UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-K

☒	ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

FOR THE FISCAL YEAR ENDED DECEMBER 2531, ~~2018~~2019

☐	TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

Commission file number: 001-36749

THE HABIT RESTAURANTS, INC.

(Exact Name of Registrant as Specified in Its Charter)

Delaware

36-4791171

(State or Other Jurisdiction of

Incorporation or Organization)

(I.R.S. Employer

Identification No.)

17320 Red Hill Avenue, Suite 140, Irvine, CA 92614

(Address of Principal Executive Offices and Zip Code)

(949) 851-8881

(Registrant’s Telephone Number, Including Area Code)

Securities registered pursuant to Section 12(b) of the Act:

Title of each class	Trading Symbol(s)	Name of each exchange on which registered
Class A Common Stock, $0.01 Par Value	HABT	The Nasdaq ~~Global~~Stock Market

Securities registered pursuant to Section 12(g) of the Act:

None

(Title of Each Class)

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☐ No ☒

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ☐ No ☒

Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ☒ No ☐

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ☐

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company or an emerging growth company. See the definitions of “large accelerated filer”, “accelerated filer”, “smaller reporting company”, and “emerging growth company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer ☐ Accelerated filer ☒ Non-accelerated filer ☐ Smaller reporting company ☒ Emerging growth company ☒☐

If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☒☐

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ☐ No ☒

As of June 2625, ~~2018~~2019, the last business day of the Registrant’s most recently completed second fiscal quarter, the aggregate market value of the registrant’s common stock held by non-affiliates was approximately $~~212~~203 million.

As of ~~February~~March 259, ~~2019~~2020, there were 20,~~678~~792,~~350~~955 shares of the Registrant’s Class A Common Stock, par value $0.01 per share, outstanding and 5,~~378~~334,~~050~~681 shares of the Registrant’s Class B Common Stock, par value $0.01 per share, outstanding.

DOCUMENTS INCORPORATED BY REFERENCE

~~Part III—Portions of the registrant’s Proxy Statement relating to the 2019 Annual Meeting of Shareholders~~None.

THE HABIT RESTAURANTS, INC.

TABLE OF CONTENTS

		Page
Cautionary Note Regarding Forward-Looking Statements		i
PART I
ITEM 1.	Business	1
ITEM 1A.	Risk Factors	11
ITEM 1B.	Unresolved Staff Comments	3334
ITEM 2.	Properties	3335
ITEM 3.	Legal Proceedings	3435
ITEM 4.	Mine Safety Disclosures	3436
PART II
ITEM 5.	Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities	3537
ITEM 6.	Selected Financial Data	3638
ITEM 7.	Management’s Discussion and Analysis of Financial Condition and Results of Operations	4144
ITEM 7A.	Quantitative and Qualitative Disclosures About Market Risk	6063
ITEM 8.	Financial Statements and Supplementary Data	6163
ITEM 9.	Changes in and Disagreements with Accountants on Accounting and Financial Disclosure	6163
ITEM 9A.	Controls and Procedures	6164
ITEM 9B.	Other Information	6264
PART III
ITEM 10.	Directors, Executive Officers and Corporate Governance	6365
ITEM 11.	Executive Compensation	6571
ITEM 12.	Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters	6578
ITEM 13.	Certain Relationships and Related Transactions, and Director Independence	6581
ITEM 14.	Principal Accounting Fees and Services	6584
PART IV
ITEM 15.	Exhibits, Financial Statement Schedules	6686
ITEM 16.	Form 10-K Summary	6889
SIGNATURES		6990

CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS

This annual report on Form 10-K (the “Annual Report”) contains forward-looking statements ~~within the meaning of the Private Securities Litigation Reform Act of 1995~~. All statements contained in this Annual Report other than statements of historical fact, including statements regarding our future results of operations and financial position, our business strategy and plans, and our objectives for future operations, are forward-looking statements. The words “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” and similar expressions are intended to identify forward-looking statements. We have based these forward-looking statements largely on our current expectations and projections about future events and trends that we believe may affect our financial condition, results of operations, business strategy, short-term and long-term business operations and objectives, and financial needs. These forward-looking statements are subject to a number of risks, uncertainties, and assumptions, including those described in Part I, Item 1A, “Risk Factors” in this Annual Report. Moreover, we operate in a very competitive and rapidly changing environment. New risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements we may make. In light of these risks, uncertainties and assumptions, the future events and trends discussed in this Annual Report may not occur and actual results could differ materially and adversely from those anticipated or implied in the forward-looking statements.

We undertake no obligation to revise or publicly release the results of any revision to these forward-looking statements, except as required by law. Given these risks and uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. If we do update one or more forward-looking statements, no inference should be made that we will make additional updates with respect to those or other forward-looking statements.

PART I

The following discussion should be read in conjunction with our audited consolidated financial statements and accompanying notes thereto included elsewhere in this Annual Report. The following discussion includes certain forward-looking statements. For a discussion of important factors, including the continuing development of our business and other factors which could cause actual results to differ materially from the results referred to in the historical information and the forward-looking statements presented herein, see “Item 1A, Risk Factors” and “Cautionary Note Regarding Forward-Looking Statements” contained in this Annual Report.

We operate on a 52- or 53-week fiscal year ending on the last Tuesday of each calendar year for financial reporting purposes. Each quarterly period has 13 weeks, except for a 53-week year when the fourth quarter has 14 weeks. A 53-week year occurs every six or seven years. ~~All~~The 2019 fiscal year contained 53 weeks, while all other years presented in this ~~10-K~~Annual Report contain 52 weeks. Fiscal years ~~2014,~~ 2015, 2016, 2017, 2018 and ~~2018~~2019 ended on December ~~30, 2014, December~~ 29, 2015, December 27, 2016, December 26, 2017, ~~and~~ December 25, 2018 and December 31, 2019, respectively.

Unless the context requires otherwise, references to ‘‘The Habit Burger Grill,’’ ‘‘The Habit,’’ the ‘‘Company,’’ ‘‘we,’’ ‘‘our’’ or ‘‘us’’ refer collectively to The Habit Restaurants, Inc. and its consolidated subsidiaries. References to “per customer spend” refer to total restaurant revenue divided by the number of entrées sold.

ITEM 1.

Business

The Habit Burger Grill is a burger-centric, fast casual restaurant concept that specializes in preparing fresh, made-to-order char-grilled burgers and sandwiches featuring USDA choice tri-tip steak, grilled chicken and sushi-grade tuna cooked over an open flame. In addition, we feature fresh made-to-order salads and an appealing selection of sides, shakes and malts. ~~The~~We ~~char-grilled~~were ~~preparation~~recently ~~of our fresh burgers, topped with caramelized onions and fresh produce, has generated tremendous consumer response, resulting in our burger being~~ named ~~the~~Best ~~“best~~Regional ~~tasting~~Fast ~~burger~~Food in ~~America”~~USA inToday’s ~~July~~2019 ~~2014~~Best ~~in a comprehensive survey conducted by one of America~~Readers’s ~~leading~~Choice ~~consumer magazines~~Awards.

We believe our restaurant concept delivers a highly differentiated customer experience by combining the quality and hospitality that customers commonly associate with our full service and fast casual restaurant competitors with the convenience and value customers generally expect from traditional fast food restaurants. Four pillars form the foundation of our brand:

•

Quality. At the core of our differentiated model is a company-wide commitment to quality, beginning with our food.

•

Environment. Our restaurants are enhanced with abundant natural light, hardwood, polished stone countertops and a spacious dining area featuring soft vinyl booths, high-top tables and community table seating. Our open kitchen showcases our made-to-order preparation and exemplifies our commitment to freshness.

•

Hospitality. We seek to exceed our customers’ expectations for service and believe our ability to consistently deliver genuine hospitality begins with our employees.

• Value. Our combination of high-quality food, welcoming environment and genuine hospitality, all delivered at a low price, strengthens the value proposition for our customers. For instance, the price for our original Charburger with cheese ranges from $34.9515 to $4.5975 at our company-operated locations, which is below similar items on the menus of most competing fast casual restaurants.

The first Habit Burger Grill opened in Santa Barbara, California in 1969. Our restaurant concept has been, and continues to be, built around a distinctive and diverse menu, headlined by fresh, char-grilled burgers and sandwiches made-to-order over an open flame and topped with fresh ingredients. Our Chief Executive Officer, Russell W. Bendel, joined The Habit in 2008, and since then we have grown our brand on a disciplined basis. Our highly experienced management team has created and refined our infrastructure to deliver replicable restaurant-level systems, processes and training procedures that can deliver a high-quality experience that is designed to consistently exceed our customers’ expectations.

See Note 1 to our consolidated financial statements for additional information about our business organization, our initial public offering (“IPO”) and transactions completed in connection with our IPO.

Performance Overview

Our disciplined growth strategy has enabled growth across all of our key performance metrics, including the number of new restaurant openings, comparable restaurant sales, average unit volumes (“AUVs”), revenue, net income and Adjusted EBITDA.

• The Habit has grown from 26 locations in California as of December 31, 2009 to ~~247~~271 locations in 1113 states, as well as internationally in China as of December 2531, ~~2018~~2019 and we had a compound annual growth rate of our units from 2009 to ~~2018~~2019 of 2826.4%;

• We have grown our company-operated restaurant AUVs from approximately $1.2 million in fiscal year 2009 to approximately $1.9 million for fiscal year ~~2018~~2019, representing an increase of 4953.9%; and

• From fiscal year 2009 to fiscal year ~~2018~~2019, our revenue increased from $28.1 million to $~~402~~466.1 million, income from operations increased from $0.3 million to $56.20 million and Adjusted EBITDA increased from $1.9 million to $3740.43 million.

AUVs are calculated by dividing revenue for the trailing 52-week period for all company-operated restaurants that have operated for 12 full accounting periods by the total number of restaurants open for such period. For purposes of the AUV calculation in 2019, we used the last 52 of the 53 weeks of the fiscal year. For the definition and reconciliation of Adjusted EBITDA, a non-GAAP term, to net income, see the section entitled “Item 6, Selected Financial Data.’’ Management has determined that we have one reportable segment. Our chief operating decision maker is our Chief Executive Officer, who reviews financial performance and allocates resources at a consolidated level on a recurring basis.

Our Competitive Strengths—“The Habit Difference”

Quality. Quality is a key ingredient in everything we do and our commitment to quality starts with our food. The Habit offers a diverse menu featuring a distinctive char-grilled preparation technique to deliver an appealing variety of burgers, chicken, tuna and steak featured in our sandwiches and salads, which are made-to-order using fresh ingredients. Chargrilling is part of what gives our entrées at the Habit bold flavors and we believe “it’s not the same, without the flame!”

It is our mission to become everyone’s favorite Habit, one burger at a time. We believe that every burger should be made-to-order, char-grilled over an open flame, topped with your choice of lettuce, ripe tomatoes, caramelized onions and melted cheese, wrapped neatly in paper and served alongside hot, crispy fries. Our burger selection ranges from our award-winning original Charburger including your choice of mayonnaise, pickles, ripe tomato, lettuce and caramelized onions served on a toasted bun, to our Santa Barbara style Charburger including all the fixings of the original Charburger plus cheese and avocado served on grilled sourdough. Burgers accounted for approximately 5958% of our entrée revenue for the fiscal year ended December 2531, ~~2018~~2019. Our sandwich selection offers a variety of choices, featuring sushi-grade tuna, fresh chicken and USDA choice steak and we also offer a variety of salad options, which are key to further diversifying our menu.

Environment. We invest in our restaurant design to deliver a warm and inviting atmosphere enhanced with abundant natural light, polished stone and exposed hardwood accents. Our average restaurant size is between 2,000 and 2,800 square feet and features booth, high-top and community table seating, along with outdoor patios in most of our restaurant locations. Our open kitchen showcases our made-to-order preparation and exemplifies our commitment to freshness. We believe the attractive design of our restaurants and our commitment to delivering superior service makes us a desirable destination at any time of day, which we believe contributed to a balanced day part mix of 50% lunch and 50% dinner for the fiscal year ended December 2531, ~~2018~~2019.

Hospitality. We hire and train individuals who share our passion for food and deliver friendly, attentive service by engaging customers the moment they enter our restaurants and maintaining this level of service throughout their visit. We believe our ability to deliver high-quality service is a function of our relationship with our employees, and we therefore focus on fostering an atmosphere of teamwork and support with a clear path toward promotion within the company. We have developed a proprietary training system for professional development of the entire team, and we believe that by offering our employees great opportunities for ongoing professional development, they in turn remain committed to providing our customers with an experience that exceeds expectations.

~~Value~~the company. We have developed a ~~formula~~proprietary training system for ~~customer~~professional ~~value~~development byof ~~delivering~~the ~~high-quality~~entire ~~food~~team, ~~a welcoming environment~~ and ~~genuine~~we ~~hospitality, all at an attractive price point. We~~ believe ~~The~~that ~~Habit’s formula brings a highly differentiated experience to the fast casual restaurant segment~~ by ~~combining~~offering ~~the quality, convenience and hospitality commonly associated with~~ our ~~casual~~employees ~~dining~~great ~~and~~opportunities ~~fast casual competitors at a price point that is below the low end of the average range of the fast casual segment. The price~~ for ~~our~~ongoing ~~char-grilled~~professional development, ~~made-to-order~~they ~~Charburger~~in ~~combination~~turn ~~meal~~remain ~~with~~committed ~~fries and a regular drink ranges from $7.49~~ to ~~$8.73~~providing at our ~~company-operated locations, which provides our~~ customers with aan ~~meal~~experience that isexceeds ~~priced below comparable menu options at many competing fast casual restaurant alternatives~~expectations.

Value. We have developed a formula for customer value by delivering high-quality food, a welcoming environment and genuine hospitality, all at an attractive price point. We believe The Habit’s formula brings a highly differentiated experience to the fast casual restaurant segment by combining the quality, convenience and hospitality commonly associated with our casual dining and fast casual competitors at a price point that is below the low end of the average range of the fast casual segment. The price for our char-grilled, made-to-order Charburger combination meal with fries and a regular drink ranges from $7.60 to $8.83 at our company-operated locations, which provides our customers with a meal that is priced below comparable menu options at many competing fast casual restaurant alternatives.

Productive Restaurants

For the 52fiscal ~~weeks~~year ended December 2531, ~~2018~~2019, our restaurants that had been open for 12 months or more had an AUV of approximately $1.9 million and generated cash-on-cash returns in excess of 4037.5%.

Our restaurant model is designed to generate high sales volumes and high cash-on-cash returns.

Cash-on-cash returns are typically defined as the ratio of annual restaurant contribution divided by the total amount of capital expenditures, net of tenant improvement allowances for a new restaurant, expressed as a percentage. High cash-on-cash returns are generally considered 30% or higher. We believe our ability to generate AUVs of approximately $1.9 million for the fiscal year ended December 2531, ~~2018~~2019 at our relatively low average per customer spend amount is indicative of our ability to generate traffic and deliver superior restaurant-level execution. Our ability to generate traffic, with an average weekly customer count of approximately 43,~~000~~800 customers per restaurant location, serves as a benefit to adjacent retail businesses and therefore makes The Habit a desirable tenant for landlords and developers, who seek to find tenants that increase traffic in their retail developments.

Our menu variety and quality offerings contribute to the productivity of our restaurants and positions The Habit as an attractive destination for a range of occasions, including a convenient lunch option, an after-school gathering spot for students, a social venue for seniors or an affordable restaurant for families. We believe our ability to drive traffic across both the lunch and dinner day parts allowed us to deliver an attractive per annum sales per leasable square foot of $~~752~~777 for the fiscal year ended December 2531, ~~2018~~2019.

Broad Customer Appeal

Based on a2019 ~~2014~~primary ~~external~~ research ~~report~~ and a third-party ~~customer~~brand ~~satisfaction~~usage survey, our customer base is well-balanced with 5546% male customers and 4554% female customers. We believe our female customers represent a highly desirable customer base with strong influence on a family’s mealtime decision-making process, making them strong brand advocates who appreciate the quality and diversity of our menu offerings. Our customer base extends across age and socioeconomic groups, enabling us to successfully operate restaurants within a variety of communities of varying sizes, ethnic diversity and income ranges. ~~Over~~Nearly 60% of our customer base is in the age range of 25 to 54. Families with children under the age of 18 represent a significant segment of this customer base and group occasions. We believe our diversified customer base and menu variety contributed to our balanced day part mix of 50% lunch and 50% dinner for the fiscal year ended December 2531, ~~2018~~2019, which in turn contributed to our strong AUVs.

Site Development and Expansion

Site Selection Process

We consider the location of a restaurant to be a critical variable in its long-term success and as such, we devote significant effort to the investigation and evaluation of potential locations. We have developed a targeted site acquisition and qualification process that incorporates our management’s experience as well as extensive data collection, analysis and interpretation. Our restaurant development efforts are led by our highly experienced senior management team and our in-house real estate team. Collectively, they have extensive experience identifying and qualifying suitable restaurant locations with restaurant concepts such as The Cheesecake Factory, Panda Express, Baja Fresh Mexican Grill, Jack in the Box, El Pollo Loco, Mimi’s Café, Black Bear Diner, Smashburger and Rubio’s Fresh Mexican Grill.

qualifying suitable restaurant locations with restaurant concepts such as The Cheesecake Factory, Panda Express, Baja Fresh Mexican Grill, Jack in the Box, El Pollo Loco, Mimi’s Café, Black Bear Diner, Smashburger and Rubio’s Fresh Mexican Grill.

Our site selection process includes extensive data collection, strategic mapping and competitive analysis and we proactively seek new restaurant locations based on specific criteria, such as demographic characteristics, daytime population and residential density thresholds and traffic patterns, along with the potential visibility of, and accessibility to, the restaurant. Our restaurant concept works in a range of location types due to the flexibility of our restaurant design, the balanced sales mix across day parts and guest demographics. Most of our restaurants are located in grocery anchored strip centers, power centers anchored by big box regional retailers and free-standing locations. To assist in our analysis of a potential restaurant location, we focus on locating near traffic generators, such as office buildings, hospitals, movie theaters, recreational parks, high schools and colleges, as well as preferred co-tenants with similar customer demographics to The Habit. While we have typically targeted end-cap locations, we have expanded the number of drive-thru locations in our store openings and we also have the flexibility to operate inline and free-standing locations. We believe there is an opportunity to open more drive-thru locations going forward, which require increased investment costs but generate higher AUVs and generally result in a return on investment similar to our traditional locations. Our ability to succeed in various trade area and real estate types has provided us with flexibility in our market development strategy and has lowered operating risk when selecting new restaurant locations.

Restaurant Design

After securing a restaurant site, we commence our restaurant buildout. Our average restaurant size is between 2,000 and 2,800 square feet and features a comfortable dining room offering booth, high-top and community table seating, along with outdoor patios. Each of our restaurants has a customized layout to optimize the available space with consistent design cues that contribute to our customers’ experiences. The dining area of our typical restaurant can seat approximately 30 to 50 people, and if the location has a patio, the patio will accommodate approximately 25 to 35 additional people.

Our new restaurant model targets an average investment of approximately $~~895,000, net of tenant allowances for traditional non-drive-thru locations and approximately $~~1,~~075,000, net of tenant allowances, for drive-thru locations, which blends to an average target investment of $1,~~025,000, net of tenant allowances. We believe our investment in the construction of our restaurant location enables us to provide a differentiated experience for customers due to our focus on the finer details of our restaurant design, which generates broad customer appeal. Our restaurants provide a warm and welcoming atmosphere enhanced with abundant natural light, exposed hardwood accents, polished stone countertops, active California lifestyle watercolor artwork and generally provide ample indoor and patio seating space. The entrance of each of our restaurants is designed to include easy to read menu boards and comfortable waiting benches for to-go orders. Each of our restaurants also includes a designated area for customers to serve their own drink, access the pepper bar or pick one of our flavorful sauces. We believe the atmosphere of our restaurants creates an inviting environment where friends and family can gather throughout the day, encourages repeat visits, inspires brand advocacy and drives increased sales.

The development and construction of our new sites is the responsibility of our real estate, development and construction teams. Our Chief Development Officer oversees the development process that prepares a new restaurant for turnover to operations.

Restaurant Management and Operations

Service

We seek to deliver an experience and atmosphere at The Habit that our customers want to share with family and friends. Our focus on superior restaurant-level execution to enhance our customers’ experiences is instilled within every one of our employees. We make an effort to hire team members who share our passion for food, exhibit a consistently positive attitude and high degree of integrity, approach their jobs with a team mentality and who will operate our restaurants in a way that is consistent with our high standards. We believe that we attract genuine, friendly employees at The Habit, and then reinforce and reward such employees’ dedication to hospitality which helps us to consistently provide high levels of service to our customers and differentiate our dining experience from that of our competitors.

Our team members are empowered to improve the experience of our customers and directly address any customer concerns, which we believe contributes to the success of our business. We encourage our team members to take responsibility for our dining room environment and personally visit tables to ensure our customers’ satisfaction. Our cashiers are extensively trained on the menu items and offer customers thoughtful suggestions to enhance their ordering process. The pepper bar and beverage stations are continuously monitored for cleanliness and an ample supply of products.

A meaningful portion of our customers also visit The Habit for on-the-go meals, where speed and efficiency are of utmost importance. We offer mobile and online ordering supported by a dedicated call center to enhance the ordering experience. In 2018, we added the option of delivery in the majority of our restaurants. We are also using tablets in selected restaurants to expedite drive-thru ordering ~~and~~to ~~are~~facilitate ~~also~~faster ~~using~~customer ~~the~~ordering ~~tablets~~during ~~for~~peak ~~in-store~~hours. ~~use~~In in2019, ~~selected~~we ~~locations~~added toself-order ~~facilitate~~kiosks ~~faster~~to ~~customer~~a ~~ordering~~number ~~during~~of ~~peak~~our ~~hours.~~stores Weallowing ~~are~~customers ~~also~~a ~~piloting~~different anand ~~enhanced~~faster ~~mobile~~way ~~ordering~~to ~~application~~order in-store and we ~~are~~also ~~testing~~launched our mobile app on a ~~kiosk~~nationwide ~~solution~~basis as another ordering ~~alternatives~~alternative for our customers. We value our customers’ time and target an average cook time of six to eight minutes to complete the order, allowing our teams to properly execute the made-to-order preparation of our fresh ingredients and still cater to the busy schedules of our customers.

In order to maintain our high level of customer service, we have implemented a Customer Service Evaluation system. We measure team performance using specific metrics, including positive attitude and engagement with our customers. All captured data can be analyzed by category or broad measures, including region or district, and the results are reviewed by our corporate and restaurant-level management on a monthly basis and comprise a ~~meaningful~~ portion of each restaurant location’s quarterly bonus plan.

Operations

At The Habit, we believe that superior execution leads to superior results. We focus on offering our customers a high-quality and consistent experience every time they visit us and have implemented disciplined operating systems aimed at measuring our ability to deliver this high-quality experience. These systems include restaurant operating reviews, customer service evaluations and speed of service performance standards. Corporate and restaurant-level management utilize the information to identify strengths and opportunities and develop specific plans for continuous performance improvement.

We employ a customer-centered approach to our restaurant operations, which we also believe is fundamental to our success. Each of our restaurants is typically staffed with a restaurant manager, at least two assistant managers and an average of approximately 25 dedicated team members who prepare our food fresh daily and deliver outstanding customer service. We cross-train our employees in an effort to create a depth of competency in our critical restaurant functions. Our District Managers are, on average, responsible for approximately five restaurants, which allows them

to visit each restaurant regularly and maintain a frequent dialogue with our restaurant managers. Similarly, our Directors of Operations are each responsible for between approximately six and nine districts to ensure they are accessible and attentive to the needs and performance of the restaurants in their regions.

~~In addition, we conduct quarterly operating reviews by our in-house quality assurance team members of each of our restaurants to ensure that each restaurant meets our high operational standards.~~ Food safety is a top priority, and we dedicate substantial resources, which includes our supply chain and quality assurance teams, to help ensure that our customers enjoy safe, quality food products. We have taken various steps to ensure food quality and mitigate safety risks. Our restaurants undergo internal safety audits and routine health inspections and in the fourth quarter of 2019, we engaged a third party to perform audits of our stores starting in 2020. We also consider food safety and quality assurance when selecting our distributors and suppliers.

Training

We are selective in our hiring processes, aiming to staff our restaurants with team members that are friendly, customer focused, and driven to perform high-quality work. We believe we make employee expectations and accountability clear through our stated commitment to our “daily disciplines,” which are posted in each of our restaurants. We believe that this fosters a culture of excellence and allows us to deliver a consistent customer experience across our restaurant base.

Our management, operations and training philosophy underscore the importance of professional and personal development for every one of our employees. Our professional development procedures include various process calendars and individual milestones which are overseen at the executive level by our Chief Quality Officer. Our restaurant-level managers are incentivized to instill a culture of excellence and drive the development of their employees. A significant component of management’s restaurant-level bonus is based on the ability to properly train and support employees. We often have dozens of managers-in-training at a given time to ensure that we have a pipeline of quality management candidates to support our new restaurants. We have complemented our training and development programs with valuable systems and tools, such as a cloud-based system to deliver proprietary training tools to our employees that also serves as a progress tracking mechanism. Our internal training system, also known as “Flame” training, creates customized progression plans for each restaurant-level employee and is available for review by all members of management. We believe that the hands-on approach we take to provide personal and professional development to every team member contributes to our ability to consistently deliver a high-quality customer experience.

Management Information Systems

We have invested in information systems that provide robust processing and reporting capabilities for our restaurants. All of our company-operated restaurants use MICROS, a leading computerized point-of-sale system, which we believe is scalable to support our long-term growth plans. The point-of-sale system provides a touch screen interface with an integrated kitchen display system and pagers, combined with high speed credit card and gift card processing all specifically designed for the restaurant industry. The point-of-sale system is used to collect daily transaction data, which generates information about daily sales, product mix and average transaction that we actively analyze. Our enterprise-level point-of-sale system allows us to manage all products sold and their corresponding prices in every company-operated restaurant from our corporate office.

Our in-restaurant back office systems are designed to assist in the management of our restaurants by providing quick access to sales information as well as labor and food cost management tools. The systems also provide corporate headquarters and restaurant operations management quick access to detailed business data and reduces restaurant managers’ time spent on administrative needs. The systems also provide sales, bank deposit and variance data to our accounting department on a daily basis. For company-operated restaurants, we use this data to generate daily sales information and weekly consolidated reports regarding sales and other key measures, as well as preliminary weekly reporting on key measures for each location with final reports following the end of each period. Our restaurant managers also have the ability to submit food and operating supply orders electronically to our distribution network. Some of the additional systems that we use include a cloud-based information system, paperless employee files, proprietary on-line Flame training system and a customized labor deployment tool. All of our restaurant systems can be accessed by multi-functional hand-held tablets. Our systems and data are protected by advanced communication and data security systems.

Franchising and Licensing

Although we expect the majority of our expansion to continue to come from company-operated restaurants, we have developed a franchising and licensing strategy that we believe will enable us to expand unit growth in selected new markets. Our franchise and license programs are low cost and high return models that allow us to expand our footprint and build brand awareness in markets that we otherwise do not plan to enter in the short- to medium-term. In addition, licensed locations provide access to non-traditional locations, such as universities, airports and other captive audience venues. At the end of fiscal ~~2018~~2019 we had 1923 franchise locations and ~~five~~seven licensed restaurants from which we earn revenue.

We currently have ~~five~~seven license agreements where we typically receive an initial license fee per restaurant that is opened and we are entitled to be paid ongoing monthly royalties based on gross sales at each restaurant opened under the agreements. As of December 2531, ~~2018~~2019, we have ~~five~~seven licensed locations opened under these agreements, which operate in California and Arizona.

We have an international franchise agreement for the development of restaurants in the Shanghai area. We received an initial development fee and initial franchise fees under the agreement. Additionally, we are entitled to be paid ongoing monthly royalties based on gross sales at each restaurant that is opened under the agreement. We currently have ~~four~~seven locations opened under this agreement. We also have an international franchise agreement for the development of restaurants in Cambodia. We received an initial development fee and initial franchise fees under the agreement and we are entitled to be paid ongoing monthly royalties based on the gross sales at each restaurant that is opened under the agreement. We expect to open our first restaurants under this agreement in fiscal year 2020.

We have ~~six~~five domestic franchise agreements where we typically receive an initial franchise fee per restaurant that is opened. Additionally, we are entitled to be paid ongoing monthly royalties based on gross sales at each restaurant opened under the agreements. As of December 2531, ~~2018~~2019, we have 1516 franchised locations opened under these agreements, which operate in Nevada and Washington.

We intend to expand the number of franchised and licensed restaurants on a disciplined basis as we develop our franchise and license program, and we have a seasoned Chief Global Business Partnership Officer to oversee our strategy to build brand awareness and drive market penetration. We have focused our franchisee and licensee development efforts on experienced, well-capitalized partners that have operating resources, local market knowledge and a capacity to build 10 or more restaurants in their respective markets.

Marketing and Advertising

We believe that our superior execution and high-quality food creates loyal customers who become brand ambassadors. Our focus on genuine hospitality creates a great experience for our customers, motivating them to recommend The Habit to their family and friends. We enhance sales by driving brand awareness and increasing trials by first time customers, because we believe that if we can get new consumers to experience The Habit, they will quickly become regular customers.

Our marketing efforts, headed by our Chief Brand Officer, are centered around two main components:

• Acquire New Customers. While word-of-mouth is our most effective form of marketing, we seek to increase brand awareness through several methods of promotion. We utilize ~~social and~~ targeted paid digital media as well as social media such as Facebook, Twitter, Yelp and Instagram to generate buzz and promote our brand. In addition, we use various public relations strategies as well as radio media to make The Habit top of mind and create brand awareness. We also promote our restaurants through local community engagement and regional and local media in markets where we have scale. We frequently partner with local organizations and participate in community events. We also use our 10 custom designed Habit Burger Grill trucks to provide event catering services and have plans to add ~~two~~three additional catering trucks within the next year. As of December 2531, ~~2018~~2019, we operated 10 catering trucks in California that serve the greater Los Angeles, Orange County and San Diego areas. The trucks typically handle events targeted at a minimum of 150 people. The trucks cater events throughout the week, and in many instances, will service two occasions on the same day. The catering trucks build further awareness of the Habit brand and often lead to trial by new customers. ~~These trucks enable us to reach new consumers who may be outside our restaurant footprint by promoting new trials and extending brand awareness.~~ We also utilize a free Charburger campaign by distributing tickets that can be used to redeem one free Charburger with cheese at any of our locations. We believe that our winning combination of word-of-mouth marketing and promotional events and

Charburger campaign by distributing tickets that can be used to redeem one free Charburger with cheese at any of our locations. We believe that our winning combination of word-of-mouth marketing and promotional events and strategies deliver low cost solutions to increase trial and extend brand awareness within new and existing markets.

• Increase Frequency of Existing Customers. We seek to more deeply entrench ourselves with our current customers to gain additional visits from them. We have a diverse menu that gives customers a broad variety of options from which to choose from on each visit and an ability to personalize their experience. We focus our product development efforts on select, high-quality new and limited time menu offerings to broaden our appeal to customers and further substantiate our position as a leading fast casual destination. We use several of our owned channels to bring in our current fans. CharClub email database is one of the ways we promote the news about our limited time offerings and engage with our guests. In addition, we revamped our online ordering and introduced The Habit mobile app at the end of 2019. They are delivering a seamless ordering convenience to our most loyal fans. We also use cost effective local store marketing to increase our brand’s prominence with the consumer. Additionally, we believe our employees are one of our best marketing assets. We invest time, energy and resources educating each employee about our brand and developing them into long-term brand advocates. We believe that our employees can and have become among our most enthusiastic brand ambassadors.

Purchasing and Distribution

Maintaining a high degree of quality in our restaurants depends in part on our ability to acquire high-quality ingredients and other necessary supplies that meet our specifications from reliable suppliers. We currently have ~~four~~five food distributor agreements, and we contract with them for the majority of our food and supplies. The food and supplies we purchased from our food distributors primarily consist of various proteins, such as fresh ground beef, chicken, sushi-grade tuna and USDA choice tri-tip steak. We also purchase from our food distributors beverages, paper and packaging products, produce, dairy and other grocery items, as well as a variety of kitchen and cleaning supplies needed to support our restaurant operations. We carefully selected our distributors based on their quality, understanding of our brand and ability to support our growth. We will continue to regularly evaluate all of our distributors to ensure that the products we purchase conform to our standards and that the prices they offer are competitive.

We recognize that the safety and consistency of our products begins with our suppliers. Suppliers must meet our criteria and strict quality control standards in the production and delivery of our food and other products. We arrange for delivery of our products to each of our restaurants two to three days a week. Our standard sourcing procedures utilize two or more suppliers per distribution center for each commodity in order to reduce our supplier risk and ensure our ability to secure high-priority ingredients.

Intellectual Property and Trademarks

We own a number of trademarks and service marks registered or pending with the U.S. Patent and Trademark Office (the “PTO”). We have registered several marks with the PTO, including the following: The Habit; The Habit Burger Grill; Respect the Burger; and Custom Built! Quality Food Made to Order & Design. We also have certain trademarks registered or pending in certain foreign countries. In addition, we have registered the Internet domain name www.habitburger.com. The information on, or that can be accessed through, our website is not part of this report.

We plan to license the use of our registered trademarks to franchisees and licensees through franchise and license arrangements. These arrangements will restrict franchisees’ and licensees’ activities with respect to the use of our trademarks and impose quality control standards in connection with goods and services offered in connection with the trademarks.

We believe that our trademarks, service marks and other intellectual property rights have significant value and are important to the marketing of our brand, and it is our policy to protect and defend vigorously our rights to such intellectual property. However, we cannot predict whether steps taken to protect such rights will be adequate. See the section entitled “Item 1A, Risk Factors—Risks Related to Our Business and Industry—We may not be able to ~~adequately protect our intellectual property, which could harm the value of our brand and have a material adverse effect on our business, financial condition and results of operations.”~~

adequately protect our intellectual property, which could harm the value of our brand and have a material adverse effect on our business, financial condition and results of operations.”

Competition

We primarily compete in the fast casual restaurant segment, but we also compete with restaurants in other segments, such as traditional fast food and casual dining. We believe the fast casual restaurant segment is competitive with these other restaurant segments with respect to food quality, price and value relationships, ambience, service and location,. ~~and~~Consumers’ isdining choices are affected by many factors, including changes in consumer tastes and discretionary spending patterns, macroeconomic conditions, demographic trends, weather conditions, the cost and availability of food products and supplies, labor and government laws and regulations. We also recognize however, that both the fast food and casual dining segments have continued to significantly increase their levels of discounting.

We believe that we have a favorable competitive stance in the fast casual restaurant segment and represent an alternative concept to traditional fast food and casual dining incumbents. Based on a guest segmentation analysis we performed in ~~2014~~2019, we believe our customers make their dining choices among a competitive set that includes large fast casual concepts such as Chipotle Mexican Grill, and Panera Bread Company ~~and Panda Express~~, along with burger-focused competitors that include In-N-Out Burger, Five Guys Burger and Fries, Shake Shack and Smashburger, among others. For additional information regarding the risks we face from competition in our segments, see “Risk Factors— Risks Related to Our Business and Industry—We operate in the highly competitive restaurant industry. If we are not able to compete effectively, it will have a material adverse effect on our business, financial condition and results of operations.”

We believe that our diverse menu, including char-grilled burgers, chicken, tuna and steak featured in our sandwiches and salads, generates broad customer appeal by eliminating the veto vote. We believe that our restaurant design delivers a warm and inviting atmosphere, with consistently delivered genuine hospitality. We believe that our pricing, with the average per customer spend of $9.0468 is appealing to our customers when they are choosing among fast casual restaurants. We believe that our focus on quality, environment, hospitality and value differentiate us from our competitors and provides a meaningful foundation for our continued growth.

Seasonality

Seasonal factors and the timing of holidays cause our revenue to fluctuate from quarter to quarter. Our revenue per restaurant is typically slightly lower in the fourth quarter due to holiday closures. Adverse weather conditions may also affect customer traffic, especially in the first and fourth quarters. In addition, we have outdoor seating at many of our restaurants, and the effects of adverse weather may impact the use of these areas and may negatively impact our revenue.

Employees

As of December 2531, ~~2018~~2019, we had 6,~~093~~437 employees, including ~~172~~181 field supervision/corporate personnel and 56,~~921~~256 restaurant-level personnel. None of our employees are unionized or covered by a collective bargaining agreement, and we consider our current employee relations to be good.

Government Regulation and Environmental Matters

We are subject to extensive and varied federal, state and local government regulation, including regulations relating to public and occupational health and safety, sanitation and fire prevention. We operate each of our restaurants in accordance with standards and procedures designed to comply with applicable laws, codes and regulations. Although we have not experienced, and do not anticipate, any significant difficulties, delays or failures in obtaining required licenses, permits or approvals, any such problem could delay or prevent the opening of, or adversely impact the viability of, a particular restaurant or group of restaurants.

In addition, in order to develop and construct restaurants, we, and the developers and landlords we work with, need to comply with applicable zoning, land use and environmental regulations. Federal and state environmental regulations have not had a material effect on our operations to date, but more stringent and varied requirements of local governmental bodies with respect to zoning, land use and environmental factors could delay or even prevent construction and increase development costs for new restaurants. We are also required to comply with the accessibility standards mandated by the U.S. Americans with Disabilities Act (the “ADA”), which generally prohibits discrimination in accommodation or employment based on disability. We may in the future have to modify restaurants, for example by adding access ramps or redesigning certain architectural fixtures, to provide service to or make reasonable accommodations for disabled persons. While these expenses could be material, our current expectation is that any such actions will not require us to expend substantial funds.

