Good day, ladies and gentlemen. Thank you for standing by. Welcome to the El Pollo Loco First Quarter 2020 earnings conference call. At this time, all participants have been placed in a listen-only mode, and the lines will be open for your questions following the presentation. Please note that this conference is being recorded today, 30 April 2020. On the call today, we have Bernard Acoca, President and Chief Executive Officer, and Larry Roberts, Chief Financial Officer. Now I would like to turn the conference over to Larry Roberts.
Thank you, operator. Good afternoon. By now, everyone should have access to our first quarter 2020 earnings release. If not, it can be found at www.elpolloloco.com in the investor relations section. Before we begin our formal remarks, I need to remind everyone that our discussions today will include forward-looking statements, including statements related to the impact of the COVID-19 pandemic on our business and strategic actions we are taking in response, as well as marketing initiatives, cash flow expectations, capital expenditure plans, and plans for new store openings. These forward-looking statements are not guarantees of future performance, and therefore, you should not put undue reliance on them. These statements are also subject to numerous risks and uncertainties that could cause actual results to differ materially from what we expect.
We refer all of you to our recent SEC filings for a more detailed discussion of the risks that could impact our future operating results and financial conditions. We expect to file our 10-Q for the first quarter of 2020 tomorrow and would encourage you to review that document at your earliest convenience. During today's call, we will discuss non-GAAP measures which we believe can be useful in evaluating our performance. The presentation of this additional information should not be considered in isolation or as a substitute for results prepared in accordance with GAAP, and reconciliations to comparable GAAP measures are available in our earnings release. Before I turn the call over to President and Chief Executive Officer, Bernard Acoca, I'd like to note that Bernard and I are, of course, in different locations today. Please bear with us if you experience any slight delays or minor audio quality issues.
Bernard, please go ahead.
Thanks, Larry. Good afternoon, everyone, and thank you for joining us. I'd like to start by saying that while we'll briefly touch on our first quarter results, our primary focus on today's call will be the impact that the COVID-19 pandemic has had on our business and the strategic actions we have taken and continue to take in response. 2020 was off to a strong start with our marketing focus driving comparable restaurant sales and transaction growth building upon last year's momentum. System-wide and company-operated comparable restaurant sales were up 3.7% and 4.2% respectively through February. This early sales performance enabled us to deliver pro forma adjusted earnings per share of $0.16 for the quarter. Prior to the impact of COVID-19, we felt very optimistic about our business and the ability to sustain momentum over the balance of the year. Obviously, COVID-19 changed things.
Following the slowdown in March, system-wide comparable restaurant sales for the quarter ended down 1.5%. From March 1st through March 25th, system comparable restaurant sales were -15.5%, with the last two weeks slightly better than -30%. As the reality of the COVID-19 pandemic set in, we responded rapidly in an unprecedented way. In keeping with state and local regulations, we began operating on a drive-through where available, takeout, mobile pickup, and delivery basis only. Historically, we've had a sizable off-premise mix at approximately 78%, including roughly 45% through our drive-through windows, 30% takeout, and 3% delivery, and thus, we were relatively well-positioned to operate in this new environment. We're pleased with the trajectory of our recent sales trends.
While second quarter to date system comparable restaurant sales are down 23%, we have seen sequential improvement in each of the last six weeks with system same store sales over the last week expected to come in at around -10%. I've always felt that it is during difficult times that you truly understand the capability and soul of an organization. I've worked in some great companies with exceptional people, but I can honestly say that I've never been more proud of a team than I am of my El Pollo Loco family during these last two months. I'm blessed to be in the trenches with this phenomenal group of people who are working tirelessly to protect their fellow employees, franchisees, and customers while providing a much needed and valued service to our communities.
