at company operated sites added or eliminated during 2005 and 2006, somewhat offset by a decrease in wholesale diesel fuel sales volumes. The gasoline sales volume increase of 8.4 million gallons was primarily attributable to a 3.4% increase in same site gasoline sales volumes and a net increase in sales volumes at company operated travel centers added or eliminated during 2005 and 2006, somewhat offset by a 3.2 million gallon, or 96.7% decrease in wholesale gasoline sales volumes. We believe the same site diesel fuel and gasoline sales volume increases resulted from our predecessor's fuel marketing strategies as well as its strong non-fuel products and services offerings. Fuel revenues were 81.6% of our predecessor's total revenues for 2006 as compared to 79.3% for 2005, principally as a result of higher fuel prices in 2006.
45
Non-fuel revenues for the year ended December 31, 2006, of $868.4 million increased by $34.9 million, or 4.2%, as compared to the same period in 2005. The increase was the result of a 3.6% increase in same site non-fuel revenues and the increased sales at company operated travel centers added in 2005 and 2006. We believe the same site increase reflected increased customer traffic resulting, in part, from the capital improvements that our predecessor made to its travel centers and also from our predecessor's fuel marketing strategy. Non-fuel revenues were 18.2% of our predecessor's total revenues for 2006 as compared to 20.5% for 2005, principally as a result of higher fuel prices in 2006.
Rent and royalty revenues for the year ended December 31, 2006, increased $0.1 million, or 0.6%, as compared to the same period in 2005. This was attributable to the offsetting effects of rent and royalty revenue lost as a result of the conversions of two leased sites to company operated sites during 2005, the initial and continuing franchise fees related to three franchisee owned and operated sites added in 2005 and 2006, and increases in both rent and royalty revenues on a same site basis. Royalty revenue increased 2.7% on a same site basis and there was a 3.9% increase in same site rent revenue.
Cost of goods sold (excluding depreciation). Cost of goods sold for the year ended December 31, 2006, was $4,123.4 million, an increase of $672.7 million, or 19.5%, as compared to the same period in 2005 that was primarily attributable to an increase in fuel cost.
Fuel cost for the year ended December 31, 2006, increased by $659.1 million, or 21.2%, as compared to the same period in 2005. The increase was attributable principally to increased market prices for our predecessor's purchases of diesel fuel and gasoline, but also resulted from the increases in sales volumes for both diesel fuel and gasoline as described above. Average diesel fuel and gasoline purchase prices for the year ended December 31, 2006, increased by 15.9% and 17.9%, respectively, as compared to the same period in 2005, reflecting increases in commodity prices that were attributable to higher crude oil costs due to increased worldwide demand and political unrest in oil producing regions of the world.
Non-fuel cost of goods sold for the year ended December 31, 2006, of $361.9 million included an increase of $13.6 million, or 3.9%, as compared to the same period in 2005. This increase was primarily attributable to the increased level of non-fuel sales described above.
Site level operating expenses. Site level operating expenses included the direct expenses of company operated sites and the ownership costs of franchisee operated sites. Our predecessor's site level operating expenses increased by $6.4 million, or 1.6%, to $415.9 million for the year ended December 31, 2006, compared to $409.5 million for the same period in 2005. This increase resulted from a $16.7 million, or 4.1%, increase on a same site basis and a net increase resulting from company operated travel centers added or eliminated during 2005 and 2006, which increases were somewhat offset by a $4.4 million net reduction of operating expense recognized in June 2006 upon the settlement of certain claims as described below under the heading "Other income (expenses), net" and a $1.3 million reduction of expenses recognized in December 2006 resulting from a refund of funds previously seized by the government in 2005 as proceeds of alleged illegal gambling via video games at certain travel centers we own. During 2005, our predecessor recognized expense of $5.3 million in connection with the seizure. The same site increase was primarily related to the increased costs necessary to support the increased level of non-fuel sales and also reflected both higher credit card transaction fees associated with increases in fuel costs and an increase in energy costs. On a same site basis, site level operating expenses as a percentage of non-fuel revenues for the year ended December 31, 2006 were 49.6%, compared to 49.4% for the same period in 2005, reflecting the effects of increased credit card transaction fees and utility costs.
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Selling, general and administrative expenses. Selling, general and administrative expenses included corporate overhead and administrative costs, and for the year ended December 31, 2006, were $61.3 million, representing a $8.3 million, or 15.6% increase, from the same period in 2005 that was primarily attributable to personnel costs and share based compensation expense. Personnel costs for the year ended December 31, 2006, increased $3.8 million over the same period in 2005 due both to increases in the number of employees and salary increases. Share based compensation expense for the year ended December 31, 2006, increased by $3.0 million over the same period in 2005. The increased level of share based compensation expense in 2006 as compared to 2005 resulted from the number of performance stock options that vested in the 2006 period in combination with an increase in the estimated value of those options.
Real estate lease rent expense. Real estate lease rent expense for the year ended December 31, 2006 was $11.0 million as compared to $10.9 million for the year ended December 31, 2005. This increase of $0.1 million, or 1.2% was primarily due to increases in rents upon exercise of renewal options.
Depreciation and amortization expense. Depreciation and amortization expense for the year ended December 31, 2006, was $71.9 million, as compared to $65.0 million for the same period in 2005, an increase of $6.9 million, or 10.6%. This increase resulted from our predecessor's investments in additional depreciable assets in 2005 and 2006 and an increased level of asset abandonments during 2006 that was largely related to two sites that were razed in preparation for rebuilding.
Merger and refinancing expenses. During the year ended December 31, 2006, our predecessor recognized a charge of $4.9 million related to expenses incurred in marketing itself for sale, primarily costs related to debt financings that were not pursued to completion.
Gain on asset sales. For the year ended December 31, 2006, the gain on asset sales of $0.5 million primarily was generated from the sale of excess land, while the gain on asset sales of $0.2 million for the year ended December 31, 2005, primarily was generated from the sale of one company operated travel center.
Income from operations. Our predecessor generated income from operations of $95.5 million for the year ended December 31, 2006, compared to income from operations of $86.3 million for the same period in 2005. This increase of $9.2 million, or 10.7%, was primarily the result of the increased gross profit that resulted from increased fuel and non-fuel sales volumes and increased fuel margin per gallon and non-fuel gross profit percentage. The increased gross profit was somewhat offset by increased operating expenses.
Other income (expense), net. In 2006 our predecessor reached settlements of two claims made in connection with transactions that occurred in 2000. Our predecessor incurred $1.2 million of expenses in the 2006 period prior to the settlement in pursuit of these claims. As a result of the settlements, which totaled $6.9 million, our predecessor recognized $5.6 million as a reduction of operating expenses because it represented the recovery of related expenses that had been incurred in 2006 and prior years. The remaining $1.3 million of the settlement amounts represented a gain on claim settlements and was recognized in non-operating income. During the year ended December 31, 2005, our predecessor incurred $39.6 million of expenses in connection with a refinancing and recognized a gain on sale of investment of $2.0 million in 2005. This gain was related to the 2004 sale of an equity investment and was recognized in 2005 when the last portion of sale proceeds was released from escrow as a result of the resolution of certain contingencies.
Interest and other financial costs, net. Interest and other financial costs, net, for the year ended December 31, 2006, of $47.5 million decreased by $1.0 million, or 2.1%, compared to the same
47
period in 2005. This decrease resulted from a reduction in our predecessor's weighted average effective borrowing rates as a result of its June 2005 refinancing.
Income taxes. Our predecessor's effective income tax rates for the years ended December 31, 2005 and 2006, were 1,079.0% and 37.1%, respectively. These rates differed from the federal statutory rate due primarily to state income taxes, partially offset by the benefit of certain tax credits and, for 2005, the effect of the nondeductibility of a $5.3 million charge described above in "Site level operating expenses." The difference in these effective tax rates between the 2006 period and the 2005 period was primarily the result of changes in effective state tax rates and the effect of the nondeductibility of the $5.3 million charge in 2005. As a result of our predecessor's near break even pre-tax income for 2005 of $0.2 million, the nondeductibility of the $5.3 million charge that was expensed in arriving at the pre-tax income had a much larger effect on the effective tax rate in 2005 than would have been the case in 2006 when the pre-tax income was $49.3 million.
Year ended December 31, 2005 compared to year ended December 31, 2004
Same Site Results Comparisons
As part of the discussion and analysis of our predecessor's operating results we refer to increases and decreases in results on a same site basis. For purposes of these comparisons, a travel center is included in the following same site comparisons only if it was continuously operated by us from January 1, 2004 through December 31, 2005. Franchisee operated travel centers are excluded from the same site comparisons below. Travel centers are not excluded from the same site comparisons as a result of expansions in their square footage or in the services offered.
|
Year ended December 31, |
||||||||
---|---|---|---|---|---|---|---|---|---|
|
2004 |
2005 |
Change |
||||||
|
|||||||||
|
(dollars and gallons in thousands) |
||||||||
Number of company operated travel centers | 122 | 122 | | ||||||
Diesel sales volume (gallons) |
1,138,996 |
1,244,421 |
+9.3 |
% |
|||||
Gasoline sales volume (gallons) | 171,903 | 172,352 | +0.3 | % | |||||
Total nonfuel revenues | $ | 692,431 | $ | 742,755 | +7.3 | % | |||
Total rental income | 4,243 | 4,394 | +3.6 | % | |||||
Total royalty revenues | 4,438 | 4,681 | +5.5 | % | |||||
Operating expenses |
336,357 |
363,543 |
+8.1 |
% |
Revenues. Our predecessor's revenues for 2005 were $4,075.3 million, which represented an increase from 2004 of $1,397.4 million, or 52.2%, that was the result of increases in both fuel revenue and non-fuel revenues. The fuel and non-fuel revenue increases are in part the result of the addition of eleven travel centers acquired in December 2004 and in part the result of factors described below.
Fuel revenue for 2005 increased by $1,272.6 million, or 65.0%, as compared to 2004. The increase was principally from increased average selling prices for both diesel fuel and gasoline. These prices increased by 43.7% and 28.2%, respectively, as compared to 2004, reflecting increases in commodity prices resulting from higher crude oil costs due to increased worldwide demand, refinery outages and other refined petroleum product supply disruptions, including the effects of hurricanes Katrina and Rita in late 2005. Diesel fuel and gasoline sales volumes for 2005 increased 17.7% and 7.1%, respectively, as compared to 2004. In 2005, our predecessor sold 1,575.5 million gallons of diesel fuel and 195.9 million gallons of gasoline, as compared to 1,338.0 million gallons of diesel fuel and 182.9 million gallons of gasoline sold in 2004. The diesel fuel sales volume increase of 237.4 million
48
gallons primarily resulted from a 115.4 million gallon net increase in sales volume at travel centers that our predecessor added or eliminated during 2004 and 2005, and a 9.3% increase in same site diesel fuel sales volumes. Our predecessor also increased sales volume of wholesale diesel fuel in 2005 by 18.8 million gallons, or 20.6%, over the 2004 level. The gasoline sales volume increase of 13.0 million gallons, or 7.1%, was primarily attributable to a 14.8 million gallon net increase in sales volumes at company operated travel centers our predecessor added or eliminated during 2004 and 2005, and a 0.3% increase in same site gasoline sales volumes, partially offset by a 2.4 million gallon decrease in wholesale gasoline sales volumes. We believe the same site diesel fuel sales volume increase resulted from an expanded freight market in 2005 and our predecessor's fuel marketing strategies, somewhat offset by an increase in the level of freight carried by train instead of truck and an increase in trucking fleets' self fueling at their own terminals due to wide fluctuations in, and high levels of, diesel prices in 2005. The same site increase in gasoline sales volume resulted primarily from increased motorist visits to our travel centers as a result of our predecessor's more aggressive retail gasoline pricing program as well as site improvements made as part of our predecessor's capital investment program, partially offset by the negative effects on motorist purchases caused by the high prices and the supply disruptions resulting from hurricanes Katrina and Rita in late 2005. We believe the decreases in wholesale sales volumes for both diesel and gasoline resulted from the volatility in commodity prices during 2005, coupled with the high level of commodity prices and our predecessor's decision to be less active in wholesale gasoline sales. Fuel revenues were 79.3% of our predecessor's total revenues for 2005 as compared to 73.2% for 2004, principally as a result of higher fuel prices.
Non-fuel revenues for 2005 of $833.5 million reflected an increase of $125.5 million, or 17.7%, as compared to 2004. The increase was primarily attributable to the $73.3 million net increase in sales at the company operated travel centers our predecessor added or eliminated during 2004 and 2005 and also was attributable to a 7.3% increase in same site non-fuel revenues. We believe the same site increases reflected increased customer traffic resulting, in part, from the capital improvements that our predecessor made to renovate our travel centers, from an expanded freight market and from our predecessor's competitive fuel marketing strategies. Non-fuel revenues were 20.5% of our predecessor's total revenues for 2005 as compared to 26.4% for 2004, principally as a result of higher fuel prices.
Rent and royalty revenues for 2005 decreased $0.7 million, or 6.8%, as compared to 2004, attributable to the rent and royalty revenue lost as a result of the conversions of four franchisee leased travel centers to company operated travel centers during 2004 and 2005. This decrease was partially offset by a 5.5% increase in same site royalty revenue and a 3.6% increase in same site rent revenue.
Cost of goods sold (excluding depreciation). Cost of goods sold for 2005 were $3,450.8 million, which represents an increase from 2004 of $1,303.8 million, or 60.7%, that was primarily attributable to an increase in fuel cost.
Fuel cost for 2005 increased by $1,245.4 million, or 67.1%, as compared to 2004. The increase was attributable principally to increased market prices for diesel fuel and gasoline, but also resulted from the increases in sales volumes for both diesel fuel and gasoline that were described above. Average diesel fuel and gasoline purchase prices for 2005 increased by 45.6% and 29.3%, respectively, as compared to 2004, reflecting increases in commodity prices that were attributable to higher crude oil costs due to increased worldwide demand, political unrest in certain oil producing regions of the world and supply disruptions caused by hurricanes Katrina and Rita.
Non-fuel cost of goods sold for 2005 of $348.3 million included an increase of $58.4 million, or 20.1%, as compared to 2004. This increase is primarily attributable to the increased level of non-fuel sales described above.