In addition, we are subject to the U.S. Fair Labor Standards Act, the U.S. Immigration Reform and Control Act of 1986, the Occupational Safety and Health Act and various other federal and state laws governing similar matters including minimum wages, overtime, workplace safety and other working conditions. We are also subject to various laws and regulations relating to our current and any future franchise operations. See the section entitled “Item 1A, Risk Factors—Risks Related to Our Business and Industry—Governmental regulation may adversely affect our ability to open new restaurants or otherwise adversely affect our business, financial condition and results of operations.”

We are subject to federal, state and local environmental laws and regulations concerning waste disposal, pollution, protection of the environment, and the presence, discharge, storage, handling, release and disposal of, or exposure to, hazardous or toxic substances. These environmental laws can provide for significant fines and penalties for non-compliance and liabilities for remediation, sometimes without regard to whether the owner or operator of the property knew of, or was responsible for, the release or presence of the hazardous or toxic substances. Third parties may also make claims against owners or operators of properties for personal injuries and property damage associated with releases of, or actual or alleged exposure to, such substances. We are not aware of any environmental laws that will materially affect our earnings or competitive position, or result in material capital expenditures relating to our restaurants. However, we cannot predict what environmental laws will be enacted in the future, how existing or future environmental laws will be administered, interpreted or enforced, or the amount of future expenditures that we may need to make to comply with, or to satisfy claims relating to, environmental laws. It is possible that we will become subject to environmental liabilities at our properties, and any such liabilities could materially affect our business, financial condition or results of operations. See the section entitled “Item 1A, Risk Factors—Risks Related to Our Business and Industry—Compliance with environmental laws may negatively affect our business.”

Our History and Structure

Holding Company Structure

We are a holding company and our assets principally consist of our ownership (directly or indirectly) in The Habit Restaurants, LLC and its subsidiaries.

The consolidated financial statements of The Habit Restaurants, Inc. include the accounts of The Habit Restaurants, LLC and its subsidiaries (collectively the “Company”). In November 2014, we completed our IPO. In connection with our IPO, The Habit Restaurants, LLC completed a series of recapitalization transactions (the “Recapitalization”), in order to reorganize our capital structure in preparation of the IPO. Each share of The Habit Restaurants, Inc. Class A common stock corresponds to an economic interest held (directly or indirectly) by The Habit Restaurants, Inc. in The Habit Restaurants, LLC. Members of The Habit Restaurants, LLC are entitled to a proportionate share of the distributions and earnings of The Habit Restaurants, LLC, provided that The Habit Restaurants, Inc., as the managing member of The Habit Restaurants, LLC, is entitled to non-pro rata distributions for certain fees and expenses.

The Habit Restaurants, Inc., a Delaware corporation, was formed July 24, 2014 and prior to the IPO had not conducted any activities, other than (i) those incident to its formation, (ii) the merger transactions resulting in it holding interests, indirectly through its wholly-owned subsidiaries, in The Habit Restaurants, LLC (such interests collectively represented a less than 20% interest in The Habit Restaurants, LLC) and (iii) the preparation of the IPO registration statement. Prior to the completion of our IPO, we had no other material assets and had not engaged in any business or other activities except in connection with our IPO and transactions related to the Recapitalization.

registration statement. Prior to the completion of our IPO, we had no other material assets and had not engaged in any business or other activities except in connection with our IPO and transactions related to the Recapitalization.

Recent Developments

On January 5, 2020, the Company entered into an Agreement and Plan of Merger with YUM! Brands, Inc., a North Carolina corporation (“Yum! Brands”), and Yum! Brands’ wholly-owned subsidiary, YEB Newco Inc., a Delaware corporation (“Merger Sub”), providing for the merger of Merger Sub with and into the Company, with the Company surviving as a wholly-owned subsidiary of Yum! Brands. The acquisition of The Habit Burger Grill is expected to add an award-winning fast-casual concept with a loyal fan-base to Yum! Brands, the world’s largest restaurant company in terms of units and the parent of the KFC, Pizza Hut and Taco Bell global brands. Yum! Brands intends to fund the transaction using cash on hand and available borrowing capacity under its credit facilities. Under the terms of the agreement, The Habit Restaurants, Inc.’s stockholders will receive $14.00 in cash for each share of Class A common stock they hold on the transaction closing date. The obligation of the parties to consummate the acquisition is subject to customary closing conditions, including the approval of the transaction by the Company’s stockholders at a special meeting of stockholders and the absence of legal restraints and prohibitions against the transaction, among other conditions. For a summary of the transaction, please refer to Note 14—Subsequent Events in our consolidated financial statements of this Annual Report and to our Form 8-K filed with the U.S. Securities and Exchange Commission (the “SEC”) on January 6, 2020.

Available Information

Our Annual Report, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, and amendments to reports filed pursuant to Sections 13(a) and 15(d) of the Securities Exchange Act of 1934, as amended (“Exchange Act”), are filed with the ~~U.S. Securities and Exchange Commission (the “~~SEC”). Such reports and other information filed by us with the SEC are available free of charge on the SEC website. The ~~public may obtain information on the operation of the Public Reference Room by calling the~~ SEC ~~at 1-800-SEC-0330. The SEC~~ maintains an internet site that contains reports, proxy and information statements and other information regarding issuers that file electronically with the SEC at www.sec.gov. The contents of these websites are not incorporated into this Annual Report. Further, our references to the URLs for these websites are intended to be inactive textual references only. We also make the documents listed above available without charge through the Investor Relations Section of our website at www.habitburger.com.

ITEM 1A.

Risk Factors

Our business, operations and financial condition are subject to various risks. The following describes the risks and uncertainties that could cause our actual results to differ materially from those presented in our forward-looking statements. The risks and uncertainties described below are not the only ones we face but do represent those risks and uncertainties that we believe are material to us. Additional risks and uncertainties not presently known to us or that we currently deem immaterial may also harm our business.

Risks Related to Our Business and Industry

Our future growth depends primarily on our ability to open new restaurants and is subject to many unpredictable factors.

We expect that one of the key means of achieving our growth strategy for the foreseeable future will be through opening new restaurants and operating those restaurants on a profitable basis. We opened 4027 restaurants in ~~2018~~2019, consisting of 3021 company-operated restaurants and 10six franchised/licensed locations and we opened 3840 restaurants in ~~2017~~2018, consisting of 3230 company-operated restaurants and ~~six~~10 franchised/licensed locations. However, we may not be able to open new restaurants as quickly as planned. In the past, we have experienced delays in opening some restaurants due to construction delays in new developments. Such delays could happen again in future restaurant openings. Delays or failures in opening new restaurants could have a material adverse effect on our growth strategy and our business, financial condition and results of operations. As we operate more restaurants, our rate of expansion relative to the size of our restaurant base will decline.

In addition, one of our biggest challenges is locating and securing an adequate supply of suitable new restaurant sites. Competition for those sites is intense, and other restaurant and retail concepts that compete for those sites may have economic models that permit them to bid more aggressively for those sites than we can. There is no guarantee that a sufficient number of suitable sites will be available in desirable areas or on terms that are acceptable to us in order to achieve our growth plan. Our ability to open new restaurants also depends on other factors, including:

have economic models that permit them to bid more aggressively for those sites than we can. There is no guarantee that a sufficient number of suitable sites will be available in desirable areas or on terms that are acceptable to us in order to achieve our growth plan. Our ability to open new restaurants also depends on other factors, including:

•

negotiating leases with acceptable terms;

•

identifying, hiring and training qualified employees in each local market;

•

identifying and securing an appropriate site;

•

timely delivery of leased premises to us from our landlords and punctual commencement of our build-out construction activities;

•

managing construction and development costs of new restaurants, particularly in competitive markets;

•

obtaining construction materials and labor at acceptable costs;

•

maintaining qualified real estate and construction resources to source and manage construction of new sites;

•

securing required governmental approvals, permits and licenses (including construction and other permits) in a timely manner and responding effectively to any changes in local, state or federal laws and regulations; and

•

avoiding the impact of inclement weather, natural disasters and other calamities.

Our progress in opening new restaurants from quarter to quarter may occur at an uneven rate. If we do not open new restaurants in the future according to our current plans, the delay could have a material adverse effect on our business, financial condition and results of operations.

We operate in the highly competitive restaurant industry. If we are not able to compete effectively, it will have a material adverse effect on our business, financial condition and results of operations.

We face significant competition from restaurants in the fast casual dining and traditional fast food segments of the restaurant industry. These segments are highly competitive with respect to, among other things, taste, price, food quality and presentation, service, location and the ambience and condition of each restaurant. Our competition includes a variety of locally-owned restaurants and national and regional chains offering dine-in, carry-out, delivery and catering services. Many of our competitors have existed longer and have a more established market presence with substantially greater financial, marketing, personnel and other resources than we do. Among our competitors are a number of multi-unit, multi-market, fast casual restaurant concepts, some of which are expanding nationally. As we expand, we will face competition from these restaurant concepts as well as new competitors that strive to compete with our market segments. These competitors may have, among other things, lower operating costs, better locations, better facilities, better management, more effective marketing and more efficient operations. Additionally, we face the risk that new or existing competitors will copy our business model, menu options, presentation or ambience, among other things.

Any inability to successfully compete with the restaurants in our markets and other restaurant segments will place downward pressure on our customer traffic and may prevent us from increasing or sustaining our revenue and profitability. Consumer tastes, nutritional and dietary trends, methods of ordering, traffic patterns and the type, number and location of competing restaurants often affect the restaurant business, and our competitors may react more efficiently and effectively to those conditions. Several of our competitors compete by offering menu items that are specifically identified as low in carbohydrates, gluten-free or healthier for consumers. In addition, many of our traditional fast food restaurant competitors offer lower-priced menu options or meal packages, or have loyalty programs. Our sales could decline due to changes in popular tastes, “fad” food regimens, such as low carbohydrate diets, and media attention on new restaurants. In addition, both fast food and casual dining segments have implemented deep discounting strategies to attract consumers. If we are unable to continue to compete effectively, our traffic, sales and restaurant contribution could decline which would have a material adverse effect on our business, financial condition and results of operations.

Our expansion into new markets may present increased risks.

We have opened and plan to continue opening restaurants in markets where we have little or no operating experience. Restaurants we open in new markets may take longer to reach expected sales and profit levels on a consistent basis and may have higher construction, product costs, occupancy or operating costs than restaurants we open in existing markets, thereby affecting our overall profitability. New markets may have competitive conditions, consumer tastes and discretionary spending patterns that are more difficult to predict or satisfy than our existing markets. We may need to make greater investments than we originally planned in advertising and promotional activity in new markets to build brand awareness. We may find it more difficult in new markets to hire, motivate and keep qualified employees who share our vision, passion and culture. We may also incur higher costs from entering new markets if, for example, we assign regional managers to manage comparatively fewer restaurants than in more developed markets. As a result, these new restaurants may be less successful or may achieve desired AUVs at a slower rate. We may not be able to successfully develop critical market presence for our brand in new geographical markets, as we may be unable to find and secure attractive locations, build name recognition or attract new customers. Inability to fully implement or failure to successfully execute our plans to enter new markets could have a material adverse effect on our business, financial condition and results of operations.

New restaurants, once opened, may not be profitable, and the increases in average restaurant revenue and comparable restaurant sales that we have experienced in the past may not be indicative of future results.

Some of our restaurants open with an initial start-up period of higher than normal sales volumes, which subsequently decrease to stabilized levels. Typically, our new restaurants have stabilized sales after approximately 13 to 26 weeks of operation, at which time the restaurant’s sales typically begin to grow on a consistent basis. However, we cannot assure you that this will occur for future restaurant openings. In new markets, the length of time before average sales for new restaurants stabilize is less predictable and can be longer as a result of our limited knowledge of these markets and consumers’ limited awareness of our brand. In addition, our average restaurant revenue and comparable restaurant sales may not increase at the rates achieved over the past several years. Our ability to operate new restaurants profitably and increase average restaurant revenue and comparable restaurant sales will depend on many factors, some of which are beyond our control, including:

•

consumer awareness and understanding of our brand;

•

general economic conditions, which can affect restaurant traffic, local labor costs and prices we pay for the food products and other supplies we use;

•

changes in consumer preferences and discretionary spending;

•

inability to successfully adapt to changes in consumers ordering needs as technology evolves;

•

difficulties obtaining or maintaining adequate relationships with distributors or suppliers in new markets;

•

increases in prices for commodities, including, but not limited to, beef and other proteins;

•

inefficiency in our labor costs as the staff gains experience;

•

competition, either from our competitors in the restaurant industry or our own restaurants;

•

temporary and permanent site characteristics of new restaurants;

•

changes in government regulation; and

•

other unanticipated increases in costs, any of which could give rise to delays or cost overruns.

If our new restaurants do not perform as planned, our business and future prospects could be harmed. In addition, an inability to achieve our expected average restaurant revenue would have a material adverse effect on our business, financial condition and results of operations.

Our sales growth and ability to achieve profitability could be adversely affected if comparable restaurant sales are less than we expect.

The level of comparable restaurant sales, which reflect the change in year-over-year sales for restaurants in the accounting period following their 18th full period of operations, will affect our sales growth and will continue to be a critical factor affecting our ability to generate profits because the profit margin on comparable restaurant sales is generally higher than the profit margin on new restaurant sales. Our past history of positive comparable restaurant sales is not necessarily indicative of future results. Our ability to increase comparable restaurant sales depends in part on our ability to successfully implement our initiatives to build sales. It is possible such initiatives will not be successful, that we will not achieve our target comparable restaurant sales growth or that the change in comparable restaurant sales could be negative, which may cause a decrease in sales growth and ability to achieve profitability that would have a material adverse effect on our business, financial condition and results of operations. See the section entitled “Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations—Key Measures We Use to Evaluate Our Performance—Comparable Restaurant Sales Growth.”

Our long-term success is highly dependent on our ability to effectively identify and secure appropriate sites for new restaurants.

We intend to develop new restaurants in our existing markets, expand our footprint into adjacent markets and to continue to selectively enter into new markets. In order to build new restaurants, both traditional and drive-thru locations, we must first identify markets where we can enter or expand our footprint, taking into account numerous factors, including the location of our current restaurants, local economic trends, population density, area demographics and geography. Then we must secure appropriate restaurant sites, which is one of our biggest challenges. There are numerous factors involved in identifying and securing an appropriate restaurant site, including:

locations, we must first identify markets where we can enter or expand our footprint, taking into account numerous factors, including the location of our current restaurants, local economic trends, population density, area demographics and geography. Then we must secure appropriate restaurant sites, which is one of our biggest challenges. There are numerous factors involved in identifying and securing an appropriate restaurant site, including:

•

evaluating size of the site, traffic patterns, local retail and business attractions and infrastructure that will drive high levels of customer traffic and sales;

•

competition in new markets, including competition for restaurant sites;

•

financial conditions affecting developers and potential landlords, such as the effects of macro-economic conditions and the credit market, which could lead to these parties delaying or canceling development projects (or renovations of existing projects), in turn reducing the number of appropriate restaurant sites available;

•

developers and potential landlords obtaining licenses or permits for development projects on a timely basis;

•

proximity of potential restaurant sites to existing restaurants;

•

anticipated commercial, residential and infrastructure development near the potential restaurant site; and

•

availability of acceptable lease terms and arrangements.

Given the numerous factors involved, we may not be able to successfully identify and secure attractive restaurant sites in existing, adjacent or new markets, which could have a material adverse effect on our business, financial condition and results of operations.

Changes in food and supply costs or failure to receive frequent deliveries of food ingredients and other supplies could have an adverse effect on our business, financial condition and results of operations.

Our profitability depends in part on our ability to anticipate and react to changes in food and supply costs, and our ability to maintain our menu depends in part on our ability to acquire ingredients that meet our specifications from reliable suppliers. Shortages or interruptions in the availability of certain supplies caused by unanticipated demand, problems in production or distribution, food contamination, inclement weather or other conditions could adversely affect the availability, quality and cost of our ingredients, which could harm our operations. Any increase in the prices of the food products most critical to our menu, such as beef, chicken, fresh produce, soybean oil and other proteins, could have a material adverse effect on our results of operations. Particularly, the cost of ground beef is our largest commodity expenditure and accounts for approximately 16% of our total food and paper costs, or 5% of our total costs in the fiscal year ended December 25, 2018. As of December 25, 2018, we did not purchase beef or our produce with fixed pricing or use futures contracts or other financial risk management strategies to reduce our exposure to potential price fluctuations. The market for ground beef and produce is particularly volatile and is subject to extreme price fluctuations due to seasonal shifts, climate conditions, the price of feed, industry demand, energy demand and other factors. Although we try to manage the impact that these fluctuations have on our operating results, we remain susceptible to increases in food costs as a result of factors beyond our control, such as general economic conditions, seasonal fluctuations, weather conditions, demand, food safety concerns, generalized infectious diseases, product recalls and government regulations. Therefore, material increases in the prices of the ingredients most critical to our menu, particularly ground beef, could adversely affect our operating results or cause us to consider changes to our product delivery strategy and adjustments to our menu pricing.

~~restaurants~~largest ~~could~~commodity ~~experience~~expenditure ~~significant~~and ~~reductions~~accounts infor ~~sales~~approximately ~~during~~16% ~~the~~of ~~shortage~~our ortotal ~~thereafter~~food and paper costs, ifor ~~customers~~5% ~~change~~of ~~their~~our ~~dining~~total ~~habits~~costs, asin athe ~~result~~fiscal year ended December 31, 2019. InAs ~~addition~~of December 31, ~~because~~2019, we ~~provide~~did ~~moderately~~not ~~priced~~purchase ~~food,~~beef weor ~~may~~our ~~choose~~produce ~~not~~with ~~to,~~fixed pricing or ~~may~~use befutures ~~unable~~contracts or other financial risk management strategies to, ~~pass~~reduce ~~along~~our ~~commodity~~exposure to potential price ~~increases~~fluctuations. The market for ground beef and produce is particularly volatile and is subject to ~~consumers~~extreme price fluctuations due to seasonal shifts, ~~including~~climate conditions, the price ~~increases~~of ~~with~~feed, ~~respect~~industry todemand, ~~ground~~energy ~~beef~~demand and other factors. ~~These~~Although ~~potential~~we ~~changes~~try into ~~food~~manage ~~and~~the ~~supply~~impact ~~costs~~that ~~could~~these fluctuations have on our operating results, we remain susceptible to increases in food costs as a ~~material~~result ~~adverse~~of ~~effect~~factors onbeyond our ~~business~~control, ~~financial~~such ~~condition~~as general economic conditions, seasonal fluctuations, weather conditions, demand, food safety concerns, generalized infectious diseases, product recalls and ~~results~~government regulations. Therefore, material increases in the prices of ~~operations~~the ingredients most critical to our menu, particularly ground beef, could adversely affect our operating results or cause us to consider changes to our product delivery strategy and adjustments to our menu pricing.

If any of our distributors or suppliers performs inadequately, or our distribution or supply relationships are disrupted for any reason, there could be a material adverse effect on our business, financial condition, results of operations or cash flows. Although we often enter into contracts for the purchase of food products and supplies, we do not have long-term contracts for the purchase of all of such food products and supplies. As a result, we may not be able to anticipate or react to changing food costs by adjusting our purchasing practices or menu prices, which could cause our operating results to deteriorate. If we cannot replace or engage distributors or suppliers who meet our specifications in a short period of time, that could increase our expenses and cause shortages of food and other items at our restaurants, which could cause a restaurant to remove items from its menu. If that were to happen, affected restaurants could experience significant reductions in sales during the shortage or thereafter, if customers change their dining habits as a result. In addition, because we provide moderately priced food, we may choose not to, or may be unable to, pass along commodity price increases to consumers, including price increases with respect to ground beef. These potential changes in food and supply costs could have a material adverse effect on our business, financial condition and results of operations.

Failure to manage our growth effectively could harm our business and operating results.

Our growth plan includes opening a number of new restaurants. Our existing restaurant management systems, financial and management controls and information systems may be inadequate to support our planned expansion. Managing our growth effectively will require us to continue to enhance these systems, procedures and controls and to hire, train and retain managers and team members. We may not respond quickly enough to the changing demands that our expansion will impose on our management, restaurant teams and existing infrastructure, which could harm our business, financial condition and results of operations.

Opening new restaurants in existing markets may negatively impact sales at our existing restaurants.

The consumer target area of our restaurants varies by location, depending on a number of factors, including population density, other local retail and business attractions, area demographics and geography. As a result, the opening of a new restaurant in or near markets in which we already have restaurants could adversely impact sales at these existing restaurants. Existing restaurants could also make it more difficult to build our consumer base for a new restaurant in the same market. Our core business strategy does not entail opening new restaurants that we believe will materially affect sales at our existing restaurants, but we may selectively open new restaurants in and around areas of existing restaurants that are operating at or near capacity to effectively serve our customers.

The planned increase in the number of our restaurants may make our future results unpredictable.

We opened 4027 restaurants in ~~2018~~2019, consisting of 3021 company-operated restaurants and 10six franchised/licensed locations. We intend to continue to grow our restaurant base in future years. Our growth strategy and the substantial investment associated with the development of each new traditional or drive-thru restaurant may cause our operating results to fluctuate unpredictably or have an adverse effect on our profits. In addition, we may find that our restaurant concept has limited appeal in new markets or we may experience a decline in the popularity of our restaurant concept in the markets in which we operate. Newly opened restaurants or our future markets and restaurants may not be successful or our system-wide average restaurant revenue may not increase at historical rates, which could have a material adverse effect on our business, financial condition and results of operations.

We have limited control over our franchisees or licensees and our franchisees or licensees could take actions that could harm our business.

A part of our expected growth strategy is to continue partnering with franchisees. As of December 25, 2018, seven franchisees/licensees operated all of our domestic franchised/licensed locations and one franchisee operated all of our international franchised locations. We have limited control over our franchisees and licensees, and they could take actions that could harm our business. Franchisees and licensees are independent contractors and are not our employees, and we will not exercise control over their day-to-day operations. We provide training and support to franchisees and licensees, but the quality of franchised or licensed restaurant operations may be diminished by any number of factors beyond our control. Consequently, franchisees and licensees may not successfully operate restaurants in a manner consistent with our standards and requirements, or may not hire and train qualified managers and other restaurant personnel. If franchisees or licensees do not meet our standards and requirements, our image and reputation, and the image and reputation of other franchisees or licensees, may suffer materially and system-wide sales could decline significantly.

~~from~~We ~~operating~~have ~~our~~limited ~~restaurants~~control ~~and~~over ~~affect~~ our ~~image~~franchisees ~~and~~or ~~reputation~~licensees and our ~~ability to attract~~ franchisees or licensees incould ~~the~~take ~~future,~~actions ~~which~~that could ~~have~~harm ~~a material adverse effect on~~ our business~~, financial condition and results of operations~~.

A part of our expected growth strategy is to continue partnering with franchisees. As of December 31, 2019, eight franchisees/licensees operated all of our domestic franchised/licensed locations and one franchisee operated all of our international franchised locations. We have limited control over our franchisees and licensees, and they could take actions that could harm our business. Franchisees and licensees are independent contractors and are not our employees, and we will not exercise control over their day-to-day operations. We provide training and support to franchisees and licensees, but the quality of franchised or licensed restaurant operations may be diminished by any number of factors beyond our control. Consequently, franchisees and licensees may not successfully operate restaurants in a manner consistent with our standards and requirements, or may not hire and train qualified managers and other restaurant personnel. If franchisees or licensees do not meet our standards and requirements, our image and reputation, and the image and reputation of other franchisees or licensees, may suffer materially and system-wide sales could decline significantly.

Franchisees and licensees, as independent business operators, may from time to time disagree with us and our strategies regarding the business or our interpretation of our, and their rights and obligations under franchise and development agreements or license agreements, respectively. This may lead to disputes with our franchisees or licensees in the future. These disputes may divert the attention of our management and our franchisees or licensees from operating our restaurants and affect our image and reputation and our ability to attract franchisees or licensees in the future, which could have a material adverse effect on our business, financial condition and results of operations.

There are eight Habit Burger Grill locations in Santa Barbara County, California, operated under a license agreement by our former chief executive officer, for which we receive no royalties or revenue.

Our former chief executive officer, Brent Reichard, and our co-founder, Bruce Reichard, operate eight The Habit Burger Grill restaurants in Santa Barbara County, California through Reichard Bros. Enterprises, Inc., pursuant to license agreements entered into in 2004, as amended and restated in 2007 and as further amended in October 2014 (the “Reichard License”). We do not receive any royalties or other revenue from these locations, and pursuant to the terms of the Reichard License, we are prohibited from opening any company-operated locations in Santa Barbara County, California. Reichard Bros. Enterprises, Inc. is also entitled, pursuant to the terms of the Reichard License, to open additional locations in Santa Barbara County, California. The Reichard License contains quality control provisions, and provides that we may terminate the Reichard License if Reichard Bros. Enterprises, Inc. fails to comply with any material provisions thereof. Nevertheless, if Reichard Bros. Enterprises, Inc. does not successfully operate its licensed restaurants in a manner consistent with our standards and requirements it may have a material adverse effect on our business, financial condition and results of operations.

Negative publicity relating to one of our restaurants, including one of our franchised/licensed restaurants, could reduce sales at some or all of our other restaurants.

Our success is dependent in part upon our ability to maintain and enhance the value of our brand, consumers’ connection to our brand and positive relationships with our franchisees. We may, from time to time, be faced with negative publicity relating to food quality, public health concerns, restaurant facilities, customer complaints or litigation alleging illness or injury, health inspection scores, integrity of our or our suppliers’ food processing, employee relationships or other matters, regardless of whether the allegations are valid or whether we are held to be responsible. The negative impact of adverse publicity relating to one restaurant may extend far beyond the restaurant or franchise involved to affect some or all of our other restaurants. The risk of negative publicity is particularly great with respect to our franchised restaurants because we are limited in the manner in which we can regulate them, especially on a real-time basis. The considerable expansion in the use of social media over recent years can further amplify any negative publicity that could be generated by such incidents. A similar risk exists with respect to unrelated food service businesses, if consumers associate those businesses with our own operations.

Additionally, employee claims against us based on, among other things, wage and hour violations, discrimination, harassment or wrongful termination may also create negative publicity that could adversely affect us and divert our financial and management resources that would otherwise be used to benefit the future performance of our operations. A significant increase in the number of these claims or an increase in the number of successful claims would have a material adverse effect on our business, financial condition and results of operations. Consumer demand for our products and our brand’s value could diminish significantly if any such incidents or other matters create negative publicity or otherwise erode consumer confidence in us or our products, which would likely result in lower sales and could have a material adverse effect on our business, financial condition and results of operations.

operations. A significant increase in the number of these claims or an increase in the number of successful claims would have a material adverse effect on our business, financial condition and results of operations. Consumer demand for our products and our brand’s value could diminish significantly if any such incidents or other matters create negative publicity or otherwise erode consumer confidence in us or our products, which would likely result in lower sales and could have a material adverse effect on our business, financial condition and results of operations.

Governmental regulation may adversely affect our ability to open new restaurants or otherwise adversely affect our business, financial condition and results of operations.

We are subject to various federal, state and local regulations, including those relating to building and zoning requirements and those relating to the preparation and sale of food. The development and operation of restaurants depends to a significant extent on the selection and acquisition of suitable sites, which are subject to zoning, land use, environmental, traffic and other regulations and requirements. Our restaurants are also subject to state and local licensing and regulation by health, sanitation, food and occupational safety and other agencies. We may experience material difficulties or failures in obtaining the necessary licenses, approvals or permits for our restaurants, which could delay planned restaurant openings or affect the operations at our existing restaurants. In addition, stringent and varied requirements of local regulators with respect to zoning, land use and environmental factors could delay or prevent development of new restaurants in particular locations.

We are subject to the ADA and similar state laws that give civil rights protections to individuals with disabilities in the context of employment, public accommodations and other areas, including our restaurants. We may in the future have to modify restaurants by adding access ramps or redesigning certain architectural fixtures, for example, to provide service to or make reasonable accommodations for disabled persons. The expenses associated with these modifications could be material.

Our operations are also subject to the U.S. Occupational Safety and Health Act, which governs worker health and safety, the U.S. Fair Labor Standards Act, which governs such matters as minimum wages and overtime, and a variety of similar federal, state and local laws that govern these and other employment law matters. We and our franchisees may also be subject to lawsuits from our employees, the U.S. Equal Employment Opportunity Commission or others alleging violations of federal and state laws regarding workplace and employment matters, discrimination and similar matters, and we have been a party to such matters in the past. Additional, federal, state and local proposals related to paid sick leave or similar matters could, if implemented, have a material adverse effect on our business, financial condition and results of operations.

There is also a potential for increased regulation of certain food establishments in the United States, where compliance with a Hazard Analysis and Critical Control Points (“HACCP”) approach would be required. HACCP refers to a management system in which food safety is addressed through the analysis and control of potential hazards from production, procurement and handling, to manufacturing, distribution and consumption of the finished product. Many states have required restaurants to develop and implement HACCP Systems, and the United States government continues to expand the sectors of the food industry that must adopt and implement HACCP programs. For example, the Food Safety Modernization Act, signed into law in January 2011, granted the U.S. Food and Drug Administration new authority regarding the safety of the entire food system, including through increased inspections and mandatory food recalls. Although restaurants are specifically exempted from or not directly implicated by some of these new requirements, we anticipate that the new requirements may impact our industry. Additionally, our suppliers may initiate or otherwise be subject to food recalls that may impact the availability of certain products, result in adverse publicity or require us to take actions that could be costly for us or otherwise impact our business.

The impact of current laws and regulations, the effect of future changes in laws or regulations that impose additional requirements and the consequences of litigation relating to current or future laws and regulations, or our inability to respond effectively to significant regulatory or public policy issues, could increase our compliance and other costs of doing business and, therefore, have an adverse effect on our results of operations. Failure to comply with the laws and regulatory requirements of federal, state and local authorities could result in, among other things, revocation of required licenses, administrative enforcement actions, fines and civil and criminal liability. In addition, certain laws, including the ADA, could require us to expend significant funds to make modifications to our restaurants if we failed to comply with applicable standards. Compliance with the aforementioned laws and regulations can be costly ~~and can increase our exposure to litigation or governmental investigations or proceedings, which could have a material adverse effect on our business, financial condition and results of operations.~~

Food safety and foodborne illness concerns could have an adverse effect on our business.

We cannot guarantee that our internal controls and training will be fully effective in preventing all food safety issues at our restaurants, including any occurrences of foodborne illnesses such as salmonella, E. coli and hepatitis A. Our quality assurance, health and sanitation internal controls and conditions are inspected by an internal team on a quarterly basis. If the internal team fails to report unsafe or unsanitary conditions or insufficient internal controls, we cannot guarantee that our internal controls will be fully effective in preventing all food safety issues. In addition, there is no guarantee that our franchise restaurants will maintain the high levels of internal controls and training we require at our company-operated restaurants. Furthermore, we and our franchisees rely on third-party vendors, making it difficult to monitor food safety compliance and increasing the risk that foodborne illness would affect multiple locations rather than a single restaurant. Some foodborne illness incidents could be caused by third-party vendors and transporters outside of our control. New illnesses resistant to our current precautions may develop in the future, or diseases with long incubation periods could arise, that could give rise to claims or allegations on a retroactive basis. One or more instances of foodborne illness in any of our restaurants or markets or related to food products we sell could negatively affect our restaurant revenue nationwide if highly publicized on national media outlets or through social media. This risk exists even if it were later determined that the illness was wrongly attributed to us or one of our restaurants. A number of other restaurant chains have experienced incidents related to

~~foodborne~~and ~~illnesses~~can ~~that~~increase ~~have~~our ~~had~~exposure ato ~~material~~litigation ~~adverse effect on their operations. The occurrence of a similar incident at one~~ or ~~more~~governmental ofinvestigations ~~our restaurants,~~ or ~~negative publicity or public speculation about an incident~~proceedings, which could have a material adverse effect on our business, financial condition and results of operations.

Food safety and foodborne illness concerns could have an adverse effect on our business.

We could be party to litigation that could distract management, increase our expenses or subject us to material monetary damages or other remedies.

Our customers occasionally file complaints or lawsuits against us alleging we caused an illness or injury they suffered at or after a visit to our restaurants, or that we have problems with food quality or operations. We may also be subject to a variety of other claims arising in the ordinary course of our business, including personal injury claims, contract claims and claims alleging violations of federal and state law regarding workplace and employment matters, equal opportunity, harassment, discrimination and similar matters, and we could become subject to class action or other lawsuits related to these or different matters in the future. In recent years, a number of restaurant companies have been subject to such claims, and some of these lawsuits have resulted in the payment of substantial damages by the defendants. Regardless of whether any claims against us are valid, or whether we are ultimately held liable, claims may be expensive to defend and may divert time and money away from our operations and hurt our performance. A judgment in excess of our insurance coverage for any claims could materially and adversely affect our financial condition and results of operations. Any adverse publicity resulting from these allegations may also materially and adversely affect our reputation, which in turn could have a material adverse effect on our business, financial condition and results of operations.

In addition, the restaurant industry has been subject to a growing number of claims based on the nutritional content of food products sold and disclosure and advertising practices. We may also be subject to this type of proceeding in the future and, even if we are not, publicity about these matters (particularly directed at the fast casual or traditional fast food segments of the industry) may harm our reputation and could have a material adverse effect on our business, financial condition and results of operations.

Additionally, we and the members of our board of directors have been named as defendants in a series of actions related to the Merger (as defined below) and the associated disclosures made in the proxy statement filed with the Securities and Exchange Commission (“SEC”) pursuant to Section 14(a) of the Securities Exchange Act of 1934 (the “Proxy Statement”). On February 5, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Gottlieb v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-00966, against the Company and the members of the Company’s board of directors. On February 11, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Morris v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-01182, against the Company and the members of the Company’s board of directors. On February 11, 2020, a purported

stockholder filed a putative class action complaint in the United States District Court for the District of Delaware, captioned Smith v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-00203, against the Company and the members of the Company’s board of directors. On February 12, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Avila v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-01248, against the Company and the members of the Company’s board of directors. On February 12, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Sterner v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-01251, against the Company and the members of the Company’s board of directors. On February 13, 2020, a purported stockholder filed a putative class action complaint in the United States District Court for the Central District of California, captioned Shudic v. The Habit Restaurants, Inc., et al., Civil Action No. 8:20-cv-00294, against the Company and the members of the Company’s board of directors. On February 20, 2020, a purported stockholder filed a complaint in the United States District Court for the Central District of California, captioned Grijalva v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01661, against the Company and the members of the Company’s board of directors. On February 21, 2020, a purported stockholder filed a complaint in the United States District Court for the District of New Jersey, captioned Restivo v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01927, against the Company and the members of the Company’s board of directors. On February 24, 2020, a purported stockholder filed a putative class action complaint in the Delaware Court of Chancery, captioned Bounds & Co. v. The Habit Restaurants, Inc., et al., C.A. No. 2020-0124 (Del. Ch.), against the Company and the members of the Company’s board of directors. On February 24, 2020, a purported stockholder filed a putative class action complaint in the United States District Court for the Central District of California, captioned Stein v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01763, against the Company and the members of the Company’s board of directors. On February 26, 2020, a purported stockholder filed a complaint in the United States District Court for the Central District of California, captioned Antalan v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01850, against the Company and the members of the Company’s board of directors.

The Company believes the allegations to be without merit and intends to vigorously defend against them. Additional lawsuits may be filed in the future related to, among other things, allegations similar to those found in the Merger Litigation, alleged breaches of fiduciary duties, any failure to complete the Merger, or enforcement proceedings commenced against us to attempt to force us to perform our obligations under the Merger Agreement (as defined below). We cannot predict the outcome of the Merger Litigation or any other proceeding that may be commenced against us.

Compliance with environmental laws may negatively affect our business.

We are subject to federal, state and local laws and regulations concerning waste disposal, pollution, protection of the environment, and the presence, discharge, storage, handling, release and disposal of, and exposure to, hazardous or toxic substances. These environmental laws provide for significant fines and penalties for noncompliance and liabilities for remediation, sometimes without regard to whether the owner or operator of the property knew of, or was responsible for, the release or presence of hazardous toxic substances. Third parties may also make claims against owners or operators of properties for personal injuries and property damage associated with releases of, or actual or alleged exposure to, such hazardous or toxic substances at, on or from our restaurants. Environmental conditions relating to releases of hazardous substances at a prior, existing or future restaurant could have a material adverse effect on our business, financial condition and results of operations. Further, environmental laws, and the administration, interpretation and enforcement thereof, are subject to change and may become more stringent in the future, each of which could have a material adverse effect on our business, financial condition and results of operations.

Changes in economic conditions and adverse weather and other unforeseen conditions, particularly in the markets in which we operate, could have a material adverse effect on our business, financial condition and results of operations.

The restaurant industry depends on consumer discretionary spending. The United States in general or the specific markets in which we operate may suffer from depressed economic activity, recessionary economic cycles, higher fuel or energy costs, low consumer confidence, high levels of unemployment, reduced home values, increases in home foreclosures, investment losses, personal bankruptcies, reduced access to credit or other economic factors that may affect consumer discretionary spending. Traffic in our restaurants could decline if consumers choose to dine out less frequently or reduce the amount they spend on meals while dining out. Negative economic conditions might cause consumers to make long-term changes to their discretionary spending behavior, including dining out less frequently on a permanent basis, which could have a material adverse effect on our business, financial condition and results of operations.

In addition, changes in economic conditions, adverse weather conditions or other unforeseen conditions in states in which we operate, or in the future may operate, could have a disproportionate impact on our overall results of operations. In particular, our business is significantly concentrated in Southern California, and as a result, we could be disproportionately affected by conditions specific to this market.