I'm especially grateful to our restaurant teams who are on the front lines every day working to provide an essential service to our customers. Food is a necessity, of course, but made-from-scratch healthier food like the delicious meals we offer can be a source of comfort and reassurance during these stressful times and provide a small bit of normalcy for people whose lives have changed so dramatically in such a short period of time. We take this responsibility seriously. I can't thank our restaurant teams enough for their dedication and commitment to one another as well as their customers. Our top priority will always be the well-being of our team members, franchisees, and customers, and we have taken critical steps to ensure their health and safety.
At the restaurant level, we provided and mandated the use of gloves and masks to all company and franchisee employees and have instituted enhanced cleaning procedures at all restaurants, which are now occurring with greater frequency. In addition, we have installed plexiglass shields at cashier stations in all company restaurants and have made them available to franchisees as well. In our drive-throughs, we implemented contactless payment procedures to keep our transactions as hands-free as possible. Finally, we're purchasing infrared thermometers for the system and will begin requiring that all employees undergo a temperature check before being allowed to work a shift. These and other measures are designed to ensure a safe work environment for our employees and protect our customers. I've spoken frequently of our people-first culture and our heart-centered leadership approach, both of which have become even more crucial in the current climate.
We remain committed to helping our people take care of themselves and their loved ones. To this end, we provided two weeks of paid time off to our restaurant employees over the age of 65, extended sick leave benefits to employees impacted by COVID-19, and we'll be offering low-cost tele-doctor services to our restaurant team members who might otherwise have difficulty accessing affordable healthcare. For our franchisee partners, we've deferred 50% of April royalties as well as their 2020 remodel and new build requirements. In addition, we've established a support team to help franchisees access benefits provided by the CARES Act legislation with free legal consultation for our smaller franchisees who don't readily have access to these services. Our employees and franchisee partners are family, and the best way we can ensure that we all get through this is by taking care of each other.
In response to the COVID-19 crisis, we quickly altered our approach to the business to ensure that we not only weather this storm, but are well-positioned to take advantage of the future recovery. On the marketing side, we've shifted away from our standard eight-week LTO calendar to a program that focuses on four key themes: delivery, family meals, value, and digital e-commerce. In early April, we launched a one-of-a-kind free delivery however long is necessary campaign with Postmates in order to make it as easy as possible for our customers to access our food as they shelter in place. While other concepts offer free delivery for limited windows, we are the first to commit to offering it over an extended period of time in order to assist our customers as much as possible while they're confined to their homes.
At least partially as a result of this promotion and our partnerships with Grubhub, DoorDash, and Uber Eats, we've achieved record delivery sales, with delivery as a mix of our total sales tripling. The second theme we're highlighting is our complete family meals. Families are spending more time than ever at home, and what they're looking for is healthier and affordable meals that the entire family will love. In addition to our longstanding $20 10-piece Familia Dinner promotion, we recently introduced a special weekend offer exclusively for our loyalty members. 12 pieces of legs and thighs, along with three large sides, tortillas or chips, and salsa at the same $20 price point. Not only does this meal provide incredible value, but this offering to our Loco Rewards members marks a significant step in the evolution of our loyalty program and our targeted marketing capability.
What is especially exciting is that the sales from this loyalty offer look to be highly incremental. Overall, these family meal offerings have resonated very well with our customers, resulting in record high family chicken sales mix during the last several weeks. The third marketing theme we're highlighting is one of value. The importance of a strong value offering goes without saying in this environment, especially given the growing economic pressure our customers are facing. To best assist them, we will soon be promoting our extremely popular $5 Fire-Grilled Combos, which have been a successful part of our sales mix since they were launched last September. We believe that customers shouldn't have to trade quality for price and expect our $5 Fire-Grilled Combos to resonate strongly with value-seeking customers looking to maximize their budget.
The final marketing theme is the growing importance of e-commerce and the digitization of our business. If you can recall, last July, we relaunched our e-commerce website and mobile app and have continued to experience significant growth, which has only been accelerated by the crisis. In the course of five weeks, we've managed to nearly triple our e-commerce business and are setting new record levels of participation in our loyalty program. Lastly, with over 20% of our media budget now focused on social media and digital, we believe we're well positioned to capitalize on where our customers are spending the majority of their time these days. We believe these four marketing focus areas have been key to our efforts to first stabilize and then begin improving our sales over the last five to six weeks.