49
Site level operating expenses. Site level operating expenses increased by $63.2 million, or 18.2%, to $409.5 million for 2005 compared to $346.3 million for 2004. This increase was primarily attributable to a net increase resulting from travel centers that our predecessor added or eliminated during 2004 and 2005, and a 8.1% increase on a same site basis. The increase was also due in part to a $5.3 million charge our predecessor recorded in 2005 in connection with a seizure of funds by the government in a legal dispute concerning revenues we received from a vendor operating certain video games alleged by the government to be illegal gambling devices.
Selling, general and administrative expenses. Selling, general and administrative expenses for 2005 were $53.1 million, which reflected a $9.9 million, or 22.9%, increase from 2004 that was primarily attributable to stock compensation costs. Stock compensation expense for 2005 was $8.9 million, primarily related to the vesting of performance stock options. Stock compensation expense for 2004 was $0.1 million. The remaining $1.0 million increase was primarily due to increased personnel costs, partially resulting from the addition of sites in late 2004.
Depreciation and amortization expense. Depreciation and amortization expense for 2005 was $65.0 million, compared to $58.8 million for 2004, an increase of $6.2 million, or 10.6%, that was primarily due to travel centers acquired in December 2004, as well as other capital additions purchased in 2004 and 2005.
Real estate lease rent expense. Real estate lease rent expense for the year ended December 31, 2005, was $10.9 million as compared to $15.9 million for the year ended December 31, 2004. This decrease of $5.0 million, or 31.4%, was primarily due to the termination, effective December 1, 2004, of a lease agreement under which our predecessor leased eight travel centers. At the termination of this lease, our predecessor acquired the previously leased assets.
(Gain) loss on asset sales. For 2005, gain on asset sales of $0.2 million arose primarily from the sale of a travel center and excess land, while gain on asset sales of $2.5 million for 2004 was generated primarily from the sale of two company operated travel centers, one closed travel center and our predecessor's fractional shares of three aircraft.
Income from operations. Our predecessor generated income from operations of $86.3 million for 2005, compared to income from operations of $69.3 million for 2004. This increase of $17.0 million, or 24.6%, as compared to 2004 was primarily attributable to the increased level of gross margin which was partially offset by the increased level of expenses, especially stock compensation expense and the write off related to funds seized by the government as described above.
Other income (expense), net. Until April 2004, our predecessor owned 21.5% of an equity investee and recognized $0.2 million in 2004 as its equity share of the investee's earnings. There were no such investees in 2005. Our predecessor's gain on sale of investment of $2.0 million for 2005 resulted from the 2004 sale of this equity investment. During 2004, a gain of $1.6 million was recognized when the transaction closed, and an additional gain was recognized in 2005 when the last portion of sales proceeds was released from escrow as a result of the resolution of certain contingencies. For 2005, our predecessor recognized $39.6 million of debt extinguishment and refinancing expenses in connection with refinancing transactions in that year. For 2004, our predecessor recognized $1.7 million of debt extinguishment and refinancing expenses in connection with 2004 refinancing transactions.
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Interest and other financial costs, net. Interest and other financial costs, net, for 2005 increased by $2.5 million, or 5.3%, compared to 2004. This increase primarily resulted from the increased level of interest rates in 2005 as compared to 2004.
Income taxes. Our predecessor's effective income tax rates for the years ended December 31, 2004 and 2005 were 36.3% and 1,079.0%, respectively. These rates differed from the federal statutory rate due primarily to state and foreign income taxes partially offset by the benefit of certain tax credits, and for 2005 the effect of the nondeductibility of the $5.3 million charge resulting from the seizure of funds by the government. The difference in these effective tax rates between 2005 and 2004 was primarily the result of changes in effective state tax rates and the effect of the nondeductibility of the $5.3 million charge in 2005. As a result of our predecessor's near break even pre-tax income for 2005 of $0.2 million, the nondeductibility of the $5.3 million charge that was expensed in arriving at the pre-tax income had a much larger effect on the effective tax rate in 2005 than would have been the case in 2004 when the pre-tax income was $23.3 million.
Rip Griffin Acquisitionpro forma information
On December 1, 2004, our predecessor acquired from Rip Griffin Truck Service Center, Inc. the assets related to eleven travel centers. The results from these eleven sites were included in our predecessor's results from that date. The following unaudited pro forma information presents our predecessor's results of operations as if the acquisition of the Rip Griffin sites had taken place on January 1, 2004.
|
Year ended December 31, 2004 |
||
---|---|---|---|
|
(in millions of dollars) |
||
Total revenue | $ | 2,880.0 | |
Gross profit | $ | 577.9 | |
Income before extraordinary item and accounting change | $ | 18.1 | |
Net income | $ | 18.1 |
These pro forma results of operations have been prepared for comparative purposes only and do not purport to be indicative of the results of operations that actually would have resulted had the acquisition occurred on January 1, 2004, or that may result in the future.
CRITICAL ACCOUNTING POLICIES
The preparation of our financial statements in accordance with accounting principles generally accepted in the U.S. requires us to make estimates and judgments that affect the reported amounts of assets, liabilities, revenues and expenses and related disclosure of contingent assets and liabilities. The critical accounting policies we employ in the preparation of our consolidated financial statements are those which involve allowances for doubtful accounts receivable, asset impairment, reserves for self insurance, environmental liabilities, income tax accounting and accounting for leases.
We maintain our allowances for doubtful accounts receivable based on historical payment patterns, aging of accounts receivable, periodic review of customers' financial condition, and actual write off history. If the financial condition of customers were to deteriorate, resulting in an impairment of their ability to make payments, additional allowances may be required.
Our accounting policies require recording impairment losses on long lived assets to reduce the carrying value of certain assets to their fair value. This could occur under our policies in two types of cases: (1) when assets are used in operations, events and circumstances indicate that the assets might be impaired and the undiscounted cash flows estimated to be generated by those assets are less than the
51
carrying value of those assets; and (2) when assets are to be disposed of and their carrying values exceed the estimated fair value of the asset less the estimated cost to sell the asset. Estimated cash flows are based on historical results adjusted to reflect the best estimate of future market and operating conditions. Our estimates of fair value are based on industry trends and references to market rates and transactions.
We have not recognized an impairment charge with respect to any of our intangible assets. We annually assess goodwill and intangible assets with indefinite lives for impairment. A number of assumptions and methods are used in preparation of valuations underlying impairment tests, including estimates of future cash flows and discount rates. Applying significantly different assumptions or valuation methods could result in different results from these impairment tests. Similarly, defining the reporting unit differently could lead to a different result for goodwill.
We are partially self insured with respect to general liability, workers' compensation, motor vehicle and group health benefits claims up to certain stop loss amounts ranging from $100,000 to $500,000. Provisions are established under these partial self insurance programs for both estimated losses on known claims and claims incurred but not reported, based on claims histories. The most significant risk of this methodology is its dependence on claims histories, which are not always indicative of future claims. To the extent an estimate is inaccurate, expenses and net income may be understated or overstated. Although some variation to actual results occurs, historically our predecessor experienced variability that has not been material. For the years ended December 31, 2004, 2005 and 2006, our predecessor's aggregate provisions amounted to $25.3 million, $25.8 million, and $26.1 million, respectively. For the years ended December 31, 2004, 2005 and 2006, our predecessor paid $23.9 million, $25.4 million and $27.5 million, respectively, on claims related to these partial self insurance programs. At December 31, 2005 and 2006, our predecessor's aggregated liability related to these partial self insurance programs was $12.2 million and $10.8 million, respectively, which our predecessor believed was adequate to cover both reported and incurred but not reported claims.
We establish or adjust environmental contingency reserves when the responsibility to remediate becomes probable and the amount of associated costs is reasonably determinable.
As part of the process of preparing our consolidated financial statements, we are required to estimate income taxes in each of the jurisdictions in which we operated. The process involves estimating actual current tax expense along with assessing temporary differences resulting from differing treatment of items for financial statement and tax purposes. These timing differences result in deferred tax assets and liabilities, which are included in our consolidated balance sheet. We are required to record a valuation allowance to reduce deferred tax assets if we are not able to conclude that it is more likely than not these assets will be realized.
Accounting for leases is an additional critical accounting policy of ours. Each time we enter a new lease or materially modify an existing lease we evaluate its classification as either a capital lease or an operating lease. The classification of a lease as capital or operating affects whether and how the transaction is reflected in our balance sheet, as well as our recognition of rental payments as rent or interest expense. These evaluations require us to make estimates of, among other things, the remaining useful life and residual value of a leased property, appropriate discount rates and future cash flows. Incorrect assumptions or estimates may result in misclassification of our leases. These policies involve significant judgments based upon our experience, including judgments about current valuations, estimated useful lives, and salvage or residual values. In the future we may need to revise our assessments to incorporate information which is not known at the time of our previous assessments, and such revisions could increase or decrease our depreciation expense related to properties that we
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lease, result in the classification of some of our leases as other than operating leases or decrease the carrying values of some of our assets.
Any or all of these policies, applied in the future with the benefit of additional facts or better estimates which were not known or available at the time the various required evaluations were made, could result in revisions to estimated liabilities, adjustments to reduce assets to their fair value or recognition of expenses.
With the exception of accounting for leases, our critical accounting policies described above were also our predecessor's critical accounting policies. Our predecessor was also reliant upon other accounting policies which it considered critical, but which we believe are unlikely to have continuing importance to us, including policies regarding accounting for agreements under which certain members of our predecessor's management purchased shares of our predecessor's stock which was subject to redemption under certain conditions and for options to purchase our predecessor's stock which were granted to certain members of our predecessor's management. Each of these accounting policies was complicated by the fact that our predecessor's stock was privately held, subjecting the related accounting to subjective valuation estimates.
Changes in accounting principle
FAS 123R. Effective January 1, 2006, our predecessor adopted Statement of Financial Accounting Standards No. 123(R), "Share Based Payment" (FAS 123R), which replaced FAS No. 123, "Accounting for Stock Based Compensation," and superseded Accounting Principles Board Opinion No. 25 (APB 25), "Accounting for Stock Issued to Employees." FAS 123R requires compensation cost relating to share based payment transactions be recognized in the financial statements. Our predecessor adopted FAS 123R using the prospective approach; accordingly, prior periods were not restated. There was no effect on our predecessor's balance sheet or results of operations as a result of the adoption of FAS 123R. Prior to January 1, 2006, our predecessor measured compensation costs related to share based payments under APB 25, as permitted by FAS 123, and provided pro forma disclosure in the notes to financial statements as required by FAS 123. FAS 123R does not allow the pro forma disclosure previously permitted by FAS 123.
Under APB 25, our predecessor accounted for employee share options using the intrinsic value method of accounting. For share options that vested based on the passage of time, no share based compensation cost was reflected in our predecessor's consolidated statements of operations because for all such options the exercise price equaled the estimated market value of the underlying share on the date of grant. For share options that vested based on attaining specified financial return performance targets, no share based compensation cost was reflected in our predecessor's consolidated statements of operations until such time as attaining of the targets was determined to be probable, which was not the case for the options granted under our predecessor's 2001 stock plan until the fourth quarter of 2005. Our predecessor had not granted options since the adoption of FAS 123R, but in April 2006 it modified certain outstanding options and, accordingly, began accounting for these modified options as prescribed by FAS 123R. As a result, our predecessor recognized share based compensation expense with respect to these modified stock options in the financial statements for the year ended December 31, 2006.
FIN 48. Effective January 1, 2007, we adopted the Financial Accounting Standards Board, or FASB, issued Interpretation No. 48, "Accounting for Uncertainty in Income Taxes an interpretation of FASB Statement No. 109" (FIN 48). FIN 48 is effective for fiscal years beginning after December 15, 2006. FIN 48 prescribes methods for the financial statement recognition and measurement of a tax position taken or expected to be taken in a tax return. Under this guidance, a benefit can be recognized with
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respect to a tax position only if it is more likely than not that the position will be sustained upon examination. In such cases, the tax position is to be measured at the largest amount of benefit that is greater than 50% likely of being realized upon ultimate settlement. There was no material impact on our financial statements as a result of our adoption of FIN 48.
LIQUIDITY AND CAPITAL RESOURCES
Our principal liquidity requirements are to meet our operating expenses, including rent to Hospitality Trust, our capital expenditures and our working capital requirements. Our sources of liquidity to meet these requirements are our operating cash flow, our cash balance and our ability to draw capital improvement funding under the terms of our leases with Hospitality Trust.
The primary risks we face with respect to our operating cash flow include decreased demand for our products and services, including that which may be caused by the volatility of prices of petroleum based products. A reduction of our revenue without an offsetting reduction in our operating expenses may cause us to use our cash at a rate that we cannot sustain for extended periods. Also, a significant increase in the prices we must pay to obtain fuel may increase our cash requirements for working capital.
We anticipate that we will be able to fund our working capital needs and capital expenditures in the short term with funds generated by our operations, our cash balances and from our ability to draw improvement funding under the terms of our leases with Hospitality Trust. Over the longer term, we may seek additional forms of financing, including accessing public capital markets for debt or equity, the sale and lease back of travel centers that we own, develop or acquire and the credit facility which we are currently negotiating. We are currently having discussions with a large commercial bank for a new credit facility. We expect this credit facility to be for at least $100 million and to be secured by our accounts receivable and inventory.
OFF BALANCE SHEET ARRANGEMENTS
As of March 31, 2007, we did not have any off balance sheet arrangements. As part of the Petro acquisition, we acquired a 40% interest in a joint venture that owns one travel center that we operate. This travel center is encumbered by mortgage debt of approximately $15 million. Petro historically has accounted, and we expect to account, for the investment in the joint venture on the equity method; and, therefore, Petro has not recorded, and we will not record, a liability for 40% of this mortgage debt. Petro was not and we are not directly liable for this debt, but our investment in this joint venture of approximately $16 million would be substantially lost if the joint venture defaulted on this debt and the joint venture's property was lost to foreclosure.