Specifically, our restaurants in Southern California generated, in the aggregate, approximately 5251.41% of our revenue in fiscal year ~~2018~~2019, approximately 5452.4% in fiscal year ~~2017~~2018 and approximately 5654.94% in fiscal year ~~2016~~2017. Therefore, adverse changes in demographic, unemployment, economic or regulatory conditions in Southern California or the State of California overall, may have a material adverse effect on our business, financial condition and results of operations. As of December ~~2018~~2019, unemployment in California was 43.29% compared to the U.S. unemployment rate of 3.95%. We believe increases in unemployment will have a negative impact on traffic in our restaurants. As a result of our concentration in Southern California, we may be disproportionately affected by these adverse economic conditions compared to other chain restaurants.

Furthermore, regional occurrences in the markets in which we operate, such as local strikes, terrorist attacks, increases in energy prices, adverse weather conditions, tornadoes, earthquakes, hurricanes, floods, droughts, fires or other natural or man-made disasters, could have a material adverse effect on our business, financial condition and results of operations. Adverse weather conditions may also impact customer traffic at our restaurants, and, in more severe cases, cause temporary restaurant closures, sometimes for prolonged periods. Most of our restaurants have outdoor seating, and the effects of adverse weather may impact the use of these areas and may negatively impact our revenue. If restaurant revenue decreases, our profitability could decline as we spread fixed costs across a lower level of sales. Reductions in staff levels, asset impairment charges and potential restaurant closures could result from prolonged negative restaurant revenue, which would have a material adverse effect on our business, financial condition and results of operations.

New information or attitudes regarding diet and health could result in changes in regulations and consumer consumption habits, which could have an adverse effect on our business, financial condition and results of operations.

Regulations and consumer eating habits may change as a result of new information or attitudes regarding diet and health. Such changes may include responses to scientific studies on the health effects of particular food items or federal, state and local regulations that impact the ingredients and nutritional content of the food and beverages we offer. The success of our restaurant operations is dependent, in part, upon our ability to effectively respond to changes in any consumer attitudes or health regulations and our ability to adapt our menu offerings to trends in food consumption, especially fast-moving trends. If consumer health regulations or consumer eating habits change significantly, we may choose or be required to modify or delete certain menu items, which may adversely affect the attractiveness of our restaurants to new or returning customers. While we generally find that changes in consumer eating habits occur slowly, providing us with sufficient time to adapt our restaurant concept accordingly, changes in consumer eating habits can occur rapidly, often in response to published research or study information, which puts additional pressure on us to adapt quickly. To the extent we are unwilling or unable to respond with appropriate changes to our menu offerings in an efficient manner, it could materially affect consumer demand and have an adverse impact on our business, financial condition and results of operations.

Government regulation and consumer eating habits may impact our business as a result of changes in attitudes regarding diet and health or new information regarding the adverse health effects of consuming certain menu offerings. These changes have resulted in, and may continue to result in, laws and regulations requiring us to disclose the nutritional content of our food offerings, and they have resulted, and may continue to result in, laws and regulations affecting permissible ingredients and menu offerings. A number of counties, cities and states, including California, have enacted menu labeling laws requiring multi-unit restaurant operators to disclose to consumers certain nutritional information, or have enacted legislation restricting the use of certain types of ingredients in restaurants, which laws may be different or inconsistent with requirements under the Patient Protection and Affordable Care Act of 2010 (the “PPACA”), which establishes a uniform, federal requirement for certain restaurants to post nutritional information on their menus. Specifically, the PPACA requires chain restaurants with 20 or more locations operating under the same name and offering substantially the same menus to publish the total number of calories of standard menu items on menus and menu boards, along with a statement that puts this calorie information in the context of a total daily calorie intake.

We may not be able to effectively respond to changes in consumer health perceptions, comply with further nutrient content disclosure requirements or adapt our menu offerings to trends in eating habits, which could have a material adverse effect on our business, financial condition and results of operations.

We rely heavily on certain vendors, suppliers and distributors, which could have a material adverse effect on our business, financial condition and results of operations.

Our ability to maintain consistent price and quality throughout our restaurants depends in part upon our ability to acquire specified food products and supplies in sufficient quantities from third-party vendors, suppliers and distributors at a reasonable cost. We use a limited number of suppliers and distributors in various geographical areas, particularly with respect to our fresh food products. Starting in the first fiscal quarter of 2017 we transitioned from one food distributor to four new distributors covering different markets. One of those distributors, Shamrock Foods Company, supplied us with approximately 6880.79% of our food supplies in the fiscal year ended December 2625, ~~2017~~2018 and 8081.92% of our food supplies in the fiscal year ended December 2531, ~~2018~~2019. ~~In December 2018 we entered into a new agreement to replace one of our four food distributors.~~ We do not control the businesses of our vendors, suppliers and distributors, and our efforts to specify and monitor the standards under which they perform may not be successful. Furthermore, certain food items are perishable, and we have limited control over whether these items will be delivered to us in appropriate condition for use in our restaurants. If any of our vendors or other suppliers are unable to fulfill their obligations to our standards, or if we are unable to find replacement providers in the event of a supply or service disruption, we could encounter supply shortages and incur higher costs to secure adequate supplies, which would have a material adverse effect on our business, financial condition and results of operations. Furthermore, if our current vendors or other suppliers are unable to support our expansion into new markets, or if we are unable to find vendors to meet our supply specifications or service needs as we expand, we could likewise encounter supply shortages and incur higher costs to secure adequate supplies, which would have a material adverse effect on our business, financial condition and results of operations.

In addition, we use various third-party vendors to provide, support and maintain most of our management information systems. We also outsource certain accounting, payroll and human resource functions to business process service providers. The failure of such vendors to fulfill their obligations could disrupt our operations. Additionally, any changes we may make to the services we obtain from our vendors, or new vendors we employ, may disrupt our operations. These disruptions could have a material adverse effect on our business, financial condition and results of operations.

Failure to maintain our corporate culture and changes in consumer recognition of our brand as we grow could have a material adverse effect on our business, financial condition and results of operations.

We believe that a critical component to our success has been our corporate culture. We have invested substantial time and resources in building our team. As we continue to grow, we may find it difficult to maintain the innovation, teamwork, passion and focus on execution that we believe are important aspects of our corporate culture. Any failure to preserve our culture could negatively affect our future success, including our ability to retain and recruit personnel and to effectively focus on and pursue our corporate objectives. If we cannot maintain our corporate culture as we grow, it could have a material adverse effect on our business, financial condition and results of operations.

In addition, our future results depend on various factors, including local market acceptance of our restaurants and consumer recognition of the quality of our food and operations. Although we have received national and regional recognition for the high-quality of our food and operations, we cannot guarantee that we will continue to receive similar recognition in future periods. Failure to receive continued national and regional recognition may impact consumer recognition of our brand, which could have a material adverse effect on our business, financial condition and results of operations.

The effect of changes to healthcare laws in the United States may increase the number of employees who choose to participate in our healthcare plans, which may significantly increase our healthcare costs and negatively impact our financial results.

In 2010, the PPACA was signed into law in the United States to require health care coverage for many uninsured individuals and expand coverage to those already insured. The PPACA requires us to offer healthcare benefits to all full-time employees (including full-time hourly employees) that meet certain minimum requirements of coverage and affordability, or face penalties. We began offering such benefits in August 2015, and have incurred additional expenses due to organizing and maintaining the plan which is more expensive on a per person basis and for an increased number of employees who have elected to obtain coverage through a healthcare plan we subsidize in part. If we fail to continue to offer such benefits, or the benefits we elect to offer do not meet the applicable requirements, we may incur penalties. It is also possible that by making changes or failing to make changes in the healthcare plans offered by us we will become less competitive in the market for our labor. The future costs and other effects of these new healthcare requirements cannot be determined with certainty, but they may significantly increase our healthcare coverage costs and could have a material adverse effect on our business, financial condition and results of operations.

Additionally, the modifications made under the Tax Cuts and Jobs Act had no impact on the employer mandate. However, we cannot predict the ultimate content, timing or impact of any changes to the PPACA or other federal and state reform efforts. There is no assurance that federal or state health care reform will not adversely affect our business, financial condition and results of operations, and we cannot predict how future federal or state legislative, judicial or administrative changes relating to healthcare reform will affect our business.

We depend on our senior management team and other key employees, and the loss of one or more key personnel or an inability to attract, hire, integrate and retain highly skilled personnel could have an adverse effect on our business, financial condition and results of operations.

Our success depends largely upon the continued services of our key executives. We also rely on our leadership team in setting our strategic direction, operating our business, identifying, recruiting and training key personnel, identifying expansion opportunities, arranging necessary financing and general and administrative functions.

From time to time, there may be changes in our executive management team resulting from the hiring or departure of executives, which could disrupt our business. The loss of one or more of our executive officers or other key employees could have a serious adverse effect on our business. The replacement of one or more of our executive officers or other key employees would involve significant time and expense and may significantly delay or prevent the achievement of our business objectives.

To continue to execute our growth strategy, we also must identify, hire and retain highly skilled personnel. We might not be successful in maintaining our unique culture and continuing to attract and retain qualified personnel. Failure to identify, hire and retain necessary key personnel could have a material adverse effect on our business, financial condition and results of operations.

Labor shortages, unionization activities, labor disputes or increased labor costs could negatively impact our growth and could have a material adverse effect on our business, financial condition and results of operations.

Labor is a primary component in the cost of operating our restaurants. If we face labor shortages or increased labor costs because of increased competition for employees, higher employee turnover rates, increases in the federal, state or local minimum wage or other employee benefits costs (including costs associated with health insurance coverage), our operating expenses could increase and our growth could be negatively impacted. In addition, our success depends in part upon our ability to attract, motivate and retain a sufficient number of well-qualified restaurant operators and management personnel, as well as a sufficient number of other qualified employees, including customer service and kitchen staff, to align with our expansion schedule. In addition, restaurants have traditionally experienced relatively high employee turnover rates. Although we have not yet experienced significant problems in recruiting or retaining employees, our ability to recruit and retain such individuals may delay the planned openings of new restaurants or result in higher employee turnover in existing restaurants, which could have a material adverse effect on our business, financial condition and results of operations.

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coverage), our operating expenses could increase and our growth could be negatively impacted. In addition, our success depends in part upon our ability to attract, motivate and retain a sufficient number of well-qualified restaurant operators and management personnel, as well as a sufficient number of other qualified employees, including customer service and kitchen staff, to align with our expansion schedule. In addition, restaurants have traditionally experienced relatively high employee turnover rates. Although we have not yet experienced significant problems in recruiting or retaining employees, our ability to recruit and retain such individuals may delay the planned openings of new restaurants or result in higher employee turnover in existing restaurants, which could have a material adverse effect on our business, financial condition and results of operations.

Although none of our employees are currently covered under collective bargaining agreements, if a significant number of our employees were to become unionized and collective bargaining agreement terms were significantly different from our current compensation arrangements, it could adversely affect our business, financial condition and results of operations. In addition, a labor dispute involving some or all of our employees may harm our reputation, disrupt our operations and reduce our revenue, and resolution of disputes may increase our costs. If we are unable to continue to recruit and retain sufficiently qualified individuals, our business and our growth could be adversely affected. Competition for these employees could require us to pay higher wages, which could result in higher labor costs. In addition, increases in the minimum wage would increase our labor costs. Additionally, costs associated with workers’ compensation are rising, and these costs may continue to rise in the future. Beginning in fiscal year 2018 we moved to a modified self-insurance workers’ compensation program. We are responsible for workers’ compensation insurance claims up to a specified amount. We maintain a reserve for estimated claims both reported and incurred but not reported, based on historical claims experience and other assumptions. Should claims occur in greater amounts than we have expected, our accruals may not be sufficient and we may record additional expenses. We may be unable to increase our menu prices in order to pass these increased labor costs on to consumers, in which case our margins would be negatively affected, which could have a material adverse effect on our business, financial condition and results of operations.

The minimum wage, particularly in California, continues to increase and is subject to factors outside of our control.

We have a substantial number of hourly employees who are paid wage rates based on the applicable federal or state minimum wage, although our pay scale starts in excess of the minimum wage, and increases in the minimum wage may increase our labor costs. On January 1, ~~2019~~2020, the State of California’s (where most of our restaurants are located) minimum wage was raised to $1213.00 per hour, after being raised to $1112.00 per hour on January 1, ~~2018~~2019. Legislation is currently in place that increases the minimum wage in the State of California gradually over the next ~~few~~two years to $15.00 by January 1, 2022. Moreover, municipalities may set minimum wages above the applicable state standards. The federal minimum wage has been $7.25 per hour since July 24, 2009. Either federally-mandated or state-mandated minimum wages may be raised in the future. We may be unable to increase our menu prices in order to pass future increased labor costs on to our customers, in which case our margins would be negatively affected, which could have a material adverse effect on our business, financial condition and results of operations. In addition, if menu prices are increased by us to cover future increased labor costs, the higher menu prices could adversely affect customer traffic which would reduce sales and thereby reduce our margins.

Changes in employment laws may adversely affect our business.

Various federal and state labor laws govern the relationship with our employees and impact operating costs. These laws include employee classification as exempt or non-exempt for overtime and other purposes, minimum wage requirements, unemployment tax rates, workers’ compensation rates, immigration status and other wage and benefit requirements. Significant additional government-imposed increases in the following areas could have a material adverse effect on our business, financial condition and results of operations:

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minimum wages;

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mandatory health benefits;

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vacation accruals;

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paid leaves of absence, including paid sick leave; and

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tax reporting.

In addition, various states in which we operate are considering or have already adopted new immigration laws or enforcement programs, and the U.S. Congress and Department of Homeland Security from time to time consider and may implement changes to federal immigration laws, regulations or enforcement programs as well. Some of these changes may increase our obligations for compliance and oversight, which could subject us to additional costs and make our hiring process more cumbersome, or reduce the availability of potential employees. Although we require all workers to provide us with government-specified documentation evidencing their employment eligibility, some of our employees may, without our knowledge, be unauthorized workers. We currently participate in the “E-Verify” program, an Internet-based, free program run by the United States government to verify employment eligibility, in states in which participation is required. However, use of the “E-Verify” program does not guarantee that we will properly identify all applicants who are ineligible for employment. Unauthorized workers are subject to deportation and may subject us to fines or penalties, and if any of our workers are found to be unauthorized, we could experience adverse publicity that negatively impacts our brand and may make it more difficult to hire and keep qualified employees. Termination of a significant number of employees who were unauthorized employees may disrupt our operations, cause temporary increases in our labor costs as we train new employees and result in additional adverse publicity. We could also become subject to fines, penalties and other costs related to claims that we did not fully comply with all recordkeeping obligations of federal and state immigration compliance laws. These factors could have a material adverse effect on our business, financial condition and results of operations.

program, an Internet-based, free program run by the United States government to verify employment eligibility, in states in which participation is required. However, use of the “E-Verify” program does not guarantee that we will properly identify all applicants who are ineligible for employment. Unauthorized workers are subject to deportation and may subject us to fines or penalties, and if any of our workers are found to be unauthorized, we could experience adverse publicity that negatively impacts our brand and may make it more difficult to hire and keep qualified employees. Termination of a significant number of employees who were unauthorized employees may disrupt our operations, cause temporary increases in our labor costs as we train new employees and result in additional adverse publicity. We could also become subject to fines, penalties and other costs related to claims that we did not fully comply with all recordkeeping obligations of federal and state immigration compliance laws. These factors could have a material adverse effect on our business, financial condition and results of operations.

Furthermore, in recent years immigration laws have been a topic of considerable political focus. The Trump administration has indicated that it intends to re-examine immigration laws and regulations. Further changes in immigration or work authorization laws could increase our compliance and oversight obligations, which could subject us to additional costs and potential liability and make our hiring process more burdensome, and could potentially reduce the availability of prospective employees.

We might require additional capital to support business growth, and this capital might not be available.

We intend to continue to make investments to support our business growth and might require additional funds to respond to business challenges or opportunities, including the need to open additional restaurants, develop new products and menu items or enhance our products and menu items, and enhance our operating infrastructure. Accordingly, we might need to engage in equity or debt financings to secure additional funds. If we raise additional funds through further issuances of equity or convertible debt securities, our existing stockholders could suffer significant dilution, and any new equity securities we issue could have rights, preferences and privileges superior to those of holders of our Class A common stock. Any debt financing secured by us in the future could involve restrictive covenants relating to our capital-raising activities and other financial and operational matters, which might make it more difficult for us to obtain additional capital and to pursue business opportunities, including potential acquisitions. Moreover, if we issue new debt securities, the debt holders would have rights senior to Class A common stockholders to make claims on our assets. In addition, we might not be able to obtain additional financing on terms favorable to us, if at all. If we are unable to obtain adequate financing or financing on terms satisfactory to us when we require it, our ability to continue to support our business growth and to respond to business challenges could be significantly limited.

We are subject to all of the risks associated with leasing space subject to long-term non-cancelable leases.

We do not own any real property. Payments under our operating leases account for a significant portion of our operating expenses and we expect the new restaurants we open in the future will also be leased. We are obligated under non-cancelable leases for our restaurants and our corporate headquarters. Our restaurant leases generally have a term of 10 years with two five-year renewal options. Our restaurant leases generally require us to pay a proportionate share of real estate taxes, insurance, common area maintenance charges and other operating costs. Some restaurant leases provide for contingent rental payments based on sales thresholds, although we generally do not expect to pay significant contingent rent on these properties based on the thresholds in those leases. Additional sites that we lease are likely to be subject to similar long-term non-cancelable leases. If an existing or future restaurant is not profitable, and we decide to close it, we may nonetheless be committed to perform our obligations under the applicable lease including, among other things, paying the base rent for the balance of the lease term. In addition, as each of our leases expires, we may fail to negotiate renewals, either on commercially acceptable terms or at all, which could cause us to pay increased occupancy costs or to close restaurants in desirable locations. These potential increased occupancy costs and closed restaurants could have a material adverse effect on our business, financial condition and results of operations.

under the applicable lease including, among other things, paying the base rent for the balance of the lease term. In addition, as each of our leases expires, we may fail to negotiate renewals, either on commercially acceptable terms or at all, which could cause us to pay increased occupancy costs or to close restaurants in desirable locations. These potential increased occupancy costs and closed restaurants could have a material adverse effect on our business, financial condition and results of operations.

We may not be able to adequately protect our intellectual property, which could harm the value of our brand and have a material adverse effect on our business, financial condition and results of operations.

Our intellectual property is material to the conduct of our business. Our ability to implement our business plan successfully depends in part on our ability to further build brand recognition using our trademarks, service marks, trade dress and other proprietary intellectual property, including our name and logos and the unique ambience of our restaurants. While it is our policy to protect and defend vigorously our rights to our intellectual property, we cannot predict whether steps taken by us to protect our intellectual property rights will be adequate to prevent misappropriation of these rights or the use by others of restaurant features based upon, or otherwise similar to, our restaurant concept. It may be difficult for us to prevent others from copying elements of our concept and any litigation to enforce our rights will likely be costly and may not be successful. Although we believe that we have sufficient rights to all of our trademarks and service marks, we may face claims of infringement that could interfere with our ability to market our restaurants and promote our brand. Any such litigation may be costly and could divert resources from our business. Moreover, if we are unable to successfully defend against such claims, we may be prevented from using our trademarks or service marks in the future and may be liable for damages, which in turn could have a material adverse effect on our business, financial condition and results of operations.

trade dress and other proprietary intellectual property, including our name and logos and the unique ambience of our restaurants. While it is our policy to protect and defend vigorously our rights to our intellectual property, we cannot predict whether steps taken by us to protect our intellectual property rights will be adequate to prevent misappropriation of these rights or the use by others of restaurant features based upon, or otherwise similar to, our restaurant concept. It may be difficult for us to prevent others from copying elements of our concept and any litigation to enforce our rights will likely be costly and may not be successful. Although we believe that we have sufficient rights to all of our trademarks and service marks, we may face claims of infringement that could interfere with our ability to market our restaurants and promote our brand. Any such litigation may be costly and could divert resources from our business. Moreover, if we are unable to successfully defend against such claims, we may be prevented from using our trademarks or service marks in the future and may be liable for damages, which in turn could have a material adverse effect on our business, financial condition and results of operations.

In addition, we license certain of our proprietary intellectual property, including our name and logos, to third parties. For example, we grant our franchisees and licensees a right to use certain of our trademarks in connection with their operation of the applicable restaurant. If a franchisee or other licensee fails to maintain the quality of the restaurant operations associated with the licensed trademarks, our rights to, and the value of, our trademarks could potentially be harmed. Negative publicity relating to the franchisee or licensee could also be incorrectly associated with us, which could harm our business. Failure to maintain, control and protect our trademarks and other proprietary intellectual property would likely have a material adverse effect on our business, financial condition and results of operations and on our ability to enter into new franchise agreements.

We may incur costs resulting from breaches of security of confidential consumer information related to our electronic processing of credit and debit card transactions.

The majority of our restaurant sales are by credit or debit cards. Other restaurants and retailers have experienced security breaches in which credit and debit card information has been stolen and some have incurred significant expenses as a result of the security breaches. We may in the future become subject to claims for purportedly fraudulent transactions arising out of the actual or alleged theft of credit or debit card information, and we may also be subject to lawsuits or other proceedings relating to these types of incidents. In addition, most states have enacted legislation requiring notification of security breaches involving personal information, including credit and debit card information. Any such claim or proceeding could cause us to incur significant unplanned expenses, which could have a material adverse effect on our business, financial condition and results of operations. Further, adverse publicity resulting from these allegations may have a material adverse effect on our business and results of operations.

We rely heavily on information technology, and any material failure, weakness, interruption or breach of security could prevent us from effectively operating our business.

We rely heavily on information systems, including point-of-sale processing in our restaurants, for management of our supply chain, payment of obligations, collection of cash, credit and debit card transactions and other processes and procedures. Our ability to efficiently and effectively manage our business depends significantly on the reliability and capacity of these systems. Our operations depend upon our ability to protect our computer equipment and systems against damage from physical theft, fire, power loss, telecommunications failure or other catastrophic events, as well as from internal and external security breaches, viruses and other disruptive problems. The failure of these systems to operate effectively, maintenance problems, upgrading or transitioning to new platforms, or a breach in security of these systems could result in delays in customer service and reduce efficiency in our operations. Remediation of such problems could result in significant, unplanned capital investments.

in security of these systems could result in delays in customer service and reduce efficiency in our operations. Remediation of such problems could result in significant, unplanned capital investments.

Because a component of our strategy is to continue to grow our franchised business internationally, the risks of doing business internationally could lower our revenues, increase our costs, reduce our profits or disrupt our business.

As of December 2531, ~~2018~~2019, ~~four~~seven of our 2430 franchised/licensed locations were located outside the United States and we expect to continue to expand our franchised/licensed locations internationally. As a result, we are and will be, on an increasing basis, subject to the risks of doing business outside the United States, including:

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recessionary or expansive trends in international markets;

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changes in foreign currency exchange rates or currency restructurings and hyperinflation or deflation in the countries in which our franchisees/licensees operate;

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the imposition of restrictions on currency conversion or the transfer of funds or limitations on our ability to repatriate non-U.S. earnings in a tax effective manner;

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the presence and acceptance of varying levels of business corruption in international markets;

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the ability to comply with, or impact of complying with, complex and changing laws, regulations and policies of foreign governments that may affect investments or operations, including foreign ownership restrictions, import and export controls, tariffs, embargoes, intellectual property, licensing requirements and regulations, increase in taxes paid and other changes in applicable tax laws;

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the difficulties involved in managing an organization doing business in many different countries;

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interruption of the supply of product;

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the ability to comply with, or impact of complying with, complex and changing laws, regulations and economic political policies of the U.S. government, including U.S. laws and regulations relating to economic sanctions, export controls and anti-boycott requirements;

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increase in an anti-American sentiment and the identification of the franchised/licensed Habit brand as an American brand;

• the effect of disruptions caused by severe weather, natural disasters, outbreak of disease, such as the spread of the coronavirus in China or elsewhere, or other events that make travel to a particular region less attractive or more difficult; and

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political and economic instability.

Any or all of these factors may adversely affect the performance of franchise or licensing revenues we receive from our franchised/licensed restaurants located in international markets. The economy of any region in which our restaurants are located may be adversely affected to a greater degree than that of other areas of the country or the world by certain developments affecting industries concentrated in that region or country. While these factors and the impact of these factors are difficult to predict, any one or more of them could lower our revenues, increase our costs, reduce our profits or disrupt our business, and, as our international franchised/licensed operations increase, these risks will become more pronounced.

Our current insurance may not provide adequate levels of coverage against claims.

Our current insurance policies may not be adequate to protect us from liabilities that we incur in our business. Additionally, in the future, our insurance premiums may increase, and we may not be able to obtain similar levels of insurance on reasonable terms, or at all. Any substantial inadequacy of, or inability to obtain insurance coverage could have a material adverse effect on our business, financial condition and results of operations.

There are types of losses we may incur that cannot be insured against or that we believe are not economically reasonable to insure. Such losses could have a material adverse effect on our business, financial condition and results of operations. As a public company, we have enhanced our existing directors’ and officers’ liability insurance. Although we have obtained such coverage, we may not be able to obtain such coverage at all or at a reasonable cost in the future. Failure to obtain and maintain adequate directors’ and officers’ liability insurance would likely adversely affect our ability to attract and retain qualified officers and directors.

insurance. Although we have obtained such coverage, we may not be able to obtain such coverage at all or at a reasonable cost in the future. Failure to obtain and maintain adequate directors’ and officers’ liability insurance would likely adversely affect our ability to attract and retain qualified officers and directors.

Failure to obtain and maintain required licenses and permits or to comply with food control regulations could lead to the loss of our food service licenses and, thereby, harm our business.

The restaurant industry is subject to various federal, state and local government regulations, including those relating to the sale of food. Such regulations are subject to change from time to time. The failure to obtain and maintain these licenses, permits and approvals could have a material adverse effect on our results of operations. Typically, licenses must be renewed annually and may be revoked, suspended or denied renewal for cause at any time if governmental authorities determine that our conduct violates applicable regulations. Difficulties or failure to maintain or obtain the required licenses and approvals could adversely affect our existing restaurants and delay or result in our decision to cancel the opening of new restaurants, which would have a material adverse effect on our business.

required licenses and approvals could adversely affect our existing restaurants and delay or result in our decision to cancel the opening of new restaurants, which would have a material adverse effect on our business.

Changes to accounting rules or regulations may adversely affect the reporting of our results of operations.

Changes to existing accounting rules or regulations may impact the reporting of our future results of operations or cause the perception that we are more highly leveraged. Other new accounting rules or regulations and varying interpretations of existing accounting rules or regulations have occurred and may occur in the future. For instance, accounting regulatory authorities ~~have~~ issued new regulations which ~~will~~required ~~require~~ lessees to capitalize operating leases in their financial statements effective for fiscal years beginning after December 15, 2018. This change ~~will~~required ~~require~~ us to record significant right of use assets and lease obligations on our balance sheet and make other changes to our financial statements. ~~This~~Other ~~and other~~ future changes to accounting rules or regulations could have a material and sometimes adverse effect on the reporting of our business, financial condition and results of operations.

Changes to estimates related to our property, fixtures and equipment or operating results that are lower than our current estimates at certain restaurant locations may cause us to incur impairment charges on certain long-lived assets, which may adversely affect our results of operations.

In accordance with accounting guidance as it relates to the impairment of long-lived assets, we make certain estimates and projections with regard to individual restaurant operations, as well as our overall performance, in connection with our impairment analyses for long-lived assets. When impairment triggers are deemed to exist for any location, the estimated undiscounted future cash flows are compared to its carrying value. If the carrying value exceeds the undiscounted cash flows, an impairment charge equal to the difference between the carrying value and the fair value is recorded. The projections of future cash flows used in these analyses require the use of judgment and a number of estimates and projections of future operating results. If actual results differ from our estimates, additional charges for asset impairments may be required in the future. If future impairment charges are significant, this could have a material adverse effect on our results of operations.

Risks Related to Our Class A Common Stock

KarpReilly and its affiliates have significant influence over us, including control over decisions that require the approval of stockholders, which could limit your ability to influence the outcome of key transactions, including a change of control.

As of December 2531, ~~2018~~2019, investment funds affiliated with KarpReilly beneficially owned 1.1% of our outstanding Class A common stock and 47.59% of our outstanding Class B common stock, which aggregates to 10.7% of our voting power. Although their voting power is below 50%, KarpReilly may be able to influence the election of members of our board of directors and our business and affairs, including any determinations with respect to mergers or other business combinations, the acquisition or disposition of assets, the incurrence of indebtedness, the issuance of any additional common stock or other equity securities, the repurchase or redemption of common stock and the payment of dividends, and two of our directors, Christopher K. Reilly and Allan W. Karp, who are affiliated with KarpReilly, will continue to serve on our board of directors.

Additionally, KarpReilly is in the business of making investments in companies and may acquire and hold interests in businesses that compete directly or indirectly with us. KarpReilly may also pursue acquisition opportunities that may be complementary to our business, and, as a result, those acquisition opportunities may not be available to us.

We are required to pay certain of the Continuing LLC Owners for certain tax benefits we may claim, and we expect that the payments we will be required to make will be substantial.

Our acquisitions of interests in The Habit Restaurants, LLC (including transactions treated as “sales or exchanges” for U.S. federal income tax purposes) from the holders of economic, non-voting interests in The Habit Restaurants, LLC (the “Continuing LLC Owners”) for shares of our Class A common stock or cash are expected to provide favorable tax attributes for us. As a result of our acquisitions of interests in The Habit Restaurants, LLC from the Continuing LLC Owners, we anticipate that the resulting tax basis adjustments and other related tax attributes may reduce the amount of tax we would otherwise be required to pay in the future.

In connection with the IPO, we entered into a tax receivable agreement (the “TRA”). Under the TRA, we generally are required to pay to the Continuing LLC Owners 85% of the amount of cash savings, if any, in U.S. federal, state or local tax that we or our subsidiaries actually realize directly or indirectly (or are deemed to realize in certain circumstances) as a result of (i) certain tax attributes that were created as a result of the IPO and any sales or exchanges (as determined for U.S. federal income tax purposes) to or with us of their interests in The Habit Restaurants, LLC for shares of our Class A common stock or cash, including any basis adjustment relating to the assets of The Habit Restaurants, LLC and (ii) tax benefits attributable to payments made under the TRA (including imputed interest). The Habit Restaurants, Inc. and its subsidiaries generally will retain 15% of the applicable tax savings.

The payment obligations under the TRA are obligations of The Habit Restaurants, Inc., not The Habit Restaurants, LLC, and we expect that the payments we will be required to make under the TRA will be substantial. Assuming no material changes in the relevant tax law and that we earn sufficient taxable income to realize all tax benefits that are subject to the TRA, we expect that the tax savings associated with sales or exchanges of interests in The Habit Restaurants, LLC as a result of the IPO, the April 2015 Offering, and the exchanges of economic, non-voting interests in The Habit Restaurants, LLC (the “LLC Units”) for shares of Class A common stock by the Continuing LLC Owners that have occurred through the end of fiscal ~~2018~~2019, would aggregate to approximately $97.34 million. Under such scenario we would be required to pay the other parties to the TRA approximately 85% of such amount, or $82.78 million (and not taking into account any additional liability expected to arise under the TRA as a result of other exchanges). The actual amounts may materially differ from these hypothetical amounts.

The increase in tax basis, as well as the amount and timing of any payments under these agreements, will vary depending upon a number of factors, including the timing of exchanges by the holders of LLC Units, the price of our Class A common stock at the time of the exchange (or the 15 trading days immediately prior to the delivery date of a notice of exchange, where we elect in the future to pay cash consideration for units of The Habit Restaurants, LLC), whether such exchanges are taxable, the amount and timing of the taxable income we generate in the future, the prevailing applicable tax rates and the portion of our payments under the TRA constituting imputed interest. Payments under the TRA are expected to give rise to certain additional tax benefits attributable to either further increases in basis or in the form of deductions for imputed interest, depending on the circumstances. Any such benefits are covered by the TRA and will increase the amounts due thereunder. In addition, the TRA provides for interest, at a rate equal to one year LIBOR, accrued from the due date (without extensions) of the corresponding tax return to the date of payment specified by the TRA. To the extent that we are unable to timely make payments under the TRA for any reason, such payments will be deferred and will accrue interest at a rate equal to one year LIBOR plus 200 basis points until paid (although a rate equal to one year LIBOR will apply if the inability to make payments under the TRA is due to limitations imposed on us or any of our subsidiaries by a debt agreement in effect on the date of the IPO).

There can be no assurance that we will be able to finance our obligations under the TRA in a manner that does not adversely affect our working capital and growth requirements.

Our ability to pay taxes and expenses, including payments under the TRA, may be limited by our structure.

We are a holding company with no direct operations (other than in our capacity as Managing Member of The Habit Restaurants, LLC) that holds as our principal assets an equity interest in The Habit Restaurants, LLC and shares of subsidiaries each of which holds as its principal asset an equity interest in The Habit Restaurants, LLC. We rely on The Habit Restaurants, LLC to provide us with funds necessary to meet any financial obligations. As such, we have no independent means of generating revenue. The Habit Restaurants, LLC is treated by its members as a partnership for federal and applicable state income tax purposes and, as such, generally is not expected to be subject to income tax (except that it may be required to withhold and remit taxes as a withholding agent). Instead, taxable income is allocated to holders of its LLC Units, including us and our subsidiaries. Accordingly, we incur income taxes on our allocable share of any net taxable income of The Habit Restaurants, LLC and we also incur expenses related to our operations. Pursuant to the Limited Liability Company Agreement of The Habit Restaurants, LLC (the “LLC Agreement”) The Habit Restaurants, LLC is obligated to make tax distributions to holders of LLC Units, including us and our subsidiaries, subject to the conditions described below. In addition to tax expenses, we also incur expenses related to our operations, including payments under the TRA, which we expect will be significant. We intend to cause The Habit Restaurants, LLC to make distributions or, in the case of certain expenses, payments in an amount sufficient to allow us to pay our taxes and operating expenses, including distributions to fund any ordinary course payments due under the TRA. However, The Habit Restaurants, LLC’s ability to make such distributions and payments in the future may be subject to various limitations and restrictions, including the operating results of our subsidiaries, our cash requirements and financial condition, the applicable provisions of Delaware law that may limit the amount of funds available for distribution to its members, compliance by The Habit Restaurants, LLC and its subsidiaries with restrictions, covenants and financial ratios related to existing or future indebtedness, and other agreements entered into by The Habit Restaurants, LLC or its subsidiaries with third parties. If we do not have sufficient funds to pay tax or other liabilities or to fund our operations (e.g., as a result of The Habit Restaurants, LLC’s inability to make distributions due to various limitations and restrictions or as a result of the acceleration of our obligations under the TRA), we may have to borrow funds, and thus our liquidity and financial condition could be materially and adversely affected. To the extent that we are unable to make payments under the TRA for any reason, such payments will be deferred and will accrue interest at a rate equal to one year LIBOR plus 200 basis points until paid (although a rate equal to one year LIBOR will apply if the inability to make payments under the TRA is due to limitations imposed on us or any of our subsidiaries by a debt agreement in effect on the date of the IPO).

amount sufficient to allow us to pay our taxes and operating expenses, including distributions to fund any ordinary course payments due under the TRA. However, The Habit Restaurants, LLC’s ability to make such distributions and payments in the future may be subject to various limitations and restrictions, including the operating results of our subsidiaries, our cash requirements and financial condition, the applicable provisions of Delaware law that may limit the amount of funds available for distribution to its members, compliance by The Habit Restaurants, LLC and its subsidiaries with restrictions, covenants and financial ratios related to existing or future indebtedness, and other agreements entered into by The Habit Restaurants, LLC or its subsidiaries with third parties. If we do not have sufficient funds to pay tax or other liabilities or to fund our operations (e.g., as a result of The Habit Restaurants, LLC’s inability to make distributions due to various limitations and restrictions or as a result of the acceleration of our obligations under the TRA), we may have to borrow funds, and thus our liquidity and financial condition could be materially and adversely affected. To the extent that we are unable to make payments under the TRA for any reason, such payments will be deferred and will accrue interest at a rate equal to one year LIBOR plus 200 basis points until paid (although a rate equal to one year LIBOR will apply if the inability to make payments under the TRA is due to limitations imposed on us or any of our subsidiaries by a debt agreement in effect on the date of the IPO).

In certain cases, payments under the TRA to the Continuing LLC Owners may be accelerated or significantly exceed the actual benefits we realize in respect of the tax attributes subject to the TRA.

The TRA provides that (i) in the event that we materially breach the TRA, (ii) if, at any time, we elect an early termination of the TRA, or (iii) upon certain mergers, asset sales, other forms of business combinations or other changes of control, our (or our successor’s) obligations under the TRA (with respect to all LLC Units, whether or not LLC Units have been exchanged or acquired before or after such transaction) would accelerate and become payable in a lump sum amount equal to the present value of the anticipated future tax benefits calculated based on certain assumptions, including that we would have sufficient taxable income to fully utilize the deductions arising from the tax deductions, tax basis and other tax attributes subject to the TRA.

As a result of the foregoing, (i) we could be required to make payments under the TRA that are greater than or less than the specified percentage of the actual tax savings we or our subsidiaries realize in respect of the tax attributes subject to the agreements and (ii) we may be required to make an immediate lump sum payment equal to the present value of the anticipated future tax savings, which payment may be made years in advance of the actual realization of such future benefits, if any such benefits are ever realized. In these situations, our obligations under the TRA could have a substantial negative impact on our liquidity and could have the effect of delaying, deferring or preventing certain mergers, asset sales, other forms of business combinations or other changes of control. There can be no assurance that we will be able to finance our obligations under the TRA in a manner that does not adversely affect our working capital and growth requirements. The TRA was amended January 5, 2020 (the “TRA Amendment”) in connection with the Merger Agreement (as defined below), with the parties agreeing that the consummation of the transactions contemplated by the Merger Agreement will give rise to a Change in Control as defined in the TRA, furthermore, the TRA shall be terminated in its entirety upon payment of the Early Termination Payment, as provided for in the TRA Amendment.