As important as these marketing initiatives have been to our sales. Just as critical has been the progress we've made on the operations front. In addition to protecting our employees, we've placed a great deal of focus on our drive-through operations, which now make up over 70% of our sales mix. Changes in labor deployment and other efficiencies have enabled us to enhance our drive-through speed and accuracy. This will continue to be a major focus as we believe that better drive-through performance can be a significant sales driver and competitive advantage for us in the future. Now, I'd like to turn the call over to Larry for a brief discussion of our current financial operations.
Thanks, Bernard. In terms of our financial response to COVID-19 pandemic, our focus has been on augmenting our liquidity. As previously announced, in a cautionary measure, we fully drew down our $150 million revolving credit facility, adding $34.5 million of cash to our balance sheet. In addition, we have temporarily suspended all but essential capital expenditures, reevaluated essential support center G&A, and fine-tuned our restaurant labor model based on dining room closures and lower sales volume. Lastly, we are deferring company payroll taxes as permitted under the CARES Act and negotiating lease deferrals with many of our landlords. Based on these, in keeping with suspending all but essential capital expenditures, we have temporarily halted company-operated new unit development and remodel activity. In addition, as Bernard mentioned, we have deferred all franchise 2020 new unit and remodel obligations until 2021.
As a result, in 2020, we expect to build one new company-owned restaurant, which is already in progress, and two franchise restaurants, one of which was completed in the first quarter and the other is in progress. Finally, as previously announced, given the uncertainty surrounding the duration of the impact of COVID-19, we have withdrawn our previously issued guidance for fiscal 2020. We hope to have more visibility and be able to revisit the topic of guidance in the near future. Now I'd like to turn the call back over to Bernard.
Thank you, Larry. Before I open up the call for some Q&A, I'd like to reiterate how incredibly proud I am of the extraordinary efforts of our employees and franchisees. They've adapted unbelievably quickly to this new environment and have rallied with their El Pollo Loco family to continue providing a valued service to our loyal customers. We're grateful to be able to do our part to support our communities during these trying times. I feel very good about our position today. Our healthier and affordable menu offerings and ever-strengthening access modes are resonating with customers, and we are working hard to capitalize on new opportunities as the economy recovers. For these reasons, I look forward to coming out of this crisis even stronger on the other side. This concludes our prepared remarks.
We'd like to thank you again for joining us on the call today, and we're now happy to answer any questions that you may have.
Thank you. We will now begin the question- and- answer session. To join the question queue, you may press star then one on your telephone keypad. If you are using a speakerphone, please pick up your handset before pressing any keys. To withdraw your question, please press star then two. Your first question comes from Jake Bartlett. Please go ahead.
Great. Thanks for taking the question. My first question is on the health of the franchise system. Maybe as part of your answering that, I'd be curious to hear what kind of leverage levels you think the average might be across the system. Also, what breakeven in same-store sales at the restaurant level, what that number is. I know you mentioned being in a positive free cash flow position yourself, but what for the franchisees and after royalties, et cetera, what is the level which they're kind of starting to break even?
Yeah, Jake. I'll take that question. I've done, obviously, the break-even work on our company restaurants, which I think can translate to franchise. Obviously, franchisees pay royalties, at the same time, they're probably slightly higher on pricing. On a company basis, I estimate at the restaurant level, we're cash flow positive somewhere around the -30% to -35% level is where we're cash flow positive at the restaurant level. Again, you can probably get a sense that the franchisees are probably roughly in that same ballpark. In terms of the financial condition of the franchisees, there are a couple smaller ones that I've talked about, a little bit challenged, especially those that have inline restaurants, don't have drive-throughs.
Overall, I think quite frankly, the system seems to be in good health and certainly the improved performance over the last five or six weeks, I think it has at least put our minds at ease a bit and certainly franchisees' minds at ease that this is something that they will be able to get through, and we'll all get through it.