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SUMMARY OF PRO FORMA CONTRACTUAL OBLIGATIONS AND COMMERCIAL COMMITMENTS
The following table summarizes our expected obligations as of December 31, 2006, on a pro forma basis for the HPT Transaction and the Petro acquisition, to make future required payments under various agreements.
|
Payments due by period |
||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Total |
2007 |
2008-2009 |
2010-2011 |
Thereafter |
||||||||||
|
(In millions of dollars) |
||||||||||||||
Long term debt(1) | $ | 261.3 | $ | | $ | 261.3 | $ | | $ | | |||||
Leases with Hospitality Trust(2) | 3,825.9 | 215.9 | 442.5 | 459.5 | 2,708.0 | ||||||||||
Other operating leases | 10,156.1 | 3,531.7 | 1,261.2 | 1,249.4 | 7,291.8 | ||||||||||
Employee retention and separation payments | 20.1 | 14.7 | 5.4 | | | ||||||||||
Other long term liabilities | 29.4 | 9.0 | 7.2 | 2.9 | 10.3 | ||||||||||
Total contractual obligations | $ | 14,292.8 | $ | 809.2 | $ | 1,977.6 | $ | 1,711.8 | $ | 10,010.1 | |||||
At March 31, 2007, letters of credit were our primary outstanding trade commitments. On a pro forma basis for the Petro acquisition, we had outstanding $34.4 million of letters of credit. Until we have established a credit facility, we have secured these letters of credit with cash deposits of $36.0 million. As of May 31, 2007, we also had commitments to purchase land or operating travel centers for an aggregate of $21.4 million.
SEASONALITY
Our revenues during a year are often lowest in the first quarter when movement of freight by professional truck drivers and motorist travel are historically at their lowest seasonal levels. Our revenues in the fourth quarter of a year are often somewhat lower than those of the second and third quarters because, while the fourth quarter is often positively impacted by increased movement of freight in preparation for various national holidays, that positive impact is often more than offset by a reduction in freight movement caused by vacation time associated with those holidays taken by professional truck drivers.
INFLATION AND DEFLATION
Inflation in the past several years in the U.S. has been modest. Future inflation might have both positive or negative impacts on our business. Rising price levels may allow us to increase revenues, but may also impact our operating costs. Our revenues may change by either more or less than the rate of change in our expenses. Because a large component of our expenses will consist of fixed rental obligations to Hospitality Trust, we may be adversely affected by declines in general price levels, or deflation.
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QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
As of May 31, 2007, we had no obligations for funded debt (other than the covenant defeased notes that resulted from the Petro acquisition) and were not directly affected by changes in market interest rates. However, we expect to obtain a revolving credit facility secured by some of our assets. We expect that such a line of credit may bear interest for funded amounts at floating rates. We may from time to time consider our exposure to interest rate risks if we have or expect to have material amounts of floating rate obligations, and in those circumstances we may decide to purchase interest rate caps or other hedging instruments.
We are exposed to risks arising from market changes in the availability and price of fuel. Some of these changes may arise from local conditions, such as a malfunction in a particular pipeline or at a particular terminal. However, most of these risks arise from national or international conditions, such as weather related shut downs of oil drilling or refining capacities, political instability in oil producing regions of the world or terrorism. Almost all of these risks are beyond our control. These risks may also arise from changes in the demand for fuel, particularly those changes which result from increases and decreases in economic activities. Because petroleum products are traded in commodity markets, material changes in demand for fuel worldwide, such as the recent increases in fuel demand in India and China, may have a material impact upon the prices we have to pay for fuel.
We attempt to mitigate our exposure to fuel price market risks in four ways. First, we maintain supply contracts and arrangements for diesel fuel with several different suppliers for each of our travel centers; if one supplier has a local problem we may be able to obtain fuel supplies from other suppliers. Second, we maintain modest fuel inventories, generally about three days of fuel sales; modest inventories may mitigate the risk that we sell fuel for less than its cost in the event of rapid price declines. Third, we sell a majority of our diesel fuel at contracted prices determined as cents per gallon above a benchmark which is reflective of the market costs for fuel; by selling on such terms we may be able to maintain our margin per gallon despite changes in the prices we pay for fuel. Finally, we may from time to time purchase or sell futures contracts for fuel.
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The following table lists the names, ages and positions of our directors and our executive officers as of May 31, 2007:
Name |
Age |
Position |
||
---|---|---|---|---|
Barry M. Portnoy | 61 | Managing Director (term will expire in 2008) | ||
Thomas M. O'Brien |
41 |
Managing Director (term will expire in 2009), Chief Executive Officer and President |
||
Arthur G. Koumantzelis |
76 |
Independent Director (term will expire in 2008) |
||
Barbara D. Gilmore |
57 |
Independent Director (term will expire in 2009) |
||
Patrick F. Donelan |
65 |
Independent Director (term will expire in 2010) |
||
John R. Hoadley |
36 |
Executive Vice President, Chief Financial Officer and Treasurer |
||
Larry W. Dockray |
56 |
Executive Vice President of Operations |
||
Peter P. Greene |
42 |
Executive Vice President of Real Estate Acquisitions and Development |
||
Michael J. Lombardi |
55 |
Executive Vice President of Sales |
||
Joseph A. Szima |
55 |
Executive Vice President of Marketing |
Our board of directors consists of five members divided into three classes, with each class serving for a staggered three year term. At each annual meeting of our shareholders, a class of directors is elected for a three year term to succeed the directors of the same class whose terms are then expiring. There are no voting agreements or other contractual arrangements relating to the election of the members of our board.
Our LLC agreement categorizes our board of directors into "Managing Directors" who are active in our day to day business and "Independent Directors" who are independent of our management as independence is defined in our LLC agreement and the applicable rules of the principal stock exchange on which our securities are listed. Our LLC agreement requires that a majority of our board of directors be independent directors.
Barry M. Portnoy serves as one of our Managing Directors. Mr. Portnoy has been one of the managing trustees or directors of Hospitality Trust, HRPT Properties Trust, or HRPT Properties, Senior Housing Properties Trust, or Senior Housing, and Five Star Quality Care, Inc., or Five Star, since each began business in 1995, 1986, 1999 and 2001, respectively. Mr. Portnoy has been a director and owner of RMR Advisors, Inc. and a trustee of each of the funds it manages since their founding beginning in 2003, including RMR Real Estate Fund, RMR Hospitality and Real Estate Fund, RMR F.I.R.E. Fund, RMR Preferred Dividend Fund, RMR Asia Pacific Real Estate Fund and RMR Asia Real Estate Fund, collectively the RMR Funds. Mr. Portnoy has been an owner, director and chairman of Reit Management since it began business in 1986. From 1978 through March 1997, Mr. Portnoy was a partner of the law firm of Sullivan & Worcester LLP, and he was chairman of that firm from
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1994 to 1997. Mr. Portnoy is a Group I director and will serve until our 2008 annual meeting of shareholders.
Thomas M. O'Brien serves as one of our Managing Directors and as our President and Chief Executive Officer. Mr. O'Brien has been Senior Vice President of Reit Management since 2006 and was Vice President of Reit Management prior to that time since 1996. Mr. O'Brien was the President and a Director of RMR Advisors, Inc. and President and Chief Executive Officer of each of the RMR Funds since their founding beginning in 2003 until May 2007. From 2002 through 2003, Mr. O'Brien served as Executive Vice President of Hospitality Trust, where he had previously served as Treasurer and Chief Financial Officer since 1996. Prior to 1996 Mr. O'Brien was a senior manager with Arthur Andersen LLP. Mr. O'Brien is a Group II director and will serve until our 2009 annual meeting of shareholders.
Arthur G. Koumantzelis was the President and Chief Executive Officer of Gainesborough Investments LLC, a private investment company, from 1998 until his retirement from that position in 2007. Mr. Koumantzelis also has been a director of Five Star since 2001. Mr. Koumantzelis was a trustee of Hospitality Trust from 1995 until his resignation in January 2007 prior to our spin off. Mr. Koumantzelis has been a trustee of each of the RMR Funds since their founding. Mr. Koumantzelis was a trustee of Senior Housing from 1999 until his resignation in 2003. Mr. Koumantzelis was formerly the chief financial officer of Cumberland Farms, Inc., a company engaged in the convenience store business and the sale of petroleum products principally under the name "Gulf Oil" and related trademarks. Mr. Koumantzelis is a Group I director and will serve until our 2008 annual meeting of shareholders.
Barbara D. Gilmore has served as a clerk to Judge Joel B. Rosenthal of the United States Bankruptcy Court, Western Division of the District of Massachusetts, since 2001. Ms. Gilmore was a partner of the law firm of Sullivan & Worcester LLP from 1993 to 2000. Ms. Gilmore has been a director of Five Star since 2004. Ms. Gilmore is a Group II director and will serve until our 2009 annual meeting of shareholders.
Patrick F. Donelan has been principally employed as a private investor since December 2003. Mr. Donelan has been a trustee of HRPT Properties since 1998. Mr. Donelan was the Non-Executive Chairman and member of the advisory board until 2003, and was Chief Executive Officer through 2002, of eSecLending (Europe) Ltd, a London based privately owned company in the business of managing securities lending programs for institutional owners of publicly owned securities. Prior to its acquisition by Dresdner Bank in 1995, Mr. Donelan was Chairman of Kleinwort Benson (North America) Inc., the U.S. based subsidiary of Kleinwort Benson Limited, a United Kingdom based bank. Mr. Donelan was an investment banker at Dresdner Kleinwort Wasserstein, the U.K. based investment banking subsidiary of Dresdner Bank of Germany from 1995 to 2001. Mr. Donelan is a Group III director and will serve until our 2010 annual meeting of shareholders.
Thomas M. O'Brien is our President and Chief Executive Officer, in addition to being a Managing Director as described above.
John R. Hoadley is our Executive Vice President, Chief Financial Officer and Treasurer. Mr. Hoadley has been Senior Vice President of Reit Management since 2006 and was Vice President prior to that time since 2001. Mr. Hoadley was Treasurer and Chief Financial Officer of Senior Housing from 2001 to 2007. From 1999 to 2001, Mr. Hoadley served as the Controller of Hospitality Trust. Prior to
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1998, Mr. Hoadley was a senior accountant with Arthur Andersen LLP. Mr. Hoadley is a certified public accountant.
Larry W. Dockray is our Executive Vice President of Operations. Mr. Dockray served our predecessor in this capacity since November 2006 and previously as a Regional Vice President since 1993. Prior to joining our predecessor, Mr. Dockray spent nine years as a district manager first with The Standard Oil Company of Ohio, or Sohio, and then with BP after it acquired Sohio.
Peter P. Greene is our Executive Vice President of Real Estate Acquisitions and Development. Mr. Greene served our predecessor in this capacity since January 2007, as a Senior Vice President of Development and Franchising since 2003, as Vice President of Strategic Development since January 2001 and in various other positions since 1996. Prior to 1996, he spent two years with Tosco Corporation (subsequently merged into what is now ConocoPhillips) and nine years with BP in various management positions.
Michael J. Lombardi is our Executive Vice President of Sales. Mr. Lombardi served our predecessor in this capacity since January 2007 and as Senior Vice President of Sales since June 2006. Prior to joining our predecessor, Mr. Lombardi was employed for seven years in senior positions in the global marketing and customer service divisions of Ford Motor Company and thirteen years in the retail marketing division of BP.
Joseph A. Szima is our Executive Vice President of Marketing. Mr. Szima served our predecessor in this capacity since January 2007, as Senior Vice President and Assistant Secretary since March 2004 and as a Regional Vice President since 1996. Prior to joining our predecessor, Mr. Szima was employed for ten years by BP in various management positions.
Each of our executive officers is elected by, and serves at the discretion of, our board of directors. Each of our executive officers except Messrs. O'Brien and Hoadley devote his full time to our affairs. Messrs. O'Brien and Hoadley devote at least 80% of their business time to our affairs and the balance to the business of Reit Management, where they each continue to serve as senior vice presidents.
Until February 27, 2007, Timothy L. Doane was our President and Chief Executive Officer, and James W. George was our Executive Vice President, Chief Financial Officer and Secretary. As of that date, Messrs. Doane and George resigned as our officers. Mr. Doane served us and our predecessor as President and Chief Executive Officer since 2005, as President and Chief Operating Officer since July 2003, as Senior Vice President of Marketing prior to that from January 2001 and in various other positions since 1995. Mr. George served us and our predecessor as Executive Vice President, Chief Financial Officer and Secretary since 2003, as Senior Vice President, Chief Financial Officer and Secretary since 1997 and in various other positions since 1993.
From our formation in October 2006 until January 31, 2007, John G. Murray was our president and Mark L. Kleifges was our treasurer. Messrs. Murray and Kleifges resigned those positions as of the completion of the HPT Transaction. Mr. Murray is president of Hospitality Trust and has been for over five years. Mr. Kleifges is treasurer and chief financial officer of Hospitality Trust and has been since 2002. Until 2002, Mr. Kleifges was a partner with Arthur Andersen LLP for more than nine years.
COMMITTEES OF THE BOARD OF DIRECTORS
Our board of directors has established three committees, consisting of an audit committee, a compensation committee and a nominating and governance committee. Each of the these committees is comprised of Mr. Koumantzelis, Ms. Gilmore and Mr. Donelan, who are independent of us under applicable AMEX listing standards and under the charter of each respective committee and, in the case of the audit committee, the independence requirements of the SEC. Copies of the charters of our audit,
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compensation and nominating and governance committees are posted on our website, www.tatravelcenters.com. Our website address is included several times in this prospectus as a textual reference only, and the information in the website is not incorporated by reference into this prospectus.
Our board has designated Mr. Koumantzelis as the financial expert serving on our audit committee in accordance with applicable AMEX and SEC rules. We believe Mr. Koumantzelis is qualified to serve as an audit committee financial expert because of his experience as a member of the audit committees of other publicly owned companies, as the chief financial officer of a company which was required to file reports with the SEC and as a certified public accountant who was responsible for auditing companies which filed SEC reports.