In certain circumstances, The Habit Restaurants, LLC will be required to make distributions to us and the Continuing LLC Owners, and the distributions that The Habit Restaurants, LLC will be required to make may be substantial.

The Habit Restaurants, LLC is treated by its members as a partnership for federal and applicable state income tax purposes and, as such, generally is not expected to be subject to income tax, except that it may be required to withhold and remit taxes as a withholding agent. Instead, taxable income is allocated to holders of its LLC Units, including us. Pursuant to the LLC Agreement, The Habit Restaurants, LLC is obligated to make tax distributions to holders of LLC Units, including us and our subsidiaries, except that The Habit Restaurants, LLC’s ability to make such distributions may be subject to various limitations and restrictions, including the operating results of The Habit Restaurants, LLC, our cash requirements and financial condition, the applicable provisions of Delaware law that may limit the amount of funds available for distribution to its members, compliance by The Habit Restaurants, LLC and its subsidiaries with restrictions, covenants and financial ratios related to existing or future indebtedness, and other agreements entered into by The Habit Restaurants, LLC or its subsidiaries with third parties. We are a holding company with no direct operations (other than in our capacity as Managing Member of The Habit Restaurants, LLC) and will rely on The Habit Restaurants, LLC to provide us with funds necessary to meet any financial obligations.

Funds used by The Habit Restaurants, LLC to satisfy its tax distribution obligations will not be available for reinvestment in our business. Moreover, the tax distributions that The Habit Restaurants, LLC will be required to make may be substantial, and will likely exceed (as a percentage of The Habit Restaurants, LLC’s income) the overall effective tax rate applicable to a similarly situated corporate taxpayer.

As a result of potential differences in the amount of net taxable income allocable to us and to the Continuing LLC Owners, as well as the use of an assumed tax rate in calculating The Habit Restaurants, LLC’s distribution obligations, we may receive distributions significantly in excess of our tax liabilities and obligations to make payments under the TRA. To the extent, as currently expected, we do not distribute such cash balances as dividends on our Class A common stock and instead, for example, hold such cash balances or lend them to The Habit Restaurants, LLC, the Continuing LLC Owners would benefit from any value attributable to such accumulated cash balances as a result of their ownership of Class A common stock following an exchange of their LLC Units.

We will not be reimbursed for any payments made to the Continuing LLC Owners under the TRA in the event that any tax benefits are disallowed.

If the Internal Revenue Service (the “IRS”) or a state or local taxing authority challenges the tax basis adjustments and/or deductions that give rise to payments under the TRA and the tax basis adjustments and/or deductions are subsequently disallowed, the recipients of payments under the agreement will not reimburse us for any payments we previously made to them. Any such disallowance would be taken into account in determining future payments under the TRA and would, therefore, reduce the amount of any such future payments. Nevertheless, if the claimed tax benefits from the tax basis adjustments and/or deductions are disallowed, our payments under the TRA could exceed our actual tax savings, and we may not be able to recoup payments under the TRA that were calculated on the assumption that the disallowed tax savings were available.

The ~~recently passed~~ comprehensive tax reform bill could result in The Habit Restaurants, LLC being required to make excess cash distributions to us, which could adversely affect our business and financial condition.

As a result of the Tax Cuts and Jobs Act and other factors, The Habit Restaurants, LLC may make cash distributions to us in excess of our cash needs, and the impact of such excess distributions could be adverse. The Habit Restaurants, LLC operates as a limited liability company that is treated as a partnership for federal and state income tax purposes and is not itself subject to federal and state income tax (except that it may be required to pay an “imputed underpayment” and related interest and penalties in the event of an audit by the IRS, which would adversely affect us). Instead, we, and each other member of The Habit Restaurants, LLC, are required to recognize its allocable share of The Habit Restaurants, LLC’s income, gain, loss, deduction and credit (and each item thereof), as determined for tax purposes, on its U.S. federal income tax return for each taxable year of The Habit Restaurants, LLC ending with or within its taxable year, regardless of whether any distributions of cash or other property are made from The Habit Restaurants, LLC to us. As a result, the LLC Agreement of The Habit Restaurants, LLC contains a “tax distribution” provision that generally obligates The Habit Restaurants, LLC to make cash distributions to its members, including us, in an amount determined by multiplying the highest marginal rate applicable to any member of The Habit Restaurants, LLC by the amount of net income and/or gain allocable to each member of The Habit Restaurants, LLC. The members of The Habit Restaurants, LLC include individuals. In light of the fact that (i) the Tax Cuts and Jobs Act has created a significant difference between the income tax rate that generally applies to entities that are treated as corporations for U.S. federal tax purposes, such as us, and the highest marginal tax rate that applies to individuals and (ii) the tax distributions made by The Habit Restaurants, LLC will be based on the higher rate generally applicable to individuals, we expect to receive tax distributions from The Habit Restaurants, LLC in excess of the amount we require to pay our U.S. federal, state and local income taxes. We will need to determine how to deploy such excess cash. In addition, it is possible that the requirement to make excess tax distributions to us will result in The Habit Restaurants, LLC having insufficient cash to meet its cash needs or foregoing otherwise attractive investment opportunities, the consequences of which may be adverse to The Habit Restaurants, LLC, which in turn will result in adverse consequences to us.

applicable to any member of The Habit Restaurants, LLC by the amount of net income and/or gain allocable to each member of The Habit Restaurants, LLC. The members of The Habit Restaurants, LLC include individuals. In light of the fact that (i) the Tax Cuts and Jobs Act has created a significant difference between the income tax rate that generally applies to entities that are treated as corporations for U.S. federal tax purposes, such as us, and the highest marginal tax rate that applies to individuals and (ii) the tax distributions made by The Habit Restaurants, LLC will be based on the higher rate generally applicable to individuals, we expect to receive tax distributions from The Habit Restaurants, LLC in excess of the amount we require to pay our U.S. federal, state and local income taxes. We will need to determine how to deploy such excess cash. In addition, it is possible that the requirement to make excess tax distributions to us will result in The Habit Restaurants, LLC having insufficient cash to meet its cash needs or foregoing otherwise attractive investment opportunities, the consequences of which may be adverse to The Habit Restaurants, LLC, which in turn will result in adverse consequences to us.

Unanticipated changes in effective tax rates or adverse outcomes resulting from examination of our income or other tax returns could adversely affect our financial condition and results of operations.

We are subject to income taxes in the United States, and our domestic tax liabilities will be subject to the allocation of expenses in differing jurisdictions. Our future effective tax rates could be subject to volatility or adversely affected by a number of factors, including:

•

changes in the valuation of our deferred tax assets and liabilities;

•

expected timing and amount of the release of any tax valuation allowances;

•

tax effects of stock-based compensation;

•

costs related to intercompany restructurings;

•

changes in tax laws, regulations or interpretations thereof; or

•

lower than anticipated future earnings in jurisdictions where we have lower statutory tax rates and higher than anticipated future earnings in jurisdictions where we have higher statutory tax rates.

In addition, we may be subject to audits of our income, sales and other transaction taxes by U.S. federal and state authorities. Outcomes from these audits could have an adverse effect on our financial condition and results of operations.

Our Class A common stock price has been and ~~will~~may ~~likely~~ continue to be extremely volatile.

The market price and trading volume of our Class A common stock has been and ~~will~~may ~~likely~~ continue to be volatile for the foreseeable future, and investors in our Class A common stock may experience a decrease, which could be substantial, in the value of their stock, including decreases unrelated to our results of operations or prospects, and could lose part or all of their investment. The high and low share prices for fiscal year ~~2018~~2019 were $1813.3025 and $87.1196, respectively. The price of our Class A common stock could be subject to wide fluctuations in response to a number of factors, including those described elsewhere in this ~~annual~~Annual ~~report~~Report and others such as:

•

whether the Merger is consummated;

•

variations in our operating performance and the performance of our competitors or restaurant companies in general;

•

actual or anticipated fluctuations in our quarterly or annual operating results;

•

publication of research reports by securities analysts about us or our competitors or our industry;

•

the public’s reaction to our press releases, our other public announcements and our filings with the SEC;

•

our failure or the failure of our competitors to meet analysts’ projections or guidance that we or our competitors may give to the market;

•

additions and departures of key personnel;

•

strategic decisions by us or our competitors, such as acquisitions, divestitures, spin-offs, joint ventures, strategic investments or changes in business strategy;

•

the passage of legislation or other regulatory developments affecting us or our industry;

•

speculation in the press or investment community;

•

changes in accounting principles;

•

terrorist acts, acts of war or periods of widespread civil unrest;

•

natural disasters and other calamities; and

•

changes in general market and economic conditions.

In the past, securities class action litigation has often been initiated against companies following periods of volatility in their stock price. This type of litigation could result in substantial costs and divert our management’s attention and resources, and could also require us to make substantial payments to satisfy judgments or to settle litigation.

Our quarterly operating results may fluctuate significantly and could fall below the expectations of securities analysts and investors due to seasonality and other factors, some of which are beyond our control, resulting in a decline in our stock price.

Our quarterly operating results may fluctuate significantly because of several factors, including:

•

the timing of new restaurant openings and related expense;

•

restaurant operating costs for our newly-opened restaurants;

•

labor availability and costs for hourly and management personnel;

•

profitability of our restaurants, especially in new markets;

•

changes in interest rates;

•

increases and decreases in AUVs and comparable restaurant sales growth;

•

impairment of long-lived assets and any loss on restaurant closures;

•

macroeconomic conditions, both nationally and locally;

•

negative publicity relating to the consumption of seafood or other products we serve;

•

changes in consumer preferences and competitive conditions;

•

expansion to new markets;

•

increases in infrastructure costs; and

•

fluctuations in commodity prices.

Seasonal factors and the timing of holidays cause our revenue to fluctuate from quarter to quarter. Our revenue per restaurant is typically slightly lower in the fourth quarter due to holiday closures. Adverse weather conditions may also affect customer traffic. In addition, we have outdoor seating at most of our restaurants, and the effects of adverse weather may impact the use of these areas and may negatively impact our revenue.

Regulatory compliance may divert our management’s attention from day-to-day management of our business, which could have a material adverse effect on our business.

Our management team may not successfully or efficiently manage being a public company that is subject to significant regulatory oversight and reporting obligations under the federal securities laws and the regulations imposed by Nasdaq. In particular, these obligations require substantial attention from our senior management and could divert their attention away from the day-to-day management of our business, which could materially and adversely impact our business operations.

Your percentage ownership in us may be diluted by future issuances of capital stock, which could reduce your influence over matters on which stockholders vote.

Our board of directors has the authority, without action or vote of our stockholders, to issue all or any part of our authorized but unissued shares of Class A common stock, including shares issuable upon the exercise of options, or shares of our authorized but unissued preferred stock. Issuances of Class A common stock or voting preferred stock would reduce your influence over matters on which our stockholders vote and, in the case of issuances of preferred stock, would likely result in your interest in us being subject to the prior rights of holders of that preferred stock.

Provisions in our charter documents and Delaware law may deter takeover efforts that could be beneficial to stockholder value.

Our amended and restated certificate of incorporation and by-laws and Delaware law contain provisions that could make it harder for a third party to acquire us, even if doing so might be beneficial to our stockholders. These provisions include a classified board of directors and limitations on actions by our stockholders. In addition, our board of directors has the right to issue preferred stock without stockholder approval that could be used to dilute a potential hostile acquirer. Our amended and restated certificate of incorporation also imposes some restrictions on mergers and other business combinations between us and any holder of 15% or more of our outstanding Class A common stock other than affiliates of KarpReilly. As a result, stockholders may lose their ability to sell their stock for a price in excess of the prevailing market price due to these protective measures, and efforts by stockholders to change the direction or management of the company may be unsuccessful.

If securities or industry analysts do not publish research or reports about our business, or publish inaccurate or unfavorable research or reports about our business, our stock price and trading volume could decline.

The trading market for our Class A common stock depends, to some extent, on the research and reports that securities or industry analysts publish about us and our business. We do not have any control over these analysts. If one or more of the analysts who cover us downgrade our Class A common stock or change their opinion of our Class A common stock, our stock price would likely decline. If one or more of these analysts cease to cover us or fail to regularly publish reports on us, we could lose visibility in the financial markets, which could cause our stock price or trading volume to decline.

Because we have no current plans to pay cash dividends on our Class A common stock for the foreseeable future, you may not receive any return on investment unless you sell your Class A common stock for a price greater than that which you paid for it.

We may retain future earnings, if any, for future operations, expansion and debt repayment and have no current plans to pay any cash dividends for the foreseeable future. Any decision to declare and pay dividends as a public company in the future will be made at the discretion of our board of directors and will depend on, among other things, our results of operations, financial condition, cash requirements, contractual restrictions and other factors that our board of directors may deem relevant. In addition, our ability to pay dividends may be limited by covenants of any existing and future outstanding indebtedness we or our subsidiaries incur, including our credit facility. As a result, you may not receive any return on an investment in our Class A common stock unless you sell our Class A common stock for a price greater than that which you paid for it.

~~The~~Risks ~~JOBS~~Related ~~Act permits “emerging growth companies” like us~~ to ~~take~~the ~~advantage of certain exemptions from various reporting requirements applicable to other public companies that are not emerging growth companies.~~Merger

WeThe ~~qualify~~announcement asand anpendency ~~“emerging growth company” as defined in Section 2(a)(19)~~ of the ~~Securities~~proposed ~~Act,~~Merger asmay ~~modified~~adversely byaffect ~~the~~our ~~JOBS Act. As such~~business, we are eligible for and take advantage of certain exemptions from various reporting requirements applicable to other public companies that are not emerging growth companies for as long as we continue to be an emerging growth company, including (i) the exemption from the auditor attestation requirements with respect to internal control over financial ~~reporting~~condition ~~under Section 404 of the Sarbanes-Oxley Act, (ii) the exemptions from say-on-pay, say-on-frequency~~ and ~~say-on-golden~~results parachute voting requirements and (iii) reduced disclosure obligations regarding executive compensation in our periodic reports and proxy statements. We will remain an emerging growth company until the earliest of (i) the date on which we are deemed to be a “large accelerated filer” (as that term defined in Rule 12b-2 under the Exchange Act), (ii) the last day of the fiscal year in which we had total annual gross revenue of $1 billion or more during such fiscal year (as indexed for inflation), (iii) the date on which we have issued more than $1 billion in non-convertible debt in the prior three-year period or (iv) the last day of the fiscal year following the fifth anniversary of the date of the completion of our IPO which is December 31, 2019operations.

InOn ~~addition~~January 5, ~~Section~~2020, ~~107 of~~ the ~~JOBS~~Company ~~Act~~entered ~~also~~into ~~provides that~~ an ~~emerging~~Agreement ~~growth~~and ~~company~~Plan ~~can take advantage~~ of Merger (the ~~exemption~~“Merger ~~from~~Agreement”) ~~complying~~ with ~~new~~YUM! orBrands, ~~revised~~Inc., ~~accounting~~a ~~standards~~North ~~provided~~Carolina incorporation ~~Section 7~~(a“Parent”)~~(2)(B)~~, ofand ~~the~~Parent’s ~~Securities~~wholly-owned ~~Act~~subsidiary, asYEB ~~long~~Newco asInc., wea ~~are~~Delaware ancorporation ~~emerging~~(“Merger ~~growth~~Sub”), ~~company.~~providing Anfor ~~emerging~~the ~~growth~~merger ~~company~~of ~~can~~Merger ~~therefore~~Sub ~~delay~~with ~~the~~and ~~adoption~~into ofthe ~~certain~~Company ~~accounting~~(the ~~standards~~“Merger”), ~~until~~with ~~those~~the ~~standards~~Company ~~would~~surviving ~~otherwise~~the ~~apply~~Merger toas ~~private~~a ~~companies.~~wholly-owned Wesubsidiary ~~have~~of ~~irrevocably~~Parent. ~~elected~~Uncertainty ~~not~~about tothe ~~avail~~effect ~~ourselves~~ of ~~this~~the ~~exemption~~proposed ~~from~~Merger ~~new~~on orour ~~revised~~employees, ~~accounting~~customers, ~~standards~~ and, ~~therefore,~~other weparties ~~will~~may behave ~~subject~~an toadverse ~~the~~effect ~~same~~on ~~new~~our orbusiness, ~~revised~~financial ~~accounting~~condition ~~standards~~and asresults ~~other~~of ~~public~~operation ~~companies~~regardless ~~that~~of ~~are~~whether ~~not~~the ~~emerging~~proposed ~~growth~~Merger ~~companies.~~is

We cannot predict if investors have found or will find our Class A common stock less attractive because we rely on these exemptions. If some investors find our Class A common stock less attractive as a result, there may be a less active trading market for our Class A common stock and our stock price may be more volatile.33

~~Failure~~completed. These risks to ~~establish~~our ~~and~~business ~~maintain~~include ~~effective~~the ~~internal~~following, ~~controls~~all ~~in accordance with Section 404~~ of ~~the~~which ~~Sarbanes-Oxley~~could ~~Act~~be ~~could~~exacerbated ~~have~~by a ~~material~~delay ~~adverse~~in ~~effect~~the oncompletion ~~our~~of ~~business~~the ~~and~~proposed ~~stock price.~~Merger:

As• ~~a publicly traded company, we are required to comply with~~ the ~~SEC’s~~impairment ~~rules implementing Sections 302 and 404~~ of ~~the~~our ~~Sarbanes-Oxley~~ability ~~Act, which requires management~~ to ~~certify~~attract, ~~financial~~retain, and ~~other~~motivate ~~information in~~ our ~~quarterly~~employees, ~~and~~including ~~annual~~key ~~reports and provide an annual management report on the effectiveness of controls over financial~~ personnel;

32• the diversion of significant management time and resources towards the completion of the proposed Merger;

~~reporting.~~• ~~Pursuant~~difficulties tomaintaining ~~the~~relationships ~~JOBS~~with ~~Act~~customers, our independent registered public accounting firm will not be required to attest to the effectiveness of our internal control over financial reporting until the later of the year following our first annual report required to be filed with the SEC or the date we are no longer an emerging growth companysuppliers, ~~which~~and ~~may~~other bebusiness ~~up to five full fiscal years following the IPO.~~partners;

To• ~~comply~~delays ~~with~~or ~~these~~deferments ~~requirements,~~of wecertain ~~may~~business ~~need~~decisions toby ~~undertake~~our ~~various~~customers, ~~actions~~suppliers, ~~such as implementing new internal controls~~ and ~~procedures~~other ~~and~~business hiring additional accounting or internal audit staff. In addition, we may identify material weaknesses in our internal control over financial reporting that we may not be able to remediate in time to meet the applicable deadline imposed upon us for compliance with the requirements of Section 404.partners;

If• ~~we identify weaknesses in our internal control over financial reporting, are unable to comply with~~ the ~~requirements~~inability ~~of Section 404 in a timely manner or~~ to ~~assert~~pursue ~~that~~alternative ~~our~~business ~~internal~~opportunities ~~control over financial reporting is effective,~~ or ifmake ~~when~~appropriate ~~our~~changes ~~independent registered public accounting firm is required~~ to ~~attest to the effectiveness of~~ our ~~internal~~business ~~control~~because ~~over~~the ~~financial~~Merger ~~reporting~~Agreement ~~and~~requires ~~are~~us ~~unable~~ to ~~express~~conduct ~~an opinion as to the effectiveness of~~ our ~~internal~~business ~~control over financial reporting, investors may lose confidence~~ in the ~~accuracy~~ordinary ~~and~~course ~~completeness~~ of ~~our~~business ~~financial~~consistent ~~reports~~with ~~and~~past ~~the~~practice ~~market~~and ~~price~~not ofengage ~~our~~in ~~Class A~~certain ~~common~~kinds ~~stock~~of ~~could~~transactions beprior ~~negatively affected, and we could become subject~~ to ~~investigations by Nasdaq (~~the ~~exchange~~completion onof ~~which our securities are listed),~~ the ~~SEC~~proposed ~~or other regulatory authorities, which could require additional financial and management resources.~~Merger;

•

litigation relating to the proposed Merger, including the Merger Litigation as defined above, and the costs related thereto; and

•

the incurrence of significant costs, expenses, and fees for professional services and other transaction costs in connection with the proposed Merger

Failure to consummate the proposed Merger within the expected timeframe or at all could have a material adverse impact on our business, financial condition and results of operations.

There can be no assurance that the proposed Merger be consummated. The consummation of the proposed Merger is subject to customary closing conditions, including, among other things, the approval of the Merger Agreement and the Merger by the Company’s stockholders at a special meeting of stockholders convened for such purpose and the absence of legal restraints and prohibitions against the Merger and the other transactions contemplated by the Merger Agreement. The obligation of each party to consummate the Merger is also conditioned upon the other party’s representations and warranties being true and correct to the extent specified in the Merger Agreement and the other party having performed in all material respects its obligations under the Merger Agreement. There can be no assurance that these and other conditions to closing will be satisfied in a timely manner or at all.

The Merger Agreement also includes customary termination provision for both the Company and Parent, subject, in certain circumstances, to the payment by the Company of a termination fee of $13,125,000. If we are required to make this payment, doing so may materially adversely affect our business, financial condition and results of operations.

There can be no assurance that a remedy will be available to us in the event of a breach of the Merger Agreement by Yum! Brands, Inc. or its affiliates or that we will wholly or partially recover for any damages incurred by us in connection with the proposed Merger. A failed transaction may result in negative publicity and a negative impression of us among our customers or in the investment community or business community generally. Further, any disruptions to our business resulting from the announcement and pendency of the proposed Merger, including any adverse changes in our relationships with our customers, partners, suppliers and employees, could continue or accelerate in the event of a failed transaction. In addition, if the proposed Merger is not completed, and there are no other parties willing and able to acquire the Company at a price of $14.00 per share or higher, on terms acceptable to us, the share price of our Class A common stock will likely decline to the extent that the current market price of our common stock reflects an assumption that the proposed Merger will be completed. Also, we have incurred, and will continue to incur, significant costs, expenses and fees for professional services and other transaction costs in connection with the proposed Merger, for which we will have received little or no benefit if the proposed Merger is not completed. Many of these fees and costs will be payable by us even if the proposed Merger is not completed and may relate to activities that we would not have undertaken other than to complete the proposed Merger.

ITEM 1B. Unresolved Staff Comments

None.

ITEM 2.

Properties

We believe we are well positioned to continue to grow in our existing markets and leverage our increasing brand awareness to penetrate new markets throughout the United States. As of December 2531, ~~2018~~2019, we had ~~247~~271 locations in 1113 states and China, including franchised/licensed locations (excluding eight licensed locations in Santa Barbara County, California). We operate a variety of restaurant formats, including end-cap, free-standing, inline, end-cap drive-thru and traditional stand-alone drive-thru, primarily within suburban shopping centers and retail settings. Our average restaurant size is between 2,000 to 2,800 leasable square feet. The following chart shows the number of company-operated and franchised/licensed restaurants by geographic location as of December 2531, ~~2018~~2019.

	Company-		Franchised/
	Operated		Licensed(1)		Total
California		~~171~~184		45		~~175~~189
Arizona		12		12		1314
Utah		11		—		11
Florida		10		—		10
New Jersey		10		—		10
New Jersey		9		—		9
Florida		8		—		8
Maryland		4		—		4
Idaho		3		—		3
Virginia		23		—		23
North Carolina		3		—		3
South Carolina		1		—		1
Pennsylvania		1		—		1
Nevada		—1		8		89
Washington		—		78		78
Domestic		~~223~~241		2023		~~243~~264
China		—		47		47
International		—		47		47
Total		~~223~~241		2430		~~247~~271

⁽¹⁾	Does not include eight licensed locations in Santa Barbara County, California that are operated by Reichard Bros. Enterprises, Inc. and from which we are not entitled to royalties.

We are obligated under non-cancelable leases for our restaurants and our corporate headquarters. Our restaurant leases generally have a term of 10 years with two five-year renewal options. Our restaurant leases generally require us to pay a proportionate share of real estate taxes, insurance, common area maintenance charges and other operating costs. Some restaurant leases provide for contingent rental payments based on sales thresholds, although we generally do not expect to pay significant contingent rent on these properties based on the thresholds in those leases.

We opened 4027 restaurants in ~~2018~~2019, consisting of 3021 company-operated restaurants and 10six franchised/licensed locations. We plan to balance our growth between existing markets and new markets, with the majority of new restaurants expected to open in existing markets in ~~2019~~2020.

Our restaurant model is designed to generate high sales volumes, strong restaurant-level financial results and high cash-on-cash returns. Our new restaurant model targets an average cash investment of approximately $~~895,000, net of tenant allowances, for traditional non-drive-thru locations and approximately $~~1,~~075,000, net of tenant allowances, for drive-thru locations, which blends to an average target investment of $1,~~025,000, net of tenant allowances, ~~blended~~ AUVs of approximately $1.9 million and ~~blended~~ cash-on-cash returns of approximately 30% in the third full year of operation.

ITEM 3.

Legal Proceedings

We are currently involved in various claims and legal actions that arise in the ordinary course of business, most of which are covered by insurance. We doand ~~not~~our ~~believe~~directors ~~that the ultimate resolution of these actions will~~ have abeen ~~material~~named ~~adverse~~as ~~effect~~defendants onin ~~our business, financial condition, results of operations, liquidity or capital resources nor do we believe that there is~~ a ~~reasonable~~series ~~possibility that we will incur a material loss as a result~~ of ~~such~~ actions. ~~However,~~related a significant increase in the number of these claims or an increase in amounts owing under successful claims could have a material adverse effect on our business, financial condition and results of operations.

to the Merger and the associated disclosures made in the proxy statement filed with the Securities and Exchange Commission (“SEC”) pursuant to Section 14(a) of the Securities Exchange Act of 1934 (the “Proxy Statement”). On February 5, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Gottlieb v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-00966, against the Company and the members of the Company’s board of directors. On February 11, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Morris v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-01182, against the Company and the members of the Company’s board of directors. On February 11, 2020, a purported stockholder filed a putative class action complaint in the United States District Court for the District of Delaware, captioned Smith v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-00203, against the Company and the members of the Company’s board of directors. On February 12, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Avila v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-01248, against the Company and the members of the Company’s board of directors. On February 12, 2020, a purported stockholder filed a complaint in the United States District Court for the Southern District of New York, captioned Sterner v. The Habit Restaurants, Inc., et al., Civil Action No. 1:20-cv-01251, against the Company and the members of the Company’s board of directors. On February 13, 2020, a purported stockholder filed a putative class action complaint in the United States District Court for the Central District of California, captioned Shudic v. The Habit Restaurants, Inc., et al., Civil Action No. 8:20-cv-00294, against the Company and the members of the Company’s board of directors. On February 20, 2020, a purported stockholder filed a complaint in the United States District Court for the Central District of California, captioned Grijalva v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01661, against the Company and the members of the Company’s board of directors. On February 21, 2020, a purported stockholder filed a complaint in the United States District Court for the District of New Jersey, captioned Restivo v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01927, against the Company and the members of the Company’s board of directors. On February 24, 2020, a purported stockholder filed a putative class action complaint in the Delaware Court of Chancery, captioned Bounds & Co. v. The Habit Restaurants, Inc., et al., C.A. No. 2020-0124 (Del. Ch.), against the Company and the members of the Company’s board of directors. On February 24, 2020, a purported stockholder filed a putative class action complaint in the United States District Court for the Central District of California, captioned Stein v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01763, against the Company and the members of the Company’s board of directors. On February 26, 2020, a purported stockholder filed a complaint in the United States District Court for the Central District of California, captioned Antalan v. The Habit Restaurants, Inc., et al., Civil Action No. 2:20-cv-01850, against the Company and the members of the Company’s board of directors.

The complaints in these eleven actions (collectively, the “Merger Litigation”) allege, among other things, that the Company and the members of our board of directors violated Sections 14(a) and 20(a) of the Exchange Act, and Rule 14a-9 promulgated under the Exchange Act, and breached their fiduciary duties, by misstating or omitting certain allegedly material information in the Proxy Statement filed with the SEC regarding the Merger. The complaints seek, among other things, injunctive relief preventing the consummation of the Merger, rescissory damages or rescission in the event of consummation of the Merger, declaratory relief related to the disclosures in the Proxy Statement, and certain fees and expenses. We do not believe that the ultimate resolution of these actions will have a material adverse effect on our business, financial condition, results of operations, liquidity or capital resources nor do we believe that there is a reasonable possibility that we will incur a material loss as a result of such actions. However, a significant increase in the number of these claims or an increase in amounts owing under successful claims could have a material adverse effect on our business, financial condition and results of operations.

ITEM 4.

Mine Safety Disclosures

Not applicable.

3436

PART II

ITEM 5.

Market for the Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

Our Class A common stock is traded on the Nasdaq Global Market under the symbol “HABT”.”

Holders

~~On February 25, 2019, the last reported sale price for our Class A common stock on Nasdaq was $11.29 per share.~~ As of ~~February~~March 259, ~~2019~~2020, there were 7176 holders of record of our Class A common stock and 4641 holders of record of our Class B common stock. A substantially greater number of holders of our stock are held in “street name” and held of record by banks, brokers and other financial institutions.

Dividends

Our board of directors did not authorize a dividend on our Class A common stock in ~~2018~~2019 and does not currently intend to authorize any cash dividends for the foreseeable future. Any decision to declare and pay dividends in the future will be made at the discretion of our board of directors and will depend on, among other things, our results of operations, financial condition, cash requirements, contractual restrictions and other factors that our board of directors may deem relevant. In addition, our ability to pay dividends may be limited by covenants of any existing and future outstanding indebtedness we or our subsidiaries incur, including our credit facility. Additionally, because we are a holding company, we would depend on distributions from The Habit Restaurants, LLC to fund any dividends we may pay.

Under the Delaware General Corporation Law, we may only pay dividends from legally available surplus or, if there is no such surplus, out of our net profits for the fiscal year in which the dividend is declared and/or the preceding fiscal year. Surplus is defined as the excess of the fair value of our total assets over the sum of the fair value of our total liabilities plus the par value of our outstanding capital stock. Capital stock is defined as the aggregate of the par value of all issued capital stock. To the extent we do not have sufficient cash to pay dividends, we may decide not to pay dividends.

Recent Sales of Unregistered Securities

None.

3537

Stock Performance Graph

The following graph compares the cumulative total shareholder return on our Class A common stock from ~~November 20~~December 30, 2014 (using the closing price of our shares of Class A common stock on ~~November~~December 2030, 2014~~, the day they were initially sold to the public~~) to December 2531, ~~2018~~2019 to that of the total return of the Nasdaq Composite and the S&P 600 Restaurants Index, using the same date range. The comparison assumes $100 was invested in our common stock and in each of the forgoing indices on ~~November~~December 2030, 2014 and assumes the reinvestment of dividends, if any. This graph is furnished and not “filed” with the SEC or “soliciting material” under the Exchange Act and shall not be incorporated by reference into any such filings, irrespective of any general incorporation contained in such filing.

The stock price performance included in this graph is not necessarily indicative of future stock price performance.

ITEM 6.

Selected Financial Data

The following tables summarize consolidated financial information of The Habit Restaurants, Inc. Our financial results for the period presented prior to the IPO are the historical results of The Habit Restaurants, LLC, including the earnings prior to and up to November 25, 2014. For the period after the IPO on November 25, 2014, the non-controlling interest represents the portion of earnings or loss attributable to the economic interest held by the non-controlling Continuing LLC Owners, which was 20.7% as of December 25, 2018. As these amounts were entirely allocable to the Continuing LLC Owners, we updated our historical presentation to attribute these earnings to the non-controlling interest accordingly. You should read the selected historical financial data set forth below in conjunction with “Item 7, Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Item 8, Financial Statements and Supplementary Data” of Part II to this Annual Report.

36We operate on a 52- or 53-week fiscal year ending on the last Tuesday of each calendar year for financial reporting purposes. Each quarterly period has 13 weeks, except for a 53-week year when the fourth quarter has 14 weeks. A 53-week year occurs every six or seven years. The 2019 fiscal year contained 53 weeks, while all other years presented in this Annual Report contain 52 weeks. Fiscal years 2015, 2016, 2017, 2018 and 2019 ended on December 29, 2015, December 27, 2016, December 26, 2017, December 25, 2018 and December 31, 2019 respectively.

We operate on a 52- or 53-week fiscal year ending on the last Tuesday of each calendar year for financial reporting purposes. Each quarterly period has 13 weeks, except for a 53-week year when the fourth quarter has 14 weeks. A 53-week year occurs every six or seven years. All years presented in this 10-K contain 52 weeks. Fiscal years 2014, 2015, 2016, 2017 and 2018 ended on December 30, 2014, December 29, 2015, December 27, 2016, December 26, 2017 and December 25, 2018 respectively.38

	Fiscal Year Ended
	December 25,			December 26,			December 27,			December 29,			December 30,
	December 31,			December 25,			December 26,			December 27,			December 29,
	2018			2017			2016			2015			2014
	2019			2018			2017			2016			2015
(amounts in thousands except share and per share data)
Statements of Operations Data:
Revenue:
Restaurant revenue	$	~~399~~463,~~110~~297		$	~~330~~399,~~230~~110		$	~~282~~330,~~819~~230		$	~~230~~282,~~258~~819		$	~~174~~230,~~544~~258
Franchise/license revenue		32,~~037~~762			13,~~156~~037			~~866~~1,156			~~335~~866			75335
Total revenue		~~402~~466,~~147~~059			~~331~~402,~~386~~147			~~283~~331,~~685~~386			~~230~~283,~~593~~685			~~174~~230,~~619~~593
Operating expenses
Restaurant operating costs (excluding depreciation and amortization)
Food and paper cost		~~119~~138,~~543~~831			~~101~~119,~~683~~543			84101,~~585~~683			7384,~~797~~585			5873,~~260~~797
Labor and related expenses		~~135~~155,~~023~~557			~~110~~135,~~785~~023			92110,~~588~~785			7092,~~784~~588			5170,~~898~~784
Occupancy and other operating expenses		7291,~~858~~996			5672,~~796~~858			4656,~~352~~796			3546,~~495~~352			2735,~~184~~495
General and administrative expenses		3842,~~918~~442			3238,~~559~~918			2832,~~849~~559			2328,~~308~~849			1723,~~389~~308
Offering and exchange related expenses		130			494			674			1,721			613
Offering, transaction and exchange related expenses		269			130			494			674			1,721
Depreciation and amortization expense		2427,~~490~~863			1824,~~761~~490			1418,~~880~~761			1114,~~312~~880			811,~~472~~312
Pre-opening costs		2,~~850~~143			32,~~062~~850			23,~~174~~062			2,~~296~~174			12,~~902~~296
Asset impairment		3,082			—			—			—			—
Asset impairment and restaurant closure charges		1,001			3,082			—			—			—
Loss on disposal of assets		97210			8197			~~128~~81			~~114~~128			~~141~~114
Total operating expenses		~~396~~460,~~991~~312			~~324~~396,~~221~~991			~~270~~324,~~230~~221			~~218~~270,~~827~~230			~~165~~218,~~859~~827
Income from operations		5,~~156~~747			75,~~165~~156			137,~~455~~165			1113,~~766~~455			811,~~760~~766
Other (income) expense
Tax Receivable Agreement liability adjustment		~~1,555~~372			~~(57~~1,~~231~~555	)		—(57,231	)		—			—
Interest expense, net		1,018			588			634			451			909
Interest (income) expense, net		(263	)		1,018			588			634			451
Income before income taxes		25,~~583~~638			632,~~808~~583			1263,~~821~~808			1112,~~315~~821			711,~~851~~315
Provision (benefit) for income taxes		~~(1,057~~961	)		65(1,~~388~~057	)		365,~~646~~388			23,~~473~~646			~~299~~2,473
Net income (loss)	$	34,~~640~~677		$	(13,~~580~~640	)	$	9(1,~~175~~580	)	$	89,~~842~~175		$	78,~~552~~842
Less: net income attributable to non-controlling interests(1)		(~~863~~1,200	)		(~~1,539~~863	)		(41,~~640~~539	)		(64,~~082~~640	)		(76,~~584~~082	)
Net income (loss) attributable to The Habit Restaurants, Inc.	$	23,~~777~~477		$	(32,~~119~~777	)	$	4(3,~~535~~119	)	$	24,~~760~~535		$	~~(32~~2,760	)
Net income (loss) attributable to The Habit Restaurants, Inc. per share Class A common stock:
Basic	$	0.1417		$	(0.1514	)	$	(0.2615	)	$	0.2226		$	(0.0022	)
Diluted	$	0.1317		$	(0.1513	)	$	(0.2615	)	$	0.2226		$	(0.0022	)
Weighted average shares of Class A common stock outstanding:
Basic		20,~~538~~736,~~637~~551			20,~~285~~538,~~780~~637			1720,~~139~~285,~~777~~780			1217,~~445~~139,~~138~~777			812,~~974~~445,~~550~~138
Diluted		20,~~645~~786,~~546~~539			20,~~285~~645,~~780~~546			1720,~~148~~285,~~466~~780			1217,~~451~~148,~~962~~466			812,~~974~~451,~~550~~962

3739

	Fiscal Year Ended
	December 25,			December 26,			December 27,			December 29,			December 30,
	December 31,			December 25,			December 26,			December 27,			December 29,
	2018			2017			2016			2015			2014
	2019			2018			2017			2016			2015
(dollar amounts in thousands)
Consolidated Statement of Cash Flows Data:
Net cash provided by operating activities	$	4245,~~096~~425		$	3342,~~607~~096		$	3433,~~003~~607		$	2934,~~860~~003		$	2329,~~194~~860
Net cash used in investing activities		(4334,~~399~~360	)		(4643,~~025~~399	)		(3246,~~649~~025	)		(2732,~~659~~649	)		(2427,~~403~~659	)
Net cash provided by (used in) financing activities	$	(2,080	)	$	(3,497	)	$	(4,153	)	$	(4,679	)	$	50,556
Net cash used in financing activities	$	(1,585	)	$	(2,080	)	$	(3,497	)	$	(4,153	)	$	(4,679	)
Consolidated Balance Sheet Data (at period end):
Cash and cash equivalents	$	24,894		$	28,277		$	44,192		$	46,991		$	49,469
Cash and cash equivalents and restricted cash	$	34,374		$	24,894		$	28,277		$	44,192		$	46,991
Property and equipment, net(2)		~~160~~151,~~746~~169			~~139~~160,~~956~~746			~~102~~139,~~857~~956			81102,~~524~~857			6581,~~668~~524
Total assets		~~312~~478,~~606~~228			~~292~~312,~~124~~606			~~330~~292,~~366~~124			~~256~~330,~~711~~366			~~158~~256,~~622~~711
Total debt(3)		~~19,804~~—			1319,~~700~~804			613,~~036~~700			26,~~436~~036			2,~~478~~436
Total members'/stockholders' equity	$	149,994		$	144,149		$	143,753		$	131,923		$	116,957
Total stockholders' equity	$	157,762		$	149,994		$	144,149		$	143,753		$	131,923
Other Operating Data:
Total restaurants at end of period(4)		~~247~~271			~~209~~247			~~172~~209			~~142~~172			~~110~~142
Company-operated restaurants at end of period		~~223~~241			~~193~~223			~~162~~193			~~137~~162			~~109~~137
Company-operated comparable restaurant sales(5)		13.5	%		~~(0.~~1.5	)%		1(0.91	)%		61.49	%		106.74	%
Company-operated average unit volumes	$	1,~~873~~923		$	1,~~881~~873		$	1,~~917~~881		$	1,~~919~~917		$	1,~~823~~919
Restaurant contribution(6)		7176,~~686~~913			6071,~~966~~686			5960,~~294~~966			5059,~~182~~294			3750,~~202~~182
as a percentage of revenue		1816.06	%		18.50	%		2118.05	%		21.80	%		21.38	%
EBITDA(7)	$	2833,~~091~~238		$	8328,~~157~~091		$	2883,~~335~~157		$	2328,~~078~~335		$	1723,~~232~~078
Adjusted EBITDA(7)		3740,~~438~~275			3237,~~081~~438			3332,~~181~~081			2833,~~409~~181			2128,~~038~~409
as a percentage of revenue		98.36	%		9.73	%		119.7	%		1211.37	%		12.03	%
Capital expenditures(8)	$	4334,~~399~~360		$	4643,~~037~~399		$	3246,~~649~~037		$	2732,~~659~~649		$	2427,~~403~~659

(1) ~~For~~The ~~the period after the IPO on November 25, 2014, the~~ non-controlling interest represents the portion of pretax earnings or loss attributable to the economic interest held by the non-controlling Continuing LLC Owners, which was 20.4%, 20.7%, 21.7%, 22.4%, and 47.1% ~~and 65.5%~~ as of December 31, 2019, December 25, 2018, December 26, 2017, December 27, 2016, and December 29, 2015 ~~and December 30~~, ~~2014,~~ respectively. Since all of the earnings prior to and up to November 25, 2014 were entirely allocable to the Continuing LLC Owners, we updated our historical presentation to attribute these earnings to the non-controlling interest accordingly.