Got it. As a follow-up to the kind of the break-even question, you mentioned the free cash flow positive come forward with that at the company level. Does that include the deferral of royalty and rent from the franchisee next couple of months?
It includes the deferral of royalty. It does not include any lease deferrals or abatements that we may negotiate.
Okay.
Just to be clear, we are currently at current levels cash flow positive before any lease deferrals.
Got it. Lastly, as we look to Texas having opened up dine-in at 25% capacity, what is your plan or your franchisees' plan for reopening in Texas? I'm curious to whether 25% capacity is enough given the store configurations to make it worth opening, or how are you looking at that?
I'll take that one. Jake, I think on that one, we're not necessarily going to always follow the timing of whenever a state or a city or municipality chooses to open up. The thing that we always want to do is make sure that our employees and our customers are, their safety is always the driving decision behind whether we choose to open or not. Quite frankly, given the amount of business we've been driving through our drive-throughs, through delivery, through mobile pickup, through takeout, we're not as hard pressed to necessarily follow Texas' schedule. We're going to take more of a gradual approach, look at it state by state, city by city, and not necessarily be automatically tethered to whatever a state decides.
Quite frankly, at a 25% capacity opening, certainly given what we're doing in other channels, we don't expect it to negatively affect us in any kind of meaningful way anyway. That's kind of the general approach we're taking going forward.
Great. I appreciate it.
Thank you. Your next question comes from David Tarantino of Baird. Please go ahead.
Hi. Good afternoon. Hope you both are doing well. Just wanted to ask about a couple of the sales drivers you mentioned, Bernard. I think first, the family meal focus, and I think you made the comment that those transactions you think are highly incremental. I was wondering if you could elaborate on that and what type of either new customer or increased frequency you might be seeing behind that program and what it means for you going forward.
Yeah, 3%-5% incremental same-store sales lift during the days during which we've run it. That's one. Two, the thing that gets us really excited and why we're so optimistic about the future, is because, if you can recall, in the middle of last year, we started laying down the foundation for the digitization of our business. We relaunched our website, we relaunched our mobile app, we shifted our media strategy, which used to be entirely dependent on television and print to digital and social media, which now comprises over 20% of what we spend on media. The reason why I'm bringing all that up is because what we're starting to see are significant synergies between our family chicken business and the access modes in which we're making investments.
We're starting to see, for instance, on our e-commerce channel, 50% of what we are selling on the e-commerce channel is our family chicken meals. 50%, nearly 50% of what is going out the door with delivery are our family chicken. You know as well as I, having covered our business for a while, that one, that's our core product, so our biggest differentiator. Two, quite frankly, when we sell more of that product, it's a lot better for our business for a bunch of reasons. We turn more product, less waste, fresher, plumper product goes out the door, et cetera. We're highly encouraged by what we're seeing in terms of the strategies that we've put in place there.
That's great. I guess maybe a bigger picture question that perhaps ties into the first question is, I think you mentioned sort of getting beyond this crisis in a better competitive position, but just wondering what your thoughts are on what the brand and business model might look like on the other side of this crisis that's different than where it was heading into the crisis. How you think that will be a better position than where you were previously.
I think that what this crisis has done, if there's quite honestly any silver lining in any of this, is that it has quite frankly accelerated the channels and the work that we were doing to continue to make progress in those channels at a rate that quite honestly surprises me, and in a good way.
When I see our delivery business triple, when I see our e-commerce business triple, when I see our loyalty program start to reach double-digit participation levels, what it really points to me is, wow, all these foundational elements that we have been working on for the past two years, I feel very fortunate that maybe some of it's Monday morning quarterbacking a little bit, but the fact that we had this already well underway is indicative that, one, they were the right things to focus on, and two, in the face of this crisis, they're proving to be instrumental to our continued progress.