For their services as directors, we pay each independent director an annual fee of $25,000, plus a fee of $500 for each board and committee meeting attended to a maximum of $1,000 per day. In addition, for their services as directors, each director will receive an annual grant of 1,500 of our common shares in 2007 and following each annual meeting of shareholders commencing in 2008. Board members are not separately compensated for serving on board committees; however, we pay each board member serving as chairman of our audit committee, compensation committee and nominating and governance committee additional annual fees of $7,500, $2,500 and $2,500, respectively. We reimburse directors for reasonable out of pocket expenses incurred in attending meetings of the board of directors or board committees on which they serve. Messrs. Portnoy and O'Brien, our Managing Directors, do not receive any cash compensation for their services as directors, but they will receive annual share grants and they may be reimbursed for their expenses.
Neither we nor our predecessor paid compensation to our respective directors in or for 2006.
COMPENSATION COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION
None of our compensation committee members is our employee, an employee of any of our subsidiaries or an employee of Reit Management.
Until January 11, 2007, Mr. Koumantzelis was a trustee of Hospitality Trust, which is our primary landlord. Mr. Koumantzelis resigned his position as a trustee of Hospitality Trust on January 11, 2007.
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COMPENSATION DISCUSSION AND ANALYSIS
We did not pay any compensation to our executive officers prior to the HPT Transaction, but our predecessor did pay its executive officers in 2006.
The compensation of our executive officers who were employees of our predecessor has been set largely by reference to the historical level of compensation paid to them by our predecessor, and, in the case of certain executives who had employment contracts in place with our predecessor, by reference to their employment contracts. The compensation of Messrs. O'Brien and Hoadley was set largely by reference to the historical levels of compensation paid to them by Reit Management. Also because at least 80% of Messrs. O'Brien's and Hoadley's business time is devoted to services to us and they remain officers and employees of Reit Management, a substantial portion of Messrs. O'Brien's and Hoadley's cash compensation is paid by us and the remainder is paid by Reit Management.
Notwithstanding the consideration of compensation by reference to the historical practices and to assumed contracts, our board of directors has formed a compensation committee as described above. Our compensation plans going forward will be formed by using a combination of data regarding historical pay and publicly available compensation data for public companies that are engaged in our industry, in related industries, or that possess size or other characteristics which are similar to ours. We also expect to consider other factors, including but not limited to:
We expect the mix of base salary, cash bonus and equity compensation that we pay to our executive officers to vary depending on position and do not expect our compensation committee to follow a set formula or specific guidelines in determining how to allocate among the compensation components.
Compensation components
The components of our compensation package are as follows:
Base salary
Base salaries for our executives are expected to be reviewed annually as part of our compensation program and adjusted, if appropriate, based upon each executive's past and expected future contributions to us. We expect that we will also adjust base salaries, as warranted, for promotions and other changes in the executive's role which may occur from time to time.
As described below, our prior employment agreements with each of Messrs. Doane and George and Mr. Steven C. Lee have been replaced. The replacement agreements continue current base salary
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through August 31, 2007, for Messrs. Doane and George, and through July 31, 2007, for Mr. Lee and provide for certain specified lump sum payments to them.
Annual bonus
Each of our executives is eligible to receive an annual performance based cash bonus.
Mr. O'Brien's annual bonus will be reviewed and approved by our compensation committee, composed of only independent directors, who are expected to base their review and decisions upon their consideration and evaluation of his performance during the year. Considerations may include, but may not be limited to, our financial and market performance, our growth and our success in achieving strategic initiatives.
Mr. Hoadley's annual bonus will be recommended by our compensation committee and approved by our board of directors who are expected to base their review and decisions upon their consideration and evaluation of his performance during the year. Considerations may include, but may not be limited to, our financial and market performance, growth and our success in achieving strategic initiatives.
For our other executive officers, our predecessor has historically set annual bonus targets by establishing various objectives for each individual, including objectives related to company financial performance, capital expenditures, vendor, customer and industry relations, safety measures, product improvement, and others. Actual bonuses may differ from target bonuses based upon the level of achievement of individual objectives. For most of our executives, we have established an additional target bonus which can be earned if objectives are met and certain company financial objectives are exceeded. We may also award bonuses if we determine that our executives contributed significantly to our opportunistic expansion or other activities which arose during the year, which activities may have precluded them from achieving their stated objectives. In January 2007, our predecessor paid the target bonuses for 2006 to each executive and we believe it will be reasonably likely that target bonuses may be achieved for 2007.
No target bonus has been established for Mr. O'Brien or Mr. Hoadley. For other executives, a target bonus has been established, consistent with the past practice of our predecessor, and is stated as a percentage of base salary of between 50% and 100%. The target bonuses for Messrs. Szima and Dockray are set by the terms of their employment contracts at 75% of their base salaries.
As described below, under our revised employment agreements with Messrs. Doane, George and Lee, they are no longer eligible for an annual cash bonus and will instead receive certain specified lump sum payments.
Equity incentive plan
As described in "Our Equity Compensation Plan", we have adopted the TravelCenters of America LLC 2007 Equity Compensation Plan. We expect to make equity awards under this plan based upon factors which our compensation committee deems relevant to align the longer term interests of our executives with our business objectives.
Perquisites and other benefits
Our executive officers are entitled to participate in our benefit plans on the same terms as our other employees. These plans include medical, dental and life insurance plans and a defined contribution plan. We believe that our predecessor's practice of extending non-cash benefits such as automobile allowances, club membership reimbursements and the like to certain executives are no longer
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appropriate and we expect to eliminate these benefits effective July 1, 2007, or reasonably soon thereafter.
Employment contracts
TravelCenters of America, Inc., our predecessor, had employment agreements with each of Messrs. Doane, George, Szima and Lee. As of the date of HPT Transaction, we assumed these employment agreements. The assumed employment agreements with Messrs. Doane, George and Lee have been replaced with revised agreements as set forth below.
Pursuant to his employment agreement, for 2006, Mr. Szima's annual base salary was $325,000. In addition, Mr. Szima is eligible to receive a cash bonus equal to 75% of this base salary. Mr. Szima's agreement provides for an initial two year term with automatic one year extensions at the end of each year through age 65. Notice of non-renewal given to the employee before December 31 of any year will result in expiration of the employment agreement effective December 31 of the year following the year in which notice was given. Based upon the terms of this contract, after our acquisition of our predecessor, notice of non-renewal cannot result in expiration of the employment agreement sooner than the December 31 following the second anniversary of the change of control which occurred on January 31, 2007. In the case of certain types of separations from the company, the employment agreement contains terms which provide for cash payments of two times Mr. Szima's then current base salary and target bonus. Mr. Szima has agreed to refrain from competing with us during his employment and during any period during which he is receiving payments following his termination.
On February 27, 2007, Mr. Doane, our former President and Chief Executive Officer and Mr. George, our former Executive Vice President, Chief Financial Officer and Secretary resigned as our officers. Each of Messrs. Doane and George terminated his existing employment agreement and entered into a new employment agreement with us. Messrs. Doane and George agreed to remain in our employ and to devote all of their business time and effort to our affairs through August 31, 2007. Messrs. Doane and George further agreed to make themselves reasonably available to us thereafter on an as needed basis through August 31, 2008. As part of these new employment agreements, each of Messrs. Doane and George have agreed not to compete with us for a period which ends August 31, 2010. Mr. Doane will be paid his current salary, at a rate of $700,000 per year, through August 31, 2007, plus an additional $4.2 million (including payments of $3.8 million on August 31, 2007, and $350,000 on December 31, 2007) and will receive certain other benefits from us. As part of his new employment agreement, Mr. George will be paid his current salary, which is at a rate of $450,000 per year, through August 31, 2007, plus an additional $2.4 million (including payments of $2.1 million on August 31, 2007, and $225,000 on December 31, 2007) and will receive certain other benefits from us.
On April 24, 2007, Mr. Lee, our former Senior Vice President and General Counsel resigned as our officer. Mr. Lee terminated his existing employment agreement and entered into a new employment agreement with us. Mr. Lee agreed to remain in our employ and to devote all of his business time and effort to our affairs through July 31, 2007. As part of his new employment agreement, Mr. Lee agreed not to compete with us for a period which ends August 31, 2010. Mr. Lee will be paid his current salary, at a rate of $300,000 per year, through July 31, 2007, plus an additional $1.5 million (including payments of $1.4 million on July 31, 2007, and $150,000 on December 31, 2007) and will receive certain other benefits from us.
Subsequent to the closing of the HPT Transaction, a memorandum that had been entered by Mr. Doane with Mr. Dockray in October 2006 was called to our attention. This memorandum may be an employment contract which requires that we pay Mr. Dockray a salary, that he be eligible to receive a target bonus of 75% of his annual salary and that he receive certain relocation payments.
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We believe the payments being made to Messrs. Doane, George and Lee are substantially similar to the compensation they would have received under their previous employment agreement, except these payments have been accelerated. Other than pursuant to these agreements, we have no obligations for severance or retirement benefits for our executive officers.
Each of our executive officers, except Messrs. O'Brien and Hoadley, was an employee of our predecessor prior to January 31, 2007. Because we paid no compensation to any officer or director prior to January 31, 2007, we have presented 2006 compensation information in the tables below for our predecessor's chief executive officer, chief financial officer and four other persons. We refer to five of these persons (excluding Mr. Kuhn who was our predecessor's chairman and who has had no employment relationship with us) as "named executive officers" for 2006. No other executive officers who would have otherwise been includable in the following table on the basis of total compensation earned in 2006 have been excluded by reason of their termination of employment or change in executive status during 2006.
Summary Compensation Table for 2006
Name and Principal Position |
Year |
Salary $ |
Bonus $ |
Stock awards $ |
Option awards(1) $ |
Non-equity incentive plan compensation(2) $ |
Change in pension value and non- qualified deferred compensation earnings $ |
All other compensation(3) $ |
Total $ |
|||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Edwin P. Kuhn(4) | 2006 | 291,667 | | | 2,542,331 | | | 78,982 | 2,912,980 | |||||||||
Mr. Doane(5) | 2006 | 650,000 | | | 1,582,162 | 700,000 | | 33,357 | 2,965,519 | |||||||||
Mr. George(5) | 2006 | 431,167 | | | 1,449,173 | 337,500 | | 35,072 | 2,252,912 | |||||||||
Mr. Szima, Executive Vice President of Marketing | 2006 | 306,800 | | | 614,018 | 243,750 | | 20,775 | 1,185,343 | |||||||||
Michael H. Hinderliter(6) | 2006 | 321,250 | | | 1,197,729 | 211,250 | | 35,999 | 1,766,228 | |||||||||
Mr. Lee, Senior Vice President and General Counsel(5) | 2006 | 285,000 | | | 433,115 | 195,000 | | 12,172 | 925,287 |
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|
Matching contributions to defined contribution retirement plan $ |
Insurance premiums paid on behalf of executive $ |
Allowance for automobile $ |
Allowance for club membership $ |
||||
---|---|---|---|---|---|---|---|---|
Mr. Kuhn | 4,200 | 57,080 | 4,644 | 13,058 | ||||
Mr. Doane | 4,200 | 6,860 | 9,177 | 13,120 | ||||
Mr. George | 4,200 | 8,895 | 5,842 | 16,135 | ||||
Mr. Hinderliter | 4,200 | 11,142 | | 20,657 | ||||
Mr. Szima | 4,200 | 900 | 2,685 | 12,990 | ||||
Mr. Lee | 4,200 | 3,322 | | 4,650 |
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Grants of Plan Based Awards for 2006
|
|
Estimated future payouts under equity incentive plan awards(1) |
Estimated future payouts under non-equity incentive plan awards(2) |
All other stock awards: number of shares of stock or units # |
All other option awards: number of securities underlying options # |
|
Grant date fair value of stock and option awards $(4) |
|||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
|
Exercise or base price of option awards $/sh(3) |
||||||||||||||||||||||
Name |
Grant Date |
Threshold $ |
Target $ |
Maxi- mum $ |
Threshold # |
Target # |
Maxi- mum # |
|||||||||||||||||
Mr. Kuhn | 1/1/2001 1/1/2001 |
(4) (4) |
|
|
|
0 |
43,032 |
43,032 |
|
43,032 |
$ $ |
31.75 31.75 |
$ $ |
2,542,331 933,794 |
||||||||||
Mr. Doane |
1/1/2001 1/1/2001 1/1/2006 |
(4) (4) |
0 |
700,000 |
700,000 |
0 |
26,779 |
26,779 |
|
26,780 |
$ $ |
31.75 31.75 |
$ $ |
1,582,162 581,104 |
||||||||||
Mr. George |
1/1/2001 1/1/2001 1/1/2006 |
(4) (4) |
0 |
337,500 |
337,500 |
0 |
24,529 |
24,529 |
|
24,529 |
$ $ |
31.75 31.75 |
$ $ |
1,449,173 532,279 |
||||||||||
Mr. Szima |
1/1/2001 1/1/2001 1/1/2006 |
(4) (4) |
0 |
243,750 |
243,750 |
0 |
10,393 |
10,393 |
|
10,393 |
$ $ |
31.75 31.75 |
$ $ |
614,018 225,528 |
||||||||||
Mr. Hinderliter |
1/1/2001 1/1/2001 1/1/2006 |
(4) (4) |
0 |
211,250 |
211,250 |
0 |
20,272 |
20,272 |
|
20,273 |
$ $ |
31.75 31.75 |
$ $ |
1,197,729 439,902 |
||||||||||
Mr. Lee |
1/1/2001 1/1/2001 1/1/2006 |
(4) (4) |
0 |
195,000 |
195,000 |
0 |
7,330 |
7,330 |
|
7,331 |
$ $ |
31.75 31.75 |
$ $ |
433,115 159,061 |
Base salary comprised 21.9% and cash incentive awards comprised 18.6% of total compensation paid to our predecessor's named executive officers in 2006. There were no awards made to any of our predecessor's named executive officers under an equity based incentive plan in 2006. However, an amendment made on April 6, 2006, to equity based incentive plan awards made in 2001 resulted in a new grant date for these awards for FAS 123R accounting purposes.