⁽²⁾	Property and equipment, net consists of property and equipment owned and leased, net of accumulated depreciation and amortization.

⁽³⁾	Total debt consists of deemed landlord financing.

⁽⁴⁾	Does not include eight licensed locations in Santa Barbara County, California that are operated by Reichard Bros. Enterprises, Inc. and from which we are not entitled to royalties.

⁽⁵⁾	Company-operated comparable restaurant sales reflect the change in year-over-year sales for the company-operated comparable restaurant base. A restaurant enters our comparable restaurant base in the accounting period following its 18th full period of operations.

(6) Restaurant contribution is neither required by, nor presented in accordance with, GAAP, and is defined as company-operated restaurant revenue less company-operated restaurant operating costs. Restaurant contribution is a supplemental measure of operating performance of our restaurants and our calculation thereof may not be comparable to that reported by other companies. Restaurant contribution has limitations as an analytical tool, and you should not consider it in isolation or as a substitute for analysis of our results as reported under GAAP. Management believes that restaurant contribution is an important tool for investors because it is a widely-used metric within the restaurant industry to evaluate restaurant-level productivity, efficiency and performance. Management uses restaurant contribution as a key metric to evaluate the profitability of incremental sales at our restaurants, to evaluate our restaurant performance across periods and to evaluate our restaurant financial performance compared with our competitors.

3840

profitability of incremental sales at our restaurants, to evaluate our restaurant performance across periods and to evaluate our restaurant financial performance compared with our competitors.

A reconciliation of restaurant contribution to company-operated restaurant revenue is provided below:

	Fiscal Year Ended
	December 25,		December 26,		December 27,		December 29,		December 30,
	December 31,		December 25,		December 26,		December 27,		December 29,
	2018		2017		2016		2015		2014
	2019		2018		2017		2016		2015
(amounts in thousands)
Restaurant revenue	$	~~399~~463,~~110~~297	$	~~330~~399,~~230~~110	$	~~282~~330,~~819~~230	$	~~230~~282,~~258~~819	$	~~174~~230,~~544~~258
Restaurant operating costs		~~327~~386,~~424~~384		~~269~~327,~~264~~424		~~223~~269,~~525~~264		~~180~~223,~~076~~525		~~137~~180,~~342~~076
Restaurant contribution	$	7176,~~686~~913	$	6071,~~966~~686	$	5960,~~294~~966	$	5059,~~182~~294	$	3750,~~202~~182

3941

⁽⁷⁾

EBITDA represents net income before interest expense, net, provision for income taxes, depreciation and amortization. Adjusted EBITDA represents EBITDA and certain items that we do not consider representative of our ongoing operating performance, as identified in the reconciliation table below.

EBITDA and Adjusted EBITDA as presented in this report are supplemental measures of our performance that are neither required by, nor presented in accordance with, GAAP. EBITDA and Adjusted EBITDA are not measurements of our financial performance under GAAP and should not be considered as alternatives to net income, operating income or any other performance measures derived in accordance with GAAP or as alternatives to cash flow from operating activities as a measure of our liquidity. In addition, in evaluating EBITDA and Adjusted EBITDA, you should be aware that in the future we will incur expenses or charges such as those added back to calculate EBITDA and Adjusted EBITDA. Our presentation of EBITDA and Adjusted EBITDA should not be construed as an inference that our future results will be unaffected by these or other unusual or nonrecurring items.

EBITDA and Adjusted EBITDA have limitations as analytical tools, and you should not consider them in isolation, or as substitutes for analysis of our results as reported under GAAP, including that (i) they do not reflect our cash expenditures, or future requirements for capital expenditures or contractual commitments, (ii) they do not reflect changes in, or cash requirements for, our working capital needs, (iii) they do not reflect the interest expense, or the cash requirements necessary to service interest or principal payments, on our debt, (iv) although depreciation and amortization are non-cash charges, the assets being depreciated and amortized will often have to be replaced in the future, and EBITDA and Adjusted EBITDA do not reflect any cash requirements for such replacements, (v) they do not adjust for all non-cash income or expense items that are reflected in our statements of cash flows, (vi) they do not reflect the impact of earnings or charges resulting from matters we consider not to be indicative of our ongoing operations, and (vii) other companies in our industry may calculate these measures differently than we do, limiting their usefulness as comparative measures.

We compensate for these limitations by providing specific information regarding the GAAP amounts excluded from such non-GAAP financial measures. We further compensate for the limitations in our use of non-GAAP financial measures by presenting comparable GAAP measures prominently.

We believe EBITDA and Adjusted EBITDA facilitate operating performance comparisons from period to period by isolating the effects of some items that vary from period to period without any correlation to core operating performance or that vary widely among similar companies. These potential differences may be caused by variations in capital structures (affecting interest expense), tax positions (such as the impact on periods or companies of changes in effective tax rates or net operating losses) and the age and book depreciation of facilities and equipment (affecting relative depreciation expense). We also present EBITDA and Adjusted EBITDA because (i) we believe these measures are frequently used by securities analysts, investors and other interested parties to evaluate companies in our industry, (ii) we believe investors will find these measures useful in assessing our ability to service or incur indebtedness and (iii) we use EBITDA and Adjusted EBITDA internally as benchmarks to evaluate our operating performance or compare our performance to that of our competitors.

The following table sets forth reconciliations of EBITDA and Adjusted EBITDA to our net income:

	Fiscal Year Ended
	December 25,			December 26,			December 27,			December 29,		December 30,
	December 31,			December 25,			December 26,			December 27,		December 29,
	2018			2017			2016			2015		2014
	2019			2018			2017			2016		2015
(amounts in thousands)
Net income (loss)	$	34,~~640~~677		$	(13,~~580~~640	)	$	9(1,~~175~~580	)	$	89,~~842~~175	$	78,~~552~~842
Non-GAAP adjustments:
Provision (benefit) for income taxes		~~(1,057~~961	)		65(1,~~388~~057	)		365,~~646~~388			23,~~473~~646		~~299~~2,473
Interest expense, net		1,018			588			634			451		909
Interest (income) expense, net		(263	)		1,018			588			634		451
Depreciation and amortization		2427,~~490~~863			1824,~~761~~490			1418,~~880~~761			1114,~~312~~880		811,~~472~~312
EBITDA		2833,~~091~~238			8328,~~157~~091			2883,~~335~~157			2328,~~078~~335		1723,~~232~~078
Stock-based compensation expense(a)		23,~~714~~332			2,~~518~~714			12,~~870~~518			1,~~200~~870		~~515~~1,200

4042

Management fees(b)		—			—			—			—			635
Loss on disposal of assets(b)		210			97			81			128			114
Loss on disposal of assets(c)		97			81			128			114			141
Pre-opening costs(c)		2,143			2,850			3,062			2,174			2,296
Pre-opening costs(d)		2,850			3,062			2,174			2,296			1,902
Asset impairment and restaurant closure charges(d)		1,001			3,082			—			—			—
Asset impairment(e)		3,082			—			—			—			—
Tax Receivable Agreement liability adjustment(e)		372			1,555			(57,231	)		—			—
Tax Receivable Agreement liability adjustment(f)		1,555			(57,231	)		—			—			—
Offering, transaction and exchange related expenses(f)		269			130			494			674			1,721
Offering and exchange related expenses(g)		130			494			674			1,721			613
Build to suit accounting under ASC 840(g)		—			(1,147	)		(805	)		(572	)		(340	)
Franchise revenue for terminated agreements(h)		(~~1,081~~290	)		—(1,081	)		—			—			—
Adjusted EBITDA	$	3740,~~438~~275		$	3236,~~081~~291		$	3331,~~181~~276		$	2832,~~409~~609		$	2128,~~038~~069

^(a)

Includes non-cash, stock-based compensation.

(b) ~~Includes~~Loss ~~management~~on ~~fees~~disposal ~~and~~of ~~other~~assets ~~out-of-pocket~~includes ~~costs~~the ~~incurred~~loss byon usdisposal ~~and~~of ~~payable~~assets related to ~~KarpReilly.~~retirements ~~This~~and ~~management~~replacement ~~agreement~~or ~~was~~write-offs ~~terminated~~of ~~upon~~leasehold ~~the~~improvements, ~~completion~~furniture, offixtures ~~the~~or ~~IPO~~equipment.

(c) ~~Loss~~Pre-opening oncosts ~~disposal~~consist of ~~assets~~costs ~~includes~~directly ~~the~~associated ~~loss~~with onthe ~~disposal~~opening of ~~assets~~new ~~related~~restaurants and incurred prior to ~~retirements~~opening, including management labor costs, staff labor costs during training, food and ~~replacement~~supplies orused ~~write~~during training, marketing costs and other related pre-~~offs~~opening costs. These are generally incurred over the three to five months prior to opening. Pre-opening costs also include net occupancy costs incurred between the date of ~~leasehold~~possession ~~improvements,~~and ~~furniture,~~opening ~~fixtures~~date orof ~~equipment~~our restaurants.

(d) ~~Pre-opening~~Includes costs ~~consist~~related to impairment of long-lived assets at the restaurant level and costs ~~directly~~related ~~associated~~to ~~with~~closed restaurants. In fiscal year 2019, the ~~opening~~Company ofclosed ~~new~~three restaurants in the Orlando, Florida market and ~~incurred~~also ~~prior~~decided not to ~~opening,~~move ~~including~~forward ~~management~~with ~~labor~~the ~~costs,~~development ~~staff~~of ~~labor~~two ~~costs~~restaurants. ~~during~~The ~~training,~~Company ~~food~~recorded ~~and~~restaurant ~~supplies~~closure ~~used~~charges ~~during~~of ~~training,~~$1.0 ~~marketing~~million consisting primarily of lease termination costs, ~~and~~rent ~~other~~expense related ~~pre-opening~~to ~~costs.~~the ~~These~~closed ~~are~~restaurants, ~~generally~~severance ~~incurred~~and ~~over~~other direct costs related to the closed restaurants. The three toclosed ~~five~~restaurants ~~months~~had ~~prior~~previously tobeen ~~opening.~~impaired ~~Pre-opening~~in ~~costs~~fiscal ~~also~~year ~~include~~2018, ~~net~~as ~~occupancy~~the ~~costs~~Company ~~incurred~~determined ~~between~~that the ~~date~~carrying value of ~~possession~~the three restaurants in the Orlando, Florida market were not recoverable, and ~~opening~~as ~~date~~a result, recorded impairment expense of ~~our~~$3.1 ~~restaurants~~million.

(e) ~~Includes~~In ~~costs~~connection ~~related~~with tothe ~~impairment~~IPO ofthat ~~long-lived~~occurred ~~assets~~in atfiscal ~~the~~year ~~restaurant~~2014, ~~level~~we entered into a TRA. InThis ~~fiscal~~agreement ~~year~~calls ~~2018,~~for ~~the~~us ~~Company~~to ~~determined~~pay ~~that~~to ~~the~~our ~~carrying~~pre-IPO ~~value~~stockholders 85% of ~~three~~the ~~restaurants~~savings in ~~the~~cash ~~Orlando,~~that ~~Florida~~we ~~market~~realize ~~were~~in ~~not~~our ~~recoverable,~~taxes as a result of utilizing our net operating losses and other tax attributes attributable to preceding periods. This category includes adjustments associated with revisions to the expected TRA liability as a result, ~~recorded~~of ~~impairment~~updated ~~expense~~estimated offuture ~~$3.1~~tax ~~million~~savings at the federal, state and local level.

(f) InIncludes ~~connection~~public ~~with~~offering ~~the~~related ~~IPO~~expenses. ~~that~~Beginning ~~occurred~~ in ~~fiscal year 2014~~2016, wethis ~~entered~~category ~~into~~includes acosts ~~TRA.~~associated ~~This~~with ~~agreement~~the ~~calls~~exchange ~~for us to pay to our pre-IPO stockholders 85%~~ of ~~the~~LLC ~~savings~~Units ininto ~~cash~~shares ~~that we realize in our taxes as a result~~ of ~~utilizing~~Class ~~our~~A ~~net~~common ~~operating~~stock ~~losses~~by ~~and~~the ~~other~~Continuing ~~tax~~LLC ~~attributes~~Owners ~~attributable~~pursuant to ~~preceding~~its ~~periods~~LLC Agreement. ~~This~~The ~~category~~amount ~~includes~~in ~~adjustments~~2019 ~~associated~~represents ~~with~~costs ~~revisions~~incurred toin ~~the~~association ~~expected~~with ~~TRA liability as a result of updated estimated future tax savings at~~ the ~~federal,~~pending ~~state~~merger ~~and~~with ~~local~~Yum! ~~level~~Brands.

(g) ~~Includes~~Represents ~~public~~amounts ~~offering~~associated ~~related~~with ~~expenses~~leases where the Company had previously determined that it was the accounting owner under build to suit guidance contained in ASC 840. ~~Also,~~With ~~beginning~~the adoption of ASC 842 in ~~2016~~fiscal year 2019, ~~this~~these ~~category~~leases ~~includes~~are ~~costs~~now ~~associated~~being ~~with~~accounted ~~the~~for ~~exchange~~as ofoperating ~~LLC~~leases ~~Units~~which ~~into~~results ~~shares~~in ofan ~~Class~~increase Ain ~~common~~occupancy ~~stock~~and byother ~~the~~operating ~~Continuing~~expense ~~LLC~~and ~~Owners~~a ~~pursuant~~decrease in depreciation and amortization expense and interest expense, net. The prior year amounts were adjusted to ~~its~~exclude ~~LLC~~the ~~Agreement~~impact of build to suit leases.

⁽^h⁾

This category includes franchise revenue that was recognized for terminated franchise agreements.

⁽⁸⁾	Capital expenditures consist of cash paid related to new restaurant construction, the remodel and maintenance of existing restaurants and other corporate expenditures.

ITEM 7.

Management’s Discussion and Analysis of Financial Condition and Results of Operations

The Habit Restaurants, Inc. was formed July 24, 2014 and prior to the IPO had not conducted any activities, other than (i) those incident to its formation, (ii) the merger transactions resulting in it holding interests, indirectly through its wholly-owned subsidiaries, in the Habit Restaurants, LLC (such interests collectively represented a less than 20% interest in the Habit Restaurants, LLC) and (iii) the preparation of the IPO registration statement. We conduct our business through The Habit Restaurants, LLC and its subsidiaries. The following discussion and analysis of our financial condition and results of operations should be read together with our financial statements and related notes and other financial information appearing elsewhere in this report. This discussion and analysis contains forward-looking statements that involve risk, uncertainties and assumptions. Our actual results could differ materially from those anticipated in the forward-looking statements as a result of many factors, including those discussed in the section entitled “Item 1A, Risk Factors” and elsewhere in this Annual Report.

Overview

The Habit Burger Grill is a burger-centric, fast casual restaurant concept that specializes in preparing fresh, made-to-order char-grilled burgers and sandwiches featuring USDA choice tri-tip steak, grilled chicken and sushi-grade tuna cooked over an open flame. In addition, we feature fresh made-to-order salads and an appealing selection of sides, shakes and malts. We were recently named Best Regional Fast Food in USA Today’s 2019 Best Readers’ Choice Awards. We operate in the approximately $47 billion fast casual restaurant segment, which we believe has created significant recent disruption in the restaurant industry and has historically gained market share from adjacent restaurant segments, resulting in significant growth opportunities for restaurant concepts such as The Habit.

41Recent Developments

~~shakes~~On January 5, 2020, the Company entered into an Agreement and ~~malts~~Plan of Merger with YUM! Brands, Inc., ~~The~~a ~~char~~North Carolina corporation (“Yum! Brands”), and Yum! Brands’ wholly-~~grilled~~owned ~~preparation~~subsidiary, YEB Newco Inc., a Delaware corporation (“Merger Sub”), providing for the merger of ~~our~~Merger ~~fresh~~Sub ~~burgers~~with ~~topped~~and into the Company, with ~~caramelized~~the ~~onions~~Company ~~and~~surviving ~~fresh~~as ~~produce~~a ~~has~~wholly-owned ~~generated~~subsidiary ~~tremendous~~of ~~consumer~~Yum! ~~response~~Brands. ~~resulting~~The inacquisition ~~our~~of ~~burger~~The ~~being~~Habit ~~named~~Burger Grill is expected to add an award-winning fast-casual concept with a loyal fan-base to Yum! Brands, the ~~“best~~world’s ~~tasting~~largest ~~burger~~restaurant company in ~~America”~~terms inof ~~July~~units ~~2014~~and inthe aparent ~~comprehensive~~of ~~survey~~the ~~conducted~~KFC, byPizza ~~one~~Hut and Taco Bell global brands. Yum! Brands intends to fund the transaction using cash on hand and available borrowing capacity under its credit facilities. Under the terms of ~~America~~the agreement, The Habit Restaurants, Inc.’s ~~leading~~stockholders ~~consumer~~will ~~magazines~~receive $14.00 Wein ~~operate~~cash infor each share of Class A common stock they hold on the ~~approximately~~transaction ~~$47~~closing ~~billion~~date. ~~fast~~The ~~casual~~obligation ~~restaurant~~of ~~segment~~the parties to consummate the acquisition is subject to customary closing conditions, ~~which~~including wethe ~~believe~~approval ~~has~~of ~~created~~the ~~significant~~transaction ~~recent~~by ~~disruption~~the inCompany’s stockholders at a special meeting of stockholders and the ~~restaurant~~absence ~~industry~~of legal restraints and ~~has~~prohibitions ~~historically~~against ~~gained~~the ~~market~~transaction, ~~share~~among ~~from~~other ~~adjacent~~conditions. ~~restaurant~~For ~~segments~~a summary of the transaction, ~~resulting~~please refer to Note 14—Subsequent Events in ~~significant~~our ~~growth~~consolidated ~~opportunities~~financial ~~for~~statements ~~restaurant~~of ~~concepts~~this ~~such~~Annual asReport ~~The~~and ~~Habit~~to our Form 8-K filed with the U.S. Securities and Exchange Commission (the “SEC”) on January 6, 2020.

History and Operations

The first location opened in Santa Barbara, California in 1969. Our restaurant concept has been, and continues to be built around a distinctive and diverse menu, headlined by fresh, char-grilled burgers and sandwiches made-to-order over an open flame and topped with fresh ingredients. Our Chief Executive Officer, Russell W. Bendel, joined The Habit in 2008, after KarpReilly, a private investment firm based in Greenwich, Connecticut, acquired an equity interest in us in 2007. At the time of KarpReilly’s investment, we had 17 locations. Since then, we have grown our brand on a disciplined basis designed to capitalize on the large market opportunity available to us and, as of December 2531, ~~2018~~2019, we had ~~247~~271 locations, which includes 2430 franchised/licensed locations. Our highly experienced management team has created and refined the infrastructure to create replicable restaurant-level systems, processes and training procedures that can deliver a high-quality experience that is designed to consistently exceed our customers’ expectations.

Growth Strategies and Outlook

We plan to continue to expand our business, focus on comparable restaurant sales growth and enhance our competitive positioning by executing on the following strategies:

•

thoughtfully expand our company-operated and franchised/licensed restaurant base;

•

increase our comparable restaurant sales;

•

opportunistically open more drive-thru locations; and

•

enhance operations and leverage our infrastructure to improve long-term profitability.

We had ~~247~~271 restaurants in 1113 states and China as of December 2531, ~~2018~~2019, including franchised/licensed locations (excluding eight licensed locations in Santa Barbara County, California). We opened 4027 restaurants in ~~2018~~2019, consisting of 3021 company-operated and 10six franchised/licensed locations. To increase comparable restaurant sales, we plan to continue delivering superior execution, focusing on customer frequency, attracting new customers and improving per customer spend. We believe we are well positioned for future growth, with a developed corporate infrastructure capable of supporting our expanding restaurant base. Additionally, we believe we have an opportunity to maintain our profitability as we benefit from increased economies of scale. However, these growth rates cannot be guaranteed.

Exchanges

During fiscal year ~~2018~~2019, ~~232~~43,~~801~~082 LLC Units were exchanged by the Continuing LLC Owners for shares of Class A common stock, and a corresponding number of shares of Class B common stock were then cancelled in connection with such exchanges. In addition, during fiscal year ~~2018~~2019, 5686,~~465~~856 restricted stock units vested, 32of which 18,~~221~~089 were withheld to satisfy tax withholding obligations, 1,661 LLC Units were forfeited and a corresponding number of shares of Class B common stock were then cancelled in connection with the forfeitures. As a result of these exchanges, vesting of restricted stock units, withholdings for tax obligations and forfeitures, as of December 2531, ~~2018~~2019, The Habit Restaurants, Inc. directly or indirectly held 20,~~667~~779,~~718~~567 LLC Units, representing a 79.36% economic interest in The Habit Restaurants, LLC, and continues to exercise exclusive control over the Habit Restaurants, LLC, as its sole managing member.

Tax Receivable Agreement

In connection with the IPO, we entered into the TRA. Under the TRA, we generally will be required to pay to the continuing LLC Owners 85% of the amount of cash savings, if any, in U.S. federal, state or local tax that we actually realize directly or indirectly (or are deemed to realize in certain circumstances) as a result of (i) certain tax attributes created as a result of the IPO and any sales or exchanges (as determined for U.S. federal income tax purposes) to or with us of their interests in The Habit Restaurants, LLC for shares of our Class A common stock or cash, including any basis adjustment relating to the assets of The Habit Restaurants, LLC and (ii) tax benefits attributable to payments made under the TRA (including imputed interest). The Habit Restaurants, Inc. and its subsidiaries generally will retain 15% of the applicable tax savings.

The Habit Restaurants, Inc. may accumulate cash balances in future years resulting from distributions from The Habit Restaurants, LLC exceeding our tax or other liabilities. To the extent The Habit Restaurants, Inc. does not use such cash balances to pay a dividend on Class A common stock and instead decides to hold such cash balances, Continuing LLC Owners who exchange LLC Units for shares of Class A common stock in the future could also benefit from any value attributable to such accumulated cash balances.

Key Measures We Use to Evaluate Our Performance

In assessing the performance of our business, we consider a variety of performance and financial measures. The key measures for determining how our business is performing are revenue, comparable restaurant sales growth, AUVs, restaurant contribution and number of new restaurant openings.

Restaurant Revenue

Revenue consists of sales of food and beverages in company-operated restaurants and mobile event-based catering trucks, net of promotional allowances and employee meals. Several factors impact our revenue in any period, including the number of restaurants in operation and per restaurant sales.

Franchise/License Revenue

Franchise/license revenue consists of fees charged to, and royalty revenue collected from, franchise/license owners who enter into a franchise/license agreement with us. We recognize royalty revenue when the sale occurs. Initial franchise/license fees are recognized as revenue as the performance obligations of the contract are satisfied. We have identified separate performance obligations over the term of the contract and recognize revenue as those performance obligations are satisfied. These performance obligations include rights to use trademarks and intellectual property, initial training and other operational support visits. The development fees collected by us upon signing a franchise/license agreement are deferred until operations have commenced. Revenue is also recognized in the event of a termination of a franchise/license agreement.

Comparable Restaurant Sales

Comparable restaurant sales reflect the change in year-over-year sales for the comparable restaurant base. We include restaurants in the comparable restaurant base in the accounting period following its 18th full period of operations. Each of our periods is the applicable four or five-week reporting period, except for the 12th period of a 53-week year, which contains six weeks. As of the end of fiscal years 2015, 2016, 2017, 2018 and 2019 there were 90, 114, 142, 168 and 206 company-operated restaurants, respectively, in our comparable restaurant base. This measure highlights performance of existing restaurants, as the impact of new restaurant openings is excluded.

53-week year, which contains six weeks. As of the end of fiscal years 2014, 2015, 2016, 2017 and 2018 there were 68, 90, 114, 142 and 168 company-operated restaurants, respectively, in our comparable restaurant base. This measure highlights performance of existing restaurants, as the impact of new restaurant openings is excluded.

Comparable restaurant sales growth is generated by increases in customer traffic or increases in per customer spend. Per customer spend can be influenced by changes in menu prices and/or the mix and number of items sold per transaction.

Measuring our comparable restaurant sales growth allows us to evaluate the performance of our existing restaurant base. Various factors impact comparable restaurant sales, including:

•

our ability to operate restaurants effectively and efficiently to meet consumer expectations;

•

opening of new restaurants in the vicinity of existing locations;

•

consumer recognition of our brand and our ability to respond to changing consumer preferences;

•

pricing and changes in operating hours;

•

customer traffic;

•

per customer spend and average transaction amount;

•

local competition and the intense discounting that is currently occurring in the restaurant industry;

•

marketing and promotional efforts;

•

introduction of new menu items;

•

overall economic trends, particularly those related to consumer spending; and

• acceptance of delivery, a mobile order application and in-store self-ordering kiosks and other technological driven options as viable ordering vehicles for consumers.

The following table shows our quarterly comparable company-operated restaurant sales growth since 2014:

	Fiscal Year 2014												Fiscal Year 2015
	Fiscal Year 2015												Fiscal Year 2016
	Q1			Q2			Q3			Q4			Q1			Q2			Q3			Q4
Comparable Restaurant Sales Growth		612.06	%		68.39	%		~~16.~~2.9	%		133.23	%		122.60	%		84.90	%		20.92	%		31.37	%
Comparable Restaurants	5672			6081			6686			6890			7297			81107			86113			90114

	Fiscal Year 2016												Fiscal Year 2017												Fiscal Year 2018
	Fiscal Year 2017												Fiscal Year 2018												Fiscal Year 2019
	Q1			Q2			Q3			Q4			Q1			Q2			Q3			Q4			Q1			Q2			Q3			Q4
Comparable Restaurant Sales Growth		2.0.9	%		4.0.1	%		(0.2	)%		(1.70	)%		0(1.94	)%		0.1.2	%		(03.26	)%		(12.04	)%		(13.42	)%		13.29	%		3.61	%		23.48	%
Comparable Restaurants	97119			~~107~~128			~~113~~137			~~114~~142			~~119~~148			~~128~~156			~~137~~162			~~142~~168			~~148~~178			~~156~~188			~~162~~196			~~168~~206

Average Unit Volumes (AUVs)

AUVs are calculated by dividing revenue for the trailing 52-week period for all company-operated restaurants that have operated for 12 full accounting periods by the total number of restaurants open for such period. We operate on a 4-4-5 calendar, each accounting period will consist of either four or five weeks with the exception of a 53-week year, where the last period contains six weeks. For purposes of the AUV calculation in 53-week years, we use the last 52 of the 53 weeks of the fiscal year. This measurement allows management to assess changes in consumer spending patterns at our restaurants and the overall performance of our restaurant base.

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Restaurant Contribution

Restaurant contribution is defined as revenue less restaurant operating costs, which are food and paper costs, labor and related expenses, occupancy and other operating expenses. We expect restaurant contribution to increase in proportion to the number of new company-operated restaurants we open and by our comparable restaurant sales growth. Fluctuations in restaurant contribution margin can also be attributed to those factors discussed below for the components of restaurant operating costs.

Restaurant Development

The schedule below reflects the number of restaurants opened or closed during a particular reporting period. Before we open new company-operated restaurants, we incur pre-opening costs. Some of our restaurants open with an initial start-up period of higher than normal sales volumes, which subsequently decrease to stabilized levels. Typically, our new restaurants have stabilized sales after approximately 13 to 26 weeks of operation, at which time the restaurant’s sales typically begin to grow on a consistent basis. In new markets, the length of time before average sales for new restaurants stabilize is less predictable and can be longer as a result of our limited knowledge of these markets and consumers’ limited awareness of our brand. New restaurants may not be profitable, and their sales performance may not follow historical patterns. The number and timing of restaurant openings has had, and is expected to continue to have, an impact on our results of operations. The following table shows the growth in our restaurant base for the fiscal years ~~2014,~~ 2015, 2016, 2017, 2018 and ~~2018~~2019, respectively.

	Fiscal Year Ended
	December 25,			December 26,			December 27,			December 29,			December 30,
	December 31,			December 25,			December 26,			December 27,			December 29,
	2018			2017			2016			2015			2014
	2019			2018			2017			2016			2015
Company-operated restaurant base
Beginning of period		~~193~~223			~~162~~193			~~137~~162			~~109~~137			85109
Openings		3021			3230			2632			2826			2428
Closures		—(3	)		(1—	)		(1	)		—(1	)		—
Restaurants at end of period		~~223~~241			~~193~~223			~~162~~193			~~137~~162			~~109~~137
Franchised/licensed restaurants(1)
Beginning of period		1624			1016			510			15			—1
Openings		106			610			56			45			14
Closures		(2—	)		—(2	)		—			—			—
Restaurants at end of period		2430			1624			1016			510			15
Total restaurants
Beginning of period		~~209~~247			~~172~~209			~~142~~172			~~110~~142			85110
Openings		4027			3840			3138			3231			2532
Closures		(23	)		(12	)		(1	)		—(1	)		—
Restaurants at end of period		~~247~~271			~~209~~247			~~172~~209			~~142~~172			~~110~~142
Year-over-year growth
Total restaurants		189.27	%		2118.52	%		21.15	%		2921.1	%		29.41	%

⁽¹⁾	Does not include eight licensed locations in Santa Barbara County, California that are operated by Reichard Bros. Enterprises, Inc. and from which we are not entitled to royalties.

Key Financial Definitions

Restaurant revenue. Restaurant revenue represents sales of food and beverages in company-operated restaurants and catering trucks, net of promotional allowances and employee meals. Restaurant sales in a given period are directly impacted by the number of operating weeks in the period, the number of restaurants we operate and comparable restaurant sales growth.

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Franchise/license revenue. Franchise/license revenue consists of fees charged to, and royalty revenue collected from, franchise/license owners who enter into a franchise/license agreement with us. We recognize royalty revenue when the sale occurs. Initial franchise/license fees are recognized as revenue as the performance obligations of the contract are satisfied. The development fees collected by us upon signing a franchise/license agreement are deferred until operations have commenced. Revenue is also recognized in the event of a termination of a franchise/license agreement.

Food and paper costs. Food and paper costs consist primarily of food, beverage and packaging costs. The components of cost of sales are variable in nature, change with sales volume and are influenced by menu mix and subject to increases or decreases based on fluctuations in commodity costs. Other important factors causing fluctuations in food and paper costs include transportation costs, seasonality, discounting activity and restaurant level management of food waste. Food and paper costs are a substantial expense and can be expected to grow proportionally as our revenue grows.

Labor and related expenses. Labor and related expenses include all restaurant-level management and hourly labor costs, including wages, benefits and bonuses, payroll taxes and other indirect labor costs. Like our other expense items, we expect labor and related expenses to grow proportionally as our revenue grows. Factors that influence fluctuations in our labor and related expenses include minimum wage and payroll tax legislation, the frequency and severity of workers’ compensation claims, health care costs and the performance of our restaurants.

Occupancy and other operating expenses. Occupancy and other operating expenses include all other restaurant-level operating expenses, such as supplies, utilities, repairs and maintenance, travel costs, credit card fees, costs related to delivery orders, recruiting, expenses related to our call center services, restaurant-level marketing costs, security, rent, common area maintenance, property taxes/licenses and insurance.

General and administrative expenses. General and administrative expenses include expenses associated with corporate and regional supervision functions that support the operations of existing restaurants and development of new restaurants, including compensation and benefits, travel expenses, stock-based compensation expenses, legal and professional fees, marketing costs, information systems, corporate office rent and other related corporate costs. General and administrative expenses can be expected to grow as we grow, including incremental legal, accounting, insurance and other expenses incurred as a public company.

Exchange related expenses. Exchange related expenses include costs associated with the exchange of LLC Units to Class A common stock by the Continuing LLC Owners pursuant to the LLC Agreement.

Depreciation and amortization expense. Depreciation and amortization expenses are periodic non-cash charges that consist of depreciation of fixed assets, including equipment and capitalized leasehold improvements. Depreciation is determined using the straight-line method over the assets’ estimated useful lives, ranging from three to twenty years. ~~Our deemed landlord assets are depreciated over 40 years.~~

Pre-opening costs. Pre-opening costs are incurred in connection with the hiring and training of personnel, as well as ~~occupancy and~~ other operating expenses during the build-out period of new company-operated restaurant openings. Pre-opening costs also include ~~rent~~net ~~and~~occupancy ~~amortization~~costs ofincurred ~~tenant incentives recorded~~ between the date of possession and the opening date for our new restaurants. Pre-opening costs are expensed as incurred.

Loss on disposal of assets. Loss on disposal of assets is composed of the loss on retirements and replacements of leasehold improvements, furniture, fixtures and equipment. These losses are related to normal disposals in the ordinary course of business, along with disposals related to selected restaurant remodeling activities.

Tax Receivable Agreement liability adjustment. Tax Receivable Agreement expenses are adjustments associated with revisions to the expected TRA liability as a result of updated estimated future tax savings at the federal, state and local level.

Interest expense, net. Interest expense includes cash and imputed non-cash charges related to our deemed landlord financing, interest expense related to the TRA, and amortization of finance fees related to our outstanding credit facility, net of interest income on our investments.

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Provision for income taxes. Provision for income taxes represents federal, state and local current and deferred income tax expense. As a partnership, The Habit Restaurants, LLC generally pays no tax on its net income, and each of its members is required to report such member’s allocable share of The Habit Restaurants, LLC’s net income on such member’s income tax returns. In contrast, The Habit Restaurants, Inc. is a corporation for federal, state and local income tax purposes, and The Habit Restaurants, Inc. and its subsidiaries will pay tax on their allocable share of income of The Habit Restaurants, LLC.

Critical Accounting Policies

Our discussion and analysis of operating results and financial condition are based upon our consolidated financial statements. The preparation of our consolidated financial statements in accordance with GAAP requires us to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenue, expenses and related disclosures of contingent assets and liabilities. We base our estimates on past experience and other assumptions that we believe are reasonable under the circumstances, and we evaluate these estimates on an ongoing basis. Our critical accounting policies are those that materially affect our financial statements and involve difficult, subjective or complex judgments by management. Although these estimates are based on management’s best knowledge of current events and actions that may impact us in the future, actual results may be materially different from the estimates. We believe the following critical accounting policies are affected by significant judgments and estimates used in the preparation of our consolidated financial statements and that the judgments and estimates are reasonable.