To put a fine point on your question, I do see that the continued investment and acceleration of our digital business, via e-commerce, via delivery, via our loyalty program, will continue to be focused on and invested in. I continue to see a renewed focus on the drive-through, where we have been really maniacally focused on window times and increasing speed of service and accuracy. We've been doing that through labor deployment and other methods back of house to drive efficiencies there. I think you'll continue to see that become a major area of focus. Quite honestly, the third thing that we're asking ourselves is really, how do we need to adapt and adjust in this new world? We hope that dine-in will come back strong, but no one has a crystal ball to know how quickly that will occur or not occur.
Therefore, we are starting to really look at new channels that we haven't necessarily played in in the past. Curbside delivery is something that we're testing, as well as continuing a focus around delivery expansion. There are things like ezC atering that we're looking to do in the next couple of months, which I think will be the last complement to our full suite of third-party aggregators, et cetera. Those are some of the ways that we're looking at it. Larry, I don't know if you have anything else to add.
No, the only thing I would add is, the other thing we're starting to think about is assuming things continue as they are, we expect to come out of this in good financial condition and really start thinking about what the future has in terms of new unit development and how we execute against that. Because we do think one of the things that will come out of this is there will be development opportunities that may not have existed previously. Certainly, probably supply of restaurants will be less than they were in the past. There could be real estate opportunities. Start thinking about the expansion once we come out of this. Along with all the things that Bernard talked about on the brand and marketing side, from a development standpoint, how quickly do we want to move? We're going to be in good financial position.
How quickly and how best to take advantage of potentially a situation that will be there as we come out of this. That's the other piece that we're thinking about.
Great. Thank you very much.
Thank you. Your next question comes from Andy Barish from Jefferies. Please go ahead.
Hey, guys. Good to hear from you. Just following up on the Texas versus Southern California, are you seeing demonstrable differences in sort of the sales progression in that market where obviously you don't have the brand awareness and penetration like you do in Southern California?
I'll talk to Houston, and more specifically, because I think the thing that we're seeing there, quite honestly, that is hard to parse through is the impact that the oil situation has had on that DNA of that city, and how to sort through how much that is affecting the business versus everything else on top of it. Yes, to answer your question there, in Houston, we have seen performance that is trailing what we are seeing elsewhere. Dallas hasn't been as affected as Houston, but has been trailing as well. Houston's where we're keeping a little bit more of a watchful eye right now, just given that the oil economy has been particularly harder hit there. Larry, do you have anything else you would add?
I think that's right. The only thing I would add is, I think what we saw in Texas was a larger drop-off relative to base and kind of a focus on some different things with your labor. Are there some learnings and kind of some permanent changes maybe that come out of this as the business continues to evolve?
Yes. Absolutely. One of the things that we've been hard at work on is our deployment maps in our restaurant, where we're not only just focusing on what labor deployment looks like in the drive-through, but what deployment looks like in every role in the restaurant. I describe it as starting to look like a beautiful, well-coordinated ballet, where I have to admit, two years ago, sometimes it looked a little bit more like organized chaos. What we are doing is we've got not only deployment maps, but very clear role definition around each restaurant team member's responsibility and how those are supposed to be executed with accompanying training programs to ensure that that level of coordination occurs.
I just think we've been taking it up and ratcheting it up another level, and certainly the crisis has, quite frankly, not just in this area, but across the board, I think the thing that I've been just so proud about is we have probably done, I would say, a good 8- 12 months work in what feels like six to seven weeks' time. A lot of things that was work already underway, we've just managed to really accelerate and focus on as part of just kind of our vital few focus. That's the best way I could describe it to you, Andy.
Got you. Just one more on the free Postmates deal. How is that being paid for, if you will? I know you guys had worked on some curated menus and higher prices for the third-party aggregators. How is that progressing or specifically on that offer?