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Outstanding Equity Awards at Fiscal Year End for 2006
|
|
|
|
|
|
Stock Awards |
|||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Option Awards |
||||||||||||||||||
|
|
|
Equity incentive plan awards: number of unearned shares, units or other rights that have not vested |
Equity incentive plan awards: market or payout value of unearned shares, units or other rights that have not vested |
|||||||||||||||
|
Number of securities underlying unexercised options exercisable(1) |
Number of securities underlying unexercised options unexercisable |
Equity incentive plan awards: number of securities underlying unexercised unearned options(2) |
Option Exercise Price |
Option Expiration Date |
Number of shares or units of stock that have not vested |
Market value of shares or units of stock that have not vested |
||||||||||||
Mr. Kuhn | 163,521 | | 43,032 | $ | 31.75 | 12/31/2010 | | | | | |||||||||
Mr. Doane | 100,878 | | 26,779 | $ | 31.75 | 12/31/2010 | | | | | |||||||||
Mr. George | 92,462 | | 24,529 | $ | 31.75 | 12/31/2010 | | | | | |||||||||
Mr. Szima | 39,019 | | 10,393 | $ | 31.75 | 12/31/2010 | | | | | |||||||||
Mr. Hinderliter | 76,697 | | 20,272 | $ | 31.75 | 12/31/2010 | | | | | |||||||||
Mr. Lee | 27,637 | | 7,330 | $ | 31.75 | 12/31/2010 | | | | |
Seventeen persons who previously worked for our predecessor are participating in our executive retention plan. The plan contemplates payments designed to encourage their continued employment by us. We will pay a maximum of $2.6 million to executives covered by that plan who remain in our employ as of December 31, 2007, and, as described above, to Messrs. Doane, George and Lee pursuant to our revised employment agreements with them. We will also pay a maximum of $5.4 million to executives covered by that plan who remain in our employ as of January 31, 2009 (the two year anniversary of the date of our spin off from Hospitality Trust).
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The named executive officers participating in the plan are as follows:
|
Payment for continued employment through 12/31/07 $ |
Payment for continued employment through the second anniversary of the Hospitality Trust acquisition $ |
||
---|---|---|---|---|
Mr. Doane(1) | 350,000 | | ||
Mr. George(1) | 225,000 | | ||
Mr. Hinderliter | 244,000 | | ||
Mr. Szima | 162,500 | 500,000 | ||
Mr. Lee(1) | 150,000 | |
OTHER HPT TRANSACTION BENEFITS
Sixteen persons who previously worked for our predecessor owned shares of TravelCenters of America, Inc. and options to acquire such shares that were purchased by or awarded to them during their employment by our predecessor. As part of the HPT Transaction, TravelCenters of America, Inc. shares and share options were redeemed for cash. Based upon the merger consideration paid in connection with the HPT Transaction, the TravelCenters of America, Inc. shares and share options owned by former employees of our predecessor were valued in the aggregate at $136.0 million. TravelCenters of America, Inc. paid $5.5 million in the aggregate to certain of its employees who maintained their employment through the date of the closing of the HPT Transaction. The amounts paid to our named executive officers were as follows:
|
Payment for owned shares |
Net cash settlement of option awards |
Other cash payments |
Total transaction benefits |
||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Mr. Doane | $ | 2,230,141 | $ | 14,850,819 | $ | 1,450,000 | $ | 18,530,960 | ||||
Mr. George | 2,693,940 | 13,610,003 | 1,325,000 | 17,628,943 | ||||||||
Mr. Hinderliter | 2,767,982 | 11,280,885 | 244,000 | 14,292,867 | ||||||||
Mr. Szima | 664,008 | 5,748,284 | 162,500 | 6,574,792 | ||||||||
Mr. Lee | 702,213 | 4,067,843 | 350,000 | 5,120,056 |
In addition, Mr. Kuhn, our predecessor's chairman, received total transaction benefits of $28.9 million, including payment for owned shares of $4.9 million and net cash settlement of option awards of $24.0 million.
In connection with their purchase of stock from our predecessor, certain executives were obligated on notes payable to our predecessor. These notes and related accrued interest were forgiven by our predecessor upon the closing of the HPT Transaction. We do not anticipate that any notes or other credit will be extended by us to any of our executives in the future. These notes plus accrued interest
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for our named executive officers and Mr. Kuhn were as follows just prior to being forgiven on January 31, 2007:
|
Outstanding note balance, including accrued interest |
||
---|---|---|---|
Mr. Kuhn | $ | 145,170 | |
Mr. Doane | 108,830 | ||
Mr. George | 108,887 | ||
Mr. Hinderliter | 108,887 | ||
Mr. Szima | 66,803 | ||
Mr. Lee | 62,026 |
We have adopted the TravelCenters of America LLC 2007 Equity Compensation Plan. Under this plan, we are authorized to grant our employees, officers, directors and other individuals rendering services to us equity based awards, including common shares, restricted common shares, options to purchase our common shares and share appreciation rights. The plan will be administered by our compensation committee or by our board of directors, as may be determined by our board. The plan provides that the compensation committee or the board has the authority to select the participants and determine the terms of the awards granted under the plan. The aggregate number of common shares which may be issued under the plan is 2,000,000. No awards have been made to date under the plan. If you want more information about this plan, you should review a copy of the plan, which is filed as an exhibit to the registration statement, of which this prospectus forms a part.
MANAGEMENT AND SHARED SERVICES AGREEMENT WITH REIT MANAGEMENT
We are party to a management and shared services agreement with Reit Management. The following is a summary of the material provisions of the management and shared services agreement between us and Reit Management. If you want more information, you should read the entire agreement, which has been filed as an exhibit to the registration statement, of which this prospectus forms of part.
Services. Reit Management oversees and assists us with various aspects of our business, which may include, but are not limited to, maintenance of our travel centers, site selection for properties on which new travel centers may be developed, identification of, and purchase negotiation for, travel centers and travel center companies, accounting and financial reporting, compliance with various laws and rules applicable to our status as a publicly owned company, capital markets and financing activities, investor relations and general oversight of all our daily business activities, including legal matters, human resources, insurance programs, management information systems and the like.
Compensation to Reit Management. For these services, we pay Reit Management a fee equal to 0.6% of our fuel gross margin and 0.6% of our total non-fuel revenues. The fee is payable monthly based upon the prior month's margin or revenues, as applicable. We also reimburse Reit Management for its reasonable out of pocket third party expenses and for our share, if any, of internal audit costs which are provided to us and other companies by Reit Management, as may be approved by our compensation committee.
Subordination of Reit Management Fees to Hospitality Trust Rent. No fees will be paid to Reit Management if any rent we owe Hospitality Trust is past due. Unpaid fees will accrue, together with interest at the prime rate, and will be payable when the condition preventing their payment is no longer in effect or upon termination of, or the occurrence of certain events of default by us under, the
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management and shared services agreement. The fees due Reit Management are not subordinated to any of our other obligations.
Conflicts of Interest with Hospitality Trust. We have acknowledged that Reit Management may continue to serve as the manager for Hospitality Trust and we have agreed that, regarding issues and in circumstances where there is a conflict of interest between us and Hospitality Trust, Reit Management will serve as the manager for Hospitality Trust and will not be required to consider our interests.
Non-Competition with Reit Management. We will afford any publicly owned company which Reit Management manages during the term of the management and shared services agreement the opportunity to acquire or finance any real estate investments of the types in which such entity invests before we do.
Terminations. The initial term of the management and shared services agreement expires on December 31, 2008, and it will renew automatically from year to year unless either we or Reit Management provide written notice of termination at least 90 days prior to the termination date.
Indemnification, Default and Damages. We have agreed to indemnify Reit Management, its owners, directors, officers and employees for any damages, liabilities, losses or out of pocket expenses incurred by them in the course of performing services other than any such damage, liability or loss resulting from Reit Management's gross negligence or bad faith. In the event of a termination because of our default, we must pay the fees due Reit Management for the remainder of the then current term. In the event of Reit Management's default, our remedy is limited to termination of the agreement and we cannot collect damages unless Reit Management is determined to have taken action willfully and in bad faith.
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Security ownership of certain beneficial owners and management
The following table sets forth certain information regarding beneficial ownership of our common shares as of May 31, 2007 by:
Unless otherwise noted, each beneficial owner has sole voting and investing power over the shares shown as beneficially owned except to the extent authority is shared by spouses under applicable law.
|
Beneficial Ownership(1) |
||||
---|---|---|---|---|---|
Name and Address(2) |
Number of shares |
Percent |
|||
Beneficial Owners of More Than 5% of Our Common Shares | |||||
Scoggin Capital Management, L.P. II(3) | 721,400 | 8.2 | % | ||
Contrarian Capital Management, L.L.C.(4) | 547,600 | 6.2 | % | ||
Daniel L. Nir(5) | 526,800 | 6.0 | % | ||
Saras Capital, LLC(6) | 450,300 | 5.1 | % | ||
Directors and Named Executive Officers |
|||||
Timothy L. Doane(7) | | * | |||
Patrick F. Donelan | | * | |||
James W. George(7) | | * | |||
Barbara D. Gilmore | | * | |||
Michael H. Hinderliter(7) | | * | |||
John R. Hoadley | 260 | * | |||
Arthur G. Koumantzelis | 561 | * | |||
Steven C. Lee(7) | | * | |||
Thomas M. O'Brien | 8,691 | * | |||
Barry M. Portnoy(8) | 22,412 | * | |||
Joseph A. Szima | | * | |||
All directors and executive officers as a group (10 persons) | 31,924 | * |
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of 660 Madison Avenue, New York, New York 10021, Scoggin International Fund, Ltd., with an address of c/o Financial Services (Bahamas) Ltd., One Montague Place, 4th Floor, East Bay Street, P.O. Box EE-17758, Nassau, Bahamas, and Scoggin Worldwide Fund, Ltd. with an address at c/o Q&H Corporate Services, Ltd., 3rd Floor, Harbour Centre, P.O. Box 134, George Town, Grand Cayman, Cayman Islands. Based solely upon the information in such Schedule 13G, the named entities and individuals have sole voting and dispositive power over 290,000 shares, 356,400 shares, 0 shares, 0 shares, 315,000 shares and 41,400 shares, respectively, and shared voting and dispositive power over 0 shares, 75,000 shares, 721,400 shares, 721,400 shares, 0 shares and 0 shares, respectively.
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Our business operations are subject to possible conflicts of interest. These conflicts may have caused, and in the future may cause, our business to be adversely affected. These conflicts and their possible adverse effects upon us include the following:
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BOARD DECISIONS REGARDING POSSIBLE CONFLICTS OF INTEREST
We have adopted written governance guidelines which address, among other things, the consideration and approval of any related person transaction between us and Reit Management. Under these governance guidelines, we have not and shall not enter into any transaction in which any director or executive officer or any member of the immediate family of any director or executive officer, has or will have a direct or indirect material interest unless that transaction has been disclosed or made known to our board of directors and the board authorizes, approves or ratifies the transaction by the affirmative vote of a majority of the Independent Directors, even if the Independent Directors constitute less than a quorum. All related person transactions described above, including those which predated the adoption of our governance guidelines, were reviewed and approved by our Independent Directors.
LIMITATION UPON SHARE OWNERSHIP
Our LLC Agreement provides that no shareholder or group of shareholders acting in concert may own more than 9.8% of any class of our equity securities. Our lease agreements with Hospitality Trust and our management and shared services agreement with Reit Management each provide that those agreements may be terminated by Hospitality Trust and Reit Management, respectively, if any shareholder or group of shareholders acting in concert acquires more than 9.8% of any class of our equity securities. These provisions may help Hospitality Trust maintain its tax status as a real estate investment trust but they also may prevent a change in control of us and may prevent our shareholders from realizing takeover premiums for their shares. Also, any shareholders who violate this ownership limitation or cause us to lose the benefits of our contracts with Hospitality Trust or Reit Management may be liable to us and other shareholders for damages, including attorney's fees.
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Federal income tax considerations
This summary of federal income tax considerations is based on existing law, and is limited to investors who own our common shares as investment assets. The summary does not discuss the particular tax consequences that might be relevant to you if you are a "non-U.S. person" as defined by the Internal Revenue Code of 1986, as amended, or the IRC, are an entity treated as a partnership or are subject to other special rules under the IRC. We encourage you to consult with a tax advisor about your particular federal income tax and other tax consequences from your acquisition, ownership and disposition of our common shares.
Although we are organized as a limited liability company, we and our shareholders are subject to all of the federal tax rules ordinarily applicable to subchapter C corporations and their shareholders under the IRC.
You will generally recognize gain or loss on a disposition of our common shares in an amount equal to the difference between the amount realized on the disposition and your adjusted basis in the disposed of common shares. This gain or loss will be capital gain or loss, and will be long term capital gain or loss if your holding period in the disposed of common shares exceeds one year. Special rates of tax may apply to long term capital gains recognized by noncorporate U.S. persons. The deduction of capital losses is subject to limitation.
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Description of our limited liability company agreement
The following is a summary of the material provisions of our LLC agreement, and our limited liability company interests (known as common shares). The form of our LLC agreement is included as an exhibit to the registration statement of which this prospectus is a part.
We were formed in October 2006 under the Delaware Limited Liability Company Act, or the Delaware LLC Act, and will remain in existence until we are dissolved in accordance with our LLC agreement.
Under our LLC agreement, we are permitted to engage in any activity that a limited liability company formed under Delaware law may lawfully conduct. Our board of directors is authorized to perform all acts it deems necessary or appropriate to conduct our business.
Our LLC agreement provides that our business shall be managed under the direction of our board of directors, which shall have the power to appoint our officers. Our LLC agreement further provides that, except as otherwise specifically stated in our LLC agreement or in Delaware law, the authority and function of our board of directors and officers generally shall be identical to the authority and functions of a board of directors and officers of a corporation organized for profit under the Delaware General Corporation Law, or DGCL.
Our LLC agreement provides that, except as provided therein, the fiduciary duties and obligations owed to our company and to our shareholders by our directors and officers shall be the same as the respective duties and obligations owed by directors and officers of a corporation organized under the DGCL to their corporation and stockholders, respectively. However, notwithstanding any duty (including any fiduciary duty) that might otherwise exist in law or equity, our LLC agreement specifically permits our directors and their affiliates to invest or engage in any other businesses or activities, including those that compete with us, and that business opportunities that become available to our directors or their affiliates need not first be presented to us. In addition, our LLC agreement eliminates the personal liability of each member of our board of directors to us and our shareholders for monetary damages for breach of fiduciary duty as a director; provided, however, that, to the extent required by applicable law, the foregoing shall not eliminate the liability of a director (i) for any breach of such director's duty of loyalty to us or our shareholders as modified by our LLC agreement, (ii) for acts or omissions not in good faith or which involve intentional misconduct or a knowing violation of law or (iii) for any transaction from which such director derived an improper personal benefit.