Leases ~~and Deferred Rent~~

WeIn ~~record~~fiscal ~~rent~~year ~~expense~~2019 ~~for~~we ~~our~~adopted ~~leases,~~ASC 842 Leases which ~~generally~~required ~~have~~lessees ~~escalating~~to ~~rentals~~recognize ~~over~~a ~~the~~lease ~~term~~liability ofand ~~the~~a ~~lease~~right-of-use ~~and~~(“ROU”) ~~may~~asset ~~contain~~for ~~rent~~all ~~holidays~~leases, orincluding ~~free~~operating ~~rents~~leases, onwith aan ~~straight-line~~expected ~~basis~~term ~~over~~greater ~~the~~than ~~lease~~12 ~~term~~months on its balance sheet. ~~Rent~~Operating ~~expense~~lease ~~begins~~ROU ~~when~~assets weand ~~have~~liabilities ~~the~~are ~~right~~recognized toon ~~control~~our ~~the~~consolidated ~~use~~balance ofsheet ~~the~~at ~~property~~commencement date, which is ~~typically~~the ~~before~~date ~~rent~~we ~~payments~~gain ~~are~~access ~~due~~to ~~under~~ the ~~lease~~property. WeThe ~~record~~lease liability is determined based on the ~~difference~~present ~~between~~value of the ~~rent~~minimum ~~expense~~rental ~~and~~payments ~~rent~~using ~~paid~~our asincremental ~~deferred~~borrowing ~~rent~~rate in effect at the ~~consolidated~~time ~~balance~~of ~~sheet~~lease commencement. ~~Rent~~The ~~expense~~ROU ~~for~~asset ~~the~~is ~~period~~determined ~~prior~~based toon the ~~restaurant~~lease ~~opening~~liability adjusted for lease incentives received. Lease expense is ~~reported~~recognized ason ~~pre~~a straight-~~opening~~line ~~rent~~bases ~~expense~~over inthe lease term. Certain leases require contingent rent above the ~~consolidated~~minimum ~~statements~~lease ofpayments ~~operations.~~based ~~Tenant~~on ~~incentives~~a ~~used~~percentage toof ~~fund~~sales, ~~leasehold~~these ~~improvements~~contingent amounts are ~~recorded~~excluded asin ~~deferred~~determining ~~rent~~the ~~and~~lease ~~amortized~~liability asand ~~reductions~~ROU ofasset ~~rent~~and ~~expense~~are ~~beginning~~accounted ~~when~~for weas ~~take~~period ~~control~~expense. ofThe ~~the~~option ~~related~~periods ~~leased~~are ~~space~~not ~~through~~included in the ~~term~~determination of the lease. ~~The~~liability ~~amortization~~and ofROU asset as we are not reasonably certain if we will extend at the ~~tenant~~time ~~incentives~~of lease commencement. Lease expenses for the period prior to the restaurant opening isare reported as ~~a reduction of~~ pre-opening ~~rent~~ expense in the consolidated statements of operations. ~~Certain~~Lease ofexpenses ~~our~~for ~~operating~~the ~~leases~~period ~~contain~~after ~~clauses~~a ~~that~~restaurant ~~provide~~opens ~~additional~~are ~~contingent~~reported ~~rent~~on ~~based~~the onoccupancy aand ~~percentage~~other ofoperating ~~sales~~expenses ~~greater~~line ~~than~~of ~~certain~~the ~~specified~~consolidated ~~target~~statements ~~amounts~~of operations. WeLeases ~~recognize~~for ~~contingent~~fiscal ~~rent~~year ~~expense~~2018 ~~when~~and prior were reported in accordance with the ~~achievement~~previous ofguidance ~~specified~~under ~~targets~~ASC is840 ~~considered~~which ~~probable.~~also ~~Rent~~required rent expense ~~for~~to ~~the~~be ~~period~~reported ~~after~~on a ~~restaurant~~straight-line ~~opens~~basis ~~and~~over ~~contingent~~the ~~rent~~lease ~~expense~~term, ~~are~~beginning ~~recorded~~when onwe had the ~~occupancy~~right to control the use of the property. The difference between rent expense and ~~other~~rent ~~operating~~paid ~~expenses~~was ~~line~~recorded ofas deferred rent in the consolidated ~~statements~~balance ~~of operations~~sheet.

In some cases, the asset we will lease requires construction to ready the space for its intended use, and in certain cases, we have involvement with the construction of leased assets. The construction period begins when we take control of the related leased space and continues until the space is substantially complete and ready for its intended use. In accordance with ASC 840-40-55, we must consider the nature and extent of our involvement during the construction period, and in some cases, our involvement results in us being considered the accounting owner of the construction project; in such cases, we capitalize the landlord’s construction costs, including the value of costs incurred up to the date we take control of the leased space (e.g., our portion of any costs of the building “shell”) and costs incurred during the remainder of the construction period, as such costs are incurred. Additionally, ASC 840-40-55 requires us to recognize a financing obligation for construction costs incurred by the landlord. One example of involvement that results in us being considered the accounting owner is a case where we lease a “cold shell.”

Once construction is complete, we are required to perform a sale-leaseback analysis pursuant to ASC 840-40 to determine if we can remove the landlord’s assets and associated financing obligations from the consolidated balance sheet. In certain leases, we maintain various forms of “continuing involvement” in the property, thereby precluding us from derecognizing the asset and associated financing obligations following the construction completion. In those cases, we will continue to account for the asset as if we are the legal owner, and the financing obligation similar to other debt, until the lease expires or is modified to remove the continuing involvement that prohibited derecognition.

Revenue Recognition

We recognize revenue when products are delivered to the customers or meals are served. Revenue is recognized net of sales taxes. We sell gift cards which do not have an expiration date and do not deduct non-usage fees from outstanding gift card balances. Revenue related to the sale of gift cards is deferred until the gift card is redeemed. A certain amount of gift cards will not be redeemed and may become breakage income or may need to be refunded to the various states. To date, we have not recognized breakage income of gift cards or refunded any amounts to the various states.

Valuation of Goodwill, Long-Lived and Other Intangible Assets

Intangible assets consist primarily of goodwill and tradenames.

Goodwill represents the excess of the purchase price over the fair value of net assets acquired in business combinations and is allocated to the appropriate reporting unit when acquired. In accordance with the provisions of ASC 350—Intangibles—Goodwill and Other, goodwill and indefinite lived intangible assets are not amortized, but tested for impairment at least annually or more frequently if events occur or circumstances indicate that the carrying amount may be impaired. For purposes of applying ASC 350, we have identified a single reporting unit, as that term is defined in ASC 350, to which goodwill is attributable.

As of September of 2011, the Financial Accounting Standards Board issued an amendment of the FASB Accounting Standards Codification 350 that has been coined the ASC 350 Impairment Analysis – “Step 0”. Step 0 allows for an entity to first assess qualitative factors to determine whether it is necessary to perform further analysis. If determined necessary after the qualitative test, we would asses if an impairment charge is necessary by assessing if the carrying amount exceeds the reporting unit’s fair value.50

ASC 350—Intangibles—Goodwill and Other, goodwill and indefinite lived intangible assets are not amortized, but tested for impairment at least annually or more frequently if events occur or circumstances indicate that the carrying amount may be impaired. For purposes of applying ASC 350, we have identified a single reporting unit, as that term is defined in ASC 350, to which goodwill is attributable.

As of September of 2011, the Financial Accounting Standards Board issued an amendment of the FASB Accounting Standards Codification 350 that has been coined the ASC 350 Impairment Analysis – “Step 0.” Step 0 allows for an entity to first assess qualitative factors to determine whether it is necessary to perform further analysis. If determined necessary after the qualitative test, we would assess if the carrying amount exceeds the reporting unit’s fair value and we would recognize an impairment charge for the amount by which the carrying amount exceeds the reporting unit’s fair value.

Tradenames acquired in a business combination and determined to have an indefinite useful life are not amortized because there is no foreseeable limit to the cash flows generated by the intangible asset, and have no legal, contractual, regulatory, economic or competitive limiting factors. Accordingly, tradenames are evaluated for impairment annually and whenever events or changes in circumstances indicate that the value of the asset may be impaired. We also annually evaluate any tradenames that are not being amortized to determine whether events and circumstances continue to support an indefinite useful life. If a tradename that is not being amortized is determined to have a finite useful life, the asset will be amortized prospectively over the estimated remaining useful life and tested for impairment in the same manner as a long-lived asset.

Income Taxes and Tax Receivable Agreement

We are subject to U.S. federal income taxes, in addition to state and local taxes, with respect to our allocable share of any net taxable income of The Habit Restaurants, LLC.

We account for uncertain tax positions in accordance with ASC 740, Income Taxes. ASC 740 prescribes a recognition threshold and measurement process for accounting for uncertain tax positions and also provides guidance on various related matters such as derecognition, interest, penalties, and required disclosures. We have anno uncertain tax ~~liability~~liabilities ~~of $103,000~~ at December 2531, ~~2018~~2019. ~~However, we continue to not recognize interest expense for uncertain tax positions for the year ended December 25, 2018 as we believe that the exposure would be immaterial.~~ In the future, if an uncertain tax position arises, interest and penalties will be accrued and included on the provision for income taxes line of the Statements of Consolidated Income. We file tax returns in U.S. federal and state jurisdictions. Generally, we are subject to examination by U.S. federal (or state and local) income tax authorities for three to four years from the filing of a tax return.

In connection with the IPO, we entered into the TRA. Under the TRA, we generally are required to pay to the Continuing LLC Owners 85% of the amount of cash savings, if any, in U.S. federal, state or local tax that we actually realize directly or indirectly (or are deemed to realize in certain circumstances) as a result of (i) certain tax attributes created as a result of the IPO and any sales or exchanges (as determined for U.S. federal income tax purposes) to or with us of their interests in The Habit Restaurants, LLC for shares of our Class A common stock or cash, including any basis adjustment relating to the assets of The Habit Restaurants, LLC and (ii) tax benefits attributable to payments made under the TRA (including imputed interest). The Habit Restaurants, Inc. generally will retain 15% of the applicable tax savings. In addition, the TRA provides for interest, at a rate equal to one year LIBOR, accrued from the due date (without extensions) of the corresponding tax return to the date of payment specified by the TRA. To the extent that we are unable to timely make payments under the TRA for any reason, such payments will be deferred and will accrue interest at a rate equal to one year LIBOR plus 200 basis points until paid (although a rate equal to one year LIBOR will apply if the inability to make payments under the TRA is due to limitations imposed on us or any of our subsidiaries by a debt agreement in effect on the date of the IPO). Our ability to make payments under the TRA and to pay our own tax liabilities to taxing authorities generally will depend on our receipt of cash distributions from The Habit Restaurants, LLC. See the section entitled “Item 1A, Risk Factors—Risks Related to Our Business and Industry.”

48Pursuant to the LLC Agreement, the Continuing LLC Owners have the right to exchange their LLC Units, together with a corresponding number of shares of Class B common stock (which will be cancelled in connection with any such exchange) for, generally, at the option of The Habit Restaurants, Inc. (such determination to be made by the disinterested members of our board of directors), (i) shares of our Class A common stock on a one-for-one basis, subject to customary conversion rate adjustments for stock splits, stock dividends and reclassifications or (ii) cash

attributable to payments made under the TRA (including imputed interest). The Habit Restaurants, Inc. generally will retain 15% of the applicable tax savings. In addition, the TRA provides for interest, at a rate equal to one year LIBOR, accrued from the due date (without extensions) of the corresponding tax return to the date of payment specified by the TRA. To the extent that we are unable to timely make payments under the TRA for any reason, such payments will be deferred and will accrue interest at a rate equal to one year LIBOR plus 200 basis points until paid (although a rate equal to one year LIBOR will apply if the inability to make payments under the TRA is due to limitations imposed on us or any of our subsidiaries by a debt agreement in effect on the date of the IPO). Our ability to make payments under the TRA and to pay our own tax liabilities to taxing authorities generally will depend on our receipt of cash distributions from The Habit Restaurants, LLC. See the section entitled “Item 1A, Risk Factors—Risks Related to Our Business and Industry.”51

Pursuant to the LLC Agreement, the Continuing LLC Owners have the right to exchange their LLC Units, together with a corresponding number of shares of Class B common stock (which will be cancelled in connection with any such exchange) for, generally, at the option of The Habit Restaurants, Inc. (such determination to be made by the disinterested members of our board of directors), (i) shares of our Class A common stock on a one-for-one basis, subject to customary conversion rate adjustments for stock splits, stock dividends and reclassifications or (ii) cash consideration (generally calculated based on the volume-weighted average price of the Class A common stock of The Habit Restaurants, Inc., as displayed under the heading Bloomberg VWAP on the Bloomberg page designated for the Class A common stock of The Habit Restaurants, Inc. for the 15 trading days immediately prior to the delivery date of a notice of exchange). At any time that an effective registration statement is on file with the SEC with respect to the shares of Class A Common Stock to be issued upon an exchange, The Habit Restaurants, Inc. may not provide cash consideration upon an exchange to a Continuing LLC Owner without the Continuing LLC Owner’s prior consent. These exchanges are expected to result in increases in the tax basis of the assets of The Habit Restaurants, LLC that otherwise would not have been available. Increases in tax basis resulting from such exchanges may reduce the amount of tax that The Habit Restaurants, Inc. would otherwise be required to pay in the future. This tax basis may also decrease gains (or increase losses) on future dispositions of certain assets to the extent tax basis is allocated to those assets. We amended its LLC Agreement in May 2016, pursuant to which we processed exchange requests every other week, rather than weekly, effective in June 2016. We further amended its LLC Agreement in March 2017, pursuant to which we process exchange requests monthly, effective in May 2017.

If the IRS or a state or local taxing authority challenges the tax basis adjustments that give rise to payments under the TRA and the tax basis adjustments are subsequently disallowed, the recipients of payments under the agreement will not reimburse us for any payments we previously made to them. Any such disallowance would be taken into account in determining future payments under the TRA and would, therefore, reduce the amount of any such future payments. Nevertheless, if the claimed tax benefits from the tax basis adjustments are disallowed, our payments under the TRA could exceed our actual tax savings, and we may not be able to recoup payments under the TRA that were calculated on the assumption that the disallowed tax savings were available.

As a result of the foregoing, (i) we could be required to make payments under the TRA that are greater than or less than the specified percentage of the actual tax savings we realize in respect of the tax attributes subject to the agreements and (ii) we may be required to make an immediate lump sum payment equal to the present value of the anticipated future tax savings, which payment may be made years in advance of the actual realization of such future benefits, if any of such benefits are ever realized. In these situations, our obligations under the TRA could have a substantial negative impact on our liquidity and could have the effect of delaying, deferring or preventing certain mergers, asset sales, other forms of business combinations or other changes of control. There can be no assurance that we will be able to finance our obligations under the TRA in a manner that does not adversely affect our working capital and growth requirements.

Payments under the TRA are intended to be treated as additional consideration for the applicable interests in The Habit Restaurants, LLC treated as sold or exchanged (as determined for U.S. federal income tax purposes) to or with us, except with respect to certain actual or imputed interest amounts payable under the TRA. As of December 2531, ~~2018~~2019, we recorded a liability of $82.78 million representing the payments due to the Continuing LLC Owners under the TRA.

2014 Omnibus Incentive Plan

Our board of directors adopted The Habit Restaurants, Inc. 2014 Omnibus Incentive Plan (the “2014 Omnibus Incentive Plan”). The 2014 Omnibus Incentive Plan also permits grants of cash bonuses ~~beginning in fiscal year 2015~~. This plan ~~authorizes~~authorized 2,525,275 total options and restricted stock units. No awards may be granted under the plan after November 19, 2024. WeIn ~~follow~~April ~~the~~2019, ~~provisions~~our board of ~~ASC~~directors ~~718,~~adopted ~~Compensation-Stock~~the ~~Compensation~~Amended and Restated 2014 Omnibus Incentive Plan, which ~~requires~~required ~~that~~and wereceived ~~measure~~stockholder ~~and~~approval ~~recognize~~at ~~compensation~~our ~~expense~~2019 ~~for~~Annual ~~all~~Meeting of Stockholders. This amendment increased the authorized options and restricted stock~~-based~~ ~~payment~~units ~~awards~~by ~~made~~1,000,000 shares. This amendment also amended the 2014 Omnibus Incentive Plan to ~~employees~~provide ~~and~~for ~~directors~~an ~~based~~aggregate annual limit on ~~their~~compensation ~~estimated~~payable ~~grant~~to ~~date~~each ~~fair~~non-employee ~~values.~~director ~~ASC~~(whether ~~718~~or ~~requires~~not ~~that~~pursuant ~~stock-based~~to ~~compensation~~the ~~expense~~Amended beand ~~recorded~~Restated ~~for~~2014 ~~all~~Omnibus ~~equity-classified~~Incentive ~~stock~~Plan), ~~options.~~require a minimum

~~The purpose of the 2014 Omnibus Incentive Plan is to advance our interests by providing for the grant to eligible individuals of equity-based and other incentive awards.~~52

50vesting period of at least one year for 95% of awards, expressly prohibit automatic “reload” grants of additional awards upon exercise of a stock option or SAR, expand our authority to claw back awards granted under the Amended and Restated 2014 Omnibus Incentive Plan and proceeds on the exercise or disposition of such awards, expressly prohibit “gross-ups” or other payments in respect of any excise taxes assessed on any awards granted under the Amended and Restated 2014 Omnibus Incentive Plan and expressly prohibit the payment of dividends and dividend equivalent on unvested awards.

We follow the provisions of ASC 718, Compensation-Stock Compensation, which requires that we measure and recognize compensation expense for all stock-based payment awards made to employees and directors based on their estimated grant date fair values. ASC 718 requires that stock-based compensation expense be recorded for all equity-classified stock options.

The purpose of the Amended and Restated 2014 Omnibus Incentive Plan is to advance our interests by providing for the grant to eligible individuals of equity-based and other incentive awards.

Results of Operations

Fiscal Year Ended December 31, 2019 Compared to Fiscal Year Ended December 25, 2018

The following table presents selected consolidated comparative results of operations for fiscal year ended December 31, 2019 compared to fiscal year ended December 25, 2018. Our operating results are presented as a percentage of total revenue, with the exception of restaurant operating costs, depreciation and amortization expense, pre-opening costs, asset impairment and loss on disposal of assets, which are presented as a percentage or restaurant revenue. Our financial results for these periods are not necessarily indicative of the financial results that we will achieve in future periods. Certain totals for the table below may not sum to 100% due to rounding.

Consolidated Statement of Operations Data:	Fiscal Year Ended										Increase / (Decrease)
(amounts in thousands)	December 31, 2019					December 25, 2018					$			%
Revenue
Restaurant revenue	$	463,297		99.4	%	$	399,110		99.2	%	$	64,187			16.1	%
Franchise/license revenue		2,762		0.6	%		3,037		0.8	%		(275	)		(9.1	)%

Total revenue		466,059		100.0	%		402,147		100.0	%		63,912			15.9	%
Operating expenses
Restaurant operating costs (excluding depreciation and amortization)
Food and paper costs		138,831		30.0	%		119,543		30.0	%		19,288			16.1	%
Labor and related expenses		155,557		33.6	%		135,023		33.8	%		20,534			15.2	%
Occupancy and other operating expenses		91,996		19.9	%		72,858		18.3	%		19,138			26.3	%
General and administrative expenses		42,442		9.1	%		38,918		9.7	%		3,524			9.1	%
Transaction and exchange related expenses		269		0.1	%		130		0.0	%		139			106.9	%
Depreciation and amortization expense		27,863		6.0	%		24,490		6.1	%		3,373			13.8	%
Pre-opening costs		2,143		0.5	%		2,850		0.7	%		(707	)		(24.8	)%
Asset impairment and restaurant closure charges		1,001		0.2	%		3,082		0.8	%		(2,081	)		(67.5	)%
Loss on disposal of assets		210		0.0	%		97		0.0	%		113			116.5	%

Total operating expenses		460,312		98.8	%		396,991		98.7	%		63,321			16.0	%

Income from operations		5,747		1.2	%		5,156		1.3	%		591			11.5	%
Other (income) expense
Tax Receivable Agreement liability adjustment		372		0.1	%		1,555		0.4	%		(1,183	)		(76.1	)%
Interest (income) expense, net		(263	)	(0.1	)%		1,018		0.3	%		(1,281	)		(125.8	)%
Income before income taxes		5,638		1.2	%		2,583		0.6	%		3,055			118.3	%
Provision (benefit) for income taxes		961		0.2	%		(1,057	)	(0.3	)%		2,018			(190.9	)%

Net income	$	4,677		1.0	%	$	3,640		0.9	%	$	1,037			28.5	%

Restaurant revenue. Restaurant revenue increased $64.2 million, or 16.1%, for fiscal year 2019 as compared to fiscal year 2018, primarily due to a $24.4 million increase in sales from new restaurants which were opened in fiscal year 2019 and a $27.6 million increase in sales from restaurants opened prior to fiscal year 2019 that did not fall into the comparable restaurant base. Comparable restaurant sales increased $12.7 million, or 3.5%, in fiscal year 2019 as compared to fiscal year 2018. The comparable restaurant sales increase was primarily due to an increase in average transaction amount of 6.3% partially offset by a decrease in traffic of 2.8% in fiscal year 2019 as compared to fiscal year 2018. The increase in revenue was also due in part to increased revenue of $0.2 million for catering trucks in fiscal year 2019 as compared to fiscal year 2018. The restaurant revenue increase was partially offset by a decrease in sales of $0.7 million due to the closure of three restaurants in August of fiscal year 2019. Fiscal year 2019 was a 53-week year and included an additional $7.7 million in restaurant revenue compared to fiscal year 2018 due to the additional operating week.

Franchise/license revenue. Franchise/license revenue decreased $0.3 million for fiscal year 2019 compared to fiscal year 2018. The decrease was primarily due to decreased franchise fees of $0.9 million recognized in fiscal year 2019 as compared to fiscal year 2018 primarily related to terminated franchise agreements. The decrease was partially offset due to increased royalty revenue of $0.6 million in fiscal year 2019 as compared to fiscal year 2018, due to the increased number of franchised/licensed locations.

Food and paper costs. Food and paper costs increased $19.3 million, or 16.1%, for fiscal year 2019 as compared to fiscal year 2018, primarily due to the increase in restaurant sales. As a percentage of revenue, food and paper costs remained flat at 30.0% in fiscal year 2019 and fiscal year 2018.

Labor and related expenses. Labor and related expenses increased $20.5 million, or 15.2%, for fiscal year 2019 as compared to fiscal year 2018, primarily due to the increased labor costs needed to support new restaurants and higher restaurant sales. As a percentage of revenue, labor and related expenses decreased slightly to 33.6% in fiscal year 2019 compared to 33.8% in fiscal year 2018 primarily due to increased menu prices, as we had an approximate 4.7% price increase during the fiscal year. The favorable impact of the price increase was partially offset by higher labor costs primarily due to wage rate increases for hourly employees. On January 1, 2019, the State of California’s (where most of our restaurants are located) minimum wage was raised to $12.00 per hour. In addition, regulatory increases to minimum wages for future periods have been passed and therefore we expect to see increased labor costs to continue. We are also experiencing a tight labor market in some areas which is putting pressure on labor rates.

Occupancy and other operating expenses. Occupancy and other operating expenses increased $19.1 million, or 26.3%, for fiscal year 2019 as compared to fiscal year 2018, primarily due to new restaurants. As a percentage of revenue, occupancy and other operating expenses increased to 19.9% in fiscal year 2019 from 18.3% in fiscal year 2018. The increase is primarily due to higher delivery, call center and on-line costs as we have rolled out the option of delivery in the majority of our restaurants during the second half of last year. In addition, there were higher rent and advertising costs in fiscal year 2019. We expect to see higher rent and delivery costs to continue in fiscal 2020.

General and administrative expenses. General and administrative expenses increased $3.5 million, or 9.1%, for fiscal year 2019 as compared to fiscal year 2018, primarily due to costs associated with supporting an increased number of restaurants, including the increasing number of administrative employees and field and corporate supervision. As a percentage of revenue, general and administrative expenses decreased to 9.1% in fiscal year 2019 from 9.7% in fiscal year 2018.

Transaction and exchange related expenses. There were transaction and exchange related expenses of $0.3 million in fiscal year 2019 that were costs associated with the pending merger with Yum! Brands compared to $0.1 million in fiscal year 2018 which were costs associated with the exchange of LLC Units to Class A common stock by the Continuing LLC Owners.

Depreciation and amortization expenses. Depreciation and amortization expense increased $3.4 million, or 13.8%, for fiscal year 2019 as compared to fiscal year 2018, primarily due to the increased number of restaurants. As a percentage of revenue, depreciation and amortization decreased slightly to 6.0% for fiscal year 2019 compared to 6.1% in fiscal year 2018.

Pre-opening costs. Pre-opening costs were $2.1 million for fiscal year 2019 as compared to $2.9 million for fiscal year 2018. We opened 21 new company-operated restaurants in fiscal year 2019 compared to 30 new company-operated restaurants that opened in fiscal year 2018. Pre-opening costs also include expenses incurred for restaurants that are set to open in the near future. As a percentage of revenue, pre-opening costs decreased to 0.5% in fiscal year 2019, from 0.7% in fiscal year 2018.

Asset impairment and restaurant closure charges. We closed three restaurants in the Orlando, Florida market and also decided not to move forward with the development of two restaurants during fiscal year 2019. We recorded restaurant closure charges of $1.0 million during fiscal year 2019, consisting primarily of lease termination costs, rent expense related to the closed restaurants, severance and other direct costs related to the closed restaurants. The three closed restaurants had previously been impaired during fiscal year 2018, as we determined that the carrying value of the three restaurants in the Orlando, Florida market were not recoverable, and as a result, recorded impairment expense of $3.1 million.

Interest expense, net. There was interest income of $0.3 million for fiscal year 2019 as compared to interest expense of $1.0 for fiscal year 2018. The decrease in interest expense, net is primarily attributed to the adoption of ASC 842 Leases, in the current fiscal year. Under the previous guidance, we had a number of leases where we were deemed to be the accounting owner of the building that are now treated as operating leases under the new standard, which resulted in a decrease in interest expense.

Provision (benefit) for income taxes. There was income tax expense of $1.0 million for fiscal year 2019 compared to an income tax benefit of $1.1 million for fiscal year 2018.

Fiscal Year Ended December 25, 2018 Compared to Fiscal Year Ended December 26, 2017

The following table presents selected consolidated comparative results of operations for fiscal year ended December 25, 2018 compared to fiscal year ended December 26, 2017. Our operating results are presented as a percentage of total revenue, with the exception of restaurant operating costs, depreciation and amortization expense, pre-opening costs, asset impairment and loss on disposal of assets, which are presented as a percentage or restaurant revenue. Our financial results for these periods are not necessarily indicative of the financial results that we will achieve in future periods. Certain totals for the table below may not sum to 100% due to rounding.

Consolidated Statement of Operations Data:	Fiscal Year Ended										Increase / (Decrease)
(amounts in thousands)	December 25, 2018					December 26, 2017					$			%
Revenue
Restaurant revenue	$	399,110		99.2	%	$	330,230		99.7	%	$	68,880			20.9	%
Franchise/license revenue		3,037		0.8	%		1,156		0.3	%		1,881			162.7	%
Total revenue		402,147		100.0	%		331,386		100.0	%		70,761			21.4	%
Operating expenses
Restaurant operating costs (excluding depreciation and amortization)
Food and paper costs		119,543		30.0	%		101,683		30.8	%		17,860			17.6	%
Labor and related expenses		135,023		33.8	%		110,785		33.5	%		24,238			21.9	%
Occupancy and other operating expenses		72,858		18.3	%		56,796		17.2	%		16,062			28.3	%
General and administrative expenses		38,918		9.7	%		32,559		9.8	%		6,359			19.5	%
Exchange related expenses		130		0.0	%		494		0.1	%		(364	)		(73.7	)%
Depreciation and amortization expense		24,490		6.1	%		18,761		5.7	%		5,729			30.5	%
Pre-opening costs		2,850		0.7	%		3,062		0.9	%		(212	)		(6.9	)%
Asset impairment		3,082		0.8	%		—		~~0.0~~—	%		3,082		*
Loss on disposal of assets		97		0.0	%		81		0.0	%		16			19.8	%
Total operating expenses		396,991		98.7	%		324,221		97.8	%		72,770			22.4	%
Income from operations		5,156		1.3	%		7,165		2.2	%		(2,009	)		(28.0	)%
Other (income) expense
Tax Receivable Agreement liability adjustment		1,555		0.4	%		(57,231	)	(17.3	)%		58,786			(102.7	)%
Interest expense, net		1,018		0.3	%		588		0.2	%		430			73.1	%
Income before income taxes		2,583		0.6	%		63,808		19.3	%		(61,225	)		(96.0	)%
Provision (benefit) for income taxes		(1,057	)	(0.3	)%		65,388		19.7	%		(66,445	)		(101.6	)%
Net income (loss)	$	3,640		0.9	%	$	(1,580	)	(0.5	)%	$	5,220			(330.4	)%

* Not Calculable57

Restaurant revenue. Restaurant revenue increased $68.9 million, or 20.9%, for fiscal year 2018 as compared to fiscal year 2017, primarily due to a $31.5 million increase in sales from new restaurants which were opened in fiscal year 2018 and a $31.6 million increase in sales from restaurants opened prior to fiscal year 2018 that did not fall into the comparable restaurant base. Comparable restaurant sales increased $4.4 million, or 1.5%, in fiscal year 2018 as compared to fiscal year 2017. The comparable restaurant sales increase was primarily due to an increase in average transaction amount of 4.5% partially offset by a decrease in traffic of 3.0% in fiscal year 2018 as compared to fiscal year 2017. The increase in revenue was also due in part to increased revenue of $1.9 million for catering trucks in fiscal year 2018 as compared to fiscal year 2017. We had 10 catering trucks operating by the end of fiscal year 2018 compared to nine catering trucks operating at the end of fiscal year 2017. The restaurant revenue increase was partially offset by a decrease in sales of $0.5 million due to the closure of one restaurant in July of fiscal year 2017.

Franchise/license revenue. Franchise/license revenue increased $1.9 million for fiscal year 2018 compared to fiscal year 2017. The change was primarily due to increased franchise fees of $1.3 million recognized in fiscal year 2018 as compared to fiscal year 2017, of which $1.1 million related to two franchise agreements terminated in fiscal year 2018. The change was also partially due to increased royalty revenue of $0.6 million in fiscal year 2018 as compared to fiscal year 2017, due to the increased number of franchised/licensed locations.

Food and paper costs. Food and paper costs increased $17.9 million, or 17.6%, for fiscal year 2018 as compared to fiscal year 2017, primarily due to the increase in restaurant sales. As a percentage of revenue, food and paper costs decreased to 30.0% in fiscal year 2018 from 30.8% in fiscal year 2017. This decrease was primarily driven by increased menu prices as well as decreases in beef, seafood, other proteins, and produce partially offset by increases in the cost of potatoes in fiscal year 2018.

Labor and related expenses. Labor and related expenses increased $24.2 million, or 21.9%, for fiscal year 2018 as compared to fiscal year 2017, primarily due to the increased labor costs needed to support new restaurants and higher restaurant sales. As a percentage of revenue, labor and related expenses increased to 33.8% in fiscal year 2018 compared to 33.5% in fiscal year 2017. Labor costs were higher primarily due to wage rate increases for hourly employees. On January 1, 2018, the State of California’s (where most of our restaurants are located) minimum wage was raised to $11.00 per hour. In addition, regulatory increases to minimum wages for future periods have been passed and therefore we expect to see increased labor costs to continue. We are also experiencing a tight labor market in some areas which is putting pressure on labor rates.

Occupancy and other operating expenses. Occupancy and other operating expenses increased $16.1 million, or 28.3%, for fiscal year 2018 as compared to fiscal year 2017, primarily due to new restaurants. As a percentage of revenue, occupancy and other operating expenses increased to 18.3% in fiscal year 2018 from 17.2% in fiscal year 2017. The increase is primarily due to higher call center, on-line and delivery costs as we have rolled out the option of delivery in the majority of our restaurants this year, and also due to higher rent and common area maintenance costs in fiscal year 2018. We expect to see higher rent and delivery costs to continue in fiscal 2019.

General and administrative expenses. General and administrative expenses increased $6.4 million, or 19.5%, for fiscal year 2018 as compared to fiscal year 2017, primarily due to costs associated with supporting an increased number of restaurants, including the increasing number of administrative employees and field and corporate supervision. As a percentage of revenue, general and administrative expenses decreased slightly to 9.7% in fiscal year 2018 from 9.8% in fiscal year 2017.

Exchange related expenses. Exchange related expenses, which are costs associated with the exchange of LLC Units to Class A common stock by the Continuing LLC Owners, were $0.1 million for fiscal year 2018 as compared to $0.5 million for fiscal year 2017.

5258

Depreciation and amortization expenses. Depreciation and amortization expense increased $5.7 million, or 30.5%, for fiscal year 2018 as compared to fiscal year 2017, primarily due to the increased number of restaurants. As a percentage of revenue, depreciation and amortization increased to 6.1% for fiscal year 2018 compared to 5.7% in fiscal year 2017, primarily due to slightly higher average capital expenditures on our new restaurants.

Pre-opening costs. Pre-opening costs were $2.9 million for fiscal year 2018 as compared to $3.1 million for fiscal year 2017. We opened 30 new company-operated restaurants in fiscal year 2018 compared to 32 new company-operated restaurants that opened in fiscal year 2017. Pre-opening costs also include expenses incurred for restaurants that are set to open in the near future. As a percentage of revenue, pre-opening costs decreased to 0.7% in fiscal year 2018, from 0.9% in fiscal year 2017.

Asset impairment. Asset impairment expense was $3.1 million for fiscal year 2018. There was no impairment expense in fiscal year 2017. The Company determined that the carrying value of three restaurants in the Orlando, Florida market were not recoverable, and as a result, recorded impairment expense of $3.1 million in fiscal year 2018.

Tax Receivable Agreement liability adjustment. Tax Receivable Agreement expenses, which are adjustments associated with revisions to the expected TRA liability as a result of updated estimated future tax savings at the federal, state and local level, were $1.6 million for fiscal year 2018 as compared to a credit of $57.2 million for fiscal year 2017. The adjustment in fiscal year 2017 was primarily due to the new tax legislation, commonly referred to as the Tax Cuts and Jobs Act, which reduced the U.S. corporate income tax rate to 21% starting in 2018.

Interest expense, net. Interest expense, net increased $0.4 million, or 73.1%, for fiscal year 2018 as compared to fiscal year 2017. The increase in interest expense is primarily attributed to higher interest expense from more deemed landlord locations.

Provision (benefit) for income taxes. There was an income tax benefit of $1.1 million for fiscal year 2018 compared to income tax expense of $65.4 million for fiscal year 2017. In fiscal year 2017 we adjusted deferred tax assets in accordance with the new tax legislation which reduced the U.S. corporate income tax rate to 21% effective in 2018.

Fiscal Year Ended December 26, 2017 Compared to Fiscal Year Ended December 27, 2016

The following table presents selected consolidated comparative results of operations for fiscal year ended December 26, 2017 compared to fiscal year ended December 27, 2016. Our operating results are presented as a percentage of total revenue, with the exception of restaurant operating costs, depreciation and amortization expense, pre-opening costs and loss on disposal of assets, which are presented as a percentage of restaurant revenue. Our financial results for these periods are not necessarily indicative of the financial results that we will achieve in future periods. Certain totals for the table below may not sum to 100% due to rounding.

Consolidated Statement of Operations Data:	Fiscal Year Ended									Increase / (Decrease)
(amounts in thousands)	December 26, 2017					December 27, 2016				$			%
Revenue
Restaurant revenue	$	330,230		99.7	%	$	282,819	99.7	%	$	47,411			16.8	%
Franchise/license revenue		1,156		0.3	%		866	0.3	%		290			33.5	%
Total revenue		331,386		100.0	%		283,685	100.0	%		47,701			16.8	%
Operating expenses
Restaurant operating costs (excluding depreciation and amortization)
Food and paper costs		101,683		30.8	%		84,585	29.9	%		17,098			20.2	%
Labor and related expenses		110,785		33.5	%		92,588	32.7	%		18,197			19.7	%
Occupancy and other operating expenses		56,796		17.2	%		46,352	16.4	%		10,444			22.5	%
General and administrative expenses		32,559		9.8	%		28,849	10.2	%		3,710			12.9	%
Exchange related expenses		494		0.1	%		674	0.2	%		(180	)		(26.7	)%
Depreciation and amortization expense		18,761		5.7	%		14,880	5.3	%		3,881			26.1	%
Pre-opening costs		3,062		0.9	%		2,174	0.8	%		888			40.8	%
Loss on disposal of assets		81		0.0	%		128	0.0	%		(47	)		(36.7	)%
Total operating expenses		324,221		97.8	%		270,230	95.3	%		53,991			20.0	%
Income from operations		7,165		2.2	%		13,455	4.7	%		(6,290	)		(46.7	)%
Other (income) expense
Tax Receivable Agreement liability adjustment		(57,231	)	(17.3	)%		—	—			(57,231	)	*
Interest expense, net		588		0.2	%		634	0.2	%		(46	)		(7.3	)%
Income before income taxes		63,808		19.3	%		12,821	4.5	%		50,987			397.7	%
Provision for income taxes		65,388		19.7	%		3,646	1.3	%		61,742			1693.4	%
Net income (loss)	$	(1,580	)	(0.5	)%	$	9,175	3.2	%	$	(10,755	)		(117.2	)%

Restaurant revenue. Restaurant revenue increased $47.4 million, or 16.8%, for fiscal year 2017 as compared to fiscal year 2016, primarily due to a $22.5 million increase in sales from new restaurants which were opened in fiscal year 2017 and a $25.1 million increase in sales from restaurants opened prior to fiscal year 2017 that did not fall into the comparable restaurant base. The increase in revenue was also due in part to increased revenue of $1.4 million for catering trucks in fiscal year 2017 as compared to fiscal year 2016. We had nine catering trucks operating by the end of fiscal year 2017 compared to seven catering trucks operating at the end of fiscal year 2016. Comparable restaurant sales decreased $0.2 million, or 0.1%, in fiscal year 2017 as compared to fiscal year 2016. The comparable restaurant sales decrease was primarily due to a decrease in traffic of 1.1% partially offset by an increase in average transaction amount of 1.0% in fiscal year 2017 as compared to fiscal year 2016. The restaurant revenue increase was also partially offset by a decrease in sales of $1.4 million due to the closure of one restaurant in July of fiscal year 2017 and the closure of one restaurant in December of fiscal year 2016.