We've had our bifurcated menu strategy in place for a while now, where naturally, if you want the full menu, you go to elpolloloco.com and you pay essentially what you would pay in our restaurant. If you go to any one of our third-party aggregators, Postmates included, it's a more curated menu, heavier concentration on family chicken meals, and you pay anywhere between, let's call it a 15%-20% premium. That hasn't changed. We believe that's still serving us in good stead. In regards to Postmates, they have been a terrific partner in working with us, provide what quite honestly, we feel is a unique, one of a kind promotion that we have put a lot of television effort behind, which is free delivery from now for however long is necessary.
It was intended to really be a very consumer-centric approach, recognizing full well that people are confined to their homes, and this is just a small, humble gesture to be able to help our customers during a very difficult time. What inspired this was that we tend to see virtually all brands offer free delivery for maybe two weeks to four weeks at a time. From a customer standpoint, it's really tough to track who's offering what. As a result, switching behavior tends to occur. You tend to go wherever the free delivery thing is. What we said is, let's try to take that off the table, and Postmates took a very enlightened approach in working with us. We are willing to offer this for the foreseeable future until we kind of work ourselves through the worst of this crisis.
We plan to continue offering it at least through the early part of the summer.
Thank you, guys. Be well.
Thank you. Your next question comes from Sharon Zackfia from William Blair. Please go ahead.
Hi, good afternoon. It sounds like you've had a pretty impressive ramp in the comps as you've gone throughout April, and you gave some good color in the commentary, is there any part of your business that's ramped more quickly as you've gone throughout April, if you look week to week, whether it's been a part of the menu mix or a day part or a channel? I think that would be helpful to know. Kind of building on Andy's question on labor efficiency, how many hours have you been able to kind of surgically take out of a company-owned restaurant? How do we think about any kind of permanent labor efficiencies that you might have on the other side of this?
I'll let Larry answer the labor portion. I'll take the front portion, Sharon, and then we'll tag team that way. In regards to the first part of your question, where we're seeing growth. In day parts specifically, we are seeing a slight shift of our business, where we've historically been stronger at lunch, in terms of where the growth over the last few years has primarily come, or more, I should say, consistently come. We're starting to see more of the growth and the shift occur at the dinner day part. We're encouraged by that. Naturally, that coincides with the exponential growth, the record level growth we've seen in our family chicken meals. I talked about the tripling of our delivery business. I talked about the tripling of our e-commerce business.
Quite frankly, what we're starting to see now, which is really remarkable for a brand like ours. Forget it, if you're a Wendy's or a McDonald's or a Taco Bell, you're kind of historically used to doing about 70% of your business in the drive-through. Right? We were not. We were doing about 45% of our business through the drive-through. To see us go from 45% to well over 70% and be where everyone else historically has been, and to do it well, I think also opens up our eyes to, wow, okay, we knew this could be a growth channel for us, but how much more can we grow it? How does this influence the way we look at the drive-through going forward? I think that's another thing that you should take note of as well.
Naturally, our loyalty program has seen some really nice participation levels. We set a goal for ourselves before this crisis hit. We set a 2020 goal for ourselves to get to 13% of sales driven from our loyalty program as a percentage of our total sales mix. We're starting to see in any given week anywhere between 10%-12% participation in our loyalty program as a total percent of our sales mix. Very quickly, what we thought would be a one-year goal looks like we're going to be able to achieve probably a lot sooner. For all these reasons, quite honestly, I know a lot of people are looking at this situation as if it's a big doom and gloom. I'm not, I know my team's not, because all the things that we were working on are starting to bear fruit.
The things that are within our control are starting to bear fruit. I'm actually, as I mentioned earlier, encouraged about where this will ultimately lead for El Pollo Loco.
Yeah, I'll just follow up on labor model. Sharon, the two areas where we've really been able to reduce labor hours are for one is just around opening and closing times. I think probably a lot of other companies have done that also in terms of shortening the time period and being able to reduce hours that way, because you're basically closing earlier at day parts, times of the day when you really weren't generating the sales to cover the labor. The other big area where we reduced labor is looking at our minimum hours. Being once a restaurant drops below a certain level, we have a certain minimum number of hours that are required to run a restaurant.