AGREEMENT TO BE BOUND BY LIMITED LIABILITY COMPANY AGREEMENT
By acquiring a common share in us, you will be admitted as a member of our company (which we call a "shareholder") and will be bound by the terms of our LLC agreement. Pursuant to this agreement, each shareholder and each person who acquires a share from a shareholder grants our board of directors the power to, among other things, execute and file documents required for our qualification, continuance or dissolution, and the authority to make amendments to, and to make consents and waivers under and in accordance with, our LLC agreement.
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Our LLC agreement provides that our day to day business shall be conducted by or under the direction of our board of directors and such officers with such titles and duties as our board of directors may from time to time appoint. Our board of directors is authorized to adopt bylaws to govern our activities and to appoint committees, each of which shall have at least one director.
Shareholders are not obligated to make capital contributions to us.
Limited Liability in Jurisdictions in Which We Do Business. Although limitations on the liability of shareholders for the obligations of a limited liability company have not been clearly established in some jurisdictions, we will operate in a manner that our board of directors considers reasonably appropriate to preserve the limited liability of our shareholders.
Unlawful Distributions. We do not currently intend to make any distributions to our shareholders. However, a shareholder who knowingly receives a distribution made in violation of the Delaware LLC Act is liable to return such distribution for three years from the date of the distribution if an action to recover the distribution from the shareholder is commenced prior to the end of the three year period and an adjudication of liability against the shareholder is made. Under the Delaware LLC Act, we generally cannot make a distribution that would cause our liabilities to exceed the fair value of our assets.
DESCRIPTION OF THE RIGHTS OF OUR COMMON SHARES
Our common shareholders are entitled to one vote for each share held of record on our books for all matters submitted to a vote of shareholders. The holders of our common shares are entitled to receive distributions, if any, ratably when, as and if authorized by our board of directors out of assets legally available therefor, subject to any preferential distribution rights of any newly created class or series of shares. Upon our dissolution, liquidation or winding up, the holders of common shares are entitled to receive our net assets available after the satisfaction (whether by payment or reasonable provision for payment) of all debts and other liabilities, ratably subject to the preferential rights of any newly created class or series of shares. Holders of common shares have no preemptive, subscription, redemption or conversion rights.
SHAREHOLDER VOTING RIGHTS
Generally, our board of directors has broad powers to conduct our business and manage our affairs without shareholder approval or voting. Whenever shareholder approval is required for any action either by the terms of our LLC agreement or by applicable law, the general rule under our LLC agreement is that, unless otherwise required by law, the affirmative vote of 75% of each class and series of shares with voting power outstanding, voting as a single class, will be required; provided, however, if our board of directors approves in advance a particular action, only a majority vote shall be required. Generally the election of directors nominated by our board requires a majority vote. Our board has the power to revise these requirements as may be allowed by law and our LLC agreement.
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OUR BOARD OF DIRECTORS MAY ISSUE ADDITIONAL SECURITIES, INCLUDING PREFERRED SHARES
Our LLC agreement authorizes us to issue an unlimited number of additional securities and rights to buy securities for the consideration and on the terms and conditions determined by our board of directors without the approval of our shareholders, including the right to issue any number of common shares and preferred shares or class or series of common or preferred shares. Our board of directors is authorized to set the preferences, conversion and other rights, voting powers, restrictions, limitations as to dividends or other distributions, qualifications or terms or conditions of redemption for each such class or series.
Regardless of any rights of our common shareholders that are described in this section, the rights, preferences and privileges of our common shares and common shareholders are subject to, and may be adversely affected by, the rights of the holders of shares of any new class or series that our board of directors may designate and issue in the future.
We believe that the ability of our board of directors to issue one or more classes or series of shares with specified preferences will provide us with flexibility in structuring possible future financings and acquisitions, and in meeting other business needs that may arise. All shares are available for issuance without action by our shareholders, unless such action is required by applicable law or the rules of the principal stock exchange on which our securities may be listed. Nonetheless, the unrestricted ability of our board to issue additional shares, classes and series of shares may have adverse consequences to existing shareholders. Please also see "Anti-Takeover Provisions".
RESTRICTIONS ON SHARE OWNERSHIP AND TRANSFERS
Our LLC agreement provides that no person or group of persons acting together may own more than 9.8% of the number or value of any class or series of our outstanding shares. Any person who acquires or attempts to acquire ownership of our shares that will or may violate this 9.8% ownership limitation must give notice to us and provide us with any other information that we may request. The ownership limitations in our LLC agreement are effective against all of our shareholders. Our board of directors may grant an exemption from the ownership limitation if it is satisfied that the shareholder's ownership is in our interest, provided that any duties of our board of directors, including fiduciary duties, to the shareholder requesting the exemption shall not apply, to the fullest extent permitted by law, to such determination.
If a person attempts a transfer of our shares in violation of our ownership limitations, then that number of shares which would cause the violation will be automatically transferred to a trust for the exclusive benefit of one or more charitable beneficiaries designated by us. The prohibited owner will not acquire any rights in the shares held in trust, will not benefit economically from ownership of the shares held in trust, will have no rights to distributions and will not possess any rights to vote the shares held in trust. This automatic transfer will be deemed to be effective as of the close of business on the business day prior to the date of the violative transfer.
Every owner of 5% or more of any class or series of our shares is required to give written notice to us within 30 days after our request or after the end of each taxable year stating the name and address of the owner, the number of shares of each class and series of our shares which the owner beneficially owns, and a description of the manner in which those shares are held. In addition, each shareholder is required to provide us upon demand with any additional information that we may request in order to assist us in ensuring compliance with the foregoing share ownership limitations.
The restrictions described above will not preclude the settlement of any transaction entered into through the facilities of any securities exchange through which our shares are traded. Our LLC
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agreement provides, however, that the fact that the settlement of any transaction occurs will not negate the effect of any of the foregoing limitations and any transferee in this kind of transaction is subject to all of the provisions and limitations described above.
These ownership limitations could have the effect of delaying, deferring or preventing a takeover or other transaction in which our common shareholders might receive a premium for their shares over the then prevailing market price or which such holders might believe to be otherwise in their best interest. For more detail concerning this share ownership limitation, please see our LLC agreement, the form of which has been filed as an exhibit to the registration statement of which this prospectus is a part.
ELECTION AND REMOVAL OF MEMBERS OF OUR BOARD OF DIRECTORS
Our board of directors will consist of five members. Our LLC agreement provides that our board of directors establishes the number of our directors. However, there may not be less than three nor more than seven directors, unless the directors then in office unanimously determine to change the permitted number of directors. In the event of a vacancy on our board, a majority of the remaining directors will fill the vacancy and the director elected to fill the vacancy will serve for the remainder of the full term of the directorship in which the vacancy occurred or is created.
Our LLC agreement divides our board of directors into three classes. The initial term of the first class will expire in 2008; the initial term of the second class will expire in 2009; and the initial term of the third class will expire in 2010. Beginning in 2008, shareholders will elect directors of each class for three year terms upon the expiration of their current terms. Shareholders will elect only one class of directors each year. There will be no cumulative voting in the election of directors.
We believe that classification of the board of directors will help to ensure continuity of our business strategies and policies. However, the classified board provision could have the effect of making the replacement of incumbent directors more time consuming and difficult. At least two annual meetings of shareholders will generally be required to effect a change of a majority of our directors. Also, because our board of directors may increase the number of directors and set the classification of the expanded board, it may take more than two years to change a majority of our directors.
Our LLC agreement provides that a director may be removed only for cause by the unanimous vote of the other directors then in office or by the affirmative vote of at least 75% of the shares entitled to vote in the election of directors.
The provisions described in this section and any other provisions relating to the rights of a class or series of our shares may be subject to the rights of any class or series of shares that the board of directors may authorize from time to time.
AMENDMENT OF OUR LIMITED LIABILITY COMPANY AGREEMENT
General. Amendments to our LLC agreement may be proposed only by or with the consent of our board of directors. In the event that applicable law requires that amendments may be proposed by our shareholders, the ownership percentage of shareholders required to propose an amendment shall be the ownership percentage specified by law, or, if shareholders are permitted by law to propose amendments but no required ownership percentage is set, then shareholders holding at least twenty five percent (25%) of our outstanding shares shall be required. Amendments proposed by our board which require a vote of our shareholders may be adopted by a plurality of shares voting, unless applicable law requires a greater number. Amendments proposed by shareholders, if any, which are not approved by our board shall require the affirmative vote of 75% of each class and series of outstanding shares, unless applicable law requires a lesser vote.
79
No Shareholder Approval. Our board of directors generally may make amendments to our LLC agreement without the approval of our shareholders as follows:
In addition, our board of directors may make amendments to our LLC agreement without the approval of our shareholders if our board of directors determines that those amendments:
80
MERGER, SALE OR OTHER DISPOSITION OF ASSETS
Except with respect to any transaction having as its principal purpose the changing of our legal form of existence and/or jurisdiction of organization (as described above), any merger, combination or consolidation of us into another entity or the sale or other disposition of substantially all of our assets may only be affected by an agreement approved by our board of directors and by our shareholders; provided, however, our board of directors without shareholder approval may mortgage, sell and leaseback, pledge, hypothecate or grant a security interest in all or substantially all of our assets and permit the sale upon foreclosure or other realization of such an encumbrance. If applicable law permits the foregoing action without board approval, the shareholder vote required shall be 75% of each class and series of outstanding shares voting separately, at the time of the vote, unless applicable law requires a lesser amount; but any such transaction which is approved by our board may be approved by shareholders holding a plurality of all classes and series of our shares, voting as a single class, unless applicable law requires a greater or different vote.
TERMINATION AND DISSOLUTION
We were formed as a perpetual entity to continue in existence until dissolved pursuant to the terms of our LLC agreement. We will dissolve upon: (1) the election of our board of directors to dissolve us which is approved by our shareholders; (2) the sale, exchange or other disposition of all or substantially all of our assets and properties unless otherwise determined by our board of directors; (3) the entry of a decree of judicial dissolution of us; or (4) the reduction of the number of our members to zero. The shareholder vote required to approve our board's decision to dissolve us shall be a majority of the votes cast of our voting shares, voting together as a single class, unless a greater amount or separate class voting is required by applicable law. Shareholders shall have no right to dissolve us except as provided for in our LLC Agreement.
SHAREHOLDER MEETINGS, QUORUMS AND PROXIES
Actions by our shareholders may only be taken at a duly called annual or special meeting of shareholders and not by written consent or otherwise.
The chairman of our board of directors, if any, or a majority of our entire board of directors may call an annual or special meeting of our shareholders. Our LLC Agreement requires that a meeting of shareholders be held each year except in 2007, when no shareholder's meeting is expected to be held. Shareholders may cause a special meeting of the shareholders to be held only if applicable law so requires, and then the percentage of shareholders required to cause a special meeting of shareholders shall be the maximum percentage specified by applicable law. If applicable law requires such an action but does not specify a maximum percentage, the percentage shall be specified from time to time by our board of directors, provided, however, that such percentage shall not be higher than seventy five percent (75%). If the shareholders have the right to call a special meeting, upon written request by the requisite number of shareholders in accordance with the procedures contained in our LLC Agreement, our secretary shall call such a meeting.
Shareholders may vote either in person or by proxy at meetings. Only shareholders of record may vote. The holders of a majority of the outstanding shares of the class or classes or series for which a meeting has been called represented in person or by proxy shall constitute a quorum unless any action by the shareholders requires approval by holders of a greater percentage of the shares, in which case the quorum for approval of that action shall be the greater percentage.
81
ADVANCE NOTICE OF DIRECTOR NOMINATIONS AND SHAREHOLDER PROPOSALS
Our LLC agreement provides that nominations of persons for election to our board of directors and other business may only be considered at our shareholders meetings if the nominations or other business are included in the notice of the meeting made or proposed by our board of directors or made or proposed by a shareholder who:
Under our LLC agreement, a shareholder's notice of nominations for director or business to be transacted at an annual meeting of shareholders must be delivered to our secretary at our principal office not later than the close of business on the 90th day, and not earlier than the close of business on the 120th day, prior to the first anniversary of the date of mailing of our notice for the preceding year's annual meeting. If the date of mailing of our notice of the annual meeting is advanced or delayed by more than 30 days from the anniversary date of the mailing of our notice for the preceding year's annual meeting, a shareholder's notice must be delivered to us not earlier than the close of business on the 120th day prior to the mailing of notice of such annual meeting and not later than the close of business on the later of: (1) the 90th day prior to the date of mailing of the notice for an annual meeting, or (2) the 10th day following the day on which we first make a public announcement of the date of such meeting. The public announcement of a postponement of the mailing of the notice for an annual meeting or of an adjournment or postponement of an annual meeting to a later date or time will not commence a new time period for the giving of a shareholder's notice. If the number of directors to be elected to our board of directors at a shareholders meeting is increased and we make no public announcement of such action or do not specify the size of the increased board of directors at least 100 days prior to the first anniversary of the date of mailing of notice for our preceding year's annual meeting, a shareholder's notice also will be considered timely, but only with respect to nominees for any new positions created by such increase, if the notice is delivered to our secretary at our principal office not later than the close of business on the 10th day following the day on which such public announcement is made. This provision does not apply to new directors who are elected by the board of directors to fill a vacancy, including a vacancy created by board action which increases the number of directors. The advance notice of shareholder nominations for persons to be elected as a director or of other business to be considered at our annual meeting in 2008 must be given during December 2007.
For special meetings of shareholders, our LLC agreement requires a shareholder who is nominating a person for election to our board of directors at a special meeting at which directors are to be elected to give notice of such nomination to our secretary at our principal office not earlier than the close of business on the 120th day prior to such special meeting and not later than the close of business on the later of: (1) the 90th day prior to such special meeting or (2) the 10th day following the day on which public announcement is first made of the date of the special meeting and of the nominees proposed by the directors to be elected at such meeting. The public announcement of a postponement or adjournment of a special meeting to a later date or time will not commence a new time period for the giving of a shareholder's notice as described above.