Franchise/license revenue. Franchise/license revenue increased $290,000 for fiscal year 2017 compared to fiscal year 2016. The change was primarily due to increased royalty revenue of $362,000 in fiscal year 2017 as compared to fiscal year 2016, due to the increased number of franchised/licensed locations. This increase was partially offset by a decrease in franchise fees recognized in fiscal year 2017 of $72,000.

Food and paper costs. Food and paper costs increased $17.1 million, or 20.2%, for fiscal year 2017 as compared to fiscal year 2016, primarily due to the increase in restaurant sales. As a percentage of revenue, food and paper costs increased to 30.8% in fiscal year 2017 from 29.9% in fiscal year 2016. This increase was primarily driven by increases in chicken, produce and beef costs in fiscal year 2017.

Labor and related expenses. Labor and related expenses increased $18.2 million, or 19.7%, for fiscal year 2017 as compared to fiscal year 2016, primarily due to the increased labor costs needed to support new restaurants and higher restaurant sales. As a percentage of revenue, labor and related expenses increased to 33.5% in fiscal year 2017 compared to 32.7% in fiscal year 2016. Labor costs were higher primarily due to wage rate increases for hourly employees. On January 1, 2018, the State of California’s (where most of our restaurants are located) minimum wage was raised to $11.00 per hour. In addition, regulatory increases to minimum wages for future periods have been passed and therefore we expect to see increased labor costs to continue.

Occupancy and other operating expenses. Occupancy and other operating expenses increased $10.4 million, or 22.5%, for fiscal year 2017 as compared to fiscal year 2016, primarily due to new restaurants. As a percentage of revenue, occupancy and other operating expenses increased to 17.2% in fiscal year 2017 from 16.4% in fiscal year 2016 primarily due to higher rent costs, higher advertising costs and higher utilities expenses in fiscal year 2017. We expect to see higher rent costs to continue in fiscal 2018.

General and administrative expenses. General and administrative expenses increased $3.7 million, or 12.9%, for fiscal year 2017 as compared to fiscal year 2016, primarily due to costs associated with supporting an increased number of restaurants, including the increasing number of administrative employees and field and corporate supervision. As a percentage of revenue, general and administrative expenses decreased to 9.8% in fiscal year 2017 from 10.2% in fiscal year 2016.

Exchange related expenses. Exchange related expenses, which are costs associated with the exchange of LLC Units to Class A common stock by the Continuing LLC Owners, were $0.5 million for fiscal year 2017 as compared to $0.7 million for fiscal year 2016.

Depreciation and amortization expenses. Depreciation and amortization expense increased $3.9 million, or 26.1%, for fiscal year 2017 as compared to fiscal year 2016, primarily due to the increased number of restaurants. As a percentage of revenue, depreciation and amortization increased to 5.7% for fiscal year 2017 compared to 5.3% in fiscal year 2016, primarily due to slightly higher average capital expenditures on our new restaurants.

Pre-opening costs. Pre-opening costs were $3.1 million for fiscal year 2017 as compared to $2.2 million for fiscal year 2016. We opened 32 new company-operated restaurants in fiscal year 2017 compared to 26 new company-operated restaurants that opened in fiscal year 2016. Pre-opening costs also include expenses incurred for restaurants that are set to open in the near future. As a percentage of revenue, pre-opening costs increased slightly to 0.9% in fiscal year 2017, from 0.8% in fiscal year 2016.

Tax Receivable Agreement liability adjustment. Tax Receivable Agreement expenses, which are adjustments associated with revisions to the expected TRA liability as a result of updated estimated future tax savings at the federal, state and local level, were a credit of $57.2 million for fiscal year 2017. This adjustment is primarily due to the new tax legislation, commonly referred to as the Tax Cuts and Jobs Act, which reduced the U.S. corporate income tax rate to 21% starting in 2018. There was no TRA expense in fiscal year 2016.

Interest expense, net. Interest expense, net decreased $46,000, or 7.3%, for fiscal year 2017 as compared to fiscal year 2016.

Provision for income taxes. Income tax expense was $65.4 million for fiscal year 2017 compared to $3.6 million for fiscal year 2016. In fiscal year 2017 we adjusted deferred tax assets in accordance with the new tax legislation which reduced the U.S. corporate income tax rate to 21% effective in 2018.

Selected Quarterly Financial Data

The following table presents select historical quarterly consolidated statements of operations data and other operations data for fiscal years ~~2018~~2019 and ~~2017~~2018. This quarterly information has been prepared using our unaudited consolidated financial statements and includes all adjustments consisting only of normal recurring adjustments necessary for a fair presentation of the results of the interim periods.

(amounts in thousands except per share data)

	Fiscal Quarter⁽¹⁾
	1Q19			2Q19		3Q19		4Q19		FY19
Total revenue	$	108,174		$	117,928	$	117,303	$	122,654	$	466,059
Income (loss) from operations		(274	)		3,435		1,553		1,032		5,747
Net income (loss)		(231	)		2,680		1,365		863		4,677
Net income (loss) attributable to non- controlling interests		(55	)		708		327		220		1,200
Net income (loss) attributable to The Habit Restaurants, Inc.	$	(176	)	$	1,972	$	1,038	$	643	$	3,477
Basic income (loss) per share of Class A common stock	$	(0.01	)	$	0.10	$	0.05	$	0.03	$	0.17
Diluted income (loss) per share of Class A common stock	$	(0.01	)	$	0.09	$	0.05	$	0.03	$	0.17

	Fiscal Quarter⁽¹⁾
	1Q18		2Q18		3Q18			4Q18		FY18
Total revenue	$	91,948	$	102,852	$	104,639		$	102,708	$	402,147
Income (loss) from operations		407		3,914		(899	)		1,735		5,156
Net income (loss)		689		2,829		(864	)		986		3,640
Net income (loss) attributable to non- controlling interests		35		773		(244	)		299		863
Net income (loss) attributable to The Habit Restaurants, Inc.	$	654	$	2,056	$	(620	)	$	687	$	2,777
Basic income (loss) per share of Class A common stock	$	0.03	$	0.10	$	(0.03	)	$	0.03	$	0.14
Diluted income (loss) per share of Class A common stock	$	0.03	$	0.10	$	(0.03	)	$	0.03	$	0.13

	Fiscal Quarter(1)
	1Q17		2Q17		3Q17		4Q17			FY17
Total revenue	$	78,591	$	83,337	$	84,610	$	84,849		$	331,386
Income (loss) from operations		4,161		2,758		391		(145	)		7,165
Net income (loss)		2,702		1,718		424		(6,425	)		(1,580	)
Net income (loss) attributable to non- controlling interests		904		601		56		(22	)		1,539
Net income (loss) attributable to The Habit Restaurants, Inc.	$	1,798	$	1,117	$	368	$	(6,403	)	$	(3,119	)
Basic income (loss) per share of Class A common stock	$	0.09	$	0.06	$	0.02	$	(0.31	)	$	(0.15	)
Diluted income (loss) per share of Class A common stock	$	0.09	$	0.05	$	0.02	$	(0.31	)	$	(0.15	)

¹⁾	Certain totals may not sum exactly due to rounding.

Liquidity and Capital Resources

Our primary uses of cash are for operational expenditures and capital investments, including new stores, store remodels, store maintenance capital, store fixtures and ongoing infrastructure improvements. Historically, our main source of liquidity has been cash flows from operations.

The significant components of our working capital are liquid assets such as cash, cash equivalents, current marketable securities and receivables, reduced by accounts payable and accrued expenses. Our working capital position benefits from the fact that we generally collect cash from sales to customers the same day or within several days of the related sale, while we typically have longer payment terms with our vendors.

As of December 2531, ~~2018~~2019, we have commitments totaling $53.70 million for capital expenditures related to new restaurant openings.

Potential Impacts of Market Conditions on Capital Resources

Until recently, we have consistently experienced increases in comparable restaurant sales and operating cash flows. However, the restaurant industry continues to be challenged and uncertainty exists as to the sustainability of these favorable trends as evidenced in our recent results.

We believe that expected cash flow from operations and our existing cash balance at December 2531, ~~2018~~2019 are adequate to fund operations for at least the next 12 months. However, our ability to continue to meet these requirements and obligations will depend on, among other things, our ability to achieve anticipated levels of revenue and cash flow and our ability to manage costs and working capital successfully.

Summary of Cash Flows

Our primary sources of liquidity and cash flows are derived from our existing cash balance at December 2531, ~~2018~~2019 and our operating cash flows. We use these to fund capital expenditures for new company-operated restaurant openings, reinvest in our existing restaurants, invest in infrastructure and information technology and maintain working capital. Our working capital position benefits from the fact that we generally collect cash from sales to customers the same day, or in the case of credit or debit card transactions, within several days of the related sale, and we typically have 20 to 30 days to pay our vendors.

The material changes in working capital from fiscal year ~~2017~~2018 to fiscal year ~~2018~~2019 were comprised of a $211.25 million ~~decrease~~increase in current assets and a $531.79 million increase in current liabilities. The ~~decrease~~increase in current assets was

5760

primarily due to a $39.45 million ~~decrease~~increase in cash primarily attributed to the ~~spending on capital expenditures as we opened 30 company-operated restaurants this year and also the~~ timing of payables, ~~and~~ accrued expenses, ~~partially~~and ~~offset~~employee-related accruals, and by an increase in prepaid expenses and other current assets of $14.51 million due primarily to the timing of ~~insurance~~rent ~~premium~~ payments., ~~The~~partially ~~increase~~offset inby ~~current~~a ~~liabilities~~$2.2 ~~was~~million ~~primarily~~decrease ~~due~~in toaccounts ~~higher~~receivable. ~~employee-related~~The ~~accruals~~increase ofin ~~$5.1~~current ~~million~~liabilities ~~which~~was ~~were~~ primarily ~~due~~attributed to ~~increased~~the ~~accruals~~adoption ~~for~~of ~~workers’~~ASC ~~compensation~~842 ~~claims~~and asthe werecognition ~~moved~~of tothe acurrent ~~modified~~portion ~~self-insurance~~of ~~workers’~~operating ~~compensation~~lease ~~program~~liabilities inof ~~fiscal~~$22.8 ~~year~~million ~~2018,~~as ~~increased~~of ~~accruals~~December ~~for~~31, ~~bonuses~~2019 asand ~~the~~also ~~Company~~due ~~achieved~~to higher ~~performance~~employee-related ~~goals~~accruals inof ~~fiscal~~7.1 ~~year~~million ~~2018~~which ~~and~~is ~~also~~primarily ~~partially~~ due to the ~~increased~~timing ~~number~~ of ~~employees~~pay dates and ~~the related~~ increased ~~labor~~workers’ ~~and~~compensation ~~benefits costs~~liabilities.

Fiscal Year Ended

December 25,

December 26,

December 27,

December 31,

December 25,

December 26,

(amounts in thousands)

~~2018~~2019

~~2017~~2018

~~2016~~2017

Consolidated Statement of Cash Flows Data:

Net cash provided by operating activities

4245,~~096~~425

3342,~~607~~096

3433,~~003~~607

Net cash used in investing activities

(4334,~~399~~360

)

(4643,~~025~~399

)

(3246,~~649~~025

)

Net cash used in financing activities

(21,~~080~~585

)

(32,~~497~~080

)

(43,~~153~~497

)

Cash Flows Provided by Operating Activities

Net cash provided by operating activities increased by $83.53 million to $4245.14 million for the fiscal year ended December 2531, ~~2018~~2019 from $3342.61 million for the fiscal year ended December 2625, ~~2017~~2018. ~~The~~Cash ~~increase~~flows ~~was~~from ~~driven~~operating byactivities anreflect ~~increase~~net inincome ~~restaurant~~adjusted ~~contribution~~for ~~partially~~certain ~~offset~~non-cash byitems ~~increased~~including ~~general~~depreciation and ~~administrative~~amortization, ~~expenses~~changes in deferred tax assets, stock-based compensation and changes in working capital. The ~~net~~majority ~~effect~~ of ~~these~~the ~~changes~~net ~~created~~cash anprovided increase in ~~cash~~fiscal ~~provided~~year by2019 ~~operations~~was ofrelated to a $4.43 million. ~~The~~ increase ~~was~~in ~~also~~net ~~driven~~income byadjusted ~~changes~~for innon-cash ~~employee~~items, ~~related~~a ~~accruals of~~ $42.02 million ~~which~~change ~~was~~in ~~attributed~~accrued toexpenses ~~the~~and ~~items~~a ~~mentioned~~$2.0 ~~above~~million change in employee-related accruals.

This increase in cash provided by operating activities for the fiscal year ended December 31, 2019 compared to the fiscal year ended December 25, 2018 was partially offset due to changes in prepaid expenses of $2.6 million, changes in accounts payable of $1.5 million and changes in accounts receivable of $1.1 million which were primarily attributed to timing.

Net cash provided by operating activities increased by $8.5 million to $42.1 million for the fiscal year ended December 25, 2018 from $33.6 million for the fiscal year ended December 26, 2017. The majority of the net cash provided increase in fiscal year 2018 was related to a $5.6 million increase in net income adjusted for non-cash items and a change in employee related accruals of $4.0 million.

This increase in cash provided by operating activities for the fiscal year ended December 25, 2018 compared to the fiscal year ended December 26, 2017 was partially offset due to changes in accrued expenses and accounts payable of $1.5 million which was primarily attributed to timing.

Net cash provided by operating activities decreased by $0.4 million to $33.6 million for the fiscal year ended December 26, 2017 from $34.0 million for the fiscal year ended December 27, 2016. The decrease was primarily driven by lower restaurant contribution margins in fiscal year 2017.

This decrease in cash provided by operating activities for the fiscal year ended December 26, 2017 compared to the fiscal year ended December 27, 2016 was partially offset due to changes in accounts payable of $1.0 million which was primarily attributed to timing.

Cash Flows Used in Investing Activities

Net cash used in investing activities decreased by $9.0 million to $34.4 million for the fiscal year ended December 31, 2019 from $43.4 million for the fiscal year ended December 25, 2018. There were 21 new company-operated restaurants opened during the fiscal year ended December 31, 2019 compared to 30 new company-operated restaurants that opened during the fiscal year ended December 25, 2018. The decrease was primarily due to the lower number of restaurants opened in fiscal year 2019.

Net cash used in investing activities decreased by $2.6 million to $43.4 million for the fiscal year ended December 25, 2018 from $46.0 million for the fiscal year ended December 26, 2017. There were 30 new company-operated restaurants opened during the fiscal year ended December 25, 2018 compared to 32 new company-operated restaurants that opened during the fiscal year ended December 26, 2017. The decrease was primarily due to the slightly lower number of restaurants opened in fiscal year 2018.

Net cash used in investing activities increased by $13.4 million to $46.0 million for the fiscal year ended December 26, 2017 from $32.6 million for the fiscal year ended December 27, 2016. There were 32 new company-operated restaurants opened during the fiscal year ended December 26, 2017 compared to 26 new company-operated restaurants that opened during the fiscal year ended December 27, 2016. The increase was due to the increased number of restaurants opened in fiscal year 2017, which also included more drive-thru locations that tend to have higher construction costs. The increase was also attributed to capital expenditures for future restaurant openings, remodels, maintaining our existing restaurants and other projects.61

Cash Flows Used in Financing Activities

Net cash used in financing activities decreased by $0.5 million to $1.6 million for the fiscal year ended December 31, 2019 from $2.1 million for the fiscal year ended December 25, 2018. This change was primarily due to a decrease in the TRA payment of $1.1 million in the current year, partially offset by higher tax distributions to Continuing LLC Owners of $0.6 million in the current year.

Net cash used in financing activities decreased by $1.4 million to $2.1 million for the fiscal year ended December 25, 2018 from $3.5 million for the fiscal year ended December 26, 2017. This change was primarily due to a decrease in tax distributions to Continuing LLC Owners of $0.6 million in the current year and due to a decrease in the TRA payment of $0.6 million in the current year.

Net cash used in financing activities decreased by $0.7 million to $3.5 million for the fiscal year ended December 26, 2017 from $4.2 million for the fiscal year ended December 27, 2016. This change was primarily due to a decrease in tax distributions to Continuing LLC Owners of $0.9 million in the current year, partially offset by increased financing fees on long-term debt of $0.3 million.

Credit Facility

On August 2, 2017, The Habit Restaurants, LLC executed a $20 million credit facility with Bank of the West (the “Credit Facility”) ~~that~~with ~~matures~~a onmaturity date of August 2, 2019. In October 2018, ~~the~~and ~~Company~~September 2019, we extended the maturity date on the Credit Facility to August 1, 2020 and August 1, 2021, respectively. All borrowings under the Credit Facility will bear interest at a variable rate based upon LIBOR plus the applicable margin for LIBOR loans (as defined in the Credit Facility). The Credit Facility has no unused commitment fees. ~~The~~As ~~Company~~part of the initial execution of the Credit Facility, we incurred $0.3 million in deferred financing fees ~~related to the Credit Facility~~ that will be amortized over the length of the agreement. That amortization expense is included in interest expense, net on the accompanying consolidated statements of operations.

The Credit Facility is secured by all the assets of The Habit Restaurants, LLC, and we are required to comply with certain financial covenants therein. The Credit Facility contains customary representations, warranties, negative and affirmative covenants, including a maximum lease adjusted leverage ratio of 4.00 to 1.00 and a minimum EBITDA of $21.4 million for the twelve-month period then ended at the end of each fiscal quarter. As of December 2531, ~~2018~~2019, we and The Habit Restaurants, LLC were in compliance with all covenants. As of December 2531, ~~2018~~2019, The Habit Restaurants, LLC had no outstanding debt under the Credit Facility.

On January 4, 2018 we executed an irrevocable standby letter of credit for $1.5 million related to our self-insured workers’ compensation coverage. In conjunction with the renewal of ~~the~~our ~~Company’s~~ self-insured workers’ compensation coverage in October 2018, ~~the~~we ~~Company~~ increased ~~its~~our irrevocable standby letter of credit to $3.25 million. The increased standby letter of credit expires on January 5, ~~2020~~2021. ~~This~~In conjunction with the renewal of our self-insured workers’ compensation coverage in October 2019, we executed an additional standby letter of credit isfor $1.4 million which expires on October 31, 2020. These letters of credit are a reduction of the borrowing capacity of our Credit Facility.

Contractual Obligations

The following table presents our commitments and contractual obligations as of December 2531, ~~2018~~2019, as well as our long-term obligations:

	Total		~~2019~~2020		~~2020-~~2021-2022		~~2022-~~2023-2024		~~2024~~2025 and Thereafter
(amounts in thousands)
Long-term debt obligations(1)	$	—	$	—	$	—	$	—	$	—
Operating lease obligations(2)		257,254		27,376		59,014		52,831		118,033
Operating lease obligations for leases that have commenced(2)		231,454		31,087		60,816		53,910		85,641
Deemed landlord financing(3)		13,468		1,504		2,907		2,973		6,084
Operating lease obligations for leases that have not yet commenced(3)		34,084		637		4,942		4,953		23,552
Purchase obligations(4)		1,~~189~~326		1,~~189~~326		—		—		—
Total	$	~~271~~266,~~911~~864	$	3033,~~069~~050	$	6165,~~921~~758	$	5558,~~804~~863	$	~~124~~109,~~117~~193

(1) On August 2, 2017, The Habit Restaurants, LLC executed a $20 million credit facility with Bank of the West ~~that~~with ~~matures~~a onmaturity date of August 2, 2019. In October 2018, ~~the~~and ~~Company~~September 2019, we extended the maturity date on the Credit Facility to August 1, 2020. ~~There were no borrowings on the facility as of December 25, 2018~~ and ~~the~~August ~~unused portion of the facility does not accrue any fees as part of this agreement. On January 4~~1, ~~2018~~2021, ~~we executed an irrevocable standby letter of credit for $1~~respectively.5 ~~million~~There ~~related~~were tono ~~our~~borrowings ~~self-insured~~on ~~workers’ compensation coverage. In conjunction with~~ the ~~renewal of the Company’s self-insured workers’ compensation coverage in October 2018, the Company increased its irrevocable standby letter of credit to $3.25 million. The increased~~

5962

facility as of December 31, 2019 and the unused portion of the facility does not accrue any fees as part of this agreement. On January 4, 2018, we executed an irrevocable standby letter of credit for $1.5 million related to our self-insured workers’ compensation coverage. In conjunction with the renewal of our self-insured workers’ compensation coverage in October 2018, we increased our irrevocable standby letter of credit to $3.25 million. The increased standby letter of credit expires on January 5, ~~2020~~2021. ~~This~~In conjunction with the renewal of our self-insured workers’ compensation coverage in October 2019, we executed an additional standby letter of credit isfor $1.4 million which expires on October 31, 2020. These letters of credit are a reduction of the borrowing capacity of our Credit Facility.

(2) Includes minimum rental payments that are included in the lease term infor ~~accordance~~leases ~~with~~that ~~accounting~~have ~~guidance related to leases~~commenced.

(3) Includes ~~principal~~minimum ~~and~~rental ~~interest~~ payments ~~during~~that are included in the lease ~~terms~~term for ~~restaurant~~leases ~~locations~~that ~~where we~~ have ~~been~~not ~~deemed~~yet ~~to be the accounting owner of the landlord’s shell~~commenced.

⁽⁴⁾	Includes short-term purchase commitments for food and paper items.

Off-Balance Sheet Arrangements

As of December 2531, ~~2018~~2019, we did not have any material off-balance sheet arrangements~~, except for restaurant leases~~.

JOBS Act

We qualify as an “emerging growth company” as defined in Section 2(a)(19) of the Securities Act, as modified by the JOBS Act. Section 107 of the JOBS Act provides that an emerging growth company can take advantage of the extended transition period provided in Section 7(a)(2)(B) of the Securities Act for complying with new or revised accounting standards. In other words, an emerging growth company can delay the adoption of certain accounting standards until those standards would otherwise apply to private companies. We have irrevocably elected not to avail ourselves of this extended transition period and, as a result, we will adopt new or revised accounting standards on the relevant dates on which adoption of such standards is required for other public companies.

Subject to certain conditions set forth in the JOBS Act, we are also eligible for and intend to take advantage of certain exemptions from various reporting requirements applicable to other public companies that are not emerging growth companies, including (i) the exemption from the auditor attestation requirements with respect to internal control over financial reporting under Section 404 of the Sarbanes-Oxley Act, (ii) the exemptions from say-on-pay, say-on-frequency and say-on-golden parachute voting requirements and (iii) reduced disclosure obligations regarding executive compensation in our periodic reports and proxy statements. We may take advantage of these exemptions until we are no longer an emerging growth company. We will continue to be an emerging growth company until the earliest to occur of (i) the last day of the fiscal year in which the market value of our Class A common stock that is held by non-affiliates exceeds $700 million as of June 30 of that fiscal year, (ii) the last day of the fiscal year in which we had total annual gross revenue of $1 billion or more during such fiscal year (as indexed for inflation), (iii) the date on which we have issued more than $1 billion in non-convertible debt in the prior three-year period or (iv) the last day of the fiscal year following the fifth anniversary of the date of the completion of our IPO, which is December 31, 2019.

ITEM 7A.

Quantitative and Qualitative Disclosure about Market Risk

Interest Rate Risk

We are exposed to market risk from changes in interest rates on debt and changes in commodity prices. As of December 2531, ~~2018~~2019, we had no outstanding borrowings.

We manage our interest rate risk through normal operating and financing activities and, when determined appropriate, through the use of derivative financial instruments.

Inflation

The primary inflationary factors affecting our operations are food, labor costs, energy costs and materials used in the construction of new restaurants. Increases in the minimum wage directly affect our labor costs. Many of our leases require us to pay taxes, maintenance, repairs, insurance and utilities, all of which are generally subject to inflationary increases. Finally, the cost of constructing our restaurants is subject to inflationary increases in the costs of labor and material. Increases in labor costs has had an impact on fiscal year ~~2018~~2019 and has the potential to do so going forward.

Commodity Price Risk

We purchase certain products that are affected by commodity prices and are, therefore, subject to price volatility caused by weather, market conditions and other factors which are not considered predictable or within our control. Although these products are subject to changes in commodity prices, certain purchasing contracts or pricing arrangements we use contain risk management techniques designed to minimize price volatility. In many cases, we believe we will be able to address material commodity cost increases by adjusting our menu pricing or changing our product delivery strategy. However, increases in commodity prices, without adjustments to our menu prices, could increase restaurant operating costs as a percentage of restaurant sales.

ITEM 8.

Financial Statements and Supplementary Data

The financial statements required by this item are set forth starting on page F-1.

ITEM 9.

Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

None.

ITEM 9A.

Controls and Procedures

Evaluation of Disclosure Controls and Procedures

Our management, with the participation of our Chief Executive Officer and Chief Financial Officer, has evaluated the effectiveness of our disclosure controls and procedures, as such term is defined in Rules 13a-15(e) and 15d-15(e) under the Exchange Act, as of the end of the period covered by this Annual Report.

There are inherent limitations to the effectiveness of any system of disclosure controls and procedures, including the possibility of human error and the circumvention or overriding of the controls and procedures. Our disclosure controls and procedures are designed to provide reasonable assurance of achieving their control objectives.

Based on that evaluation, our Chief Executive Officer and Chief Financial Officer concluded that as of December 2531, ~~2018~~2019, our disclosure controls and procedures were effective to provide reasonable assurance that the information required to be disclosed by us in the reports we file or submit with the SEC is recorded, processed, summarized and reported within the time periods specified in SEC rules and forms and is accumulated and communicated to our management, including the principal executive and principal financial officers, or persons performing similar functions, as appropriate to allow timely decisions regarding required disclosure.

Management’s Report on Internal Control Over Financial Reporting

Our management is responsible for establishing and maintaining adequate internal control over financial reporting as defined in Exchange Act Rule 13a-15(f). Our management, with the participation of the Chief Executive Officer and Chief Financial Officer, conducted an evaluation of the effectiveness of our internal control, as of December 2531, ~~2018~~2019, over financial reporting based on the criteria in “Internal Control — Integrated Framework” (2013 Framework) issued by the Committee of Sponsoring Organizations of the Treadway Commission. Based on this evaluation, our management concluded that our internal control over financial reporting was effective as of December 2531, ~~2018~~2019.

~~This~~Our ~~Annual~~independent ~~Report~~registered ~~does~~public ~~not~~accounting ~~include~~firm, anMoss ~~attestation~~Adams ~~report~~LLP, ofhas ~~our~~issued ~~independent~~an ~~registered~~attestation ~~public~~report ~~accounting~~on ~~firm,~~the ~~because~~effectiveness asof anour ~~“emerging~~internal ~~growth~~control ~~company”~~over ~~under~~financial ~~the~~reporting ~~JOBS~~as ~~Act~~of ~~our~~December ~~independent~~31, ~~registered~~2019. ~~public~~The ~~accounting~~report ~~firm~~of isMoss ~~not~~Adams ~~required~~LLP tois ~~issue~~contained ~~such~~in anthis ~~attestation~~Annual ~~report~~Report.

Changes in Internal Control over Financial Reporting

There have been no changes in our internal control over financial reporting that occurred during our most recent fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

ITEM 9B.

Other Information

None.

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PART III

ITEM 10.

Directors, Executive Officers and Corporate Governance

~~Executive~~Information ~~Officers~~about ofour ~~the~~Executive ~~Registrant~~Officers

The following table sets forth certain information about our directors and executive officers as of ~~December 25,~~the ~~2018~~date of this Annual Report on Form 10-K:

Name	Age		Position
Russell W. Bendel		6465	Chief Executive Officer, President and Director
Ira Fils		5354	Chief Financial Officer, Secretary and Director
Anthony Serritella		5859	Chief Operating Officer
Peter Whitwell		5960	Chief Quality Officer
Iwona Alter		4950	Chief Brand Officer
Douglas Branigan		6061	Chief Development Officer
John Phillips		5859	Chief Global Business Partnership Officer
Christopher Reilly		5657	Director
Allan Karp		6465	Director
Ira L. Zecher		6667	Director
A. William Allen III		5960	Director
Joseph J. Kadow		6263	Director
Karin Timpone		5354	Director

Executive Officer Biographies

Russell W. Bendel was appointed Chief Executive Officer and President of The Habit Restaurants, LLC in June 2008 and was appointed Chief Executive Officer and President of The Habit Restaurants, Inc. in August 2014. He has served as a director of The Habit Restaurants, LLC since August 2008, and has served as a director of The Habit Restaurants, Inc. since August 2014. Previously, Mr. Bendel was President and Chief Operating Officer of The Cheesecake Factory. Beginning in June 2001, Mr. Bendel worked at Mimi’s Café as Chief Executive Officer and President. He currently serves as Director Emeritus of the California Restaurant Association, and on the board of advisors for the Collins School of Hospitality Management at California State Polytechnic University. He holds a Bachelor of Science degree in Hotel Administration from Florida International University. Because of his extensive experience in leadership positions in the restaurant industry, we believe Mr. Bendel is qualified to serve on our board of directors.

Ira Fils was appointed Chief Financial Officer and Secretary of The Habit Restaurants, LLC in August 2008 and was appointed Chief Financial Officer and Secretary of The Habit Restaurants, Inc. in August 2014. He has served as a director of The Habit Restaurants, Inc. since August 2014. Previously, Mr. Fils served as Chief Financial Officer of Mimi’s Café from 2005 to 2008, after joining Mimi’s Café as Vice President of Finance in 2003. From 1998 to 2003, he served in various financial capacities with increasing responsibility which led to him becoming Chief Financial Officer at Rubio’s Restaurants, Inc. He currently sits on the board of directors of California Fish Grill. He holds an undergraduate degree in economics and an MBA from the University of California, Irvine. Because of his experience in the restaurant industry and his financial knowledge, we believe Mr. Fils is qualified to serve on our board of directors.

Anthony Serritella joined The Habit Restaurants, LLC in 1997 as Vice President of Operations and was later appointed Chief Operating Officer. Beginning in 1991, Mr. Serritella worked as the Vice President of Operations for McAthco Enterprises, one of the leading Sizzler franchises. He attended the University of California, San Diego where he studied economics and psychology.

Peter Whitwell joined The Habit Restaurants, LLC in 2005 as Vice President and was later appointed Chief Quality Officer. From 2001 to 2004 he was the Senior Vice President of Baja Fresh Mexican Grill, transitioning from the position of Senior Vice President of Franchise Operations and Quality Assurance, a position he held beginning in ~~1999. Mr. Whitwell attended Moorpark College,~~

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1999. Mr. Whitwell attended Moorpark College, where he studied Communications and Business, as well as California State University, Northridge where he studied speech communications.

Iwona Alter joined The Habit Restaurants, LLC in December 2018 as Chief Brand Officer. Prior to joining The Habit, Ms. Alter served as Chief Marketing Officer at Jack in the Box from 2016 until 2018, after joining Jack in the Box in 2005 and serving in various marketing capacities with increasing responsibility. Prior to joining Jack in the Box, Ms. Alter held various marketing roles both domestically and internationally at other major corporations such as Elmer’s Products, Shiseido Company Ltd., Johnson & Johnson, and J. Walter Thompson. She holds a Bachelor of Business Administration degree from Baruch College in New York, and an MBA in Marketing from Fordham University.

Douglas Branigan joined The Habit Restaurants, LLC in April 2017 as Chief Development Officer. Prior to joining The Habit, Mr. Branigan served as Chief Development Officer at Black Bear Diner, Inc. from 2015 until 2017 and as Vice President of Franchise Development and Operations from 2013 until 2015. Prior to joining Black Bear Diner, Mr. Branigan served as the Chief Operating Officer for Sprinkles Cupcakes from 2012 to 2013. Mr. Branigan served as Senior Vice President of Franchise Operations at Smashburger, LLC from 2009 to 2012. He has also worked in various operating roles at Mimi’s Café, Morton’s of Chicago and Chart House Enterprises. Mr. Branigan earned his Bachelor of Arts in history from Colorado State University.

John Phillips joined The Habit Restaurants, LLC in March 2013 as Vice President of Franchising and was appointed as Chief Global Business Partnership Officer in 2018. Prior to joining The Habit, Mr. Phillips served as Director West Division, Franchise Operations for Burger King Corporation from 2011 to 2013. Prior to joining Burger King, Mr. Phillips was in various roles with El Pollo Loco from 2004 to 2013, most recently serving as Vice President of Operations. Mr. Phillips attended the University of California, San Diego where he studied political science and philosophy.

Non-Executive Director Biographies

Christopher Reilly has served as a director of The Habit Restaurants, LLC since July 2007, and as a director of The Habit Restaurants, Inc. since July 2014. He is a founding partner of KarpReilly, LLC. Prior to KarpReilly, Mr. Reilly was a partner at Apax Partners, L.P. Prior to Apax Partners, Mr. Reilly was a Partner at Saunders, Karp & Megrue, LLC. Mr. Reilly currently serves on the boards of directors of a number of privately held companies. He is also Chairman of the board of trustees of Providence College. Mr. Reilly holds a B.S. from Providence College and an M.B.A. from New York University’s Leonard N. Stern School of Business. Because of Mr. Reilly’s substantial experience with portfolio companies and his private equity, financial and investment banking experience, we believe he is qualified to serve on our board of directors.

Allan Karp has served as a director of The Habit Restaurants, LLC since July 2007, and as a director of The Habit Restaurants, Inc. since August 2014. He is a founding partner of KarpReilly, LLC. Prior to KarpReilly, Mr. Karp was the Co-Chief Executive Officer at Apax Partners, L.P. Prior to Apax Partners, Mr. Karp was a Co-Founder of Saunders, Karp & Megrue, LLC. Mr. Karp currently serves on the boards of directors of a number of privately held companies. Mr. Karp holds a B.S. in Chemistry from University of California-Santa Cruz, and a M.S. in Management from M.I.T. Sloan School of Business. Because of Mr. Karp’s extensive experience with portfolio companies and his private equity, financial and investment banking experience, we believe he is qualified to serve on our board of directors.

Ira L. Zecher has served as a director of The Habit Restaurants, Inc. since August 2014. Mr. Zecher is a managing member of ILZ, LLC, and is a director, audit committee chairman and compensation committee member of the board of Chuy’s Holdings, Inc. (Nasdaq: CHUY). He previously served as a director, audit committee chairman and compensation committee member of Norcraft Companies, Inc. (NYSE: NCFT) from October 2013 to May 2015. Prior to joining The Habit, Mr. Zecher was with Ernst & Young LLP, a registered public accounting firm, for over 36 years until his retirement as a partner in 2010. Mr. Zecher gained extensive experience in audits and transactions at Ernst & Young LLP, where he served as a partner in the Audit and Transaction Advisory Services groups in New York and as the director of the Far East Area Private Equity practice, based in Hong Kong. Mr. Zecher is a CPA and holds a B.A. in accounting from Queens College of the City University of New York. He also completed the Executive Program of the Kellogg School of Management at Northwestern University. From 2010 to 2013, he

6466

taught in the Graduate Accounting program at Rutgers, the State University of New Jersey. Because of Mr. Zecher’s broad accounting and financial experience, we believe he is qualified to serve on our board of directors.

A. William Allen III has served as a director of The Habit Restaurants, Inc. since October 2014. Mr. Allen served as the CEO of OSI Restaurant partners (Bloomin’ Brands, Inc.) for five years until November 2009. He served as Chairman of the Bloomin Brands board of directors from November 2009 through December 2011. Since December 2011, Mr. Allen has acted as an investor, advisor and/or board member to a variety of established and early-stage growth companies, including Fleming’s, Il Fornaio/Corner Bakery, Bruxië and Hubworks. Prior to Bloomin’ Brands, Mr. Allen was Co-Founder of Fleming’s Prime Steakhouse & Wine Bar. Because of his extensive experience in the restaurant industry, we believe Mr. Allen is qualified to serve on our board of directors.

Joseph J. Kadow has served on our board of directors since September 2015. Mr. Kadow ~~has~~had served as Executive Vice President, Chief Legal Officer of Bloomin’ Brands, Inc. ~~since~~from 2005 until his retirement in 2019, and joined Bloomin’ Brands in 1994 as Vice President and General Counsel. Prior to that, he served as a partner in the Orlando, Florida office of the national law firm, Baker Hostetler LLP. Mr. Kadow currently sits on the board of directors of BRP Group, Inc. Mr. Kadow is a past Chairman of the board of directors of the National Restaurant Association. Mr. Kadow received his Bachelor’s Degree in Accounting from the University of Scranton and his J.D. from the Dickinson School of Law at Pennsylvania State University. Because of his extensive restaurant industry experience, we believe Mr. Kadow is qualified to serve on our board of directors.

Karin Timpone has served on our board of directors since October 2018. Ms. Timpone iswas ~~currently~~ Global Marketing Officer of Marriott International, Inc. until 2019. Prior to joining Marriott in 2013, she was Senior Vice President of Digital Media for The Walt Disney Company. Ms. Timpone has also held leadership roles at other major corporations such as Yahoo!, Universal Studios, Inc., and The Seagram Company, Ltd. She graduated from Bryn Mawr College with a Bachelor of Arts in Political Science. She received her Master of Arts in Media Ecology at New York University. Because of her extensive business and marketing experience, we believe Ms. Timpone is qualified to serve on our board of directors.

~~The~~Corporate ~~remaining~~Governance information required by this item will be contained in our definitive Proxy Statement for our 2019 Annual Meeting of Stockholders, which will be filed not later than 120 days after the close of our fiscal year ended December 25, 2018 (the “Definitive Proxy Statement”) and is incorporated herein by reference.Highlights

We believe that excellence in corporate governance is key to a strong and accountable Board. Therefore, we have adopted practices that we believe will promote the long-term interests of us and our stockholders, including the below examples.