With the ops team, we went back and really reviewed those, and that's the area where we were able to cut back on hours, especially in non-drive-through restaurants. As we look in the future, it's hard to predict because I'm not sure what the dining room requirements will be based on the laws and regulations about what it's going to take to reopen the dining rooms. We'll see how that plays out. I'd say I'm a little bit optimistic that given the cut down in the minimum hours is you could be starting at a low base on some of these restaurants, and maybe you can actually reduce labor hours going forward on that basis. We have not done anything in terms of our model. That's a transaction-driven labor hour model. That has still stayed intact.
Where we've really looked at is just the minimum hours, that base from which you're starting from. Again, as I said, going forward, we'll see how it plays out when you start looking at some of the cleaning requirements and other things required to open up dining rooms in our business.
Okay. Thank you.
Thank you. Once again, if you wish to ask a question, please press star then one on your telephone and wait for your name to be announced. Your next question comes from Matthew DiFrisco from Guggenheim. Please go ahead.
Thank you. Glad to hear you guys are doing well. I saw in the press release, I think you detailed currently 192 of your 195 company and 279 of the 283 franchise stores are open. Has that changed at all? How is that being accounted for within the comp? Earlier on, were there more stores closed? Were there more stores open? Is that being factored into the comp, or are you doing the comp excluding store closures?
Well, Matt, the comp is done excluding store closures. We adjust every day based on any restaurants that are closed. During this time period, we've had a number of restaurants that needed to be closed and then were quickly reopened. At the time, if you look at the company numbers, we have three restaurants that, given the sales volume, we just decided, "Hey, let's not rush to reopen these. We'll leave them closed for a little while." The franchise side is basically the same thing. The franchisees had a number of restaurants, I think it's four in total. A couple of those were college campuses, so there's really no traffic there. One may have been near a mall. Again, they've been left closed on a temporary basis. The plan is to reopen them once the traffic comes back to those areas.
That's the way those have been handled, and like I said, both us and the franchisees will look to reopen those restaurants as the traffic comes back.
Okay. The comp improvement is purely sales coming back to a similar store base. It's not as though you're adding or have reopened a significant amount of stores over the last couple of weeks.
No, no. Again, any time we close a restaurant, it gets taken out of the comp base. We've had to close a restaurant temporarily during this time period, it comes out of the comp base, and then when it reopens, it goes back in the comp base.
Excellent. Just some other brands have mentioned, though, that not only is there an opportunity perhaps for rents to be renegotiated lower, but also some of those municipalities that might have been resisting a drive-through or a pickup or designated parking, et cetera, have been a little bit more open to those ideas now. You're doing about $1 million, it looks like now, through the drive-through, if I did the math right. How many stores do you have now in the overall base that are drive-throughs, and is there a potential to convert non-drive-throughs into drive-throughs?
Yeah. Off the top of my head, I believe the number in the system, the entire system of non-drive-throughs, I think it's somewhere in the mid-50s. I think it's around 55 or so, give or take, in that range. I'm going to guess that most of those would not be convertible to a drive-through just because they're in line, and there's really going to be no drive-through option there. I think that's right. Again, that opportunity is probably not there. Obviously, the opportunities would be around do you relocate some of those or going forward, can you find drive-throughs where previously municipalities are saying, "No, we don't allow drive-throughs." Maybe some of those open up and you can find some pads there.
As of now, we're about mid-50s in terms of non-drive-throughs across the system, and I don't think many of those will be convertible into drive-throughs.
Okay. Last question. Bernard, can you talk a little bit about the Loco Rewards customer. What are you seeing from that as far as that 10%-12% that are now doing that? Presumably, that's a larger check, probably a person that comes a little bit more frequently. Are there certain characteristics more about that customer that you've learned that might even be of assistance in the recovery here as the primary core consumer that you can get to come back more frequently?