82
Any notice from a shareholder of nominations for director or business to be transacted at a shareholders meeting must be in writing and include the following:
We may request that any shareholder proposing a nominee for election to our board of directors provide, within three business days of such request, written verification of the accuracy of the information submitted by the shareholder.
Shareholder nominations for directors which are properly made in accordance with the foregoing rules will be considered by our nominating and governance committee and by our board; and, if they are endorsed by our board, they will be included in our proxy solicitation. Shareholder nominations which are properly made but are not endorsed by our board will not appear in our proxy solicitation unless otherwise required by law. Shareholder proposals other than nominations which are properly made in accordance with the foregoing rules will be considered by our nominating and governance committee and by our board, and they will appear on our proxy solicitation if they are endorsed by our board or if they are supported by at least twenty five percent (25%) of the shares entitled to vote regarding the proposal (or such lesser amount as applicable law may establish for inclusion in the proxy solicitation, if any). Whether or not included in our proxy solicitation, shareholder nominations or proposals which are properly made may be considered at a shareholders meeting.
INDEMNIFICATION AND EXCULPATION
Our LLC agreement requires that we indemnify all of our directors, officers, trustees, managers and partners, as well as Hospitality Trust and Reit Management and any other person or entity designated by our board of directors, from any and all liabilities or claims which may arise by reason of any action any of them have taken or may take on our behalf affecting our creation or affecting our continuing business activities, to the full extent permitted by applicable law subject to such limitations as may be set forth in our LLC agreement or in bylaws which may be adopted by our board. Our LLC agreement eliminates the personal liability of each of our directors to us and our shareholders for monetary damages for breach of fiduciary duty as a director; provided, however, that, to the extent required by applicable law, the foregoing does not eliminate the liability of a director (i) for any breach of such director's duty of loyalty to our shareholders as modified by our LLC agreement, (ii) for acts or omissions not in good faith or which involve intentional misconduct or a knowing violation of law or (iii) for any transaction from which such director derived an improper personal benefit.
83
The following provisions, among others, of our LLC agreement may delay or prevent a change of control of us:
These requirements may prevent you from realizing a takeover premium for any of our shares which you own.
In addition, our lease with Hospitality Trust prevents the sale of a material portion of our assets or business or the merger of us into another entity, in each case, without Hospitality Trust's consent.
LIABILITY OF SHAREHOLDERS FOR BREACH OF RESTRICTIONS ON OWNERSHIP
Our leases with Hospitality Trust and our management and shared services agreement are terminable by Hospitality Trust and Reit Management, respectively, in the event that any shareholder or group of shareholders acting in concert becomes an owner of more than 9.8% of our shares. If a breach of the ownership limitation results in lease default or a loss of the benefits of our management and shared services agreement, the shareholder or shareholders causing the breach are liable to us and may be liable to our other shareholders for damages. These damages may be in addition to the loss of beneficial ownership and voting rights of the shares owned by the breaching shareholder or shareholders, as described above, and these damages may be material.
The transfer agent and registrar for our common shares is Wells Fargo Bank, N.A.
84
We are offering the common shares described in this prospectus through the underwriters named below. UBS Securities LLC is the representative of the underwriters. We have entered into an underwriting agreement with the underwriters. Subject to the terms and conditions of the underwriting agreement, each of the underwriters has severally agreed to purchase the number of common shares listed next to its name in the following table:
Underwriters |
Number of shares |
||
---|---|---|---|
UBS Securities LLC | |||
Total | |||
The underwriting agreement provides that the underwriters must buy all of the shares if they buy any of them. However, the underwriters are not required to take or pay for the shares covered by the underwriters' over allotment option described below.
Our common shares are offered subject to a number of conditions, including:
In connection with this offering, certain of the underwriters or securities dealers may distribute this prospectus electronically.
Sales of shares made outside the United States may be made by affiliates of the underwriters.
We have granted the underwriters an option to buy additional common shares. The underwriters may exercise this option solely for the purpose of covering over allotments, if any, made in connection with this offering. The underwriters have 30 days from the date of this prospectus to exercise this option. If the underwriters exercise this option they will each purchase additional shares approximately in proportion to the amounts specified in the table above.
Shares sold by the underwriters to the public will initially be offered at the initial public offering price set forth on the cover of this prospectus. Any shares sold by the underwriters to securities dealers may be sold at a discount of up to $ per share from the initial public offering price. Any of these securities dealers may resell any shares purchased from the underwriters to other brokers or dealers at a discount of up to $ per share from the initial public offering price. If all the shares are not sold at the initial public offering price, the representatives may change the offering price and the other selling terms.
Pursuant to the underwriting agreement, the underwriters are obligated to purchase the shares at the prices and upon the terms stated therein and, as a result, will thereafter bear any risk associated with changing the offering price to the public or other selling terms.
85
The following table shows the per share and total underwriting discounts and commissions we will pay to the underwriters assuming both no exercise and full exercise of the underwriters' option to purchase up to additional shares.
|
No exercise |
Full exercise |
|||||
---|---|---|---|---|---|---|---|
Per share | $ | $ | |||||
Total | $ | $ |
We estimate that the total expenses of the offering payable by us, excluding underwriting discounts and commissions, will be approximately $ .
NO SALES OF SIMILAR SECURITIES
We and each of our executive officers and managing directors have entered into lock up agreements with the underwriters. Under these lock up agreements, we and each of these persons may not, without the prior written consent of UBS Securities LLC, sell, offer to sell, contract or agree to sell, hypothecate, hedge, pledge, grant any option to purchase or otherwise dispose of or agree to dispose of, directly or indirectly, any of our common shares or any securities convertible into or exercisable or exchangeable for our common shares, or warrants or other rights to purchase our common shares. These restrictions will be in effect for a period of 90 days after the date of this prospectus. These lock up agreements are subject to certain exceptions, including (1) such shareholders' rights to transfer their common shares as a bona fide gift or to a trust for the benefit of an immediate family member or to an affiliate, provided that such donee or transferee agrees in writing to be bound by the terms of the lock up agreement, and (2) our right to issue our common shares in connection with acquisitions, subject to certain conditions and provided that such issuances are conditioned upon agreement of the recipients to be bound by the terms of the lock up agreement, and in connection with grants under our equity compensation plans. At any time and without public notice, UBS Securities LLC may, in its sole discretion, release some or all of the affected securities from these lock up agreements.
The 90 day lock up period may be extended for up to 37 additional days under certain circumstances where we announce or pre-announce earnings or material news or a material event within approximately 18 days prior to, or approximately 16 days after, the termination of the 90-day period. Even under those circumstances, however, the lock up period will not extend if we are actively traded, meaning that we have a public float of at least $150.0 million and average trading volume of at least $1.0 million per day.
We have agreed to indemnify the underwriters against certain liabilities, including certain liabilities under the Securities Act of 1933, as amended. If we are unable to provide this indemnification, we have agreed to contribute to payments the underwriters may be required to make in respect of those liabilities.
AMERICAN STOCK EXCHANGE QUOTATION
Our common shares are traded on the American Stock Exchange under the trading symbol "TA".
86
PRICE STABILIZATION AND SHORT POSITIONS
In connection with this offering, the underwriters may engage in activities that stabilize, maintain or otherwise affect the price of our common shares, including:
Stabilizing transactions consist of bids or purchases made for the purpose of preventing or retarding a decline in the market price of the common shares while the offering is in progress. These transactions may also include short sales of our common shares, which involve the sale by the underwriters of a greater number of shares than they are required to purchase in the offering and purchasing common shares in the open market to cover positions created by short sales. Short sales may be "covered short sales", which are short positions in an amount not greater than the underwriters' over allotment option referred to above, or may be "naked short sales", which are short positions in excess of that amount.
The underwriters may close out any covered short position by either exercising their over allotment option, in whole or in part, or by purchasing shares in the open market. In making this determination, the underwriters will consider, among other things, the price of shares available for purchase in the open market as compared to the price at which they may purchase shares through the over-allotment option.
The underwriters must close out any naked short position by purchasing shares in the open market. A naked short position is more likely to be created if the underwriters are concerned that there may be downward pressure on the price of the common stock in the open market that could adversely affect investors who purchased common shares in this offering.
The underwriters also may impose a penalty bid. This occurs when a particular underwriter repays to the underwriters a portion of the underwriting discount received by it because the representative has repurchased shares sold by or for the account of that underwriter in stabilizing or short covering transactions.
As a result of these activities, the price of the common shares may be higher than the price that otherwise might exist in the open market. If these activities are commenced, they may be discontinued by the underwriters at any time. The underwriters may carry out these transactions on the American Stock Exchange, in the over the counter market.
Some of the underwriters engage in transactions with us and our affiliates, including Hospitality Trust and Reit Management and their affiliates, in the ordinary course of business.
87
Sullivan & Worcester LLP, Boston, Massachusetts, is counsel to us in connection with this offering. Richards, Layton & Finger, P.A., Wilmington, Delaware will pass upon the validity under Delaware law of our common shares that we are offering. Dewey Ballantine LLP, New York, New York, is counsel to the underwriters in connection with this offering. Sullivan & Worcester LLP represents Hospitality Trust, Reit Management and their affiliates on various matters.
The consolidated financial statements of TravelCenters of America, Inc. as of December 31, 2005 and 2006, and for each of the three years in the period ended December 31, 2006, and the consolidated balance sheet of TravelCenters of America LLC as of December 31, 2006, included in this prospectus have been so included in reliance on the reports of PricewaterhouseCoopers LLP, an independent registered public accounting firm, given on the authority of said firm as experts in auditing and accounting.
The consolidated balance sheets of Petro Stopping Centers, L.P. and subsidiaries as of December 31, 2006 and 2005, and the related consolidated statements of operations, changes in partners' capital (deficit), and cash flows for each of the three years in the period ended December 31, 2006, included in this prospectus have been so included in reliance on the report of KPMG LLP, an independent registered public accounting firm, and upon the authority of said firm as experts in auditing and accounting.
Where you can find more information
We have filed with the SEC a registration statement on Form S-1 (including the exhibits, schedules and any amendments thereto) under the Securities Act of 1933 with respect to the shares being distributed pursuant to this prospectus. This prospectus is part of the registration statement and does not contain all of the information set forth in the registration statement. Statements contained in this prospectus as to the content of any agreement or other document filed as an exhibit are not necessarily complete, and you should consult a copy of those contracts or other documents filed as exhibits to the registration statement. For further information regarding us, please read the registration statement and the exhibits and schedules thereto.
We are subject to the information and reporting requirements of the Securities Exchange Act of 1934 and, in accordance therewith, we file periodic reports, proxy statements and other information with the SEC.
You may read and copy the registration statement and its exhibits and schedules or other information on file at the SEC's Public Reference room at 100 F Street, NE, Room 1580, Washington, D.C. 20549. You can request copies of those documents upon payment of a duplicating fee to the SEC. Information filed by us with the SEC can be copied at the SEC's Public Reference Room. Please call the SEC at 1-800-SEC-0330 for further information on the operation of the public reference room. You can review our SEC filings and the registration statement by accessing the SEC's Internet site at http://www.sec.gov.
88
Warning concerning forward looking statements
THIS PROSPECTUS CONTAINS FORWARD LOOKING STATEMENTS WITHIN THE MEANING OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 AND OTHER FEDERAL SECURITIES LAWS. ALSO, WHENEVER WE USE WORDS SUCH AS "BELIEVE", "EXPECT", "ANTICIPATE", "INTEND", "PLAN", "ESTIMATE" OR SIMILAR EXPRESSIONS, WE ARE MAKING FORWARD LOOKING STATEMENTS. THESE FORWARD LOOKING STATEMENTS ARE BASED UPON OUR PRESENT INTENT, BELIEFS OR EXPECTATIONS, BUT FORWARD LOOKING STATEMENTS ARE NOT GUARANTEED TO OCCUR AND MAY NOT OCCUR. ACTUAL RESULTS MAY DIFFER MATERIALLY FROM THOSE CONTAINED IN OR IMPLIED BY OUR FORWARD LOOKING STATEMENTS AS A RESULT OF VARIOUS FACTORS. AMONG OTHERS, THE FORWARD LOOKING STATEMENTS WHICH APPEAR IN THIS PROSPECTUS THAT MAY NOT OCCUR ARE AS FOLLOWS:
RESULTS WHICH DIFFER FROM THOSE STATED OR IMPLIED BY OUR FORWARD LOOKING STATEMENTS MAY BE CAUSED BY VARIOUS CHANGES IN OUR BUSINESS OR MARKET CONDITIONS, INCLUDING SOME WHICH ARE BEYOND OUR CONTROL. SUCH POSSIBLE CHANGES ARE FURTHER EXPLAINED IN THE "RISK FACTORS" SECTION OF THIS PROSPECTUS.
YOU SHOULD NOT PLACE UNDUE RELIANCE UPON FORWARD LOOKING STATEMENTS.
EXCEPT AS MAY BE REQUIRED BY LAW, WE UNDERTAKE NO OBLIGATION TO UPDATE OR REVISE ANY FORWARD LOOKING STATEMENTS AS A RESULT OF NEW INFORMATION, FUTURE EVENTS OR OTHERWISE.
89
TravelCenters of America LLC
INDEX TO FINANCIAL STATEMENTS AND SCHEDULES
F-1
F-2
TravelCenters of America LLC
INTRODUCTION TO UNAUDITED PRO FORMA FINANCIAL STATEMENTS
The following unaudited pro forma balance sheet at March 31, 2007 presents the financial position of TravelCenters of America LLC, or we, or the Company, as if (i) our acquisition of Petro on May 30, 2007, (ii) the simultaneous acquisition of 40 Petro travel centers by Hospitality Trust and the leasing of those travel centers to us, and (iii) this offering, all had been completed as of March 31, 2007. The following unaudited pro forma statements of operations for the three months ended March 31, 2007 and for the year ended December 31, 2006 presents our results of operations as if (a) the HPT Transaction by which Hospitality Trust acquired and restructured our predecessor and we became a separate public company on January 31, 2007, (b) our acquisition of Petro and (c) Hospitality Trust's acquisition of 40 Petro travel centers and their lease to us, had been completed as of January 1, 2006.