•

Single Class Voting Structure. Each share of common stock outstanding on the record date is entitled to one vote per matter presented to stockholders

•

Compensation Program reviewed at least annually by the Compensation Committee of the Board

•

Regular Board and Committee Executive Sessions of Non-Management Directors

•

Limitation on Management Directors. Our CEO and CFO are the only members of management serving as directors

•

“Pay for Performance” Philosophy Drives Executive Compensation

•

Audit Committee Approval Required for Related Party Transactions

•

Independent Executive Compensation Consultant

•

No “Poison Pill” (Stockholder Rights Plan)

•

Risk Oversight by the Board and Committees

•

Balance of Experience, Tenure and Qualifications on the Board

•

Stockholder Outreach Program

Director Independence

Under the applicable listing requirements and rules of the Nasdaq Stock Market LLC, or Nasdaq, independent directors must compose a majority of our Board, subject to certain specified exceptions. In addition, applicable Nasdaq rules require that, subject to specified exceptions, each member of our Audit, Compensation and Nominating and Corporate Governance Committees must be independent within the meaning of applicable Nasdaq rules. Audit Committee members must also satisfy the independence criteria set forth in Rule 10A-3 under the Securities Exchange Act of 1934 (the “Exchange Act”).

The Board has reviewed the independence of our directors under the corporate governance standards of Nasdaq. Based on this review, the Board determined that each of Ms. Timpone and Messrs. Karp, Reilly, Zecher, Kadow and Allen is independent within the meaning of the corporate governance standards of Nasdaq. In making this determination, our Board considered the relationships that each of these non-employee directors has with us and all other facts and circumstances our Board deemed relevant in determining their independence, including the beneficial ownership of our capital stock held by each non-employee director. As required under applicable Nasdaq rules, we anticipate that our independent directors will meet in regularly scheduled executive sessions at which only independent directors are present.

Board of Directors Leadership Structure

It is our current policy that our Chief Executive Officer shall serve as chairman of the Board. The independent members of the Board have periodically reviewed the Board’s leadership structure and have determined that Habit and our stockholders are well served with this structure.

The Board of Directors’ Role in Risk Oversight

The Board plays an important role in risk oversight at Habit through direct decision-making authority with respect to significant matters, as well as through the oversight of management by the Board and its committees. In particular, the Board administers its risk oversight function through (1) the review and discussion of regular periodic reports by the Board and its committees on topics relating to the risks that Habit faces, (2) the required approval by the Board (or a committee of the Board) of significant transactions and other decisions, (3) the direct oversight of specific areas of Habit’s business by the Audit, Compensation and Nominating and Corporate Governance Committees, and (4) regular periodic reports from the auditors and other outside consultants regarding various areas of potential risk, including, among others, those relating to our internal control over financial reporting. The Board also relies on management to bring significant matters impacting Habit to the attention of the Board.

Pursuant to the Audit Committee’s charter, the Audit Committee is responsible for reviewing and discussing with management and Habit’s independent registered public accounting firm, Habit’s system of internal control, its critical accounting practices, and policies relating to risk assessment and management. As part of this process, the Audit Committee discusses Habit’s major financial risk exposures and steps that management has taken to monitor and control such exposure. In addition, the Audit Committee has established procedures for the receipt, retention and treatment of complaints received by the Company regarding accounting, internal accounting controls or auditing matters, and the confidential, anonymous submissions by employees of concerns regarding questionable accounting or accounting matters.

Because of the role of the Board and the Audit Committee in risk oversight, the Board believes that any leadership structure that it adopts must allow it to effectively oversee the management of the risks relating to Habit’s operations. The Board acknowledges that there are different leadership structures that could allow it to effectively oversee the management of the risks relating to the Company’s operations and believes its current leadership structure enables it to effectively provide oversight with respect to such risks.

Board Committees

The Board has a standing Audit, Compensation and Nominating and Corporate Governance Committee. Each committee operates pursuant to a written charter and each reviews and assesses the adequacy of its charter periodically and submits its charter to the Board for approval. The charter for each committee is available on our website (www.habitburger.com) under “Investor Relations” at “Governance.”

The following table describes which directors serve on each of the Board committees.

Name

Nominating and Corporate

Governance Committee

Audit Committee

Compensation

Committee

Joseph J. Kadow

Christopher Reilly

X⁽¹⁾

Allan Karp

Ira L. Zecher

X⁽¹⁾

A. William Allen III

X⁽¹⁾

Karin Timpone

⁽¹⁾

Chair of the committee.

Audit Committee

Our Audit Committee consists of Ira L. Zecher, A. William Allen III and Joseph J. Kadow. Mr. Zecher is both an independent director and an “Audit Committee financial expert” within the meaning of Item 407 of Regulation S-K, and serves as Chair of the Audit Committee. A. William Allen III and Joseph J. Kadow are both independent directors. Each of our Audit Committee members satisfies the independence criteria set forth in Rule 10A-3 under the Exchange Act. A copy of our Audit Committee charter is available on our website. The Audit Committee’s responsibilities include:

•

appointing, retaining, determining the compensation of, evaluating and terminating our outside auditors. The outside auditors report directly to the Audit Committee, and the Audit Committee has the sole authority to approve all engagement fees to be paid to the outside auditors;

•

pre-approving all auditing services and permitted non-audit services (including the fees and terms thereof) to be performed for us by our outside auditors, subject to de minimis exceptions which are approved by the Audit Committee prior to the completion of the audit;

•

reviewing and discussing with management and the outside auditors the annual audited and quarterly unaudited financial statements and the selection, application and disclosure of critical accounting policies and practices used in such financial statements;

•

reviewing and approving all related party transactions; and

•

discussing with management and the outside auditors significant financial reporting issues and judgments made in connection with the preparation of our financial statements, including any significant changes in our selection or application of accounting principles, any major issues as to the adequacy of our internal controls and any special steps adopted in light of material control deficiencies.

Our Audit Committee held four meetings during the fiscal year ended December 31, 2019.

Nominating and Corporate Governance Committee

Our Nominating and Corporate Governance Committee is composed of Christopher Reilly, Joseph J. Kadow Ira L. Zecher and Karin Timpone, with Mr. Reilly serving as Chair of the committee. Our Board has determined that each of Messrs. Reilly, Kadow and Zecher and Ms. Timpone is “independent” as defined under the applicable listing standards of Nasdaq. The Nominating and Corporate Governance Committee’s responsibilities include:

•

developing and recommending to the Board criteria for Board and committee membership;

•

establishing procedures for identifying and evaluating Board candidates, including nominees recommended by stockholders;

•

identifying individuals qualified to become members of the Board;

•

recommending to the Board the persons to be nominated for election as directors and to each of the Board’s committees;

•

developing and recommending to the Board a set of corporate governance principles;

•

articulating to each director what is expected, including reference to the corporate governance principles and directors’ duties and responsibilities;

•

reviewing and recommending to the Board practices and policies with respect to directors;

•

reviewing and recommending to the Board the functions, duties and compositions of the committees of the Board;

•

reviewing and assessing the adequacy of the committee charter and submitting any changes to the Board for approval;

•

considering and reporting to the Board any questions of possible conflicts of interest of Board members;

•

providing for new director orientation and continuing education for existing directors on a periodic basis;

•

performing an evaluation of the performance of the committee; and

•

overseeing the evaluation of the Board and management.

Our Nominating and Corporate Governance Committee held four meetings during the fiscal year ended December 31, 2019.

Compensation Committee

Our Compensation Committee is composed of A. William Allen III, Allan Karp and Karin Timpone, with Mr. Allen serving as Chair of the committee. Our Board has determined that each member of the Compensation Committee is “independent” as defined under the applicable listing standards of Nasdaq and meets the independence criteria set forth in Rule 10C-1. The Compensation Committee has the authority to delegate to subcommittees of the Compensation Committee any of the responsibilities of the full committee. The Compensation Committee’s responsibilities include:

•

annually reviewing and approving corporate goals and objectives relevant to the compensation of our chief executive officer;

•

evaluating the performance of our chief executive officer in light of such corporate goals and objectives and determining and approving the compensation of our chief executive officer;

•

reviewing and approving the compensation of our other executive officers;

•

appointing, compensating and overseeing the work of any compensation consultant, legal counsel or other advisor retained by the Compensation Committee;

•

conducting the independence assessment outlined in Nasdaq rules with respect to any compensation consultant, legal counsel or other advisor retained by the Compensation Committee;

•

annually reviewing and reassessing compliance of the committee charter with the listing requirements of Nasdaq;

•

reviewing and establishing our overall management compensation, philosophy and policy;

•

overseeing and administering our equity compensation and other compensatory plans;

•

reviewing and approving our equity and incentive policies and procedures for the grant of equity-based awards and approving the grant of such equity-based awards;

•

reviewing and making recommendations to the Board with respect to director compensation; and

•

reviewing and discussing with management the compensation discussion and analysis to be included in our annual proxy statement.

Our Compensation Committee held four meetings during the fiscal year ended December 31, 2019.

Risks Related to Compensation Practices and Policies

The Compensation Committee maintains a pay-for-performance compensation philosophy, but also recognizes that providing certain types of compensation incentives may inadvertently motivate individuals to act in ways that could be detrimental to the Company in order to maximize personal compensation. To minimize such risk, the Compensation Committee reviews at least annually the overall structure and components of our compensation program. The Compensation Committee also performs an annual evaluation to ensure that salary levels, equity awards and other elements of compensation are benchmarked against appropriate standards and that incentives provided for achievement of target goals are balanced between short-term rewards and longer-term enhancement of stockholder value. Our Compensation Committee has reviewed and evaluated the philosophy and standards on which our compensation plans have been developed and implemented across Habit. It is our belief that our compensation program does not encourage inappropriate actions or risk taking by our executive officers. We do not believe that any risks arising from our employee compensation policies and practices are reasonably likely to have a material adverse effect on our business. In addition, we do not believe that the mix and design of the components of our executive compensation program encourage management to assume excessive risks. We believe that our current business process and planning cycle foster the behaviors and controls that would mitigate the potential for adverse risk caused by the action of our executives, including the following:

•

the establishment of base salaries consistent with our executive officers’ responsibilities and market comparables to ensure that our executive officers would not be motivated to take excessive risks to achieve a reasonable level of financial security;

•

annual establishment of corporate objectives for our performance-based cash bonus program for our executive officers that are consistent with our annual operating and strategic plans, that are designed to achieve the proper risk/reward balance, and that should not require excessive risk taking to achieve;

•

the mix between fixed and variable, annual and long-term and cash and equity compensation is designed to encourage strategies and actions that balance our short-term and long-term best interests; and

•

stock option awards vest over a period of time, which we believe encourages executives to take a long-term view of our business.

Code of Business Conduct and Ethics

Our Board has established a Code of Conduct and Business Ethics applicable to our directors and officers. The Code of Conduct and Business Ethics is accessible on our website at www.habitburger.com. If we make any substantive amendments to the Code of Conduct and Business Ethics or grant any waiver, including any implicit waiver, from a provision of the Code of Conduct and Business Ethics to our officers, we will disclose the nature of such amendment or waiver on that website or in a report on Form 8-K.

ITEM 11.

Executive Compensation

~~The information required by this item will be contained in the Definitive Proxy Statement and is incorporated herein by reference.~~Introduction

This compensation discussion provides an overview of our executive compensation program, together with a description of the material factors underlying the decisions made with respect to the compensation of our chief executive officer and our two other highest paid executive officers during fiscal year 2019 (collectively, our “named

executive officers”), as presented in the tables that follow this discussion. This discussion contains statements regarding our performance targets and goals. These targets and goals are disclosed in the limited context of our compensation program and should not be understood to be statements of management’s expectations or estimates of financial results or other guidance. We specifically caution investors not to apply these statements to other contexts.

Summary Compensation Table

The following table sets forth, for the fiscal years ending December 31, 2019 and December 25, 2018, the compensation earned by our named executive officers.

Name and principal position	Year	Salary ($)		Stock Awards ($)⁽¹⁾		Option Awards ($)⁽²⁾		Non-equity Incentive Plan Compensation ($)⁽³⁾		All Other Compensation ($)⁽⁴⁾		Total ($)
Russell W. Bendel,	2019	$	774,615	$	202,000	$	148,500	$	186,200	$	41,254	$	1,352,569
President and Chief Executive Officer	2018	$	747,212	$	182,000	$	204,400	$	366,275	$	35,561	$	1,535,448
Ira Fils,	2019	$	453,558	$	151,500	$	118,800	$	93,450	$	21,595	$	838,903
Chief Financial Officer	2018	$	434,769	$	136,500	$	146,000	$	182,700	$	18,696	$	918,665
Iwona Alter,	2019	$	336,854	$	101,000	$	89,100	$	99,000	$	20,730	$	646,684
Chief Brand Officer

⁽¹⁾

Reflects the grant date fair value calculated under ASC Topic 718, disregarding the effects of estimated forfeitures, of restricted stock units granted in to our named executive officers in April 2019, and to Messrs. Bendel and Fils in April 2018. The assumptions used in the valuation of share-based awards are set forth in Note 11 to our consolidated financial statements contained in this Annual Report for the year ended December 31, 2019 and in Note 10 to our consolidated financial statements contained in our Annual Report on Form 10-K for the year ended December 25, 2018.

⁽²⁾

Reflects the grant date fair value calculated under ASC Topic 718, disregarding the effects of estimated forfeitures, for options granted to our named executive officers in April 2019, and to Messrs. Bendel and Fils in April 2018. The assumptions used in the valuation of options are set forth in Note 11 to our consolidated financial statements contained in this Annual Report for the year ended December 31, 2019 and in Note 10 to our consolidated financial statements contained in our Annual Report on Form 10-K for the year ended December 25, 2018.

⁽³⁾

Amounts shown reflect annual bonuses earned by our named executive officers for fiscal year 2019 and by Messrs. Bendel and Fils for fiscal year 2018. Bonuses for Messrs. Bendel and Fils were earned based on the achievement of Company performance goals, including target EBITDA goals, as well as individual performance. Ms. Alter’s bonus for fiscal year 2019 was guaranteed at 100% of target, pursuant to the terms of her offer letter, described below. Bonuses are paid in the immediately following fiscal year.

⁽⁴⁾

Represents (i) Company-paid automobile allowances for Mr. Bendel in the amount of $2,000 per month, for Mr. Fils in the amount of $1,000 per month, and for Ms. Alter in the amount of $1,400 per month, and (ii) Company matching credits with respect to amounts deferred by Messrs. Bendel and Fils and Ms. Alter, respectively, under The Habit Restaurants, LLC Deferred Compensation Plan for fiscal year 2019 (in the amounts of $17,254, $9,595 and $3,930, respectively) and by Messrs. Bendel and Fils for fiscal year 2018 (in the amounts of $11,561 and $6,696, respectively).

Overview

Our executive compensation program is designed to attract, retain and reward key employees, to incentivize them based on the achievement of key performance goals, and to align their interests with the interests of our stockholders. Our Compensation Committee is responsible for determining the compensation of our executive officers, and has delegated certain of its responsibilities to Messrs. Bendel and Fils (other than with respect to their own compensation). For fiscal year 2019, Messrs. Bendel and Fils were responsible for determining the base salaries and annual cash bonus opportunities for our executive officers other than themselves and Mr. Serritella. Our Compensation Committee directly retained Semler Brossy as its executive compensation consultant when determining the components and amounts of executive officer compensation for fiscal year 2019.

Base Salaries

The employment agreements for Messrs. Bendel and Fils set forth their respective base salaries, as in effect on the date on which the agreement was entered into between the executive and the Company. Base salaries for Messrs. Bendel and Fils are subject to annual review and approval by our Compensation Committee and for Ms. Alter is subject to annual review and approval by Messrs. Bendel and Fils. In July 2018, the Board amended Mr. Bendel’s, and Mr. Fils’s employment agreements to increase each executive’s base salary, effective July 1, 2018, from $735,000 to $760,000 and $425,000 to $445,000, respectively. The base salary increases for Messrs. Bendel and Fils were based on a review by the Compensation Committee of the compensation of chief executive officers and chief financial officers of companies we consider to be our peers. Messrs. Bendel and Fils approved a base salary of $330,000 for Ms. Alter in connection with the commencement of her employment in 2018, based on a review of compensation of chief brand officers of companies which we consider our peers.

Annual Cash Bonuses

Our annual cash bonus program is administered by our Compensation Committee, which is responsible for establishing annual performance targets under the program and reviewing and determining annual bonus payouts.

Pursuant to Mr. Bendel’s and Mr. Fils’s amended and restated employment agreements, for fiscal year 2019, Mr. Bendel and Mr. Fils were each eligible to receive an annual cash performance bonus at a target of 35% and 30% of base salary, respectively, subject to achievement of performance objectives established by the Board, which included achievement of target EBITDA. For fiscal year 2019, in accordance with the target EBITDA goal applicable to each of Messrs. Bendel and Fils, as well as his individual performance, as determined in the discretion of the Board, each of Messrs. Bendel and Fils received an annual bonus for fiscal year 2019 as follows: Mr. Bendel, 24.5% of base salary; and Mr. Fils, 21.0% of base salary. For fiscal year 2019, Ms. Alter was entitled to receive an annual cash performance bonus at a target of 30% of base salary pursuant to the terms of her offer letter, under which her bonus for fiscal year 2019 was guaranteed at 100% of target.

2019 Equity Grants

On April 23, 2019, Messrs. Bendel and Fils and Ms. Alter were granted 20,000, 15,000 and 10,000 restricted stock units, respectively, and 50,000, 40,000 and 30,000 options to purchase shares of Class A common stock, in each case, with an exercise price of $10.10 per share. The restricted stock units and stock options vest in substantially equal installments over four years commencing on the date of grant, generally subject to continued employment through the applicable vesting date.

Agreements with our Named Executive Officers

Below are written descriptions of the material terms of the employment agreements with Messrs. Bendel and Fils and the offer letter and severance agreement with Ms. Alter.

Employment Agreement with Mr. Bendel. We entered into an amended and restated employment agreement with Mr. Bendel, effective July 1, 2018. Pursuant to this agreement, Mr. Bendel is entitled to an annual base salary of $760,000. Mr. Bendel’s base salary is subject to annual review and potential increase by our Board or Compensation Committee. In addition, Mr. Bendel is eligible to earn an annual performance cash bonus at a target of 35% of base salary, subject to achievement of performance objectives established by the Board. Mr. Bendel is entitled to an automobile allowance of $2,000 per month. Mr. Bendel is also entitled to certain severance benefits, the terms of which are described below in the section entitled “—Potential Payments Upon Termination of Employment.”

Employment Agreement with Mr. Fils. We entered into an amended and restated employment agreement with Mr. Fils, effective July 1, 2018. Pursuant to this agreement, Mr. Fils is entitled to an annual base salary of $445,000. Mr. Fils’s base salary is subject to annual review and potential increase by our Board or Compensation Committee. In addition, Mr. Fils is eligible to earn an annual performance cash bonus at a target of 30% of base salary, subject to achievement of performance objectives established by the Board. Mr. Fils is entitled to an automobile allowance of $1,000 per month. Mr. Fils is also entitled to certain severance benefits, the terms of which are described below in the section entitled “—Potential Payments Upon Termination of Employment.”

Offer Letter and Severance Agreement with Ms. Alter. We entered into an offer letter with Ms. Alter on October 8, 2018. Pursuant to this offer letter, Ms. Alter is entitled to an annual base salary of $330,000. In addition, Ms. Alter is eligible to earn an annual performance cash bonus at a target of 30% of base salary, based on mutually agreed-upon criteria to be determined annually. Ms. Alter’s cash bonus was guaranteed as to 100% of target for 2018, as pro-rated to reflect her service during the year, and was guaranteed as to 100% of target for 2019. Ms. Alter is entitled to an automobile allowance of $1,400 per month and reimbursement for relocation expenses up to $100,000, plus a tax-gross up to cover such reimbursement. Ms. Alter did not receive any relocation expense reimbursement amounts in 2019. On February 5, 2020, we entered into a severance agreement with Ms. Alter, the terms of which are described below in the section entitled “—Potential Payments Upon Termination of Employment.”

Outstanding Equity Awards at Fiscal Year-End

	Option Awards							Stock Awards
Name	Number of Securities Underlying Unexercised Options (#) Exercisable⁽¹⁾		Number of Securities Underlying Unexercised Options (#) Unexercisable⁽¹⁾		Option Exercise Price ($/SH)		Option Expiration Date	Number of Shares or Units of Stock That Have Not Vested (#)			Market Value of Units That Have Not Vested ($)⁽⁸⁾
Russell W. Bendel		26,900		6,727	$	32.32	4/20/2025		2,164	⁽²⁾	$	22,571
		38,055		25,370	$	18.96	3/21/2026		7,998	⁽³⁾	$	83,419
		34,228		51,342	$	15.90	3/22/2027		16,512	⁽⁴⁾	$	172,220
		14,000		56,000	$	9.10	4/16/2028		16,000	⁽⁵⁾	$	166,880
		—		50,000	$	10.10	4/23/2029		20,000	⁽⁶⁾	$	208,600
Ira Fils		19,216		4,803	$	32.32	4/20/2025		1,546	⁽²⁾	$	16,125
		25,665		17,110	$	18.96	3/21/2026		5,394	⁽³⁾	$	56,259
		23,084		34,626	$	15.90	3/22/2027		11,136	⁽⁴⁾	$	116,148
		10,000		40,000	$	9.10	4/16/2028		12,000	⁽⁵⁾	$	125,160
		—		40,000	$	10.10	4/23/2029		15,000	⁽⁶⁾	$	156,450
Iwona Alter		6,000		24,000	$	11.42	12/10/2028		24,000	⁽⁷⁾	$	250,320
		—		30,000	$	10.10	4/23/2029		10,000	⁽⁶⁾	$	104,300

⁽¹⁾	All stock options granted prior to 2019 vest in substantially equal installments over five years commencing on the date of grant, generally subject to continued employment through the applicable vesting date. Options granted in 2019 vest in substantially equal installments over four years.

⁽²⁾	On April 20, 2015, Messrs. Bendel and Fils were granted 10,828 and 7,734 restricted stock units, respectively, each of which grants vests over five years commencing on the date of grant, generally subject to continued employment.

⁽³⁾	On March 21, 2016, Messrs. Bendel and Fils were granted 19,995 and 13,485 restricted stock units, respectively, each of which grants vests over five years commencing on the date of grant, generally subject to continued employment.

⁽⁴⁾	On March 22, 2017, Messrs. Bendel and Fils were granted 27,520 and 18,560 restricted stock units, respectively, each of which grants vests over five years commencing on the date of grant, generally subject to continued employment.

⁽⁵⁾	On April 16, 2018, Messrs. Bendel and Fils were granted 20,000 and 15,000 restricted stock units, respectively, each of which grants vests over five years commencing on the date of grant, generally subject to continued employment.

⁽⁶⁾	On April 23, 2019, Messrs. Bendel and Fils and Ms. Alter were granted 20,000, 15,000, and 10,000 restricted stock units, respectively, each of which grants vests over four years commencing on the date of grant, generally subject to continued employment.

⁽⁷⁾	On December 10, 2018, Ms. Alter was granted 30,000 restricted stock units, which grant vests over four years commencing on the date of grant, generally subject to continued employment.

⁽⁸⁾	The amounts reported in this column equal the number of shares of our Class A common stock subject to share-based awards multiplied by $10.43, which was the per share closing price of our common stock on December 31, 2019, the last trading day of our 2019 fiscal year.

Messrs. Bendel and Fils also hold vested common units in The Habit Restaurants, LLC as a result of the conversion of their Class C units into common units immediately prior to the completion of our IPO, as described below.

Pursuant to the terms of the Amended & Restated LLC Agreement of The Habit Restaurants, LLC, our named executive officers may exchange all or a portion of their vested common units (along with an equal number of the Class B Shares that they hold) at any time for shares of our Class A common stock (or, at our option, cash) on a one-for-one basis (the “Exchange”).

Potential Payments Upon Termination of Employment

Messrs. Bendel and Fils—Termination of Employment without Cause or for Good Reason. If the executive’s employment is terminated by us without cause or by the executive for good reason (as such terms are defined in the executive’s employment agreement), the executive will be entitled to (i) accrued but unpaid base salary and vacation through the date of termination, and any other payments required by applicable law or Company policy; (ii) continued payment of the executive’s base salary for a period of 12 months following such termination of employment; (iii) payment of the executive’s COBRA premiums for a period of 12 months following such termination of employment (or, if earlier, the date on which the executive ceases to be eligible for COBRA coverage); (iv) a pro-rated bonus for the year of termination (based on the lesser of the executive’s target bonus in the year of termination or the annual bonus that the executive would have earned had he remained employed during the year of termination, and calculated using the full months worked during the year in which termination occurs); (v) acceleration of any unvested Company equity subject solely to time-based vesting conditions that is scheduled to vest in the 12-month period immediately following the date of termination; and (vi) the portion of any bonus earned for the performance year preceding the year of termination that remains unpaid at the time of termination.

Ms. Alter—Termination of Employment other than for Misconduct. If Ms. Alter’s employment is terminated by us for any reason other than misconduct, she will be entitled to continued payment of her base salary for a period of 12 months following such termination of employment, and any other payments required by applicable law or Company policy.

Messrs. Bendel and Fils—Termination of Employment without Cause or for Good Reason in Connection with a Change in Control. If the executive’s employment is terminated by us without cause or by the executive for good reason during the 24-month period following a change in control of the Company (as such term is defined in the executive’s employment agreement), the executive will be entitled to (i) accrued but unpaid base salary and vacation through the date of termination, and any other payments required by applicable law or Company policy; (ii) an amount equal to 18 months of the greater of the executive’s base salary on the date of termination or on the date of the change in control; (iii) payment of the executive’s COBRA premiums for a period of 18 months following such termination of employment (or, if earlier, the date on which the executive ceases to be eligible for COBRA coverage); (iv) a pro-rated target bonus for the year of termination (calculated using the full months worked during the year in which termination occurs); (v) an amount equal to the executive’s target bonus for the year of termination (calculated using the greater of the executive’s base salary on the date of termination or on the date of the change in control); (vi) acceleration of any unvested Company equity; and (vii) the portion of any bonus earned for the performance year preceding the year of termination that remains unpaid at the time of termination.

Ms. Alter—Termination of Employment without Cause in Connection with a Change in Control. If Ms. Alter’s employment is terminated by us without cause (as such term is defined in Ms. Alter’s severance agreement) during the 24-month period following a change in control of the Company (as such term is defined in Ms. Alter’s severance agreement), she will be entitled to (i) continued payment of her base salary at the rate in effect on the date of such termination of employment for a period of 12 months following such termination of employment; (ii) payment of her COBRA premiums for a period of 12 months following such termination of employment (or, if earlier, the date on which the executive becomes covered under another employer’s health plan); and (iii) the portion of any bonus earned for the performance year preceding the year of termination that remains unpaid at the time of termination. Ms. Alter would also be entitled to any other payments required by applicable law or Company policy.

Messrs. Bendel and Fils—Other Termination of Employment. If the executive’s employment is terminated by us for cause or by the executive without good reason, or if the executive’s employment is terminated due to death or disability (as such term is defined in the executive’s employment agreement), the executive (or his beneficiary, as the case may be) will be entitled to the executive’s accrued but unpaid base salary and vacation through the date of termination, and any other payments required by applicable law or Company policy. If employment is terminated due to death or disability, the executive (or his beneficiary, as the case may be) will also be entitled to (i) a pro-rated target bonus for the year of termination (calculated using the number of full months worked during the year in which termination occurs) and (ii) acceleration of any unvested Company equity subject solely to time-based vesting conditions that is scheduled to vest in the 12-month period immediately following the date of termination.

Ms. Alter—Other Termination of Employment. If Ms. Alter’s employment is terminated by us other than in the contexts described above, or by Ms. Alter for any reason, she will be entitled to her accrued but unpaid base salary and vacation through the date of termination, and any other payments required by applicable law or Company policy.

Messrs. Bendel and Fils and Ms. Alter—Severance Subject to Release of Claims. Our obligation to provide our named executive officers with any severance payments or other benefits under their respective employment agreements, offer letter or severance agreement is conditioned on the executive executing an effective release of claims in our favor. Messrs. Bendel and Fils are also subject to non-competition and non-solicitation of employees, independent contractors, or business partners covenants during and for the two-year period following the executive’s status as a member of The Habit Restaurants, LLC, in each case enforceable by its terms to the extent consistent with applicable law.

Retirement Benefits

Our 401(k) plan permits eligible employees to defer a portion of their annual eligible compensation, subject to the limitations imposed by the Internal Revenue Code, and provides for a Company matching contribution equal to 50% of the first 3% of compensation deferred. None of our named executive officers participated in our 401(k) plan during fiscal year 2019.

Effective May 1, 2014, we adopted The Habit Restaurants, LLC Deferred Compensation Plan (the “Deferred Compensation Plan”), a nonqualified deferred compensation plan that covers our named executive officers and other eligible key employees and that is intended to aid in the attraction and retention of key employees by providing them with benefits upon retirement or death. The Deferred Compensation Plan permits eligible employees to defer a portion of their annual eligible base salary and bonus compensation, and provides for a discretionary Company matching credit equal to 50% of the first 3% of compensation so deferred. The Company may also credit additional amounts to a participant’s discretionary contribution account under the Deferred Compensation Plan. Company matching and any additional discretionary credits begin to vest at a rate of 20% per year after a participant has attained two years of service, as such term is defined in our 401(k) plan, and will vest automatically on a participant’s death or a change in control of the Company if the participant is employed on such date. Each of our named executive officers participated in, and received Company matching credits under, the Deferred Compensation Plan during fiscal year 2019.

Distributions of participant elective deferrals and Company matching credits, to the extent vested, under the Deferred Compensation Plan are generally made in a lump sum upon a participant’s separation from service, unless the participant has made an alternative election in accordance with plan terms. Employer discretionary credits, to the extent vested, are paid in five annual installments upon a participant’s separation from service. In the event of an unforeseeable emergency, a participant may petition for an immediate distribution from his or her deferral account under the plan.

Equity and Incentive Plans

Management Incentive Plan

Effective September 28, 2007, the board of managers of The Habit Restaurants, LLC adopted the Management Incentive Plan. The Management Incentive Plan provides for the grant of Class C units to selected employees and other persons providing services for The Habit Restaurants, LLC and its subsidiaries.

Immediately prior to the completion of our IPO, all of the outstanding vested and unvested Class C units in The Habit Restaurants, LLC were converted into an amount of vested and unvested The Habit Restaurants, LLC common units, respectively, in each case, based on our pre-IPO value. All common units of The Habit Restaurants, LLC outstanding under the Management Incentive Plan were vested as of December 31, 2019. The common units of The Habit Restaurants, LLC are entitled to receive distributions, if any, from The Habit Restaurants, LLC.

2014 Omnibus Incentive Plan

Our Board adopted The Habit Restaurants, Inc. 2014 Omnibus Incentive Plan (the “2014 Omnibus Incentive Plan”) in November 2014 and, following its adoption, all equity-based awards have been granted under the 2014 Omnibus Incentive Plan. The 2014 Omnibus Incentive Plan also permits the grant of cash bonuses. On April 23, 2019, our Board adopted The Habit Restaurants, Inc. Amended and Restated 2014 Omnibus Incentive Plan (the “A&R Omnibus Incentive Plan”) which required and received stockholder approval at our 2019 Annual Meeting of Stockholders. On April 23, 2019, our Board granted restricted stock units and options to purchase shares of our Class A common stock to our named executive officers under the A&R Omnibus Incentive Plan, the terms of which are described above under “2019 Equity Grants.”

Director Compensation

Individuals affiliated with KarpReilly who serve as members of our Board are not separately compensated for their services as a director, other than reimbursement of out-of-pocket expenses incurred in connection with rendering such services. Our other non-employee directors, Mr. Ira L. Zecher, Mr. A. William Allen III, Mr. Joseph J. Kadow and Ms. Karin Timpone, receive fees for service on our Board. Each non-employee director who is not affiliated with KarpReilly is entitled to an annual retainer fee of $40,000. Mr. Zecher is entitled to an additional annual fee of $10,000 for serving as Chair of our Audit Committee and an additional fee of $2,500 for serving as a member of our Nominating and Corporate Governance Committee. Mr. Allen is entitled to an additional annual fee of $7,500 for serving as Chair of our Compensation Committee and an additional fee of $5,000 for serving as a member of our Audit Committee. Mr. Kadow is entitled to an additional annual fee of $5,000 for serving as a member of our Audit Committee and an additional annual fee of $2,500 for serving as a member of our Nominating and Corporate Governance Committee. Ms. Timpone is entitled to an additional annual fee of $5,000 for serving as a member of our Compensation Committee and an additional annual fee of $2,500 for serving as a member of our Nominating and Corporate Governance Committee.

In addition, in connection with the pending Merger with Yum! Brands, the Board formed a special committee composed of Messrs. Kadow and Allen and Ms. Timpone for the purpose of reviewing the terms and conditions of the Merger Agreement and the pending Merger. The Board approved additional fees of $45,000 for Mr. Allen and Ms. Timpone, as members of the special committee, and an additional fee of $55,000 for Mr. Kadow, the chair of the special committee.

Each non-employee director who is not affiliated with KarpReilly is also entitled to receive an annual grant of restricted stock units with a grant date value of $50,000. The restricted stock units will vest in substantially equal installments over three years commencing on the date of grant, subject to continued service as a member of our Board through the applicable vesting date. Due to the timing of her commencement of service on our Board, and her initial equity grant in 2018, Ms. Timpone did not receive an annual grant of restricted stock units in 2019.

The following table provides information regarding the compensation of our non-employee directors for fiscal year 2019:

Name	Fees Earned ($)		Stock Awards ($)⁽²⁾		Total
Ira Zecher⁽¹⁾	$	52,500	$	50,002	$	102,502
A. William Allen III⁽¹⁾	$	97,500	$	50,002	$	147,502
Joseph J. Kadow⁽¹⁾	$	102,500	$	50,002	$	152,502
Karin Timpone	$	92,500	$	—	$	92,500
Allan Karp and Christopher Reilly	$	—	$	—	$	—

⁽¹⁾

As of December 31, 2019, Messrs. Zecher and Allen each held an outstanding option to purchase 8,333 shares of Company common stock, and Mr. Kadow held an outstanding option to purchase 6,427 shares of Company common stock. These options were granted under the 2014 Omnibus Incentive Plan in fiscal year 2014 (for Messrs. Zecher and Allen) and 2015 (for Mr. Kadow) with an exercise price equal to $18.00 per share (for Messrs. Zecher and Allen) and $23.34 (for Mr. Kadow) and a three-year vesting period, subject to continued service as a member of our Board through the applicable vesting date.

⁽²⁾

The amounts reported represent the grant date fair value calculated under ASC Topic 718, disregarding the effects of estimated forfeitures, of restricted stock units granted in fiscal year 2019. The assumptions used in the valuation of share-based awards are set forth in Note 11 to our consolidated financial statements contained in this Annual Report for the year ended December 31, 2019. As of December 31, 2019, Messrs. Zecher, Allen and Kadow each held 8,155 restricted stock units and Ms. Timpone held 2,278 restricted stock units, all granted under the 2014 Omnibus Incentive Plan.

ITEM 12.

Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters

~~The~~Equity ~~information~~Compensation ~~required~~Plan ~~by this item will be contained in the Definitive Proxy Statement and is incorporated herein by reference.~~Information

The following table sets forth, in tabular format, as of December 31, 2019, a summary of certain information related to our equity incentive plans under which our equity securities are authorized for issuance:

Name

Number of

Securities to be

Issued Upon

Exercise of

Outstanding

Options, Warrants

and Rights (a)

Weighted-Average

Exercise Price of

Outstanding

Options, Warrants

and Rights ($)(b)⁽¹⁾

Number of

Securities

Remaining

Available for

Future Issuance

Under Equity

Compensation

Plans (Excluding

Securities

Reflected in

Column (a))

Equity compensation plans approved by security holders

2,078,450

14.57

1,262,672

Equity compensation plans not approved by security holders

—


⁽¹⁾	Weighted average exercise price of outstanding options excludes restricted stock units.

Security Ownership of Certain Beneficial Owners and Management

The following table sets forth certain information as of March 9, 2020 (unless otherwise specified), with respect to the beneficial ownership of our common stock by each person who is known to own beneficially more than 5% of the outstanding shares of common stock, each person currently serving as a director, each named executive officer, and all directors and executive officers as a group.

The amounts and percentages of Class A common stock and Class B common stock (together with the same amount of LLC Units) beneficially owned are reported on the basis of the regulations of the SEC governing the determination of beneficial ownership of securities. Under these rules, a person is deemed to be a beneficial owner of a security if that person has or shares voting power, which includes the power to vote or to direct the voting of such security, or investment power, which includes the power to dispose of or to direct the disposition of such security. A person is also deemed to be a beneficial owner of any securities of which that person has a right to acquire beneficial ownership within 60 days. Under these rules, more than one person may be deemed to be a beneficial owner of the same securities. Unless otherwise indicated, the address for each listed stockholder is: c/o The Habit Restaurants, LLC, 17320 Red Hill Avenue, Suite 140, Irvine, CA 92614.

Because we have disclosed the ownership of shares of our Class B common stock and LLC Units of The Habit Restaurants, LLC (which will be exchangeable for Class A common stock), the shares of our Class A common stock corresponding to the LLC Units of The Habit Restaurants, LLC are not reflected in the table below.

Class A Common Stock Beneficially Owned⁽¹⁾

Combined Voting Power⁽²⁾

Name of Beneficial Owner

Number

Directors and Executive Officers

A. William Allen III

Filing Compare · Habit Restaurants, Inc.