Yeah. What we are seeing with that customer is that, one, it's just very encouraging to see how highly engaged that loyalty database is, so that when we do send something out that resonates with them, the reaction that we've been getting has been very, very encouraging to see. What we're starting to see, I believe, is our Hispanic consumer, our bread-and-butter customer, the customer that has been loyal to us from day one, continues to provide us with our greatest source of strength. I think what we believe we're starting to see, is that we have cast a wider net, certainly with the expansion of our loyalty channels and to our loyalty program, that we are starting to broaden our base a bit more, get a younger skewing, younger, more millennial customer, more general market customers coming into the franchise.
What we're seeing through the Loco Rewards program, again, is record-setting levels of check growth driven by our Familia Dinner, which is where we've been putting the focus. We're seeing this in delivery, where the check level is $25+ , $24. We're seeing this via our Loco Rewards program, et cetera. It's encouraging to see. The segmentation of our database was something that had been well underway before this crisis started. We believe we've adjusted the way we're targeting folks within that given segmentation, given that the crisis has forced us to do so. A lot more to come with the Loco Rewards program. Clearly, this additional 3%-5% sales comp lift that is coming directly as a result of offers driven via that program is super encouraging.
Excellent. Just a follow-up question. I'm sorry, it just came to my head. If you're doing a down 10% comp now and 45% or 50% of your base has drive-throughs that are seeing that type of growth, presumably there's a good portion of your base then that's probably positive comping right now?
I haven't looked at store by store in a while. I'm not sure there's too much of our base that's actually positive comps right now.
Okay. Thank you.
I know we see it sporadically, but it's hard to say. Yeah.
Yeah . Understood.
Thank you. Your next question is from Todd Brooks from C.L. King & Associates. Please go ahead.
Hey, good evening. Thanks for taking my questions. First of all, just amazed at the shape of where you bottom, same-store sales-wise, and what the recovery curve has looked like. With the speed of the recovery to the down 10% same-store sales, could you talk about your team at the restaurant level? Have you actually been able to retain most of your teams intact, or how did that work out with the speed of the recovery as far as keeping the people that you already had?
That's a great question, and it's one that's a source of pride for us because, as we got in our Q1 turnover numbers, what we have been able to share with all of you over a protracted period of time is that our turnover numbers continue to go down virtually across all positions. Year-over-year in quarter one, our turnover is down. We haven't had to furlough or let go a single employee throughout the company during this situation. If anything, maybe at the restaurant level, because we are operating under a slightly reduced hours format, each crew member, each restaurant team member is maybe being shorted about two hours per week that they would typically work. Generally speaking, we have been in a very fortunate position in that our turnover levels have been extremely low.
Year-over-year have actually reduced once again, because it's been an ongoing trend for the vast majority of 2019. We're very proud of that point.
That's a great result. Second question would be, I know you at one point Well, prior to COVID-19, we were hoping to have a few corporate locations remodeled into the new redesigned prototype. Thoughts on, is that still happening this year? Are you planning to delay it into fiscal 2021 as you've delayed franchisees remodeling in new unit openings as well? Just thoughts on timing of maybe seeing the first new prototype location.
Yeah. I'll take that one.
Go ahead.
The plan right now is, we have suspended non-critical capital spending for now. Having said that, I would expect that as we watch things evolve over the next month or two, and if things continued on the current trajectory, then I would look to us to reopen and look to do some remodels back half of the year to the new asset design. At the same time, we are currently working on re-looking at the new asset design and thinking about, well, given the COVID-19 and how that may change consumer behavior going forward, are there some tweaks that we need to make to that asset design before we actually go out and do the remodel? That work is going on now.
Like I said, I'd be hopeful that if things continue, that we would look to do two or three remodels back half of the year, using that new asset design.
Okay, great. Thanks so much, and continue to be well.
Thanks.
Thank you. That concludes the question- and- answer session. I would now like to turn the conference back over to Mr. Acoca for any closing remarks.
Thank you very much, operator. I just want to thank everyone for joining us today. Hope you guys continue to remain safe and healthy with your families, and we look forward to not only speaking with you, but hopefully seeing most of you really soon. Be well. Take care.