The purchase price allocation reflected in these unaudited pro forma consolidated financial statements has been based upon preliminary estimates of the fair value of assets acquired and liabilities assumed. With the assistance of independent valuation specialists, a final determination of the fair value of the assets and liabilities will be based on the actual net tangible and intangible assets of Petro Stopping Centers, L.P. that existed as of May 30, 2007, the date of the Petro Acquisition. Consequently, amounts preliminarily allocated to assets and liabilities could change significantly from those used in the pro forma unaudited consolidated financial statements. In the opinion of management, all adjustments necessary to reflect the effects of the transactions described above have been included in the pro forma financial statements.
These unaudited pro forma financial statements do not represent our financial condition or results of operations for any future date or period. Actual future results may be materially different from pro forma results. Differences could arise from many factors, including, but not limited to, those related to our operation as a separate publicly owned company, competition in our business, our ability to successfully attract or retain customers and employees, our ability to control operating expenses, our capital structure and other changes. These unaudited pro forma financial statements should be read in conjunction with the audited and unaudited financial statements and Management's Discussion and Analysis of Financial Condition and Results of Operations included elsewhere in this prospectus.
F-3
TravelCenters of America LLC
UNAUDITED PRO FORMA CONSOLIDATED BALANCE SHEET
(dollars in thousands)
|
As of March 31, 2007 |
|
|
|
|
|
|
|||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Company (Historical) |
Petro (Historical) |
Pro forma adjustments |
|
Pro forma |
Offering adjustments |
|
As adjusted pro forma |
||||||||||||||||
Current assets: | ||||||||||||||||||||||||
Cash | $ | 149,838 | $ | 38,812 | $ | (82,256 | ) | A,D1 | $ | 106,394 | $ | 85,836 | I | $ | 192,230 | |||||||||
Restricted cash | 22,793 | | 13,171 | B | 35,964 | | 35,964 | |||||||||||||||||
Restricted investments | | | 274,740 | C | 274,740 | | 274,740 | |||||||||||||||||
Accounts receivable, net | 98,431 | 10,822 | | D2 | 109,253 | | 109,253 | |||||||||||||||||
Inventories | 90,441 | 40,090 | | D3 | 130,531 | | 130,531 | |||||||||||||||||
Other current assets | 26,354 | 8,723 | | D4 | 35,077 | | 35,077 | |||||||||||||||||
Total current assets | 387,857 | 98,447 | 205,655 | 691,959 | 85,836 | 777,795 | ||||||||||||||||||
Property, plant and equipment, net | 242,084 | 236,559 | (210,205 | ) | E | 272,038 | | 272,038 | ||||||||||||||||
3,600 | D5 | |||||||||||||||||||||||
Goodwill | 25,379 | | | D6 | 25,379 | | 25,379 | |||||||||||||||||
Intangible assets | 23,068 | | 9,439 | D7 | 32,507 | | 32,507 | |||||||||||||||||
Deferred debt issuance costs, net | | 8,287 | (8,287 | ) | F | | | | ||||||||||||||||
Deferred income taxes | 457 | | | 457 | | 457 | ||||||||||||||||||
Other non-current assets | 9,759 | 16,105 | (4,205 | ) | D8 | 21,659 | | 21,659 | ||||||||||||||||
Total assets | $ | 688,604 | $ | 359,398 | $ | (4,003 | ) | $ | 1,043,999 | $ | 85,836 | $ | 1,129,835 | |||||||||||
Current liabilities: | ||||||||||||||||||||||||
Current maturities of debt | $ | | $ | | $ | 270,399 | G | $ | 270,399 | | $ | 270,399 | ||||||||||||
Accounts payable | 133,107 | 44,521 | | D9 | 177,628 | | 177,628 | |||||||||||||||||
Other accrued liabilities | 78,624 | 39,068 | | D10 | 117,692 | | 117,692 | |||||||||||||||||
Total current liabilities | 211,731 | 83,589 | 270,399 | 565,719 | | 565,719 | ||||||||||||||||||
Capital lease obligations | 107,620 | | | 107,620 | | 107,620 | ||||||||||||||||||
Deferred income taxes | 11,418 | | | 11,418 | | 11,418 | ||||||||||||||||||
Long term debt, net | | 271,250 | (271,250 | ) | G | | | | ||||||||||||||||
Other non current liabilities | 35,621 | 1,407 | | D11 | 37,028 | | 37,028 | |||||||||||||||||
Total liabilities | 366,390 | 356,246 | (851 | ) | 721,785 | | 721,785 | |||||||||||||||||
Shareholders' equity | 322,214 | 3,152 | (3,152 | ) | H | 322,214 | 85,836 | J | 408,050 | |||||||||||||||
Total liabilities and shareholders' equity | $ | 688,604 | $ | 359,398 | $ | (4,003 | ) | $ | 1,043,999 | $ | 85,836 | $ | 1,129,835 | |||||||||||
The accompanying notes are an integral part of these pro forma consolidated financial statements.
F-4
TravelCenters of America LLC
UNAUDITED PRO FORMA CONSOLIDATED STATEMENT OF OPERATIONS
For the three months ended March 31, 2007
(in thousands
except per share data)
|
Predecessor |
Company |
Petro |
|
|
|
|
|
|||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
One month ended January 31, 2007 |
Two months ended March 31, 2007 |
Three months ended March 31, 2007 |
Pro forma adjustments |
|
Pro forma |
Offering adjustments |
As adjusted pro forma |
|||||||||||||||||
Revenues | $ | 352,682 | $ | 736,670 | $ | 504,390 | $ | (78,100 | ) | K | $ | 1,515,642 | $ | | $ | 1,515,642 | |||||||||
Cost of goods sold (excluding depreciation) |
298,172 |
635,636 |
445,424 |
(78,100 |
) |
K |
1,301,132 |
|
1,301,132 |
||||||||||||||||
Operating expenses: |
|||||||||||||||||||||||||
Site level operating | 36,093 | 72,412 | 42,127 | | 150,632 | | 150,632 | ||||||||||||||||||
Selling, general & administrative (including $4,268 of noncash share based compensation expense) | 8,892 | 11,861 | 5,080 | 1,026 | L,M | 26,859 | | 26,859 | |||||||||||||||||
Real estate lease rent | 931 | 28,428 | 1,557 | 28,840 | N | 59,585 | | 59,585 | |||||||||||||||||
(171 | ) | O | | ||||||||||||||||||||||
Depreciation and amortization | 5,810 | 5,288 | 4,767 | (6,708 | ) | P | 9,157 | | 9,157 | ||||||||||||||||
Merger related | 44,972 | | | | Q | 44,972 | | 44,972 | |||||||||||||||||
(Gain) loss on asset sales | (24 | ) | | 47 | | 23 | | 23 | |||||||||||||||||
Total operating expenses, net | 96,674 | 117,989 | 53,578 | 22,987 | 291,228 | | 291,228 | ||||||||||||||||||
Income (loss) from operations | (42,164 | ) | (16,955 | ) | 5,388 | (22,987 | ) | (76,718 | ) | | (76,718 | ) | |||||||||||||
Debt extinguishment expenses | (16,140 | ) | | | | Q | (16,140 | ) | | (16,140 | ) | ||||||||||||||
Equity in income of JV | | | 198 | | 198 | | 198 | ||||||||||||||||||
Interest expense, net | (4,214 | ) | (777 | ) | (6,443 | ) | 10,884 | R | (1,537 | ) | | (1,537 | ) | ||||||||||||
(943 | ) | S | | ||||||||||||||||||||||
(44 | ) | T | |||||||||||||||||||||||
Income (loss) before income taxes | (62,518 | ) | (17,732 | ) | (857 | ) | (13,090 | ) | (94,197 | ) | | (94,197 | ) | ||||||||||||
Provision (benefit) for income taxes | (40,470 | ) | (6,703 | ) | | 11,567 | U | (35,606 | ) | | (35,606 | ) | |||||||||||||
Net loss | $ | (22,048 | ) | $ | (11,029 | ) | $ | (857 | ) | $ | (24,657 | ) | $ | (58,591 | ) | $ | | $ | (58,591 | ) | |||||
Weighted average shares outstanding: | 6,937 | 8,809 | (6,937 | ) | V | 8,809 | 2,000 | W | 10,809 | ||||||||||||||||
Net loss per common share |
$ |
(3.18 |
) |
$ |
(1.25 |
) |
$ |
(6.65 |
) |
$ |
(5.42 |
) |
|||||||||||||
The accompanying notes are an integral part of these pro forma consolidated financial statements.
F-5
TravelCenters of America LLC
UNAUDITED PRO FORMA CONSOLIDATED STATEMENT OF OPERATIONS
For the year ended December 31, 2006
(in thousands
except per share data)
|
Predecessor |
Petro |
|
|
|
|
|
|
||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
Year ended December 31, 2006 |
Year ended December 31, 2006 |
Pro forma adjustments |
|
Pro forma |
Offering adjustments |
|
As adjusted pro forma |
||||||||||||||||
Revenues | $ | 4,783,514 | $ | 2,147,118 | $ | (313,100 | ) | K | $ | 6,617,532 | $ | | $ | 6,617,532 | ||||||||||
Cost of goods sold (excluding depreciation) |
4,123,444 |
1,892,411 |
(313,100 |
) |
K |
5,702,755 |
|
5,702,755 |
||||||||||||||||
Operating expenses: |
||||||||||||||||||||||||
Site level operating | 415,868 | 164,567 | | 580,435 | | 580,435 | ||||||||||||||||||
Selling, general & administrative (including noncash share based compensation of $11,930) | 61,347 | 21,174 | 8,343 | L,M | 90,864 | | 90,864 | |||||||||||||||||
Real estate lease rent | 11,011 | 5,564 | 221,634 | N | 237,527 | | 237,527 | |||||||||||||||||
(682 | ) | O | | |||||||||||||||||||||
Depreciation and amortization | 71,856 | 18,383 | (67,309 | ) | P | 22,930 | | 22,930 | ||||||||||||||||
Merger related | 4,946 | | | Q | 4,946 | | 4,946 | |||||||||||||||||
(Gain) loss on asset sales | (500 | ) | 46 | | (454 | ) | | (454 | ) | |||||||||||||||
Total operating expenses, net | 564,528 | 209,734 | 161,986 | 936,248 | | 936,248 | ||||||||||||||||||
Income (loss) from operations | 95,542 | 44,973 | (161,986 | ) | (21,471 | ) | | (21,471 | ) | |||||||||||||||
Equity in income of JV | | 1,168 | | 1,168 | | 1,168 | ||||||||||||||||||
Other income (expense) | 1,250 | (16 | ) | | Q | 1,234 | | 1,234 | ||||||||||||||||
Interest expense, net | (47,482 | ) | (25,568 | ) | 75,205 | R | (9,155 | ) | | (9,331 | ) | |||||||||||||
(11,310 | ) | S | ||||||||||||||||||||||
(176 | ) | T | | |||||||||||||||||||||
Income (loss) before income taxes | 49,310 | 20,557 | (98,267 | ) | (28,400 | ) | | (28,400 | ) | |||||||||||||||
Provision (benefit) for income taxes | 18,277 | | (29,012 | ) | U | (10,735 | ) | | (10,735 | ) | ||||||||||||||
Net income (loss) | $ | 31,033 | $ | 20,557 | $ | (69,255 | ) | $ | (17,665 | ) | $ | | $ | (17,665 | ) | |||||||||
Weighted average shares outstanding: | ||||||||||||||||||||||||
Basic | 6,937 | 1,872 | V | 8,809 | 2,000 | W | 10,809 | |||||||||||||||||
Diluted | 7,579 | 1,230 | 8,809 | 2,000 | W | 10,809 | ||||||||||||||||||
Basic net income (loss) per common share | $ | 4.47 | $ | (2.01 | ) | $ | (1.63 | ) | ||||||||||||||||
Diluted net income (loss) per common share | $ | 4.09 | $ | (2.01 | ) | $ | (1.63 | ) | ||||||||||||||||
The accompanying notes are an integral part of these pro forma consolidated financial statements
F-6
TravelCenters of America LLC
NOTES TO UNAUDITED PRO FORMA CONSOLIDATED FINANCIAL STATEMENTS
(amounts in thousands, except share and per share amounts)
Pro forma balance sheet adjustments
Purchase price, as adjusted | $ | 64,085 | ||
Cash used to secure Petro letters of credit | 13,171 | |||
Fees and other expenses | 5,000 | |||
Cash used | $ | 82,256 | ||
F-7
acquired assets and liabilities at their fair market values. Adjustments have been calculated as follows:
|
Petro's historical carrying amount |
Estimate of fair market value based upon management estimates |
Adjustments |
Ref. |
|||||||
---|---|---|---|---|---|---|---|---|---|---|---|
|
Column I |
Column II |
Col II less Col. I |
|
|||||||
Assets | |||||||||||
Cash | $ | 38,812 | $ | 38,812 | $ | | D1 | ||||
Accounts receivable | 10,822 | 10,822 | | D2 | |||||||
Inventories | 40,090 | 40,090 | | D3 | |||||||
Other current assets | 8,723 | 8,723 | | D4 | |||||||
Property and equipment | 26,354 | 29,954 | 3,600 | D5 | |||||||
Goodwill | | | | D6 | |||||||
Identifiable intangible assets | | 9,439 | 9,439 | D7 | |||||||
Other non-current assets | 16,105 | 11,900 | (4,205 | ) | D8 | ||||||
Liabilities |
|||||||||||
Accounts Payable | $ | 44,521 | $ | 44,521 | $ | | D9 | ||||
Other accrued liabilities | 39,068 | 39,068 | | D10 | |||||||
Other non current liabilities | 1,407 | 1,407 | | D11 |
Historical carrying amount of Petro's property and equipment, net | $ | 236,559 | ||
Historical carrying amount of Petro's property and equipment, net, purchased by Hospitality Trust prior to the Petro Acquisition | (210,205 | ) | ||
Historical carrying amount of property and equipment, net purchased by us. | 26,354 | |||